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Le laboratoire, un enjeu majeur pour la filière
Meriem HILALI | 26/05/2017
La qualité du safran fourni par les coopératives n’est pas toujours clairement définie, ce qui rend difficiles les ventes, notamment sur les marchés à haute valeur ajoutée. D’où l’importance du travail de Fatima-Zahra et An et la mise en place d'un système d’évaluation de la qualité.Logé dans la Maison du safran, à Taliouine, non loin des safranières, le laboratoire mis en marche par Fatima-Zahra et An est une première au Maroc, par son accessibilité financière et géographique. Nul besoin de courir jusqu’à Agadir ou toute autre ville pour effectuer des analyses.Goût, odeur, couleur, humidité, volatilité… autant de critères qui déterminent la qualité du produit. En 2016, 84 % des échantillons de safran analysés ont été classés en catégorie 1 (sur une échelle de 3). Grâce à ce système d'évaluation de la qualité, basé sur des critères physiques et scientifiques, reconnus au niveau international (ISO 3632-1-2011), le prix payé aux producteurs est fonction de la catégorie du safran fourni. Prochainement, cela se reflètera aussi sur le prix de vente au consommateur. Une gamme de produits avec des prix différenciés selon le niveau de qualité sera en effet proposée.Ce système incite les producteurs à améliorer la qualité de leur produit pour en obtenir un meilleur prix. Faut-il encore qu’ils en connaissent les tenants et les aboutissants...
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Merveille, la fille maçonne.
Julie CLAASSENS | 24/05/2017
Sûre d'elle, Merveille raconte pourquoi elle a choisi l'option maçonnerie à l'Institut Technique Professionnel Labo de Gemena.En RDC, à peu près quatre millions d'enfants vont à l'école, mais ce nombre représente seulement la moitié de tous ceux qui devraient être à l'école. Lorsque les ressources sont rares dans la famille et des choix doivent être faits, les filles restent souvent à la maison, tandis que les garçons sont envoyés à l'école.En Equateur, le Programme d’Appui à l’enseignement technique et à la formation professionnelle dans les districts de la Mongala et du Sud Ubangi vise l’amélioration de la qualité de la formation (surtout de la formation pratique) des élèves et des apprenants, avec une attention particulière pour les filles, pour une meilleure insertion sur le marché de l’emploi, dans l’économie familiale ou pour un travail autonome. Le projet part d’une vue globale sur le système d'enseignement qui permet de tenir compte des éléments essentiels pour arriver à améliorer le fonctionnement des écoles et centres de formation ciblés.
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Closing the skills gap through livelihood actors
Hanna DEKERK | 24/05/2017
On the 4th of May in Moroto, the Support to Skilling Uganda (SSU) project launched the Skills Development Fund (SDF) and opened the Regional Skills Development office for Karamoja. Partners from the local and national level gathered to learn about the funding opportunities of the SDF and to visit the new office, all in the presence of First lady and Minister of Education, Janet Museveni. This component of the Support to Skilling Uganda project is financially supported by Irish Aid for 6 million euros and will be implemented from 2016 to 2020. Irish Ambassador in Uganda, Donal Cronin added “We are confident that with Irish Aid’s underground experience operating in Karamoja and the great expertise of BTC in skills development, we will get the program to work for the people of that region.” “Karamoja has many economic opportunities” The SDF for Karamoja aims at establishing work-based learning and to let skills development respond to the needs of Karamoja’s labor market. The fund will be awarded to Public-Private-Partnerships between local training providers and private sector actors that jointly and in a flexible way, organize relevant and qualitative trainings. As Karamoja is currently transitioning from an emergency context to one of post-conflict development, these training providers are mostly working on livelihood activities. This allows them to skill professionals in domains like water sanitation, irrigation techniques, etc. The launch gathered private sector members and political authorities from the national level as they are needed to further develop and implement priority sectors. Local authorities, civil society and livelihood actors were also present as they play a key role in the projects’ implementation. The event emphasized the contributions of all these stakeholders in the success of the project. In the words of Belgian ambassador Hugo Verbist: “Karamoja has many economic opportunities and we need to make that count.” Reaching the Karamojong In February 2017 SSU together with the Ministry of Education and Sport opened a Skills Development office in Moroto to oversee the implementation of this programme. The project is based in Moroto and remains active the districts of Abim, Kaabong, Nakapiripirit, Kotido, Amudat and Napak. This new office will improve access to the karamojong, while increasing the collaboration with key stakeholders and local district leaders. In short, it will enhance the response and integration of local skills development issues. As Minister of Education, Janet Museveni, stated: “Skilling the young people of Uganda is a vital step in the transformation of our education system”.
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Un travail de proximité
Meriem HILALI | 22/05/2017
Fatima et ses collègues accompagnent 27 coopératives (dont celle de Khadija) et deux unions de coopératives. Au total, ce sont près de 1.400 producteurs et productrices de safran qui sont soutenus. Fatima les aide, via un coaching, des formations, un accompagnement de proximité, à mieux s’organiser, à se professionnaliser et à accéder à de nouvelles opportunités économiques.En 2016, elle a notamment travaillé sur la conception de plans de développement pour établir une meilleure visibilité sur l'avenir, la mise en place d'outils administratifs et financiers et l'obtention d'autorisations sanitaires.L’intégration des femmes dans les instances de décisions est au cœur de ses préoccupations. Toujours en 2016, cinq coopératives ont élu des femmes dans leur Conseil d’Administration. Une petite victoire. Les choses évoluent, petit à petit.
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South to South exchange on private sector involvement in skills development
Hanna DEKERK | 22/05/2017
On the 27th of April 2017 BTC Uganda, together with the Belgian Embassy, organized a South –south skills development conference in Kampala on “private sector-led change towards sustainable financing & coordination of skills development”. Ugandan Minister of Education and First Lady, Janet Museveni, participated in the discussions. Training the hand The event gathered specialists in skills development from Uganda and the wider region, with representatives from Ghana, Namibia and Rwanda. Members of the Ugandan business community also shared their ideas on skills development, emphasizing that the reinforcement of technical and vocational training is a necessary condition for the socio-economic development of Uganda. First lady and Minister of Education Janet Museveni added: “In Uganda we used to train the head and the heart. But we didn’t include the hand, so we have an incomplete training cycle in our nation. A lot of people think to use your hand is a shame but we are changing this.” BTC is implementing the Support to Skilling Uganda program in joint partnership with the Ministry of Education and Sports. The aim is to implement the Skilling Uganda reform agenda at national and grass root levels by making Ugandans’ skills more responsive to the employer’s needs. In the words of Dirck Teerlinck, Belgian head of bilateral cooperation: “The private sector should be directly involved with TVET, they can only offer jobs if the people match their needs and technical profiles.” The private sector as a motor for change Within this context and in close collaboration with the Education Development Partners, the discussion focused on private sector-led change in skills development. In presence of a set of international guests from Ghana, Namibia and Rwanda, invitees discussed the way forward on 3 thematic areas: -Alternative financing for Skills Development -Work Based learning & apprentices -How to ensure quality standards in Skilling Uganda efforts. Knowledge and experience of advanced countries in the region were shared through bench-marking of their successful skills development systems. For example, Albert Nsengiyumva, Skills Development Expert from Rwanda stated that “Public-private dialogue must be held on a regular basis. That is why every year in Rwanda we organise a TVET –expo: the training schools showcase their capabilities and the private sector is there to see what the schools and government can offer.” In short, the south-to-south conference identified new areas for building synergies on private sector integration in skills development through sharing of innovative ideas that can be replicated for the realization of the Skilling Uganda Reform Agenda.
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Le Centre Al Waleed, un Centre de Référence.
Julie CLAASSENS | 19/05/2017
Docteur Eliane Ndibu, Médecin Directeur du centre de santé Al Waleed, Kisangani: "Le Centre Al Waleed existe depuis 2007. Au début on recevait uniquement des victimes des violences sexuelles. On garantissait la prise en charge médicale et psycho-sociale et on travaillait avec des ONG pour la réinsertion des victimes dans leurs familles. Depuis 2008 que je suis ici, le centre reçoit d’autres patients en plus de victimes des violences sexuelles, cela pour éviter la discrimination et la stigmatisation. Au début on était trois médecins généralistes et spécialisés, maintenant on est treize y compris les chirurgiens, remplissant ainsi un service complet 24 heures sur 24, alors qu’avant le service était assuré seulement le matin. On reçoit environ 32 victimes par mois, mais le nombre varie et est plus remarquable pendant les journées de fêtes et des cérémonies, comme par exemple le 8 mars (journée de la femme) et le 25 décembre (Noël). Pendant ces journées-là, femmes comme filles se promènent, sortent et deviennent victimes de diverses violences. Parfois elles sont droguées parce que quelqu’un a mis quelque chose dans leur boisson et elles ne s’en souviennent pas beaucoup. En plus, il y a aussi des hommes et petits garçons qui sont victimes de mêmes actes. Leur âge est très variable. Une fois, on a reçu une femme qui était violée par son petit-fils qui avait pris le chanvre indien. A l’arrivée des victimes, on organise d’abord une consultation médicale. Après il y a les examens du laboratoire, suivis d’une consultation psychologique. La prise en charge juridique dépend de la volonté de la famille. On garantit donc toujours la prise en charge médicale et psycho-sociale d’une manière gratuite. Les médicaments qui ne sont pas disponibles ici sont payés par la famille. On délivre le rapport médical et la famille décide si elle veut continuer la poursuite judiciaire. Les affections les plus fréquentes sont les infections, les grossesses pour lesquelles on organise le suivi et les césariennes. Comme il n’y a que deux psychologues, il est impossible de faire le suivi à domicile. Par conséquent, les victimes reçoivent seulement de l’aide psychologique quand elles arrivent ici et ce n’est pas suffisant. Beaucoup d’entre elles ont honte de leur situation vécue et ce qui me fait mal au cœur, c’est que dans la plupart des cas, ni les victimes, ni les familles ne sont capables de payer les soins et les médicaments. Auparavant on travaillait avec des ONG, mais actuellement on ne travaille qu’avec la Coopération Technique Belge qui nous appuie au niveau du matériel et de l’organisation de la prise en charge."
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First meeting of the Work-Based Learning (WBL) thematic working group in the Gaza Strip
Laura SCHILLEMANS | 19/05/2017
The first meeting of the thematic working group in Gaza took place on the 10th of May. The thematic working group consists of two representatives from the Ministry of Labour (MoL) & the Ministry of Education (MoE), representatives from schools, VTCs and colleges and representatives from the private sector (Chamber of Commerce, PFI and PITA) and Islamic Relief Palestine (IRPAL). The meeting focused on a SWOT and stakeholders’ analysis for Work-Based Learning (WBL) in the Gaza Strip and the results of this workshop will be integrated with the results of the same workshop conducted in the West Bank. Both thematic working groups will work closely together as one national body to ensure the approval and dissemination of the strategy in both areas. Working on the WBL strategy is considered to be an essential step for ECIB (Enhancing Capacities for institution building) to integrate WBL within the TVET (Technical and Vocational Education & Training) system. In the coming months more workshops will be conducted to finalize the strategy and to have it approved by policy makers.
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Annual Sector Review (ASR)
Laura SCHILLEMANS | 19/05/2017
The Joint Financing Partners (Belgium Germany, Ireland, Finland, and Norway) have been supporting the development of the educational system in the Palestinian Territory since 2010 through the Joint Financing Arrangement, JFA.Last week was an important week for the JFA as the Annual Sector Review (ASR) of the Ministry of Education and Higher Education (MoEHE) took place. This is an annual exercise to take stock of developments in the education sector during the previous year and to provide guidance on future strategic direction.Four days of school visits, plenary sessions and workshops were attended by representatives from the Palestinian Authority (MoEHE central level, directorates, teachers and students), civil society and Development Partners (DPs). Besides the review of sector performance in 2016, this year's ASR focused on two key topics of innovation and inclusion.
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Graduation ceremony of the Master Craft course
Laura SCHILLEMANS | 19/05/2017
This week the graduation ceremony of the Master Craft course took place in the Chamber of Commerce in Ramallah.In 2015, for the purpose of capacity building, Syntra had offered courses to consultants to train mentors for skills development with regards to Work-Based Learning. Now these consultants trained mentors with the skills needed to guide and support apprentices properly in a Work-Based Learning environment. ---------More about the Master Craft training: The role of the Master Crafts persons in the enterprises is of crucial importance. They are responsible for the transfer of knowledge and skills to the apprentices, interns, etc. through different learning means and processes; they are the ones who will make the learning experience one that is significant or not. In such a Work-based Learning set up, they are more than just teachers; they are coaches, tutors and mentors too. Therefore, they need to be properly selected and trained. The selection should be based on the knowledge, skills and attitudes (KSA) of the workers. Apprentices learn by doing! The MC should be able to create a positive learning environment for the apprentices, interns, trainees, etc. to learn to give constructive feedback, to pass on his/her technical knowledge through active learning techniques, to know how to deal with conflict and so on, in order to properly transfer the knowledge to the apprentices. In a very simplistic way, the MC needs to be able to explain the ‘why’, i.e. the reasoning behind the actions needed to achieve the tasks. Aim of the service : Develop and implement a comprehensive toolkit for a training of Master Crafts persons (Private Sector coaches of apprentices) for the SME companies in the Palestinian Territory and this for the different systems of apprenticeships, internships, traineeships, etc.”
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Strenghtening Capacities within the Health sector through the Capacity Development Pooled Fund (CDPF) - First assessment
Alexis DE HERDE | 17/05/2017
The overall vision of the Capacity Development Pooled Fund (CDPF) is to strengthen and develop capacities within the health sector in line with the Health Sector Strategic Plan and Rwanda’s Human Resources for Health (HRH) Strategic Plan. CDPF contributes to enhanced quality outcomes in the delivery of health services. By choosing the modality of a basket fund, we aim to contribute to the health Sector Wide Approach enhancing the aid effectiveness environment through enabling pooled funding for capacity development initiatives. Capacity development is understood as “the process whereby people, organisations and society as a whole unleash, strengthen, create, adapt and maintain capacity over time” with capacity being defined as “the ability of people, organisations and society as a whole to manage their affairs successfully”.CDPF is building capacity strategically by:- Ensuring a coordinated approach to HRH planning across the sector, thereby strengthening the overall servicedelivery capacity;- Increasing the quantity of HRH through increased numbers of trained and equitably distributed staff at all levels;- Increasing the quality of HRH, including improved productivity and performance of health workers;- Increasing capacity to plan, develop, regulate, and manage HRH.An alternative aid modality The CDPF aims to offer an aid modality targeted at capacity development for Development Partners that are unable to contribute to Sector Budget Support and to function as entry point for a joint, coordinated and flexible financing mechanism that supports a national health sector programme using country systems.The CDPF initially aimed to provide a long-term basket, with easy and flexible access to funds for priority activities in health sector capacity development.A flexible pooling fund instrument The CDPF focuses on approaches that identify training gaps and unmet training needs as defined in the HRH strategic plan. It targets specifically human capacities at the district level that face greater challenges than at the national level. Due to its flexibility the CDPF is also able to support other components beyond formal education and training of health professionals.The CDPF should be able to adapt to continuous changes upon assessment and deliberation of a Steering Committee of all stakeholders. The day to day management of the fund resorts under the Single Project Implementation Unit of the Ministry of Health.Lessons learnt for future initiatives With December 2017 as the cut off point for the current CDPF budget and training portfolio, it is opportune to make an inventory of the lessons learned. An independent evaluation will be commissioned this year.- The fund has not been able to secure funds beyond December 2017. Sustainability is at best doubtful. What is the value a pooling fund instrument in the current aid environment? - Reform in the health sector as well as the education sector has introduced new challenges for the management of the fund reducing transparency and possibly effectiveness and efficiency. How do we make capacity building integral and aligned to a national reform agenda? - The fund has concentrated on increasing the quality and quantity of existing health staff predominantly through extensive training programmes. This consumed most of the fund leaving little opportunities for the flexibility as intended in the original concept. In the context of sizeable and competing needs, how do we maintain a vanguard concept and retain flexibility? - Coordination between the Ministry of Health Technical Work Group for HRH (responsible for strategy) and the fund was not optimal and mutual participation was not evident. Specifically discussions on considering the absorption capacity of the current establishment and recurrent cost implications suffered. This necessitated e.g. ex-post discussions with the Ministry of Public Service and Labour for placement and absorption of thus trained cadre. Are there lessons to be learned to increase the quality of the health sector policy debate?
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Towards the setting-up of a capacity development system
Alexis DE HERDE | 16/05/2017
The NRG CB project is now called CDEU. It stands for "The Institutional Strengthening and Capacity Development of the Electricity Utility Project". The purpose of the BTC funded CDEU project is to contribute to the provision of reliable energy to the Energy Utility Corporation’s customers by strengthening infrastructure, central management and support functions and Human Resources staffing and competence development.Towards the setting-up of a capacity development system The capacity development system is a part of the central HR system designed to ensure that the Energy Utility Corporation has a coherent way of assessing and planning how it will ensure that its staff have the skills, knowledge and abilities it needs to successfully deliver its goals and objectives as measured by key performance indicators. Capacity development needs assessment and planning are integral elements of the performance management process and are completed yearly in conjunction with the performance evaluation programme.To ensure that organizational and department goals and objectives are clearly understood and act as the basis of capacity development plans, an individual and his/her immediate supervisor discuss and assess the individuals capacities with reference to the business plan, department’s key results, the job description and performance contract. In the discussion, they decide the individual’s specific needs, the method that is most appropriate, assign a priority rating, decide when the capacity development should take place and estimate the cost to the organisation. This plan is then monitored on a quarterly basis and its effectiveness assessed during the following year’s performance evaluation.
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Rwanda has joined few countries that have a National Capacity Development Policy
Alexis DE HERDE | 16/05/2017
On the 10th of December 2016, the Government of Rwanda approved the National Capacity Development Policy, Strategy and Implementation Plan. By endorsing the National Development Policy, Rwanda became one of few African countries having an overarching policy framework to regulate Capacity Development across the country. In Africa, only Liberia, South Africa and Uganda currently have a similar Capacity Development framework.With support from the Belgian Development Agency (BTC), the policy has been developed by the Capacity Development and Employment Service Board (CESB). Through the Strategic Approach to Capacity Building project (SACB), BTC provided technical and financial supports to facilitate policy analysis and writing sessions, including consultation with key stakeholders. The policy analysis and writing exercise resulted in a green paper of the policy which was taken up by the Ministry of Public Service and Labour (MIFOTRA) for the remaining stages for the cabinet approval.A guiding and enabling frameworkThe National Capacity Development Policy is a guiding framework for all capacity development interventions in Rwanda. It will contribute to Rwanda’s ambitions to become a middle income country and service based economy.This Policy will ensure that there is a skilled workforce to propel private sector led growth, capable and accountable organizations to provide public services to Rwandan citizens as well as an enabling environment for private sector and civil society organizations development.The purpose of the Policy is to create an enabling framework for an inclusive national capacity development driven by sectors, integrated into sector and facilitated through a national coordination mechanism.The Rwandan Capacity Development Policy contributes to a capable workforce and strong organisations for improved lives of Rwandans:1. Institutionalised coordination mechanisms are in place to facilitate the oversight, implementation and reporting of capacity development programs and initiatives;2. Capacity development is mainstreamed within sector and district planning, budgeting and reporting frameworks;3. Capacity development is delivered through a network of capable, knowledgeable and quality assured service providers;4. Sector and district actors have the capacity to diagnose, demand, manage and monitor capacity development programmes and initiatives;5. Capacity development supported by Evidence-Based Learning and knowledge Exchange;6. Engagement with the regional and international community to mobilise expertise and financial resources, advocate for capacity development and share good practices.Mechanisms and Capacity Development guidelines The policy proposes mechanisms for coordination, planning, budgeting and reporting, policy analysis and knowledge management of Capacity Development initiatives. It also addresses the need to strengthen the local capacity development industry, including knowledge on good capacity development practices. It sets guidelines to support capacity of public, private and civil society actors to identify their needs and take ownership of the capacity development process.Key institutions for policy implementation The policy identifies key institutions responsible for policy implementation. The capacity Development and Employment Services Board (CESB) and the Capacity Development Coordination Forum (CDCF) are given the coordination roles. Sectors, districts, Civil Society platform and the Private sector federation are seen as principal recipients of Capacity Development support. Development Partners and Ministries are identified as Capacity Development Responsibility Centers.Capacity Development guided by sectors The policy emphasises that sectors are the prime movers and focal points for capacity development. Support needs to be owned and guided by sector stakeholders and should be anchored in sector and district development plans.At the same time, the national level plays a critical role in coordinating overall capacity development support. It sets norms and standards, provides technical guidance, promotes innovation and learning and provides a framework for monitoring and evaluation.The policy does not prescribe specific interventions to address identified capacity challenges nor does it set specific capacity development targets. These are addressed in complementary national and sector policies, strategies and plans. Examples include the National Employment Program (NEP), the national policy on workplace learning and the public sector reform strategic framework, and the Capacity Development plans of all Ministries and Development Agencies in Rwanda.Kick off in February 2017To kick off the implementation of the National Capacity Development Policy, CESB convened a Capacity Development Coordination Forum to inform the stakeholders on their roles as per the policy. This first meeting held on February 2, 2017 was due to explain some key policy objectives and how the Public Sector, Private sector, Civil Society as well as the development partners should contribute to the successful implementation of the policy.
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FMBE Planning workshop
Alexis DE HERDE | 16/05/2017
End of April 2017, the FMBE planning workshop took place in Rwamagana.The workshop was a unique opportunity to gather all the stakeholders of the project in order to develop a detailed planning of the impact chain of the intervention and reflect on the theory of change. FMBE will be implemented in Rwamagana District and will support the 3 Kigali districts in design and development of District Forest Management Plan (DFMP). Last but not least, FMBE will be supporting Gicumbi, Rulindo, and Gakenke districts in implementing the already designed DFMPs.
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AGID : Mobilisation de la société civile
Halima HORRI | 16/05/2017
Le renforcement des capacités de communication, d’organisation et techniques des acteurs de la gestion intégrée des déchets de la zone d’intervention est le deuxième résultat attendu du projet AGID.Dans le domaine de la sensibilisation et de la mobilisation sociale pour l’introduction du tri sélectif, l’Institut Eco-conseil (IEC) a réalisé une première intervention avec de nombreux acteurs relais de la zone d’intervention. Ces acteurs relais sont en effet mobilisés par le projet AGID pour appuyer les collectivités locales dans leur démarche en vue de convaincre la population de changer de comportement par rapport aux déchets.Préalablement à cette intervention, une action d’identification des acteurs relais a été entreprise par l’équipe du projet AGID afin de créer dans chaque wilaya un réseau de relais mobilisateurs regroupant des représentants de :La société civile : ONGs, Associations Scouts Musulmans Des Directions de l’éducationDes Directions de culture/Maisons de cultureDes Directions de la jeunesse et du sport/Offices Des Etablissement des Jeunes Des Directions des affaires religieuses Des Maisons d’environnementLa presse et des radios locales Des acteurs locaux dans le domaine de la gestion des déchets Direction de l’environnement.L’EPIC de collecte.L’EPIC du Centre d’Enfouissement Technique.Dans cette première phase, l’intervention de l’Institut Eco CONSEIL s’est effectuée en 03 étapes d’atelier formation-action portant sur la "Gestion de projets et la mobilisation sociale en vue de l'introduction du tri sélectif". 02 journées de formation était proposée par Wilaya à chaque étape. 1ère étape, du 2 au 02 mars 2017 : Présentation du concept d'éco-conseiller et discussion avec les acteurs locaux sur la manière de l'adapter au contexte algérien. 2ème étape, du 01 au 06 avril 2017 : Formulation de projets relatifs à la sensibilisation et à la mobilisations sociale (mise en place du tri sélectif au niveau des cités pilotes, sensibilisation au niveau des établissements scolaires, création de parcours pédagogique, formation des ambassadeurs de tri….). 3ème étape, du 06 au 11 Mai 2017 : Vérification des fiches projet et amélioration du planning de réalisation. Le nombre et l’intérêt de participation variaient d’une wilaya à une autre. Pour les 03 Wilayas (Mostaganem, Mascara et Sidi Bel Abbes) on a enregistré 214 participants, dont 68 participants ont reçu un certificat de participation aux 03 ateliers organisés. Lors de cette première intervention, 13 projets ont ainsi été formulés. Ils seront présentés au Comité Technique de Suivi Local et Projet cette fin de semestre 2017 pour discuter de la pertinence et des modalités de leur financement et de leur mise en œuvre.
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A new Coaching Programme to boost Local Government organizational performance.
Simon DESCHUTTER | 15/05/2017
On 20th January, a new Local Government Coaching programme was launched at Hotel Portofino in Kigali. The programme is implemented by Rwanda Governance Board (RGB) with support from Belgian Government through the Rwanda Decentralization Support Programme, (RDSP), which is jointly implemented by the Belgian development agency (BTC) and the ministry of local government (MINALOC).The programme is a Capacity Building initiative aimed at contributing to the improvement of service delivery to citizens as a result of capacity building at individual, organizational and institutional level of the districts. As recalled by Ambassador Fatuma NDANGIZA who officiated the launching ceremony on behalf of RGB, the new programme builds on lessons learnt from the two previous phases of the coaching program that were concluded in 2015. These include special attention to suitability of the approach to the Local Government set up/environment, the importance of an advisory role of coaches instead of gap filling/ substitution, attention for evidence based monitoring and evaluation of achievements, capacity and enhancement leading to organizational performance.Lessons learnt: demand driven design Building on these lessons learnt, the design of the new programme emphasizes on a demand driven approach for the coaching services; technical coordination by Provinces which have among others the mission to coach and provide advisory services to the districts; a clear Monitoring and Evaluation (M&E) framework with SMART indicators; and regular information sharing among coaches and with other stakeholders. The demand-driven nature of the new design resides in requests for support being formulated by districts and being further analysed by Coaches before formulation of a tailor made intervention. The focus of the programme is organizational performance with Imihigo[1] as the entry point. Specifically, the support targets addressing gaps in processes as per requests by Local Government (lesson learnt from previous phases: addressing gaps instead of filling them). Coaches hereby support districts in analysing and prioritization identified gaps; in designing the interventions required to address the gaps, and also advise the districts on how best to implement the interventions and monitor the implementation progress. Implementation status of the coaching programme The new program is implemented by RGB which avail 10 coaches based in Provinces and City of Kigali. A coordination unit comprising of the program coordinator and one M&E specialist is based in RGB. As Provinces and City of Kigali play a key role in the management of the programme, a Memorandum of Understanding was signed between RGB and Provinces/City of Kigali to specify their respective roles and responsibilities in the implementation framework. During consultative sessions and the official launch at Province and Cilty of Kigali level, beneficiaries expressed their expectations in the program as well as their readiness to use the opportunity to boost district performance. “The programme will certainly help us unlock our potential and raise our performance towards better service delivery to our citizens” said Mr JABO Paul, Northern Province Executive Secretary during the launch of the program in Northern Province. Mr Cyprien NSENGIMANA, one of the coaches in Southern Province affirms that: “the program is highly appreciated by beneficiaries who consider coaching as a means to solve organisational performance problems. Since we started, local officials express different needs that we address through interactive sessions with coaching counterparts, peer learning among coaching beneficiaries, close collaboration with other partners, and advocacy to institutions concerned with local government capacity development. The coaching programme among RDSP’s key activities in partnership with RGB and it is expected to substantially contribute to the improvement of service delivery through enhanced Local Government organizational performance. [1] Imihigo (performance contracts) is a program of the Rwandese Government, based on Rwandan culture and traditional practices (Imihigo is Kinyarwanda for ‘to vow to deliver’) aimed at enhancing organizational performance of local governments.
