Organizational Review and Five-Year Staffing Plan for the Integrated Water Resources Management Department of the Rwanda Natural Resources Authority

Material Information

Title:
Organizational Review and Five-Year Staffing Plan for the Integrated Water Resources Management Department of the Rwanda Natural Resources Authority
Abbreviated Title:
IWRM Staffing Plan in Rwanda
Creator:
Global Water for Sustainability Program (Florida International University)
Place of Publication:
Kigali, Rwanda
Publisher:
Florida International University
Publication Date:
Language:
English

Subjects

Subjects / Keywords:
Water Resources Management; Rwanda

Notes

Abstract:
The Government of Rwanda (GoR) has adopted the integrated approach to managing the country’s water resources, and has progressively put in place appropriate water governance structures, starting with a water law, 2008; a National Policy and Strategy for Integrated Water Resources Management in 2011. Institutionally, the IWRM implementation was entrusted to the Natural Resources Management Authority (RNRA)’s Department of Water Resources Management. As a new institution, the IWRM Department faces serious challenges of capacity. A Capacity Needs Assessment was undertaken in March 2012, with support from the Rwanda Integrated Water Security Program (RIWSP). It recommended a range of institutional and human resources capacity building interventions, and formulated a Capacity Building Plan to support the implementation of IWRM Rwanda. Following the capacity building plan, the IWRM Department identified appropriate staffing as a key immediate priority. It is in the context of this framework, that the USAID-funded RIWSP Program commissioned the staffing norms study for the IWRM Department that this report presents. The organisational review and staffing norms study has proposed a new organisational structure for the IWRM Department from a three Units-structure to a fully constituted department with 2 Divisions, 8 Technical Units and 5 Catchment Office, with a staff establishment of 67 (including 58 Professionals). This will enable the IWRM Department to effectively perform its statutory functions. Since delineation of water catchments is still ongoing, progressive monitoring and review of catchment operations will determine the modalities for future staffing norms. The financial implications of the new structure are considered modest – the wage bill over the next 5 years will total RwF 3.07 billion. Much more funds will, however, be required for training and capacity building. Given the human resources scarcity in the country, the realistic staffing approach is to recruit and train, as there are virtually no IWRM experts in the local market. Hence, training and skills development, which will entail training of a critical mass of professionals and graduate level, and short-term tailored courses, will require about RwF 5.3 billion. Short-term courses will also target other IWRM institutions. The report concludes that this staffing structure is appropriate and its implementation will receive favourable political and donor support. However, in order to ensure smooth implementation, the following recommendations are made: 1. Embark of implementation by rearranging the existing staff formations at Department level; 4 2. Prepare a policy paper to guide the Ministry of Public Service and Labour (MIFOTRA) in the review and approval of the new organisational structure; and subsequent inclusion into the salary and capacity building plans of the Government; 3. Procure Technical Assistance (TAs) in the following disciplines to facilitate the development of institutional systems, skills transfer and performance guidance: i) Policy analysis, resource mobilisation and results measurement (M&E); ii) Water Resources Assessment and monitoring; and iii) Institutional coordination and stakeholder management. 4. Embark on funds mobilisation by designing fundable capacity building projects, and organising development partners’ round table discussions and other mechanisms. 5. Continuously innovate to ensure optimum staff retention. The IWRM Department’s performance and the value added of the HRM investments will ultimately depend on the ability to retain talent and accumulated expertise.

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