EXISTING CAPACITY AND NEED FOR CAPACITY BUILDING TO IMPLEMENT SDGS IN RWANDA

Transcription

1 Preparing for the implementation of SDGs EXISTING CAPACITY AND NEED FOR CAPACITY BUILDING TO IMPLEMENT SDGS IN RWANDA A Presenta*on by: Peter Malinga Na*onal Capacity Building Secretariat (NCBS) Government of Rwanda 1

2 Background and Context DIALOGUE ON THE IMPLEMENTATION OF THE POST2015 DEVELOPMENT AGENDA STRENGTHENING CAPACITIES AND BUILDING EFFECTIVE INSTITUTIONS Although the MDGs have in many ways been successful they have also had their limitatons in terms of width and depth of consultatons at the Tme they were formulated. A new global framework for development shall therefore build on evidence and learning that has taken place. Thus, the Post 2015 Development Agenda is going to be informed by a comprehensive global consultaton, reaching large numbers of people as well as policymakers, legislature, academics, experts, business people, media and citzens including young people and children. With the MDGs >meline coming to a close, a debate on the framework of interna>onal development beyond 2015 has been going on. 2

3 Background and Context contnued DIALOGUE ON THE IMPLEMENTATION OF THE POST2015 DEVELOPMENT AGENDA STRENGTHENING CAPACITIES AND BUILDING EFFECTIVE INSTITUTIONS 192 UN member states agreed at the Rio+20 summit to start a process of designing sustainable development goals, which are ac#onoriented, concise and easy to communicate, limited in number, aspira#onal, global in nature and universally applicable to all countries while taking into account different na#onal reali#es, capaci#es and levels of development and respec#ng na#onal policies and priori#es Rwanda was privileged to be included in the pilot countries where exploraton, evidence and analysis in form of consultaton and dialogue was conducted to inform the key priorites for post 2015 agenda, such as the theme on Helping to Strengthen CapaciTes and Build EffecTve InsTtuTons The Dialogues undertaken on Strengthening Capaci>es and Building Effec>ve Ins>tu>ons for the successful implementa>on of the post2015 framework was a collabora>ve process that took place from April 2014 to March

4 Background and Context con*nued DIALOGUE ON THE IMPLEMENTATION OF THE POST2015 DEVELOPMENT AGENDA STRENGTHENING CAPACITIES AND BUILDING EFFECTIVE INSTITUTIONS The Dialogue consisted of a series of global-level activities and national-level consultations that took place across eight countries including Rwanda. At the global level, this included a comprehensive literature review, an online e- discussion, an international Expert Meeting and a Final Meeting. At the national level, consultation meetings, focus group discussions, desk reviews and social media campaigns were held across the participating countries to elicit viewpoints and gather inputs from a broad cross-section of people on how to upgrade capacities and institutions for a new post-2015 era. The overarching goal of the Dialogue was to develop a shared vision on, and ownership of, key strategies to build capacities and institutions in countries around the world and by extension, to create more effective platforms for governments to deliver on the priorities prescribed by people themselves. In particular, the capacities and institutions Dialogue placed an emphasis on fostering broad-based and inclusive discussion and participation across stakeholders and countries. 4

5 THE GLOBAL AND NATIONAL CONSULTATIVE DIALOGUE PROCESS Between April 2014 and March 2015, the ILO and UNDP, supported by the Federal Republic of Germany and the Republic of Moldova, cofacilitated the Dialogue on Strengthening Capaci>es and Building Effec>ve Ins>tu>ons. It was one of six global Dialogues ini#ated by the United Na#ons Development Group (UNDG) on the means of implementa#on of the impending post2015 development framework and its associated sustainable development goals (SDGs). Drawing upon the experiences around the world and, in par>cular, 10 par>cipa>ng governments including Rwanda, the Dialogue on capaci>es and ins>tu>ons provided a plaxorm to discuss ins>tu>onal and capacity constraints, as well as opportuni>es and innova>ons that could be foreseen in implemen>ng the SDGs. As the emerging development agenda is expected to encapsulate a set of development goals that are more interdependent, transformatve and universally applicable than the Millennium Development Goals (MDGs), it will require greater capacites by governments, civil society and the private sector as well as more responsive insttutons and stronger politcal will for its successful implementaton. 5

6 THE GLOBAL AND NATIONAL CONSULTATIVE DIALOGUE PROCESS - (continued) Several ac>vi>es and events marked the progression of the Dialogue on capaci>es and ins>tu>ons. At the country level, comprehensive na>onallevel were ini>ated. All na#onal consulta#ons were guided by thema#c ques#ons provided by the UN which informed the inputs gathered from a range of stakeholders. In Rwanda, the NaTonal ConsultaTons were jointly organized by the UN and the Government of Rwanda through the NaTonal Capacity Building Secretariat (NCBS) under supervision of the Ministry of Finance and Economic Planning (MINECOFIN). The first round of na>onal consulta>ons in Rwanda on the Post 2015 development agenda were held in February 2013 and a report prepared in May A Na>onal Dialogue on Helping to Strengthen Capaci>es and Build Effec>ve Ins>tu>ons was launched in Kigali on the 24 th September Radio Rwanda live interac>ve talk show widened the scope targe>ng a wide range of Rwandans: (Kubaza Bitera Kumenya) was held on Sunday, 19th Oct (Radio Rwanda and Five community radios), supported by inputs from listeners on face book and twi_er. (Dusangire Ijambo) was held on 23rd October 2014 (Radio Rwanda and Five community radios) supported by inputs from listeners on Facebook and twi_er. In order to widen the scope of seeking inputs, Ques>onnaires were also circulated to a sampled group that included ins>tu>ons of higher learning; the private sector chamber of young entrepreneurs; Ins>tute of Policy Analysis and Research (IPAR), an independent think tank and the civil society fraternity to obtain their views. 6

7 THE GLOBAL AND NATIONAL CONSULTATIVE DIALOGUE PROCESS - (continued) The final review of the drac report was done on 30th October 2014, chaired by the Hon. Minister of Finance and Economic Planning with the a_endance of Cabinet Ministers from Educa>on, Health, Cabinet Affairs, Local Government; also in a_endance was Rwanda Governance Board; and Strategy and Policy Unit, Office of the President. At the global level, an ediscussion was launched in August 2014 to elicit viewpoints from people around the world. These inputs were bolstered by a comprehensive literature review An Expert Mee>ng of the Dialogue was convened on 29 and 30 September 2014 in Bonn, Germany. Rwanda par*cipated and made a presenta*on. There was also a HighLevel Mee>ng of the Dialogue on Strengthening Capaci>es and Building Effec>ve Ins>tu>ons for the Implementa>on of the United Na>ons Post2015 Development Agenda, held in Chisinau, the Republic of Moldova, on 2526 February Rwanda also par*cipated and made a presenta*on. 7

8 THE CONTEXT OF RWANDA SHOULD BE ACKNOWLEDGED Mobilizing capacity from reconstruc*on to development took place through a number of stages Priority Focus Building a common vision Development EDPRS 1 & 2 Delivery Accountability RehabilitaTon Vision 2020 PRSP 1 Reforms in public sector State building Rebuilding society Emergency Unity & Reconcilia#on ReseRlements IDPs

9 KEY CHALLENGES ON CB THAT NEEDED TO BE ADDRESSED q Having a shared understanding by all stakeholders of what CB entails q concept, scope and coverage e.g. a big number of stakeholders considered CB to include only training and seminars/ workshops q Inadequate relevant and updated data on CB to inform CB planning and implementaton q Linking capacity building initatves with natonal priorites q Capacity building interventons without harmonized CB tools q Inadequate quality assurance and impact evaluaton for CB q CoordinaTon and synergy of Capacity Building actvites across the public sector q Limited skills in critcal sectors

10 BUSINESS AS USUAL CAPACITY BUILDING, HOWEVER HAS NOT BEEN ABLE TO CLOSE THESE GAPS Problems with business as usual Capacity-Building... Capacitybuilding is driven by donors with their own agenda Focused on project based support that does not reflect priorities Training and skills transfer without practical application Support is not linked to political levers in the centre The GoR adopted a different approach to capacity building Government Led Priority rather than just wider sector Delivery and building capacity together Catalyst for wider reform Link to the centre 10

11 What experience can Rwanda share? Overcoming the legacy of the past from a failed state; emergency; rehabilitaton; focus on priorites Taking calculated risks learning to be focused and strategic everything becoming a priority is not feasible Thinking big but focused on natonal delivery on priorites consistent focus on results Blending the local with the global through government led efforts, calibrate rela>onships and tailor made approaches to specific needs to get desired outcomes mi>gate against copy and paste rather use fit to purpose it is difficult for outsiders to deeply understand the intricacies, dynamics and rela>onships of a country Being accountable to the People in the natonal development agenda inclusive and sustainable approaches 11

12 Overview of the Country Report on Post 2015 The NaTonal Vision 2020 and successive Poverty ReducTon Strategies (PRSs) Interim Poverty ReducTon Strategy Paper (IPRSP), ; Poverty ReducTon Strategy Paper (PRSP), ; Economic Development Poverty ReducTon Strategy (EDPRS) I, ; Economic Development Poverty ReducTon Strategy (EDPRS) II, and also the Seven Year Government Programme as well as the Sector Strategies and District Development Plans The above demonstrated that the country had already ar*culated its na*onal vision and preparedness to undertake the development ac*ons which had a strong emphasis on poverty reduc*on and was in tandem with the Millennium Development Goals (MDGs) that provided the global development framework 12

13 Overview of the Country Report continued In the context of the global development framework enshrined in the MDGs, the achievements of Rwanda have been possible given: the dynamic policy and strategic environment that underpins coherent ac>on; an aspira>onal vision combined with effec>ve leadership and management that has enabled effec>ve reforms; pragma>c efforts to build on Rwandan strengths and drawing intelligently on global knowledge has proven cataly>c; a zero tolerance to corrup>on has improved transparency and accountability across the public and private sector; consistent and coherent decision making and implementa>on has ensured delivery at na>onal and local government levels; a focus on market based solu>ons and pragma>c interna>onal rela>ons have transformed the economic opportuni>es for the country. The GoR has been engaged in a sustained program to: strengthen state insttutons and to reform the public sector for beger service delivery. There has been much progress in implementng sound economic policies, initatng reforms in the civil service and public administraton as well as establishing and restructuring insttutons. However, the implementaton of the reform and development agenda though successful stll requires enhanced capacites to deliver quality services and improve welfare of the populaton. 13

14 Overview of the Country Report continued LESSONS LEARNED FROM MDGs 1. A Strong and commi_ed leadership is a powerful driver of performance in shaping the na>onal development agenda: Rwanda has demonstrated to the whole world that it is possible to rise from a failed state devastated by the Genocide into a role model state with sustained growth and socioeconomic development. 2. Planning needs to be driven by na>onal commonly understood goals and objec>ves. The capacity to focus on joint planning and cross sectoral coordina>on has been reiterated consistently. 3. An adequate ins>tu>onal and legal framework for implementa>on, but with flexibility to change or adapt has proven effec>ve for sustainable economic development 14

15 Overview of the Country Report continued LESSONS LEARNED FROM MDGs 4. The ques>on of accountability needs to be addressed through ins>tu>onalized public accountability systems, increased transparency and established effec>ve monitoring mechanisms 5. Economic and social empowerment of special groups is an impera>ve for inclusive and sustainable development and transforma>on 6. SouthSouth coopera>on, as one of the modes of engagement, is a strategic impera>ve form Rwanda to achieve the new development goals 7. Measuring strengthened capaci>es and effec>ve ins>tu>ons for sustainable development at na>onal and subna>onal levels is required to track the outcomes and impact of capacity building investments 15

16 SDGs must have content that is universally relevant, but depending on natonal circumstances, the natonal emphasis on different aspects should be differentated on country specific development dynamics and priorites as proposed below: Target should be on having effec>ve na>onal ins>tu>ons to provide food security and mi>gate hunger; Strengthen or put in place ins>tu>ons that can provide economic empowerment; Every country should promote the wellbeing and capabili>es of all their ci>zens, enabling all ci>zens to reach their poten>al, irrespec>ve of class, gender, ethnic origin, religion, or race; Access to knowledge, informa>on and technology is a prerequisite for innova>on; Ensuring access to basic infrastructure that is essen>al for economic development and wellbeing of the popula>on. Job crea>on: with a growing youth popula>on linking employment to skills development ini>a>ves will con>nue to remain significant. Inclusive Green economy is an important tool for achieving sustainable development Enhance opportuni>es to connect Sustainable Development Goals (SDGs) to mechanisms of climate change adapta>on and mi>ga>on. The SDGs should focus on building capacity for countries to take ownership and increase their ability to mobilize resources to finance their own development. 16

17 SDGs must have content that is universally relevant, but depending on natonal circumstances, the natonal emphasis on different aspects should be differentated on country specific development dynamics and priorites as proposed below: The post 2015 goals should be molded towards ensuring a be_er environment for trade and investment to prosper. Economic Growth should be inclusive and sustainable. The SDGs should support country Policy choices and development paths. Inclusive, representa>ve and responsive ins>tu>ons should be put in place or strengthened to cater for the special needs of women, children, people living with disabili>es and the elderly. Ins>tu>onal capaci>es should be enhanced to facilitate commitment to the rule of law, human rights, transparency, par>cipa>on, inclusion, and sound economic ins>tu>ons that support the private, public, and civilsociety sectors in a produc>ve and balanced manner. Ci>zen empowerment This requires the development of appropriate mechanisms to build community capacity, to allow them to iden>fy, assess and assert their priori>es in local development planning, and to hold their leaders to account. 17

18 KEY MESSAGES FROM THE GLOBAL DIALOGUE ON THE IMPLEMENTATION OF THE POST2015 DEVELOPMENT AGENDA STRENGTHENING CAPACITIES AND BUILDING EFFECTIVE INSTITUTIONS A transforma>ve development agenda requires upgraded, innova>ve and integrated ins>tu>ons and capaci>es. Coordina>on and coopera>on between agencies and stakeholders will make ins>tu>ons more responsive. Inclusion should be the cornerstone of all capacity strengthening and ins>tu>onbuilding efforts. Strategies, policies and solu>ons must be locallyderived, not merely transplan>ng best prac>ces across countries. Public administra>on systems must strive for greater professionalism, accountability and transparency. Ins>tu>ons must facilitate fair economic par>cipa>on and greater employment genera>on for all. Postconflict contexts require both shorter and longerterm approaches to address ins>tu>onal weaknesses. Local authori>es must be empowered to own and achieve development goals. Measuring progress in capacity development and ins>tu>onal improvement is essen>al. 18

19 5 CONCLUSION The consulta>ons in each country (including Rwanda) further sought to raise awareness of the importance of strong capaci>es and effec>ve State ins>tu>ons to deliver on the new framework The Dialogue process enabled the ar>cula>on of a country s posi>on on the interna>onal discussions on the post2015 agenda, including the development of appropriate targets and indicators, and assisted na>onal stakeholders with the prepara>ons for the implementa>on, integra>on and localiza>on of the emerging development framework It is therefore critcal that policymakers do not focus solely on shortterm targets to demonstrate immediate results at the expense of achieving the underlying longerterm and more difficult task of effectve capacitystrengthening and insttutonbuilding. The results from this Dialogue indicate that transla>ng a more complex, universal and interrelated new agenda into locally owned, na>onal and subna>onal targets and goals requires considerable organiza>onal and administra>ve capacity to accomplish, tailored to specific country contexts. All in all, effectve insttutons are critcal to policy implementaton as they are primarily about the mechanism of effectve service delivery and determine how inclusion and equity are ensured to achieve sustainability. 19

20 Thank You Murakoze 20