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2006 RWANDA Civil Service Reform Project

Project: Civil Service Reform Project – RWANDA                   Year: 2006

Client Organization: Ministry for Public Service, Skills Development, Vocational Training and Labour (MIFOTRA)

Donor: Department for International Development (DFID), UK

Description of the Assignment: This project was part of the broader public service reform program aimed at improving  the Government’s capacity to deliver on its commitments. The project included the legal framework, recruitment, retrenchment and individual performance management systems. At the end of this review, draft recommendations and an implementation framework was expected including a workplan for approval by the Government of Rwanda and DFID.

My Contributions: Based on interviews and relevant research produced three papers: comments and observations on the proposed Public Service Commission Statute; recommendations on the proposed President’s order for Individual Performance Management System; and a Scan and Scope defining the introduction of a performance management system. As well, an assessment of the Government of Rwanda Public Administration General Statutes Law (96 Articles) was conducted resulting in 51 recommendations supported with a comprehensive analysis of findings and options for modernization. In response to the Minister’s request a Public Administration Reform strategy was produced and presented recommending the development of 3 key frameworks to facilitate the start up and execution of the civil service reform. The strategy highlighted an institutional framework, an accountability framework and an HR functional framework, accompanied by a high level implementation strategy.

Outcome: Presentations to Executives and the Minister resulted in more in-depth discussions of the proposed revisions to the Statute and the introduction of a Civil Service Commission; it also built a more comprehensive knowledge base of employer options and best practices. Overall, the assessments, briefings, reports and presentations helped concretize the reform program and establish a momentum for change within the Ministry.

From my Journal: The management of change took the stage in this assignment. There was an extremely high commitment for change. No resistance to change for change. The biggest challenge was pinpointing how best to make changes without overwhelming the system. Engaging in daily dialogues with clients about their current state and their vision for the future contributed to this sensitive process of discernment.

page 6 Rwanda Di facilitating in KigaliStrategy making session with staff from MIFOTRA.

page 6 Rwanda Chantal et DianeChantal, a national consultant and I.

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