7TH STAKEHOLDERS MEETING

Efforts towards Stability & Development

Under the Concept of Decent work in

Rwanda by;

GraceTesire Ntambara

Executive Director

PSF/Chamberof women

Entrepreneurs

Content

Overview of Rwanda

Decent Work Perspective

Private Sector Towards Stability & Development

The Role of Private Sector in Rwanda

Key Institutions in Private Sector

The Government of Rwanda Towards Stability & Development

WDA – Rwanda

Overall Bottlenecks Of WDA in Rwanda

REPUBLIC OF RWANDA

Decent Work Perspective

The concept of ‘decent work’ can be seen as an attempt to reconcile the quantity (full employment) with the quality (productive, remunerative and respect for core labour standards) of employment.(ILO 2002)

Private Sector Towards Stability &

Development

Private sector for development is about the

various forms of contractual engagement between

a public party on the one hand – be it a public

donor, another type of aid-related public

institution, or a public administration – and a

private party on the other – a private sector

company and/or an investor – for the purpose of

achieving a given development-related objective.

Cont Private Sector Towards

Stability and Development Private sector for development can aim

for a variety of objectives including, and

unsurprisingly, supporting local markets

and the domestic private sector, but also,

and increasingly, financing and operating

infrastructure as well as community and

public services.

The Role of Private Sector in

Rwanda Rwanda is a resilient, forward looking country

with a vision to elevate to a middle income, service and knowledge based economy by 2020.

Rwanda’s strong performance is largely driven by the expansion of the service sector. The sector contributes about 45% of GDP compared to 33% and 16% contributed by agriculture and industrial sectors respectively.

Inflation in Rwanda has declined since 2008, due to improved domestic food production, management of fiscal and monetary policies

The Key Institutions behind the

success of Private Sector in

Rwanda

Rwanda has two key Institutions behind

the success of Private sector development:

1. Private Sector Federation (PSF)

2. Rwanda Development Board (RDB)

1. Private Sector Federation (PSF)

The PSF‐RWANDA was founded in December

1999 as the Private Sector’s counterpart and

umbrella organization in the Private Public

Partnership framework in Rwanda.

PSF was created to promote and represent the

Interests of the Rwandan business community

through;

Stronger representation of Private sector

Full ownership of members

Specific relevant services to members

PSF Development Strategies

1. Conducive business environment

developed

This outcome focuses on the need for

Improved Private Public Partnerships within

Rwanda’s economy, improved infrastructure

and a number of other business enhancing

elements are addressed through the

advocacy strategy.

Cont PSF Development

Strategies

2. Private sector capacity enhanced

Capacity building of the skills and knowledge of

the PSF‐Rwanda’s membership and staff is

required.

3. Growth of entrepreneurship, productivity and

competitiveness of the private sector enhanced

A number of actions are required to improve the

status of Rwanda’s businesses through providing

support and training for the establishment of new

and enhancement of existing businesses.

Cont PSF Development

Strategies4. Communication among member institutions

strengthened

In order to improve operational effectiveness,

enhanced communication both between staff

and with the PSF‐RWANDA membership is

required.

5. Employment promoted

The promotion of employment opportunities,

quality and equality is also a major priority for

the federation and will help serve the needs of

the members.

Cont PSF Development

Strategies

6. Focus on business development service

Network describing its current status,

operational context and its contribution to

the growth and strengthening of Rwanda’s

Business community

2. Rwanda Development

Board (RDB)RDB was formed to transform Rwanda into a dynamic global hub for business, investment and innovation.

It was set up by bringing together all the government agencies responsible for the entire investor experience under one roof. These include key agencies responsible for business registration, investment promotion, environmental clearances, privatization and specialist agencies which support the priority sectors of ICT and tourism as well as SMEs and human capacity Development in the private sector.

RDB & Investment

Opportunities in Rwanda 1. Infrastructure sector; rail, air and logistics to develop

Rwanda as an EAC hub2. Agriculture sector; food processing, coffee, tea, rice,

horticulture, distribution and cold chain3. Energy Sector; methane gas, hydro-power, peat-

power, geothermal, solar energy, bio-mass energy, waste-to-energy

4. Tourism sector; Karisimbi cable car project, casinos, entertainment and leisure center, construction of theme parks and aquariums, construction of a cultural village in Kigali , carbon credit, development of Kivu Beach.

5. Other sectors include; ICT, Education, Health, Mining, Manufacturing, Financial, Real Estates & Construction

Index Report

Fitch Ratings Ltd, upgraded Rwanda’s Credit Outlook and placed it at B, citing strong economic growth over the past years and prospects for stronger growth.

The above economic achievements have made Rwanda to be ranked the most competitive place to do business in East Africa and 3rd in Africa(Global Competitive Index Report 2013-2014).

The Government of Rwanda

towards Stability & Development

The government of Rwanda has formulated a

National Strategy for Community Development and Local Economic Development to

contribute to the effective implementation of existing strategies Such as;

Rwanda Vision 2020

The Economic Development and Poverty Reduction Strategy (EDPRS11)

Gender Equity initiatives

Mutual health insurance scheme

Post MDGs

Cont The Government of Rwanda towards Stability & Development The Community Rehabilitation and Development

project Agricultural programs including the Girinka Program Umurenge SACCO

The implementation of these policies is possible by involvement and coordination among actors, enhancing focus on Community Development and Local Economic Development and putting communities and businesses at the forefront of addressing local issues.

The National Strategy

The strategy aims to mobilize efforts of all actors in a coordinated,

inclusive and planned manner in the pursuit of inclusive local socio-

economic development.

Community Development (CD)

For Community Development, the strategy especially aims to

mobilize and empower the Rwandan community to exercise its

powers in decision making and participate in the development of the

local community

Local Economic Development (LED)

The ultimate aim for LED is to provide LGs with the necessary tools to

create the business enabling environment that each district needs in

order to achieve Local Economic Development

Strategic Framework

The overall goal of the National Strategy for Community

Development and Local Economic Development is to Promote

inclusive local socio- economic development and poverty reduction in

Rwanda.

In order to achieve this goal, the National Strategy outlines

three pillars:

1. Community Development

2. Local Economic Development

3. Support Systems for CD and LED.

Within these three pillars are six strategic objectives as outlined;

Pillar 1

Community Development with a strategic

objective of enhancing Community

Empowerment and Citizen Participation

Deepen the decentralization process

Increase Local Community Empowerment

Set the National and Local Community Development agendas and support the communities to understand them.

Pillar 2

Local Economic Development with one strategic objective

of improving local capacity for sustainable economic

growth through MSME growth and job creation.

Achieve awareness and buy in of stakeholders and develop and implement a Capacity Building for LED.

Districts are Local Economic Development ready: Enhance Business Enabling Environments

Participation of women, youth and other socially marginalized groups in Local Economic Development are promoted

Cont Pillar 2

Develop and deepen the Value Chain approaches to strategic economic sectors

Secure sustainable sources of funding for Local Economic Development

Note:

Ensuring participation of stakeholders, particularly

the private sector and women, youth and socially

marginalized groups in planning, implementation, M&E of

the Local Economic Development initiatives.

Pillar 3

Support systems for LED & CD contribute to and support Pillars 1 and 2

Enhance human capital and skills- Developing required technical and entrepreneurial skills is central to socio-economic development. To facilitate demand-led skills development, an institutions have been established for capturing, monitoring and updating short, medium and long term skills demand and improving skills programs with service providers;

Cont Pillar 3

Improve Infrastructure to support LED & CD. This includes ICT and implementing national settlement and urbanization polices;

Increase service delivery in public and private sector. This strategic objective is crucial as stakeholder involvement and participation is paramount to CD & LED.

Ensure a coordinated policy, institutional and regulatory framework for CD & LED;

Job Search Support & Application

in Rwanda

Ministry of Public Service and Labour

To reinforce the national labour standards, promote job creation and institutionalize an efficient and modern public service management framework that will enable private and public sector organizations to perform at their best and effectively contribute to improving the lives of the Rwandan population.

Public service commission of Rwanda

The mission of the PSC is to: ‘Provide independent oversight public service recruitment and appeals over grievances, to ensure public servants are selected and supported to act on the highest principles of equity, transparency, good governance and integrity.

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Cont Job Search Support &

Application in Rwanda

This is achieved through identifying and promoting internal procedures based on these principles within all public service institutions; establishing and putting in place thorough oversight systems and procedures and addressing grievances efficiently and effectively through an objective Final Appeal Body.

Kigali Employment Service Centre (KESC); this is a newly found unit under Kigali City Council that has the mandate of linking jobseekers to potential employers, counseling and training jobseekers, and also providing information and facilitation to jobseekers.

Job advertisement for Job

SeekersHelpful system for job advertisement or

the job seeker

Public and private radios

Public and private newspapers

Dedicated websites

Social media website ( i.e. Face book,….)

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WDA - Rwanda

The Workforce Development Authority (WDA ) is a Public institution with a mandate of empowering Rwandans to acquire employability skills and entrepreneurial capacity. These skills are seen as an engine to fast-track the country’s development agenda.

The establishment of WDA was formally approved by the Cabinet on January 18th, 2008 to provide a Strategic response to the skills development challenges facing the country across all sectors of the economy.

Cont WDA - Rwanda

The law establishing WDA including its mission,

organization and functioning puts it under the category of

public institutions which are entrusted with regulatory

responsibilities, development of economic and social

activities, implementing Government programs and other

activities of general interest intended to improve the

welfare of Rwandans.

WDA provides support in upgrading skills to the

Rwandan labour market through innovative approaches

for further training.

Cont WDA - Rwanda

VISION

To become a regional centre of excellence in

workforce development.

MISS ION

To promote, facilitate and guide development,

upgrading of skills and competencies of the

national workforce in order to enhance

competitiveness and employability.

WDA – Core mission

To regularly identify Technical & Vocational Education Training (TVET) subjects recognized in Rwanda.

To develop curricula and standards on technical and vocational education in Rwanda.

To conduct inspections and observance of standards.

To set up a labour market information collection system in order to develop.

curricula and standards tailor-made to labour market needs.

To teach and train vocational and technical trainers at all levels.

To train workers in various positions in order to upgrade their technical and hands-on skills.

WDA – Core Mission

To set up a streamlined system for conducting exams, vocational and technical certification and accreditation.

To sensitize and facilitate investors in vocational and technical training in Rwanda.

To promote employment through entrepreneurship development in collaboration with relevant authorities.

To establish a National TVET qualification framework that ensures vertical and horizontal mobility and one that is well integrated in the national qualification framework.

To establish relationships with other regional and international agencies carrying out similar missions

Overall Bottlenecks of WDA in Rwanda

Lack of industry experts available and willing to spend reasonable amount of time training new learners.

High rate of unemployment despite having employability skills.

Most parents still consider TVET as a second option for their children.

It is generally observed that the males in TVET programs are more compared to their female counterparts.

Lack of modern equipments.

END

THANK YOU

MURAKOZE

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