Charles Karake on Vison 2020

Success in the implementation of VISION 2020 will depend primarily on our efforts and sacrifice, the citizens of Rwanda. At the core of our development process is what constitutes Rwanda’s principal asset: her people. There are concerted efforts to improve the human resource base capacity and to create a knowledge-based economy. Science and Technology are being promoted in order to remove the label of ‘landlocked’ from our country. Sunday Times’ Richard Nkubito caught up with Charles KARAKE the Director for Multi Sector Capacity Building Program (MSCBP) also known as HIDA (Human Resources and Institutional Capacity Development Agency) in his offices at Kimironko- KIST Remera campus. Below are excerpts on HIDA’s role towards V2020; Q. Will you briefly introduce yourself to the Sunday Times’ readers sir? A. I’m Charles KARAKE- Director for Multi Sector Capacity Building Program (MSCBP). MSCBP is a national capacity building programme whose preparation and design was necessitated by the desire of the national leadership to effectively and efficiently implement the development goals and objectives set out in MDGs, Vision 2020, PRSP, EDPRS and the National Investment Strategy (NIS). Q. What’s your take on V 2020? A. Vision 2020 is surely a well developed strategic vision for developing Rwanda. I admire its content and package. However, I also see it as an ambitious vision which is realized upon about three preconditions; 1. All the players should really understand the demands of the vision. 2. The capacity that is required to realize the demands of vision 2020 is higher than what we have. We therefore need to double our efforts. 3. Human resource, organizational structure, institutional frame work and environment are yet another precondition to the realization of the vision. Without these, the document remains an admirable wonderful paper with smart concepts and principles to look at. Q. How does HIDA/ MSCBP translate the vision in its day to day undertakings? A. The MSCBP/HIDA uses the following approaches to support capacity building as one of the pillars of Vision 2020: Developing Human/ Individual Capacities: the process of equipping public servants with the right skills, knowledge, competencies and attitude that enables them to perform effectively and deliver the required services in line with the institutional mandate. Building Organizational effectiveness: which entails clearly elaborated management structures, systems, processes and procedures, not only within central government institutions but also the management of relationships across government and other sectors of the economy e.g. financial management systems, M&E systems, sector strategies, strategic and annual action plans, procurement plans, operation manuals,…etc. Putting in place an enabling legal and regulatory Institutional Environment: to enable the central government institutions at all levels and in all sectors to enhance their capacities.Other strategic areas include Public Finance Management, Public Procurement and Civil Service Reform. Q. Does the HIDA human resource understand the vision? A. Yes and No. I’m saying Yes because the technical staff do understand the programs of MSCBP and the vision excellently. And No due to the fact that other support staff do the support work and may not get the time and opportunity to dig deep into these projects and programs. Q. Any challenges so far? A. True, we have a number of challenges. The list includes the following among others; • Limited interpretation of what capacity building really entails, which limits the impact of interventions. The traditional approach of linking CB to only training and workshops is still prevalent in some sectors. This calls for a paradigm shift in the way capacity development is approached. • In the area of human resource development, capacity utilization and retention remain a major constraint. An insufficient skills base is compounded by inadequate skills development framework for utilization and retention. The public sector, in particular faces the challenge of attracting and retaining competent and highly qualified personnel. • Weak coordination of capacity building initiatives across all sectors of the economy which is still leading to duplication and overlaps. • Inadequate absorption capacity because of low levels of ownership on the part of some beneficiary institutions benefiting from capacity building resources. • Limited capacity of beneficiary institutions in planning, coordination and M&E. Capacity building is basically development; while approaching capacity building, we are also faced with the challenges of development such as; • The level of ownership and harmonized understanding; • Donor conditionality; whereby the donors want you to dance to their tunes; • Restructuring. I don’t hate restructuring but it does not time for institutions to grow and yet it is time-consuming. Countries like Singapore have had less or no restructuring of their institutions. Q. What is your message to the entire community as regards the vision? A: “Human resource and capacity development is the inner heart of any state. The more people understand what capacity entails, the better for any economy to thrive and also the more results from investments in capacity building can be achieved. An interesting aspect of capacity building is that besides ability to perform certain tasks, what is more important is a person’s attitude towards work and delivery of services. Pay is indeed crucial but sometimes when you try to find out employees concerns, pay comes at the bottom of the list. Any institution involved in capacity business should consider capacity creation, capacity utilization and capacity retention, and a combination of these suffices to be the ideal capacity to deliver development actions.” email: richarnkubito@yahoo.fr