HIDA's role
Legal Status

The Human Resources and Institutional Capacity Development Agency (HIDA) is a public agency established by the Government of Rwanda with a clear mandate of spearheading and coordinating capacity building of the human resources and institutions in the country. The Agency became fully operational in April 2005. It was legally enacted by Parliament ( Law No. 44/2004 of 31/21/2004 ) and given a legal and administrative autonomous status. Its functions include the following:

•  to put in place adequate mechanisms to develop skills and capacity of Rwandan workforce, in the public sector, private sector and civil society organizations, to enable them to compete in the national and international labour market;

•  to assist institutions perform more efficiently and effectively in delivering their services;

•  to establish and regularly up date data on skilled personnel in various institutions as well as skills needs in the public and private sector and civil society organizations;

•  to initiate and provide technical advice on all policy matters relating to human resource development and capacity building for institutions;

•  to assist institutions in the assessment and identification of human resource development and capacity building;

•  to assist and provide advice to institutions in matters related to human resource development and capacity building;

•  to promote research in all matters related to human resource development and capacity building;

•  mobilize all necessary resources required for the implementation of projects and programmes aimed at enhancing human resource development and capacity building for institutions

HIDA operates under the Ministry responsible for Public Service and Labour (MIFOTRA) and is governed by a Board of Directors, comprising seven members drawn from the public sector, private sector and civil society. Its day to day management is entrusted to a Director supported by a team of specialists and support staff.

Role

The role of HIDA is three fold that is:

•  Strategic leadership ( identifying and initiating capacity building initiatives, technical advice, mobilization of resources, advocacy for capacity building in various forums )

•  Implementation oversight ( once projects are operational technical guidance is provided, monitoring and evaluation is also an imperative to guide and track performance of projects )

•  Coordination ( information sharing and dissemination is effected to avoid duplication or overlaps which would lead to wastage of resources earmarked for capacity building )

All the these roles fall within the framework of managing the implementation of the Multi Sector Capacity Building Programme (MSCBP), which is a long term Government strategic response to guide and direct all capacity building interventions in the public sector, private sector and civil society organizations.