1. Introduction

RALGA has the mandate of representing local government (LGs) entities, carrying out their advocacy and capacity building in the following sectors : policy of decentralization, increasing finances of local government entities, local economic development, increasing the social welfare. Also, RALGA is responsible for strengthening collaboration between Rwanda local Government entities among themselves and with foreign local Government entities.

2. Background on RALGA involvement in recruitment services for members

Before 2011, Districts and the City of Kigali used to recruit through the Recruitment Commission of District Council. Districts had many challenges including :

  Limited expertise in handling big number of candidates with diverse job posts that required special expertise,
  Less skilled recruiters who were not varsity in the local government affairs,
  Less trust and unethical practices were at their climax
  Unclear processes, conflicts, and influences among district leaders leading to nepotism and malpractices.
  High turnover which could cause frequent recruitment exercises that occupied most of the time district officials
  High cost related to recruitment exercise

Based on the above challenges, RALGA General Assembly held on 23 April 2011 resolved that recruitment services in City of Kigali and all Districts be provided by RALGA as membership service. This was emphasized by the fact that the family of local government needed someone who masters the art and philosophy of decentralization which RALGA was among other things created for.

3. The process of RALGA Recruitment services.

RALGA comes in the recruitment process at the stages of written and oral tests including marking, whereas Districts carry out job vacancies advertisement, selection, and shortlisting of the applicants and identifying examinations sites. At the end, Districts are responsible for codification of the examination booklets.

4. Challenges faced by RALGA

The following challenges have been identified though were and are being worked on.
  After restructuring, local government became an open door for job opportunities. The number of district staff increased from 40 to 87 on the organizational structure, thus a big number of staff to be recruited to fill the new positions.
  Selection and shortlisting such big number of staff is a challenge to Districts.
  On the RALGA side, it is very challenging to fairly mark such big numbers of candidates in the few days prescribed by the law in force.
  Challenge of infrastructure and logistics during the recruitment process
  High costs related to recruitment services (Rwf 222,304,121 in 20016) mainly spent on payment of recruitment consultants and invigilators, acquisition of examination booklets and other expenses related to other logistics including DVD production, vehicles, and fuel.
  Managing a big and diverse pool of recruitment consultants with a different background, ethical and professional values.
  Compliance with the Presidential Order Nº46/01 of 29/07/2011 governing modalities for the recruitment, appointment, and nomination of public servants because of tight deadlines for selection, reporting, marking both written and oral interviews, claim handling regardless the number of candidates.
  Emerging realities that are beyond the scope and control of RALGA during the recruitment process that are beyond the normal trend.

5. Benefits of RALGA recruitment Services

Benefits are many and are not limited to the following :
  Recruitment is no more a chargeable service, but rather a pooled service ;
  Unlimited number of recruitment requests ;
  No more recruitment budget in Districts/CoK rather membership fee ;
  Trust in RALGA’s recruitment process has caused a significant increase in numbers of applicants in LGs.
  Competitive recruitment has resulted in having competent staff who have contributed to better service delivery.

LGs and job seekers are happy with recruitment services provided by RALGA at 70% and 73.3% respectively, according to RALGA Members’ Perception Survey (2017) and PSC Satisfaction Survey (June 2016)