Restructuring of the LGAs is aimed at the consistent application of strategic management approaches throughout the operating and support units of the individual authorities. It therefore has the character of a set of planned organization development interventions rather than representing an end point in itself. Nonetheless the exercise continues to be an indispensable starting point for reforming Councils through the provision of the deliverables of strategic and implementation plans, organization reviews and new HR systems.

PORALG/RS Capacity Building aims at ensuring that the two tiers carry out their mandated roles effectively and efficiently. The role of PO-RALG as a central government ministry within a decentralised framework is that of policy development, supervising the regulatory framework and monitoring performance. As long as the bulk of LGA expenditure is derived from central transfers then the level of supervisory control maintained by the centre will remain high. PO-RALG provides the critical interface between sector ministries at the national level and Local Government institutions, focussing on good governance and improved service delivery at the local level. At the regional level, through the Regional Secretariats, PO-RALG is responsible for functions related to maintenance of law and order, as well as for monitoring, ensuring compliance to national policies and standards, as well as providing backstopping support and an enabling environment to Local Government Authorities and other development agencies at the local level. Given these roles, the need for capacity building can not be overemphasised. The capacity building programme therefore draws substantially on PO-RALG’s own strategic plan (2004 - 09), as well as the Institutional Strengthening Programme (ISP) for Regional Secretariats.

Reform Coordination and inter-linkages call for ever closer coordination with government ministries, and the inter-linkages with key reform programmes. PO-RALG leadership, supported by the LGRP Programme Management, will take a more pro-active role in influencing the central and sector ministries to improve coordination with the core and sector reforms. Participation in the various coordination fora (e.g. Public Sector Management PER Working Group, Legal Sector Reform Technical Committee and the Public Financial Management Working Group) will be pursued, which will provide opportunities to form stronger linkages and champion the decentralisation process across central government. Work in the various technical task forces (Fiscal Decentralisation, Human Resource and Legal Harmonisation) will continue to provide opportunities for in-depth discussion of technical issues and reaching consensus on their resolutions. Also, since the LGRP works in close collaboration with the development partners and has received tremendous support from the respective donors, their collaboration and support will be utilised to improve linkages with the sector programmes through the respective officers at the various agencies and Embassies. The LGRP firmly believes that with improved information and knowledge of the potential conflicts with the sector programmes, the development partners will be useful advocates for promoting adherence to the decentralisation process.