CAPACITY BUILDING for SCIENCE, TECHNOLOGY AND …siteresources.worldbank.org/EDUCATION/Resources/278200... · CAPACITY BUILDING for SCIENCE, TECHNOLOGY AND INNOVATION for SUSTAINABLE

CAPACITY BUILDING for

SCIENCE, TECHNOLOGY AND INNOVATION

for SUSTAINABLE DEVELOPMENT and

POVERTY REDUCTION

Needs Assessment and Action Plan Study for

Capacity Building in Appropriate Technology

for Poverty Reduction

MAIN REPORT

Prepared by: Gerard Hendriksen, Rebecca Ruzibuka, Theogène Rutagambwa Final draft: 28 May 2007

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TABLE OF CONTENTS

1. Introduction..................................................................................................................1

Background.........................................................................................................................1

Contents of the mission report ...........................................................................................1

2. Appropriate Technologies..........................................................................................2

What are appropriate technologies? .................................................................................2

The demand for new technologies .....................................................................................2

Organisations promoting appropriate technologies ........................................................4

CITT, Centre for Innovation and Technology Transfer ...................................................5

IRST, Institute for Scientific and Technological Research...............................................7

Credit institutions ...............................................................................................................8

Vocational training institutions .........................................................................................9

3. Factors that hamper innovation and transfer.........................................................9

4. The innovation approach .........................................................................................10

5. Specific actions for capacity building .....................................................................11

The Technology Diffusion Fund (TDF)...........................................................................12

Capacity building of KIST/CITT......................................................................................14

Capacity building of IRST/ASRC.....................................................................................15

Options for capacity building in training Institutions ....................................................16

6. Logframe to support EDPRS process ....................................................................17

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List of abbreviations Abbreviation Full name BDS Business Development ServiceBRD Rwanda Development BankCAPMER Center for Support of Small and Medium Enterprises in Rwanda CITT Center for Innovations and Technology TransferDFID Department For International Development EDF Enterprise Development FundETO Official Technical SchoolGoR Government of RwandaGTZ German Technical CooperationHIDA Human Resources and Institutional Development Agency IFAD International Fund for Agriculture DevelopmentISAE High Institute of Agriculture and Livestock ISAR Institute of Agronomic Sciences of RwandaIRST Institute of Scientific and Technological Research JICA Japanese International Cooperation AgencyLWF Luther World Federation KIST Kigali Institute of Science, Technology and Management MIFOTRA Ministry of Public ServiceMINAGRI Ministry of Agriculture and LivestockMINEDUC Ministry of EducationMININFRA Ministry of InfrastructuresMINITERE Ministry of Land and Natural ResourcesNGO Non Governmental OrganizationNUFFIC Netherlands Organization for International Cooperation in Higher NUR/UNR National University of RwandaRADA Rwanda Agriculture Development AgencyRARDA Rwanda Animal Resources Development AuthorityR&D Research and DevelopmentRDO Rwanda Development Organisation, (NGO)RIEPA Rwanda Investment and Export Development Agency RPSF Rwanda Private Sector FederationSC Satellite Center SPREAD Sustainable Partnership to Enhance Rural Enterprise and Agricultural SME Small and Medium EnterprisesTBIF Technology & Business Incubation FacilityUNDP United Nations Development ProgramUNIDO United Nations for Industrial Development Organisation VTC Vocational Training CenterWB World Bank

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Acknowledgments The team of consultants wishes to thank all those that so generously contributed their precious time and provided much of the background information that has resulted in the writing of this report. This report has been prepared by the consultant’s team and does not necessarily reflect the opinion of the members of the Government of Rwanda or of World Bank. The consultants are therefore solely responsible for the contents of these documents..

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Executive Summary 1. The Government of Rwanda’s Vision 2020 Statement, its recently-approved National Science and Technology Strategy, and the Economic Development Poverty Reduction Strategy (EDPRS) currently under preparation, are all based on the premise that Rwanda will have difficulty achieving its poverty reduction of wealth creation objectives unless it embarks on a concerted effort to build national capacity in Science, Technology and Innovation. The World Bank has agreed to support the Government in its efforts to build STI capacity and has embarked on a two stage program: the initial assessment of needs and the preparation of action plans which will be integrated in the EDPRS and these can then be funded in the second stage primarily by bilateral donors and the World Bank via the Poverty Reduction Support Grant. 2. The World Bank in close collaboration with the Ministry of Science, Technology and Research (MINSTR) has organised teams of (inter)national experts to prepare assessments for different sectors such as agricultural research & extension, food processing and preservation, drink water supply, technical and vocational education & training and appropriate technology for poverty reduction, which is the focus of this study. During February/ March 2007, the consultants’ team met with different key persons and organisations in Rwanda that are engaged in appropriate technology development, its dissemination and application. Special attention was given to two public institutions: the Centre for Innovation and Technology Transfer (CITT) in Remera, Kigali and the Institute for Scientific Research and Technology (IRST) in Butare as emphasised in the team’s terms of reference because of their alleged role in development and transfer of appropriate technologies 3. The term “Appropriate Technologies” is not strictly defined but within the context of this study, it is considered to cover technologies that are of particular interest for poverty reduction either through creation of income or improvement of quality of life for the rural areas (where the vast majority of the Rwandan poor are living) such as rural energy, biogas, water & sanitation, agricultural equipment, and low cost building materials. Such technologies should be affordable and financially attractive to rural clients either through individual ownership or in a form of collaboration. These products maybe locally manufactured but can also be imported, as long as these serve the needs of the users and can be maintained locally. Different organisations, including CITT, have over the past years carried out general needs assessments for rural technologies but often the conclusions are of limited value as these predictably reflect the specific expertise and interests of the organisations. Also potential users have difficulties to express their demands and willingness to pay for products or services that are not familiar to them. Often the most effective way to test a market is to offer a range of different options based on agreed priorities and to monitor the response of the producers, distributors and users. Some products are subsidized by the Government for environmental, health or other reasons and therefore uptake is easier to predict. 4. The private sector is crucial for the sustainability of the market as manufacturers and distributors often know best the needs and purchase capacity of potential customers that are interested in tools and equipment and they take care of production, marketing and after sales services. Unfortunately, the private sector in Rwanda is still in a very embryonic stage in particular in the rural areas which are dominated by micro enterprises lacking skills and access to inputs and capital. In Kigali there are some medium sized

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enterprises which are capable of manufacturing a range of goods. However, many products imported from neighbouring countries and from India or China are cheaper than those produced locally due to the high prices for raw materials, low productivity and small scale of production. Many workshops concentrate therefore on nice markets for specialised products or repair services as these are more rewarding. For example the Don Bosco workshop in Kigali is relatively well equipped and staffed and able to manufacture prototypes based on technical drawings and specifications. However, the bulk of its work is repair jobs as for these the demand is immediate and the margins are much better. The private sector is supported through public programs such as CAPMER, RPSF and PPPMER (focused on small enterprises) which provide some assistance to companies that want to acquire new technologies for their own advancement. However, there has been little support for development and diffusion of appropriate technologies for the rural areas. 5. The Centre for Innovation and Technology Transfer (CITT) was created by KIST in 2002 with the objective to research, develop and transfer appropriate technologies to the rural and peri-urban areas. CITT has been supported from 2003 – mid 2006 by DFID through the Rural Technology Transfer Project (RTTP) during which time it grew to an organisation with 80 staff, predominantly engineers and technicians. Presently it receives technical assistance from NUFFIC/NPT. CITT has a well equipped metal workshop which can produce prototypes of new equipment but has also entered into series productions for goods for which there is proven demand. CITT been very successful in the installation of biogas in prisons and it also has implemented public programs to popularize fuel efficient cook stoves. However, in other areas, the focus has been on copying of prototypes of existing technologies but dissemination to end users and engaging private sector to produce and market these technologies has been more difficult. CITT does not have its own budget for field activities and instead has to seek funds from GoR, international donors or other organisations for its technology development efforts. Over the last years, CITT’s work has focussed largely on implementation contracts funded by GoR but this has reduced staff time for the development of new technologies and the dissemination to the private sector. The problem of staff shortages further aggregated during 2006 when many employees left CITT to different organisations resulting in nearly 20 open positions at the time of the STI mission. 6. The DFID/RTTP project included a competitive research fund of £ 0.5m which has the objective to support NGOs/CVOs, research and private organisations in the development and transfer of rural technologies. CITT was charged with the management of the fund. Unfortunately, the fund did not live up to the expectations for a number of reasons; a) CITT was both manager of the fund and provider of R&D services leading to confusion and conflict of interests, b) the expected national contribution of 50% to the fund could not be realised during the project period and c) the need for specific technical assistance and dedicated staff resources was underestimated while no clear implementation strategy was developed in RTTP’s inception stage. The fund only supported three proposals before RTTP ended in June 2006. 7. The Institute for Scientific and Technological Research (IRST) is an autonomous institute directly under the Ministry of Science, Technology and Research. It has a Centre for Applied Science Research (ARSC) with a total of 15 professional staff who among others work on appropriate technologies such as biogas, solar energy, peat

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pyrolysis and use of rice husks as fuel. The research budget for ARSC for 2007 is Rwf 59m and fully supported by GoR. Most of the research work of ARSC is done under controlled conditions on campus and there is little evidence that the results are actually taken up by other organisations or companies. 8. Other institutions crucial for the development and transfer of technologies are vocational training schools which are tasked to deliver skilled people to support various types of businesses, and credit organisations to provide financial support for the introduction of new technologies. Vocational training is Rwanda is clearly falling far short of delivering the right quality and quantity of graduates with hands on-experience that are needed to support new industries and services and therefore many companies have to import the required skills from neighbouring countries. However, the small enterprises in the rural areas do not have access to these skills and the lack of qualified artisans and higher technical skills is a serious bottleneck for the uptake of new rural technologies. Under the ongoing WB STI program a separate study will be implemented shortly to assess the vocational training sector and make suggestions for a way forward. . 9. Development and transfer of technologies in Rwanda are hampered by a strong focus on technical aspects, particular in scientific institutions, and a lack of collaboration between different stakeholders and actors who have practical skills and market knowledge. Where possible an innovation system approach to technology development should be promoted to bring together the knowledge and capacity of key stakeholders in the early stages of the process and to increase chances of success in development and diffusion of new technologies. Crucial elements to the innovation approach are:

o Change of attitude of technologist from knowing what is good for beneficiaries towards a learning mode, listing to possible clients and proposing different options

o “Mining” of available knowledge and adaptation of existing products in the region or beyond instead of inventing “new wheels”.

o Production and marketing agencies should be involved from the early stages of the process.

10. The Government has a role to play in promoting and supporting of technology innovation processes as market forces alone are often not sufficient to start the processes in particular for appropriate technologies where many actors are not in a position to take risks that will endanger their immediate livelihoods. The mission suggests the Government of Rwanda to consider:

o the establishment of a technology diffusion fund proving assistance to those who are engaged in client oriented technology development and diffusion

o building of capacity in public institutions such as CITT and IRST/ARSC which have a mandate in appropriate technology and

o support to training institutions to increase capacity in teaching appropriate technologies.

11. The objective of the Technology Diffusion Fund (TDF) is to support collaborative initiatives for the development and diffusion of appropriate technologies for rural and peri-urban areas and which are expected to have a significant impact on employment creation and poverty reduction. TDF will fund joint ventures of public and private institutions and businesses that have identified opportunities for the adaptation and diffusion of new products and services which will improve rural livelihoods through

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increased income and/or better quality of life. Support will be provided to proposals that are to be choosen through a competitive selection process. 12. The institutional framework of the TDF is crucial to give the fund the critical authority to respond to the priorities for technologies that reflect the national development concerns. Funding and implementation functions should be clearly separated to avoid capture of the agenda by technologists with a particular scientific interest. Currently the MINSTR has no human resources of its own to support TDF but is in the process, with technical assistance funded by DFID, of developing the legal framework for the establishment of a National Research Council, which is expected to take 2 - 3 years. In the meantime the management of TDF could be either subcontracted to an independent institution (such as a professional consultancy bureau) or for instance the Rwandan Private Sector Federation (RPSF) which already has some experiences through their “Business Plan Competition” assignment supported by World Bank and the others. TDF will finance proposals from public institutions, NGOs, private sector that are using an innovative approach to technology development. Within TDF a guarantee mechanism will be developed to support banks and micro finance institutions that are interested to provide credit for the introduction of new tools and equipment in order to kick start the market for these products. 13. TDF should be client oriented with a professional and lean management structure that is responsive both the needs of the different partners and has the power and ability to take implementation decisions without having to refer to drawn out decision making processes. The management with assistance of external experts will prepare implementation guidelines, contract formats, disbursement and replenishment procedures, create awareness and interest among potential partners and provide coaching on identification of problems and preparation of project proposals. It also will be responsible for monitoring and reporting of progress of the field activities carried out under the different contracts. The costs for implementation of TDF are estimated at US$ 2.2m for a period of 3 years which includes about 25% for the expenses of provision of technical assistance to build the necessary management capacity and for the subsequent costs of implementation. 14. CITT needs re-orientation towards its core task: development and diffusion of rural technologies. This requires a review of the strategic plan and the organisational structure. For instance, the ongoing production activities may be spun of to an independent unit which will be an separate profit centre. Also CITT requires a strong administrative management which will permit greater decision making powers to minimize bureaucratic procedures and delays. CITT has to re-build the capacity of its technology development department by attracting new and qualified staff to fill current vacancies. The staff composition should be a mix of disciplines with engineering, agriculture, marketing and socio-economic background which can be engaged in team work for different field projects. Most of these activities can be carried out within the available KIST/CITT budget and with technical support from NUFFIC/NPT 15. Currently CITT operates two satellite centres (SC); in the Northern and Eastern Provinces. The staff are assigned to identify needs and opportunities for transfer of new technologies (from CITT and other sources) to the local communities and individuals. Other institutions such as the Rwanda Private Sector Federation (RPSF) have also set up regional outreach centres but these are focussed on general business advice in contrast to

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the CITT’s approach where appropriate technologies are central. The SCs are also responsible to find funding from other sources for their field activities such as from local authorities, NGOs and other institutions that are working in their province. The centres are expected to become financially self sustaining over a period of three years by increasingly charging clients for their services. After just one year of operation it is premature to evaluate the performance of the two satellites in operation but the first indications are positive bringing a much better understanding of the needs for technologies and the start of promising initiatives to transfer technologies. Therefore the mission suggests increasing the number of centres by another two to cover the remaining provinces. Funding will be required to set up the centres and support salaries and operating costs for the initial years before the centres become self sustaining. 16. The Institute for Scientific and Technological Research (IRST) needs to agree with its main stakeholders how to integrate an innovation approach to technology development and diffusion in its strategic plan. This will lead to greater collaboration with other institutions that are interested of engaged in rural development activities in Rwanda and beyond. The indicators for success should no longer consist of the number of scientific publications but shift towards the actually uptake of IRST knowledge and technologies by its target groups. This will require a much greater interaction at field level and already IRST is in the process of setting up outreach stations which will help to change the institution’s focus. Additional technical support may be required to assist the IRST management in re-focussing and monitoring its research agenda based on priorities set by its clients. This can only become effective after agreement has been reached between MINSTR and other stakeholders about the strategic role of IRST. Within the current IRST budget there are expected to be opening to support the required capacity building. 17. Additional resources are required to support technical training institutions to develop and offer theoretical and practical courses of different levels on appropriate technologies. Already the Tumba training institute is in the process of developing courses to support alternative energy sources such as solar, micro hydro, wind power and bio gas. However, much more efforts are required in other subjects such as agricultural equipment, food processing and low cost building techniques. These areas are expected to be covered by the forth coming TEVET assessment.

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1. Introduction

Background 1. The World Bank with financial support of the Norwegian Post-Primary Education Trust Fund agreed to support Rwanda’s multi faceted science, technology and innovation capacity building program. The support will be provided in two stages: the first stage involved the execution of a series of STI capacity needs assessments and the preparation of action plans which will be included in the Government’s EDPRS. The second stage will be the financing and implementing of the agreed policies and programs as prepared under the first stage with funding primarily provided by bilateral donors and the World Bank.

2. Needs assessments and action plans are to be prepared in 7 different areas/ sectors: 1) agricultural research and extension 2) food processing and preservation, 3) biofuels development, 4) geosciences and geothermal energy 5) appropriate technology for poverty reduction 6) TEVET and 7) drinking water supply 3. The World Bank constituted a mission of one international and two national consultants (Gerard Hendriksen, Rebecca Ruzibuka and Theogène Rutagambwa) to undertake the work on appropriate technology which was implemented during the period 1st February to 15th March 2007. The observations of the mission, the proposed strategy and action plans were presented in a stakeholder workshop on 12th March and the comments have been incorporated in this report.

Contents of the mission report 4. The mission report is presented in two volumes: the main report and the supporting documents. Chapter 2 of the main report starts with the description of appropriate technologies, the needs for those technologies and a section with brief introductions to the different providers of appropriate technologies. Chapter 3 deals with the factors that hamper technology development before going on options to increase capacity for innovation and diffusion. The innovation process is thought to be of crucial importance in the development of technology and the initial diffusion. It is therefore described in some detail in chapter 5. The next chapter describes the specific actions for capacity building which are suggested for consideration in the EDPRS. The two annexes to this document provide logframes, activities and estimated budgets for the proposed Technology Diffusion Fund and for building capacity in CITT in innovation process. 5. In a separate Supporting Documents report, more detailed information collected during the consultancy mission is provided on IRST, CITT and other organisations which are engaged in the provision of appropriate technologies or have a support function such as credit organisations and vocational training schools. The same report also provides in its annexes the full ToR, the work schedule and the lists of people and documentation consulted during the mission.


2. Appropriate Technologies

What are appropriate technologies? 6. The term “appropriate technologies” is generally used for the simplest and most benign level of technology that can help to improve the quality of life for people today without damaging the future. Such technologies are best manufactured locally but if not feasible due to lack of production facilities, skills or raw materials, than local craftsmen should at least be able to carry out essential maintenance and repair. For a technology to be appropriate it should;

• be manageable by the clients individually or in a form of collaboration • be affordable and financially attractive for the end users without exposing them

to high risks that are beyond their capacity in case of failure • be within the maintenance and repair capacity of the users or local craftsmen • be financially attractive for local manufactures or distributors Is

7. Like with any other products, there is wide variety in the demand for new appropriate technologies depending on the clients’ purchasing power, the different purposes, individual preferences etc and therefore often a range of products is required on the market to satisfy demands of the potential customers. Products can be manufactured locally but also imported as long as these serve the needs of the users and can be maintained. In fact, it can be counter productive to promote locally manufactured goods if customers are better served with imports as it may deny them the use of essential inputs leading to higher productivity and returns. 8. The ToR of this mission specifically mention technologies for i) rural energy, ii) sanitation and waste management, iii) water supply, rain water harvesting and storage and iv) agro-processing. The mission also considered low costs building technologies, agricultural equipment and rural transport. In some areas there will be overlap with other STI missions such as in water supply and rural energy.

The demand for new technologies 9. The mission based its needs assessment for appropriate technologies on secondary data and information provided by a variety of sources representing both the supply and demand sides. We spoke to local authorities, Government institutions development programs, NGOs, private workshops and companies. As can be expected, most respondents provide ideas that fit the mandate and expertise of their organisations. These technologies can serve different purposes such as to improve the quality of life (drink water technologies, household biogas) while others may provide new income opportunities (irrigation, processing), reduce costs (efficient cook stoves) or increase the productivity of its users (better tools, transport). 10. CITT and other organisations have in the past carried out general needs assessments with the objective to rank demands of societies and individuals. The Millennium Village Project is currently analysing data it has collected over the past year on needs expressed by its target groups and this may result in a useful impression of major concerns of the rural poor. However, there are limitations to needs assessments especially when looking for new solutions which have not yet been tested sufficiently in the field and which expected benefits and costs are not yet known to the target clients. Only when people are fully aware of products and services and their financial or social


advantages, they will be able to rank these among other needs and wishes. A typical example is the mobile phone which has found a ready market in rural areas only after people realised the benefits of the technology. This product would not have figured on their needs list 10 years ago although there surely was a desire for better and affordable communication. 11. In many areas much remains to be done in bringing new appropriate technologies to the people. For instance only 44% of the people in rural areas have to safe drinking water1. While 80% of the country’s population has access to latrines, only 8% of these meet hygienic standards and the rest pose a severe treat on health. Biomass still constitutes 85% of the energy consumed by the rural population in Rwanda. This is a particularly heavy burden for women and children who spent much time on collection of water and fuel. Access to electricity in the rural areas is still very limited and is less than 1% according to the Rwanda Energy Policy Document of October 2004

Table 1 Overview of Appropriate Technologies in Rwanda

Tech Area Specific technologies and interventions Rural energy

• Biogas for institutions: s installations ongoing and spreading • Biogas for households; pilot program of 163 units to start 2007 • Micro hydropower; 6 in preparation, more in future? • Bio-fuel; no national program/policy as yet • Wind: no program/policy as yet • Peat; large stocks but limited exploitation • Efficient stoves for urban areas: national program ongoing • Efficient stoves for rural areas: some programs ongoing • Rice/ coffee husks for briquette production; limited programs • PV systems: technology available but slow market • Solar water heating: technology available but slow market

Water & sanitation

• roof water harvesting; only on limited scale for households • boreholes are few and expensive • hand pumps are imported from region or India • VIP and Ecosan latrines technology available: limited uptake

Agricultural technologies and transport

• irrigation through treadle and motorised pumps: limited uptale • drip irrigation: starting • animal traction for tillage and transport; promoted in certain areas • small tractors for rice puddling and transport: few units imported • rice threshing/ winnowing: few machines available and locally produced • rice hulling: opportunities for small scale processing • maize milling: machines imported and locally made • oil presses for sunflower, soya, essential oils: starting • livestock spraying: locally made machine now available

Low cost building

• some use of rice/ coffee husks and peat for brick burning • hand brick press machines; locally made and imported • engine brick press machines; imported

1 Sector Policy on Water and Sanitation, October 2004


12. For public programmes to intervene in development and marketing of new products and services, priorities have to be set for issues which are expected to be most critical for political, economic and social development. Specifically attention should be given to technologies which can make a significant contribution to poverty reduction, gender aspects and environmental impacts. Interventions may vary from creating the enabling environment (for example imported solar PV systems which are now available on the market at zero import rates) to actively engage in development, production and dissemination carrying the full burden using public funds (institutional biogas). Much will depend on the target groups and their contribution they are making towards the costs of the offered products.

Organisations promoting appropriate technologies 13. There are a number of Government institutions, NGOs, CBOs/ associations. SMEs and companies that are engaged in the development and dissemination of appropriate technologies in the rural areas. The following paragraphs will provide a brief description of some of the main players that are involved in the appropriate technologies while more details are provided in the Supporting Documents Report.

14. Practically all national, provincial and district public agencies have extensive programs in the rural areas and many of them are involved in the promotion of technologies. For instance MINIAGRI has introduced rice threshers and winnowers through the cooperatives using imported models. CITT and private workshops contributed in the program and some of the machines are now manufactured locally. Biogas systems for households are tested and will be promoted under a pilot MININFRA program. Low cost building technologies and fuel efficient stoves for rural areas have been promoted through the Rwandan Defence Forces. ETO Gitarama has built few biogas systems for schools while CITT has constructed many large digesters for waste management at prisons and schools. 15. Many NGOs support rural households and communities through their social programs. The mission learnt about rainwater harvesting systems and fuel efficient cookstoves that have been successfully promoted by the Lutheran World Federation. The national NGO Rwanda Development Organisation has been promoting animal traction for many years and supported the introduction of ox ploughs and ox carts in its areas. The SPREAD project (not strictly an NGO) is introducing improved bikes that will carry coffee from the farms to processing units to reduce transport costs and time. 16. Private workshops are also important innovators as they have close contact to their clients and often are well informed about the needs and purchasing capacity of their potential customers. The mission has seen examples from workshops which have adapted and manufactured coffee processing equipment, cassava grating machinery and milling equipment while some smaller ones are producing and marketing treadle pumps for irrigation and hand shellers for maize. During a visit to the Gakinjiro artesian market in Kigali, we were shown a motorised dough kneading machine for bakeries and even a large processing system to make soap out of oils. These are clear signs of the imagination and resource fullness of these SMEs (sometimes called Jua Kalis), which play often a critical role in manufacture, marketing and maintenance of appropriate technologies.


17. Despite these positive examples of success in the private sector, in general it lacks capacity for new product development. It has limited access to information (although the internet is now also being accessed by SMEs), it uses relatively simple equipment and a very limited range of raw materials (including scrap metal) and it is financially not strong enough to take the risks of developing new technologies, even when these are only adaptations of existing products. There is therefore a role for the public sector to support technology innovation and transfer processes. To some extent this is happening through programmes from CAPMER, RPSF and PPPMER but more focus is required on appropriate technology. 18. Capacity in manufacturing simple food processing equipment hardly exists in Rwanda as this requires the use of stainless steel to maintain hygienic standards. However, the necessary raw materials are very difficult to find even in Kigali markets and the prices for stainless steel sheets are many times higher than those for comparable mild steel sheets while at the same time special welding equipment and skills are required. During the field work, the mission found that only the catholic mission supported Don Bosco and CITT workshops have materials and skills to manufacture stainless steel products and this is a serious constraint for the promotion of local food processing. 19. Private workshops and companies face stiff competition from products imported from neighbouring countries (Uganda, Kenya and Tanzania) but also from India and China, which have a larger production base and are able to offer many products at considerable lower prices. Only for products that have to be adapted to local requirements, the local workshops can compete with the imported products. Many SMEs therefore prefer to concentrate on maintenance and repair jobs as these markets are safer and financially more rewarding.

CITT, Centre for Innovation and Technology Transfer 20. The CITT was created by Kigali Institute of Science and Technology (KIST) in 2002 with the vision to research, develop and transfer appropriate technologies to rural and peri-urban communities in Rwanda. During the first years CITT received support from DFID through the Rural Technology Transfer Project (RTTP) while the Dutch Nuffic/NPT programme started in 2005 with two 4 year projects: the “Expansion and Strengthening of CITT” and the “Technology and Business Incubation Fund (TBIF)”. 21. The purpose of RTTP was to strengthen the capacity of CITT to assist intermediary agencies (rural communities, CBOs, NGOs, local government and industry) with the delivery of technologies that improve local infrastructure, production and services in rural areas. The project period was implemented from 1 April 2003 to 30 June 2006. DFID’s budget of £1.15m and was mainly used for the provision of office, transport and workshop equipment and human capacity building in technology development and participatory approaches. KIST/GoR provided funds for salaries and operating costs. During the RTTP period, CITT grew to an establishment with about 80 staff with good metal workshops, office and transport facilities. RTTP’s technical assistance and training focussed on participatory approaches and needs assessments. The project was generally implemented as per project document with two exceptions: a) the budget allocation for technical assistance was never fully utilised by the project


although there was a clear need for more guidance and b) the proposed Competitive Research Fund started late, did not receive specific technical assistance and could not be completed. 22. The objective of the competitive fund was to support other organisations (CVOs/NGOs, research and private organisations and individuals) in the development and transfer of rural technologies. Only by July 2004, about half way through the RTTP implementation period CITT issued the first call for proposals. However, no preparatory steps such as awareness raising and training sessions for applicants had been conducted and the quality of most proposals was below expectation. Finally only three proposals were implemented for a total value of £127,000 (two with CITT and one with a private organisation) before DFID decided to halt funding as the agreed 50% national contribution was not forthcoming despite a number of commitments from KIST/GoR. The disappointing performance of the RTTP competitive fund can be attributed to the following points2:

o CITT was both manager of the fund and provider of research services which resulted in confusion as many initially assumed that the money was intended to support CITT’s own field work

o The national contributions towards the fund to double the DFID disbursements were explained as being a necessary input from KIST/GoR. However, these could have been from other interested parties as well such as for instance from NGOs, other GoR organisations, donors or even private companies. This avenue was never explored.

o No clear recommendations were given in the project memorandum about the implementation strategy; the need for a separate department with dedicated staff and the costs of managing.

o The need for TA to set up and start the R&D fund was underestimated and never given enough time and resources.

23. The NUFFIC/NPT “Expansion and Strengthening of CITT” started in April 2005 for the duration of 4 years and has a budget of €1.8m. It aims at improving the institutional strength of CITT in key areas such as strategy formulation, human capacity building, technology development, dissemination and transfer to private sector. The project also supports the establishment and management of two satellite centres (SCs) in Northern and Eastern Provinces through provision of buildings, equipment, staff training and the development of dissemination mechanism. 24. Since 2002 CITT has played a critical role in the development and construction of biogas systems for prisons and other public institutions (for which it received an international reward) and community stoves. In addition a number of other technologies have been tested and manufactured such as brick presses, stoves for households, bread ovens for bakeries, agricultural equipment and more recently a cattle spraying machine. 2 See DFID OPR review Nov 2004 and January 2006.


However, partly due to the success of its large biogas contracts, the focus of CITT from creator of new technologies for the rural areas has moved towards implementer of proven technologies and most of its skilled engineers were involved in project implementation. During 2006, the shortage of qualified personal was further aggravated as many staff members moved to other organisations further reducing the capacity of CITT to provide a leading role in rural technology innovation. 25. CITT has been less successful in involving the private sector in technology development and in transferring the manufacture and marketing of new products to the private sector. So far CITT’s role has been mainly limited to training groups of artisans in the products of CITT developed products for instance in the case of cook stoves. However, there is little evidence that SMEs have successfully taken up the market for CITT products. In general the private sector in Rwanda and even more so in the rural areas, has limited technical and financial capacity to take up new technologies. However, many young engineers, including the CITT staff, are reluctant to contact the private sector and to learn about their problems and ways of working. A different approach within CITT and other engineering institutions, will be required to make better of use of the existing competences in the formal and informal workshops that provide products and services to the rural customers. 26. The NPT TA team has prepared a number of strategic documents with suggestions how to improve the effectiveness of CITT in technology development and communicated these with KIST/CITT management. There are proposals to separate the metal workshop and contracting activities from the core technology development and transfer work, a possible framework for a staff retention mechanism has been developed and plans have been made for greater financial autonomy of CITT to increase its responsiveness3. Many of these NPT suggestions are still under consideration and require further discussion and decisions from KIST/CITT and other strategic stakeholders

IRST, Institute for Scientific and Technological Research 27. IRST is an autonomous research institute and according to its vision it wants to be a world class institution in research and to generate suitable technologies in energy, environment, health, society and economy fields. There are no clear links to national economic development and poverty reduction. IRST employs about 90 professional staff divided over three centres of research all based at the Butare campus. The budget for IRST is for 95% supported by GoR. Since its inception there has been little focus on transfer of technologies. However a new program started in 2006 and IRST intends to establish substations in different regions. It also has a Centre for Applied Sciences Research (ARSC) which among others focuses on appropriate technologies such as biogas, solar energy, peat pyrolysis and use of rice husks as fuel. 28. ARSC employs a total of 15 staff: 3 expatriate PhD, 2 MSc, 8 BSc and 2 diploma holders divided over 4 departments: ,Material Sciences, Energy, Applied Science, (started July 2006) and Environment, Geography and Seismology. Because of the administrative restriction to employ staff with less than A1 qualifications, the Centre no longer has technicians employed in its workshops and now hires skilled workers if and

3 See: Strengthening of CITT, Discussion paper ,draft Feb 2007


when required. The Centre maintains a display of standard “appropriate technologies” such as dryers, solar cooker, biogas, PV panels and a water heater. Some of the equipment seems outmoded and in poor condition. There was a biogas digester which is used for experimental purposes to test different materials. The Centre has an experimental facility to process peat into higher value fuel and tests are ongoing. 29. The research budget for ARSC is fully funded by GoR through the MINSTTR and for financial year 2006, a total of Rwf 59 million has been allocated. There are plans to work on locally made fertilisers, low cost building materials, solar drying, micro hydropower, software applications, waste water management, utilisation of rice husks, use of moringa or oil and water treatments, integrated water master study etc. Most of the research work seems to be driven by the personal ideas from researchers, lack a clear linkage to existing problems and are implemented in isolation. IRST needs a system to evaluate proposals and ongoing research work against a clear set of priorities which should be linked to national issues.

Credit institutions 30. The limited availability of credit is a big constraint in the development of markets for technologies, even for relatively cheap products, as the intended end users can not raise the money to invest in technologies although these might be profitable for them. This is in particular true for investments for tools and equipment which often only give returns after many months or even years in contrast to for instance agricultural inputs such as seeds and fertilisers where the turn over time of the money is relatively short. Banks, MFIs, and farmers’ associations can play a critical role in supporting dissemination of new technologies by making available longer term credit. Currently there are only few institutions that play a role in the provision of rural credit. 31. The Banque Populaire has the most extensive network of all bank in the country with about 150 branches. It provides small loans but most of its customers are salaried people though while farmers represent only 20% of its customers and 30% in terms of outstanding portfolio. The BRD has very few outlets and is operating mainly in the larger towns is well known for its support to industries and projects. In addition the BRD operates a Micro Finance & Refinancing Fund (MDRF) which supports other micro finance institutions around the country. In total the MDRF has about Rwf 1 billion outstanding with cooperatives and MFIs which provide small loans to their clients. Micro finance in Rwanda has run into problems recently due to poor credit management. Many MFIs operated more like charities and recovery of outstanding loans has been poor. The Government closed down a large number of MFIs covering 300 outlets in the rural areas. Opportunity International (OI) is an international organisation with much experience in micro finance and small enterprise development. It came to Rwanda about one year ago but the bank has not yet opened officially. It has established a collaborative programme with the Millennium Village Project using a credit guarantee arrangement to support agricultural loans for input supplies. In addition OI will look into micro leasing as a suitable credit form for tools and equipment. While leasing is available in Rwanda from the commercial banks for larger products, it has not been used as yet for smaller loans. There are also legal aspects that need to be clarified before micro leasing can take off.


Vocational training institutions 32. Rwanda has a serious shortage of practical skills required for the development, manufacture and maintenance of technologies in general including for the relatively simple products which are the focus of this study. There are only a limited number of vocational training schools in the country which includes 9 ETOs (Ecole technique Officielle) which provide training up to A1 level. However, practically all these technical schools are poorly staffed and equipped due to a lack of funding and shortage of qualified teachers. Technical training is 4 times more expensive than general secondary school training due to the different student/ teacher ratios (officially 60 for secondary and 30 for ETO) and the costs of running practical trainings. However, GoR seems not to be in position to provide the extra funding and most ETOs have to raise additional funding to pay for materials and other operating costs. It is especially the practical training aspects which suffer from a lack of funding. 33. The ETOs and other vocational schools could play a greater role in assisting local communities and individuals with the identification of needs and possible technical options. They could also provide technical expertise and use their facilities for testing these in practice and support local businesses to start manufacturing and maintaining new products. However, due to the serious shortages of qualified manpower and financial resources these schools have not yet provided much support in approparite technology development and transfer.

3. Factors that hamper innovation and transfer 34. There are a number of factors that hamper innovation and transfer and these need to be addressed to speed up the introduction and spread of appropriate technologies, in particular in the rural areas. The most important of these impediments are:

• Too much focus on technical aspects in most research and development institutes and not enough attention is given to testing and adaptation of technologies in the field under live conditions and in working with the private sector, which is in most cases will be the ultimate distributor of the products and services

• Technologists and scientists often only seriously considered when the technology has been developed and they expect that instead that others such as extension services or the private sector will come in automatically.

• Most technologists lack market knowledge and have little idea about the costs and benefits of the technology for the users, the manufacturers and distributors

• Minimal collaboration between different actors resulting in lack of exchange of views and non technical issues coming up very late during the development process.

• Engineers see local manufacture often as central to the process instead of focussing on the needs of the potential buyers first. In many cases it is better and quicker to start with imported products and adapt these to the local conditions. Once the product has been proven, the focus can change towards local manufacture to reduce costs.

• There is a severe shortage of people with the necessary practical skills to manufacture , maintain and repair new equipment

At the same time the time and resources are required for developing and transferring new


ideas and technologies are usually seriously underestimated. Planners should be aware that:

• Identification, adaptation and testing of new technologies is time consuming and there is no guarantee of success. In fact in many ideas will ultimately fail or there will be long and costly delays.

• Clients in rural areas have limited purchasing power and are risk averse, particular in Rwanda, where the rural poverty is very high..

• The limited access to credit further aggravates the situation in particular as tools and equipment require substantially longer pay back longer periods than for instance for seed and fertilisers.

4. The innovation approach 35. Many researchers and engineers prefer to develop and test a new product under controlled conditions and once satisfied with the product, handing it over to other agencies for further dissemination. However, this model may have been applied in the past decades for a limited number of products and technologies and in countries where there were strong extension agencies funded through the public sector. Today this is no longer the case are extension services have become increasing ineffective due to reduction in funding and the lack of incentives for the agencies to respond to new demands. Due to the increasing globalisation and the improved communication, the demand and the supply of new and very different products are growing rapidly as well. Many producers, even those at remote locations are now exposed to a much wider choice of what crops to grow for which markets and what inputs to buy. Traditional public extension service are no longer able to satisfy the demand for information. 36. Innovation systems bring together the knowledge and capacity of key stakeholders in the early stages of the process to reduce time and ensure greater chances of success in developing and transferring new technologies. There are a number of elements that are crucial to innovation processes and these include:

• The attitudes and practices of technologists have to change from “knowing what is good for beneficiaries” towards a client oriented mode, listing to their ideas and providing possible options for consideration.

• Key stakeholders have to be engaged as early as possible in the development and adaptation of new technologies for them to bring their perception of the problems and suggested solutions.

• “Mining” of available knowledge and adaptation of existing products is central to innovation instead of inventing new wheels. Academic research will only be carried out if there is a substantial gap in knowledge.

• Diffusion and transfer are important aspects of innovation and should be considered during the early stages as well. This implies that production, marketing and possible extension agencies need to be consulted and become involved as early as possible

• Market forces alone are often not sufficient to complete innovation processes in particular for AT as resources are lacking and many of the actors will not be able to take risks. Therefore the public sector has a role to play to support innovation processes for technologies that are considered crucial for economic and/or social development. The Government should provide an enabling environment that encourages innovation and provide financial support where necessary.


37. Boru Bouthwaite in his book “Enabling Environment “ the following 8 steps in a learning innovation process;

i) Start with a plausible promise: identify a new product or prototype that addresses a known need and which convinces potential stakeholders that it can be developed into something they really want and will pay for.

ii) Find a product champion: he/she must be highly motivated and have the knowledge. He/she will provided the resources to sort out problems

iii) Keep it simple: avoid complicated designs and scientific jargon but make sure that potential stakeholders understand the principles and can contribute to changes

iv) Work with innovative and motivated partners: make your innovation known and let partners select themselves based on the resources they want to contribute (time, investments). They should not be exposed to big risks but these should be covered by the project.

v) Work in areas where need for innovation is great; the new technology should offer potential great benefits for the people you are working with

vi) Set up an unbiased selection mechanism; this will allow stakeholders to asses the new product but they should able be to consider alternatives. A peer review system is a useful tool to help in this process.

vii) Don’t release the innovation too widely too soon; it is very tempting to spread a new technology once first results are encouraging. However, often products have be tested and adapted in different environments and this process needs to be given sufficient time.

viii) Know when to let go; product champions need to be personally committed to the technology. However, they often hang on too long to their “products” even when it is clear to others that it will fail. Managers should put time limits on activities and stop activities if no positive results can be produced. Failure is part of trying and no shame in itself.

5. Specific actions for capacity building 38. The Government of Rwanda may want to consider some strategical options to increase capacity for de development and transfer of appropriate technologies such as:.

• Adoption and promotion of an innovation process to identify, develop and diffuse technologies

• Strengthening of the supply of AT by providing financial support to initiatives for development of new technologies in priority areas.

• Strengthening of the demand for AT by improving access to credit to clients and intermediaries

• Increasing the capacity of key public institutions that are key to appropriate technology innovation and diffusion such as KIST/CITT and IRST which both have a mandate in this field.

• Improving the capacity of learning institutions providing vocational training, which is crucial for AT development, manufacture and maintenance

39. The innovation approach will be core to development and transfer of technologies. However, incentives and capacity building will be required to introduce and strengthen innovation processes. This can essentially be done through four different


channels: I) The Technology Diffusion Fund will be established to provide support to joint

ventures of organisations and individuals with ideas and well defined proposals for the development and diffusion of appropriate technologies for the rural and peri-urban areas.

II) Capacity building KIST/CITT as a key public institution with a mandate in development and transfer of appropriate technologies for rural areas,

III) Capacity Building at IRST/ASRC as a research institution with a new mandate on transfer

IV) Specific support to training institutions to increase their capacity in teaching appropriate technologies

The Technology Diffusion Fund (TDF) 40. The objective of the TDF is funding of collaborative initiatives for the development and diffusion of appropriate technologies for rural and peri-urban areas. The purpose of the project is the establishment and operation of a funding mechanism to support initiatives by joint ventures of public and private institutions and businesses working on the development of appropriate technologies. The project will have six outputs:

• Definition of the institutional framework for the TDF • Operational procedures and manual for the TDF including guidelines for

proposals, finances, reporting, monitoring and impact assessments • Establishment of a professional and adequately trained and equipped

management team • Disbursement of funds to approved projects working on innovation and diffusion

of appropriate technologies • Credit guarantee mechanism supporting banks and MFIs to develop credit lines

for new technologies • Independent project evaluation and impact assessments to support GoR decision

making on the future of TDF. 41. The institutional framework of the TDF has to be determined before any further steps can be taken to build the Fund and commence implementation. During the course of the mission a few options were discussed but this debate needs to be held at the required ministerial and political levels. Ideally funding and implementation functions should be structurally separated to avoid conflicts of interest. Two options for the TDF are further elaborated in the sections below: a) within the MINSTR and b) with the RPSF. 42. The MINSTR currently has very limited direct implementation capacity due to few staff that are employed by the ministry. However within its policy framework there are provisions for the creation of a National Research Council and the establishment of a National Research Fund. DFID is expected to start a program within the coming months to assist in the formulation of a legal framework which will provide the background for the Council and the Fund. However, it is expected to take 2 – 3 years to secure the necessary Cabinet and Parliamentary approval before the Council and Fund will be operational. The TDF could be started much earlier, build up useful experiences with competitive funding mechanism in Rwanda and subsequently merge into the planned National Research Fund.


43. Another option is to operate the TDF through the RPSF which represents all areas of the Rwandan private sector by means of its various specialised chambers. The RPSF is already managing the “Business Plan Competition” on behalf of the World Bank and other partners supporting young entrepreneurs to develop business plans by providing start up grants and technical assistance. In total $600,000 are expected to be allocated over a three year period. RPSF has therefore experience in competitive funding mechanism and this can be further expanded to support appropriate technology innovation and diffusion. The RPSFis also being considered by DFID’s “Research into Use” program as a possible implementing agency for a competitive fund to support transfer of technologies in the natural resources areas. The DFID program is under negotiation in UK and the final decision on its involvement in Rwanda is expected to be made within the coming months. In the meantime a local taskforce is still considering implementation alternatives, including the RPSF. 44. The TBF should be client oriented with a lean management structure that is flexible and responsive to the needs of the different partners. The management will formulate the guidelines for the project implementation with the assistance of (international) expertise. Thereafter it will be responsible for creating awareness and interest for the fund, provide training to interested parties in proposal writing, organise the bidding and selection process. Once proposals have been approved by the Board of Directors, the management will formalise contracts with the proposing parties, disburse funding on a regular basis and ensure quality of the implementation by close monitoring of progress towards agreed outputs and coaching of the partners where necessary. Reports will be prepared for the Board on the progress of the individual projects and of the Fund. Technical assistance will be provided to build capacity in the crucial areas of the fund management and to train the team. 45. The management of the fund can be subcontracted to an independent organisation (for instance a national or international consultancy bureau) or be integrated within the Government services. The first has the advantage that it will be easier to attract and retain the qualified staff for the project duration as adequate salaries and incentives can be agreed upon. However, it will be more difficult to integrate the management into the National Research Fund, if that is the preferred long term option. Alternatively, a team recruited by the responsible ministry can be given the task to manage the fund and assistance can be provided through national and international experts on long and short contracts. 46. TDF is expected to fund small innovative projects to develop and diffuse technologies for the rural and peri-urban areas such as in rural energy, water & sanitation, agricultural equipment, rural transport, small food processing equipment and low cost housing. The projects work with partners in the field for instance local authorities, SMEs, distributors and NGOs and should contribute towards poverty reduction through wealth and /or job creation. A significant number of these projects should focus on the needs of women, who are often the most disadvantaged. It is expected that the average costs of a project will be $25,000 (excluding contributions made by the different partners) and that in total 50 projects will be implemented over a three year period. Budgets of individual projects should be determined by the planned activities and therefore can vary according to the extent of the proposal. Large projects can be implemented in phases over a number of years. The total sum to be disbursed to the partners is therefore estimated at $ 1,250,000 and does not include the costs of


management of the fund. 47. The limited purchasing power and the lack of credit are often cited as major impediments for the diffusion and transfer of technologies, especially for “lumpy” investments such as tools and equipment. Banks and MFIs need to be encouraged to take part in the innovation process to support the introduction of new technologies, despite the inherent risks. TDF will assist banks and MFIs that are interested to develop new markets for their credit programs, by providing a guarantee fund to mitigate the risks. The guarantee will be restricted to new technologies and be available for a limited period of time to kick start the market in the anticipation that once the new products have been accepted, the banks will continue to provide credit through their regular programs. Mechanism for the credit fund will be developed during the first year of the TDF by the management team supported by external expertise as required. 48. The table below provides an overview of the estimated budget for TDF. The costs of management are based on recruitment through an external organisation. These costs will change if the TDF is placed within a Government institution with project staff paid from public resources.

Table 2 Overview of TDF budget (2008 – 10)

Description Amount USFund for 50 projects 1,250,000Credit fund 350,000Costs of management 310,000Technical assistance 101,000External evaluation and impact studies 90,000Subtotal 2,101,000contingencies 5% 105,050Total estimated budget 2,206,050

49. A logframe with detailed activities and required inputs is provided in annex 1of this report. This also provides more information on the nature of the activities and the time line. The Fund will be implemented for the initial period of three years (2008 – 2010) assuming that the institutional framework will be discussed and resolved by October 2007. Disbursement for the TDF will be through the EDPRS system.

Capacity building of KIST/CITT 50. CITT was established by KIST in 2003 with the mandate for innovation and transfer of technologies to the rural and peri-urban areas. KIST supports CITT by paying staff salaries and some of the operating costs. DFID provided funds for training, technical assistance, office and workshop equipment from 2003 – 06 while Nuffic has a program since 2005 which makes available technical assistance to the management of CITT and additional funding for the two satellite centres. CITT has a well equipped metal workshop which has produced goods for many of the projects and other customers. However, over the last years CITT’s focus has moved from its core business of technology innovation towards production mainly due to the success in biogas.


51. The current CITT strategic plan was prepared in January 2006 and requires updating to reflect the decisions that were taken in October 2006 when the newly appointed KIST Rector held a workshop with CITT stakeholders. In this meeting the possibilities for spinning of certain activities such as those carried out by the production workshop were discussed but no further action has been taken. 52. Currently CITT is understaffed in particular in the technology innovation and transfer department due to a large turn over of key personnel. Efforts are therefore required to rebuild the capacity of CITT in this crucial area as without identification of new technologies, it will loose its edge and will no longer be able to offer its services as an innovator of new technologies. Building of this capacity should be accompanied by institutional measures that give CITT the necessary flexibility to adequately respond to needs of potential customers. CITT should re-build the technology department with the objective to make it a separate cost centre and to become largely self financing over a period of three years by entering into collaborative projects funded by Government (including the proposed TDF) and other donor agencies which want to stimulate science and technology for job and wealth creation. 53. The capacity building program for the technology innovation and transfer department should commence with the recruitment and training of 7 – 9 new staff with a mix of disciplines, engineering, agriculture, marketing and socio economics. In addition experienced staff at key positions will be needed to coach and train the new recruits in the areas of technologies, project acquisition and implementation. Within the CITT budget there are allocations for staff salaries but additional support is required for short term training purposes. Also funds are required for the initial field activities to produce an overview/ database of existing technologies and main actors in Rwanda plus an update of the needs. 54. The first two Satellite Centres started their operations in Northern and Eastern Provinces in 2006 and their assignment is to identify needs and opportunities for transfer of technologies (from CITT and other sources) and seek funding from local or other sources for the transfer process. Their task is key to the success of CITT’s mission of transferring technologies but their work area is limited to one part of Rwanda due to lack of resources. It is therefore suggested to start two new SCs in the Southern and Western provinces. Funds will be required to attract and train staff, provide office and transport facilities and a small operating budget for the start up period. The SCs are expected to become largely self financing within three years and financial support will therefore be gradually reduced over that period. 55. A log frame and further details plus estimated budget of the support to KIST/CITT are provided in Annex 2.

Capacity building of IRST/ASRC 56. As stated earlier in this document under para 27 (further information on IRST is provided in the supporting documents), the focus of IRST has until now been on research. Transfer is within its mandate but so far this is not clearly incorporated in the strategic plan. IRST has however started in 2006 a program for building sub stations in different areas of the country, starting with 6 locations and to be expanded next year.


57. The most important starting point for IRST is to revise its strategic plan in association with its main stakeholders and the Board of Directors and come to an agreement where IRST needs to focus its research efforts and how transfer of knowledge and technologies will be integrated in its core business. The IRST research managers then need to work out new targets with the different research centers to guide their activities. Some of these activities will still be carried out with Government core funding but other work might be supported by organisations that have a direct interest in the application of science and technology for wealth creation and or social uplifting of the population. 58. To be able to respond to these new demands, IRST will require technical assistance to build management capacity to help focus on the new clients of its research and development activities. This support will include

• Guidance for IRST staff in proposal preparation and writing • Assistance in identification of possible funding for the proposed activities • Monitoring of activities and outputs to ensure that clients are satisfied with

the results of IRST’s work. 59. The need for additional funding to IRST to change its way of working, can only be reviewed after updating of its strategic plan which will provide a guideline for the human, physical and financial resources required. 60. The focus Applied Sciences Research Centre is to promote the practical application of knowledge produced within the organization. ASRC needs therefore to work closely together with potential users of the planned research activities and where possible enter into collaborative program. ASRC has a research budget of Rwf 60m for 2007 and this should enable it to set up collaborative projects with other parties. For example, IRST should actively work together with MINITERRE in the water management studies and with MINIFRA on energy sources such as peat. In both cases it is expected that in future years funding for these activities will flow through the concerned Ministries and will no longer be provided by MINSTR as core funding as is the case today. ASRC has some interesting proposals on peat processing and rice husk bracketing and should for partners in the private sector to develop these ideas into commercial enterprises. It also has expert knowledge on the applications of moringa for oil production, food security and drinking water applications. 61. IRST operates a semi commercial unit that produces essential oils, ointments and traditional medicines based on plant extracts. The future of this unit should be re-considered and if possible commercialized. The unit can be turned into a separate entity with an autonomous management producing traditional type medicines for the markets on a profitable basis. IRST may remain a share holder in the new company.

Options for capacity building in training Institutions 62. Many of the appropriate technologies require practical skills from the users and in particular for the craftsmen responsible for the repair and maintenance. Some of the equipment and tools can be manufactured in the urban centres in Rwanda or even in the rural areas. Therefore practical skills are required in metal working and spare part manufacture. These skills are in very short supply anywhere in the country.


63. The existing vocational schools are falling far short in terms of quality and quantity of school leavers with the required practical skills to assist small enterprises in the rural areas. The forth coming World Bank supported TEVET mission is expected to produce more insights on the existing capacity and will provided possible courses of action. TEVET is therefore not further discussed in this report. 64. The new technical training institute ETO Tumba is developing a special course on alternative energy and this will be included in the curriculum once the school starts in the middle of this year. This course deals with important technologies like solar, micro hydro and wind power and biogas for rural households. However, there are many more appropriate technologies that are not covered in this curriculum. It is therefore suggested to work with Tumba, other ETO training institutes and ISAE which has much experience in agricultural machinery, the possibilities to design and set up a special course on appropriate technologies. This should cover other areas such as agricultural equipment, small food processing machinery including for milk processing, rural transport, low cost building methods etc. The costs for developing a new course are estimated at $ 25,000 which includes national and international expertise to bring the required materials together. This curriculum outline can than be utilised by the various institutes for a course on appropriate technology. 65. There is keen interest to promote micro hydro power in Rwanda as a source of renewable energy. A number of small hydro power sites ranging from 100 – 400 kW capacity are being developed and more may follow. Also there are numerous sites in Rwanda with lower potential where pico hydro power (in the range of 5 – 10 kW) can be installed and used for individual households and small enterprises. It is therefore suggested that KIST in collaboration with other training institutions assess the future requirement for graduates specialised in micro and pico hydro power not only looking at the technical aspects (civil engineering for dams and head works, mechanical and electrical for the turbines and generators) but also at the management, economic and marketing aspects for these enterprises 66. Most of the learning institutions lack proper laboratory facilities and clearly investments have to be made in this crucial area to ensure that students acquire the necessary practical skills and that lab services can be made available to the possible clients that wish to pay for the services. However, before the Government funds large investments in specialised laboratory equipment, as was requested a number of times during this mission, an inventory should be made of the specialised equipment that is already available within the different institutions in the country. The information can be made available in an up to date database and placed on the internet and be combined with instructions for clients who are interested to use the services that are available from the different laboratories.

6. Logframe to support EDPRS process 67. The logframe on the next page brings together the proposed interventions to be considered for the EDPRS. No budgets have been allocated for the current year 2007. However, some of the activities can start as the costs are minimal and can be supported by the institutions from the already available budget allocations. This includes for instance the suggested review of strategic plans fro CITT and IRST and the recruitment


of new staff for the CITT technology department. There may also be opportunities to request additional funding through the respective ministries for activities that will be included in the EDPRS by May 2007.


LOGFRAME APPROPRIATE TECHNOLOGY Narrative summary Overall Objective

OVIs Means of Verification

Assumptions

Increased supply and diffusion of appropriate technologies that meet the needs of the clients and which make a significant contribution towards poverty reduction and/or social well being of the population in Rwanda

1) xx number of proven technologies 2) yy number of people in rural and peri-urban positively affected

Purpose Number of innovative, collaborative initiatives for the development and diffusion of appropriate technologies for rural and peri-urban areas has increased

xx number of projects using innovation approach implemented

Outputs 1. Adoption of Innovation Process for identification, adaptation and diffusion of appropriate technologies

2. Establishment and operation of a funding mechanism to support partnerships of public and private institutions, businesses and credit institutions working on appropriate technology innovation and diffusion.

1) Funding mechanism established and disbursing to intended clients. 2) Credit available to clients of new technologies

3. Enhanced capacity within CITT to attract funding and to implement technology innovation and diffusion projects

1) 20 number of people trained 2) Systems in place to effectively respond to needs and new opportunities

4. Enhanced capacity within IRST/ASRC to transfer knowledge

1) Strategic plan includes transfer 2) New research management system

5. Enhanced capacity in technical training institutions to provide knowledge and skills to support appropriate technologies

Course for AT available and used


Activities Inputs

2007 2008

2009

2010

total

1 promotion of the innovation approach through encouragement of partnerships in technology development programs

2.1. Definition of institutional framework TDF 2.2 Operation procedures manual 2.3 Establishment of management team 2.4 Credit mechanism to support diffusion 2.5 Impact assessment

500,850 858,900 846,300 2,206,050

3.1 Review strategic plan 3.2 Core team for technology innovation established 3.3 Nationwide survey on technology 3.4 Satellite Centres to cover all four provinces 3.5 Impact Assessment

498,700 221,300 108,200 828,200

4.1 Review of strategic plan 4.2 Building capacity in research management to attract new funding 4.3 IRST/ASRC to partner with other organisations for transfer of knowledge

0 0 0 0

5.1 Development of new course in appropriate technologies

25,000 0 0 25,000

Totals 1,024,550 1,080,200 954,500 3,059,250


RwandaSTI_AppropriateTechnologyReport.doc

ANNEXES ANNEX 1: TECHNOLOGY DIFFUSION FUND ANNEX 2 : CITT CAPACITY BUILDING FOR

TECHNOLOGY INNOVATION AND DIFFUSION


ANNEX 1 TECHNOLOGY DIFFUSION FUND LOGFRAME (TDF) (Implementation period 3 years) Narrative summary Overall Goal

OVIs Means of Verification Assumptions

Increased supply and diffusion of appropriate technologies that meet the needs of the clients and which make a significant contribution towards poverty reduction and/or social well being of the population in Rwanda

Xx number of proven technologies Xx number of people positively affected

Objective Innovative, collaborative initiatives for the development and diffusion of appropriate technologies for rural and peri-urban areas has increased

50 projects funded

Purpose Establishment and operation of a funding mechanism to support initiatives by joint ventures of public and private institutions and businesses working on the development of appropriate technologies

1) Funding mechanism established and disbursing to intended clients. 2) Credit available to clients of new technologies

Outputs 1. Definition of institutional framework for the TDF Institutional framework for TDF


agreed by Oct 2007 2. Operational procedures and manual for the TDF including guidelines for proposals, finances, reporting, monitoring and impact assessments

Manual with guidelines and procedures available by March 2008

3. Establishment a professional and adequately trained management team plus provision of essential operating equipment

Fully equipped and trained MT in place by March 2008

4. Disbursement and monitoring of funds to approved projects working on development and diffusion of appropriate technologies

50 projects completed and 25 successful technologies delivered by Dec 2010. At least 25% of these efforts should be focussed on the improvement of women’s livelihoods

5. Credit mechanism supporting banks and MFIs to develop credit products for new technologies

Banks and/or MFIs will provide credit support to buyers for 10 of the new technologies

6. Impact assessments Mid and end of project assessments completed by Dec 2008 and June 2010

Activities Inputs 2007 2008 2009 2010 Costs 1.1.Consultation between relevant Rwanda authorities 1.2 Agreement on composition of the Advisory Board and its responsibilities. 1.3 Decision by MINSTR

no extra inputs

2.1 Preparation of operational manual and guidelines for TDF and technical support to MT

Consultant 2*2 wks 25,000 0 0 25,000


Activities Inputs 2007 2008 2009 2010 Costs 3.1 Recruitment of management team for 36 months consisting out of 2 full time professionals and one support staff.

Salaries for 36 months 46,000 46,000 44,000 136,000

3.2. Training of Management team through visits to neighbouring countries (Kenya, Uganda etc)

Travel costs in region, 6 trips for 7 days each

10,000 0 0 10,000

3.3 Technical support by international consultants

Support visits 3 visit of 2 weeks over three years

14,000 14,000 14,000 42,000

3.4 Office accommodation & rehabilitation Space to be provided by GoR

20,000 0 0 20,000

3.5 Office furniture, computers etc Lumpsum 25,000 0 0 25,000 3.6 Support to operating costs and transport

$ 1500/month 18,000 18,000 18,000 54,000

4.1 Training and information sessions for potential bidders

5 workshops @ $1000 3,000 2,000 0 5,000

4.2 Advertisement, bidding and evaluation rounds

Fees for external evaluators

3,000 5,000 2,000 10,000

4.3 funding of projects at $25,000 average each

250,000 500,000 500,000 1,250,000

4.4 Regular reporting and monitoring of performance of the ongoing projects plus providing guidance to ensure best results.

Fees and costs for national experts to assist in field evaluations

15,000 20,000 15,000 50,000

5.1 Recruitment of national expert to support credit mechanism

Credit specialist 30 months

9,000 18,000 18,000 45,000

5.2 technical support by international consultant

Credit specialist 14,000 0 0 14,000

5.3 Training of national credit specialist Travel costs 10,000 0 0 10,000


Activities Inputs 2007 2008 2009 2010 Costs through visits to neighbouring countries 5.4 Negotiating MoUs with banks and MFIs to support clients interested in buying new technologies

Fees for credit consultant to develop mechanism

15,000 0 0 15,000

5.5 Supporting banks and MFIs by providing guarantee for credit provided to clients for different products

Guarantee funds 0 175,000 175,000 350,000

5.6 Banks and MFIs will provide loans or leasing services to clients buying new technologies

Funds from Banks and MFIs

0 0 0 0

6.1 Mid term evaluation International and national consultant 2 weeks

0 20,000 0 20,000

6.2 EoP Evaluation International and national consultant 2 weeks

0 0 20,000 20,000

Subtotal 477,000 818,000 806,000 2,101,000 Contingencies 5% 23,850 40,900 40,300 105,050 Total 500,850 858,900 846,300 2,206,050


Technology Diffusion Fund (Narrative) Objectives and purpose 1. The objective of the TDF is: Funding of collaborative initiatives for the development and diffusion of appropriate technologies for rural and peri-urban areas. The purpose of the project is the establishment and operation of a funding mechanism to support initiatives by joint ventures of public and private institutions and businesses working on the development of appropriate technologies. 2. The project will have six outputs:

• Definition of the institutional framework for the TDF • Operational procedures and manual for the TDF including guidelines for

proposals, finances, reporting, monitoring and impact assessments • Establishment of a professional and adequately trained management team

plus provision of essential operating equipment • Disbursement of funds to approved projects working on development and

diffusion of appropriate technologies • Credit mechanism supporting banks and MFIs to provide credit products for

new technologies • Independent projects evaluation and Impact assessments

Institutional framework 3. The institutional framework of the TDF has to be determined before any further steps can be taken to build the Fund and commence implementation. During the course of the mission a few options were discussed briefly but this debate needs to be held at the right political level. Two options are mentioned here a) within the MINSTR and b) with the RPSF. It is important to structurally separate funding and implementation functions to avoid conflicts of interest. 4. The MINSTR currently has very limited implementation capacity but within its policy framework there are provisions for the creation of a National Research Council and the establishment of a National Research Fund. DFID is expected to start a program within the coming months to assist in the formulation of a science law which will provide the background for the Council and the Fund. However, this process will take some 2 – 3 years before the Council and Fund will be operational. The TDF for appropriate technologies could be started much earlier, build up experiences with competitive funding mechanism in Rwanda and subsequently merge into the planned National Research Fund. 5. Another option is to operate the TDF through the RPSF which represents all areas of the Rwandan private sector through its various chambers. Also RPSF is managing the “Business Plan Competition” on behalf of the World Bank and other partners which supporting young entrepreneurs to develop business plans by providing start up grants and technical assistance. In total $600,000 are expected to be allocated over a three year period. RPSF has therefore some experience in competitive funding mechanism. It is also under consideration by the DFID “Research into Use” program as a possible implementing agency for a competitive fund to support transfer of technologies in the natural resources areas.


6. The activities of the TDF will be supervised by an Advisory Board of 7 members which will report to the responsible Ministry. The Board should ensure that the interests of the intended end users of the technologies that are to be generated by the TDF are well represented by inviting delegates from rural communities, NGOs and local authorities on the board. In principle the Board should only meet twice per year although during the initial 12 months, more frequent meetings may be required. Management of the fund 7. External expertise will be required to draw up the detailed guidelines for the operation of the fund. These guidelines will spell out

• the criteria for selection: type of organisations and individual companies that may apply for the funding

• the type of collaborative efforts between scientific, private and rural organisations that will participate in the innovation process.

• The expected contributions form the different parties such as staff time, expertise, materials, financial, labor etc. Also end users of the technologies are expected to pay at least a fair bit of the costs of the product that is being provided and if necessary credit mechanism can be used.

• the outline of the proposals to be submitted to the fund for consideration. The proposals should include a detailed background of the problem, the identified solution, expected buyers of the product and possible other beneficiaries, expected costs/ benefits, who will be involved in the production and marketing, the responsibilities of the different partners involved and their contributions in kind or money.

• the project selection process and the responsibilities of both the management and the advisory board in this process

8. The guidelines will reflect the best practices established by other funding mechanism within Rwanda such as the Developing the Market Place competition managed by RPSF and of experiences in other countries such as Uganda and Kenya. 9. The fund will be managed by a small team of professionals (initially two professionals with one support staff) with background in rural development and a good understanding of poverty reduction issues. Ideally the team will be recruited on an external contract for the duration of the TDF implementation period. This will allow attracting staff with the right qualifications who will have both the knowledge and experience to manage the fund. 10. The management team will be further trained on the specific aspects of their assignment through exposure visits to similar funding mechanism in neighboring countries (Such as the reformed NARS system in Uganda and the AATF, African Agricultural Technology Foundation in Nairobi) to learn from their experiences. In addition there will be a provision to call upon technical assistance from international sources. 11. It is expected that office accommodation for the management will be provided by the responsible Ministry. Office furniture and equipment will be made available through the project. The operational costs of the management team and the office will be covered through the project on a yearly lump sum basis during the first years of operation. At later stage a mechanisms may be agreed upon whereby the salary and office costs will be


covered by levying a percentage of the actual disbursement of the funds. 12. The project will provide technical assistance to the management to support in setting priorities, selection criteria for the proposals., drawing up research contract format, proposing financial procedures for disbursement, preparing reporting formats, etc. . Selection of proposals 13. The management team will organize a number of information and training sessions to inform possible interested parties about the objectives of the TDF, the conditions that will apply and to assist in developing ideas and proposals that would meet the criteria. Training sessions will cover problem analysis, use of log frames, formulation of objectives, outputs and activities plus budget formats. 14. Projects should show a meaningful collaboration between academic and educational institutes(IRST, KIST, NUR, ETOs etc) and one of more other organisations such as farmers cooperatives, NGOs, local authorities, private sector etc. The lead institution might be either and it is expected that the each of the partners in the joint undertaking, will make a contribution that fits their capacity. 15. Proposals from interested parties will be invited through public announcements. Selection of the proposals will be through an independent body and will be based upon a number a criteria: such as the proven experience of the proposers, the expected success rate, the possible benefits for the immediate users, impact on gender, environment etc, the total costs and the contribution from the different parties. Type and number of projects 16. The fund will support proposals which have an innovative approach to the development and diffusion of new technologies up including testing of the market to ensure that clients are able and willing to pay for the new products or services. The projects need to be executed in a true collaborative fashion engaging technologists, SMEs, distributors or other service providers, civil society organisations and/or NGOs. The mix of these partners will depend on the nature of the technology. 17. One of the parties will become the leader in the process and be responsible towards the Fund for the financial and overall management. Others within the consortium will be answerable to the lead partner for their activities. Each partner will make a contribution in kind or money that fits its interest and capacity. The lead partner should be an established and registered organization (business, NGOs, public institution etc) in Rwanda which has been in operation for at least 2 years. Preferable it has audited yearly financial statements to ensure transparency or if not available can show proper accounting procedures. 18. The projects will be working on appropriate technologies for rural and peri-urban areas such as in:

• Energy: bracketing, pico hydro power, solar systems, efficient stoves and cookers, biogas, etc

• Water & sanitation; roof water harvesting, improved toilets, borehole drilling,


• Agricultural equipment and rural transport: small scale irrigation, animal traction equipment, carts for oxen, bicycles and motor cycles, small tractors for cultivation and transport, oil extraction presses, livestock spraying etc

• Small food processing equipment: milk processing, biogas for cooling, juice squeezers, cold storage options

• Low cost building materials: brick making machines, alternative fuels for burning, etc

The above list is not exhaustive and other areas may be included. 19. The management team will advice the project advisory board on priority areas. These will be based on the expected\ impact on poverty alleviation, job creation and gender impacts. To ensure that women will profit from the efforts supported by the technology innovation fund, at least 25% should have a clear focus on issues that affect women in particular, either by improving well being of themselves and their families, or by creating employment opportunities. 20. It is not possible to set strict limits to the budget of each proposal as there is a large variation in the type and costs of the technologies listed above. Also the contribution of partners and the ultimate clients will be important. More contribution shows greater commitment to the undertaking and therefore lesser risks for the TDF. Large proposals may be split into phases and further financing will be based upon earlier results. 21. For budget purposes, it is estimated that the average costs for the implementation of a project will be $25,000. The fund is expected to support 10 projects during the first year, 20 in the second and 20 in the third year. The total amount of funds available for proposals over the project period will therefore by $1,250,000. In addition there will be support for the management team, external expertise, reporting and monitoring costs. Monitoring and reporting 22. The management will be responsible for the regular monitoring of the approved proposals through the enforcement of quarterly technical financial and reports. Disbursement will be based on progress against agreed activities and timelines. In addition the management will carry out field visits and organize expert evaluations if and when required. The management will provide quarterly progress reports to the board and a more detailed evaluation report of all the ongoing projects once a year. 23. The management team may need to call upon specific expertise to assess progress and expected outputs of projects in technical areas where it is lacking expertise. Therefore within the overall budget funding will be made available to hire expertise to assist in progress monitoring and evaluation of certain projects. This expertise should be normally available within country and in general inputs will be limited to a few days only. Similarly the project management may want to call upon auditors to verify financial reporting of the partners to ensure transparency. Support to credit mechanism 24. The availability of credit will be crucial for the successful introduction of new technologies, in particular when testing the market with a first series of the new product.


Banks and MFIs will be reluctant to enter markets for products that have not been proven on a large scale and therefore are usually not willing to provide credit to clients, in particular those that lack collateral as is the case for most rural clients. 25. Banks and MFIs in Rwanda will be invited to come forward with proposals how to develop banking mechanism for the provision on credit for products that can be repaid over a period of 12 – 36 months depending on the nature of the goods and the expected annual benefits. This may in the form of micro credit or micro leasing. The latter system is expected to be more suitable for “lumpy” technologies such as tools and equipment. From the proposals put forward by the interested banks and MFIs, TDF will select those that hold the most promise for success. MoUs will be signed with those institutions spelling out the implementation mechanism and contributions from the different parties. 26. The management team will be reinforced with a credit specialist while specific technical assistance is to be provided to assist in drawing up the guidelines for credit disbursements, set up negotiations with interested credit institutions indicating the products that will be supported and to what level and arrange for specific training to MFI staff. The credit specialist will liaise with and travel to neighboring countries to learn best practices from other ongoing programs which use similar credit guarantee mechanism. 27. The credit program can be divided into three phases. During the initial phase of the credit program, the MFIs will support the diffusion of the new technologies by using WB credit that will be provided to the buyers on terms and conditions that will offer borrowers to repay their loans over a time period that corresponds with the expected economic returns on their investments. The MFI will use the repayments to support new customers. Only once the initial test marketing has proved to be successful, the MFI will during the second phase use its own credit funds to extent the market. WB Guarantee funds will than only be used if the repayment falls below an agreed level whereby there will be a sharing of risks between the MFI and the Guarantee Fund. In the third phase it is expected that the market for the product and the credit line are fully developed and will run independently of external support. 28. An estimate is provided below of the credit guarantee amount that has to be reserved to support the process. The lists of goods will need to be adapted to as the project develops over time but is expected to remain within the total envelop of $ 350,000. Actual disbursement will depend on the success of the credit providers and the rate of recuperation. The TDF will only need to actually disburse funds if credit recovery falls below the level agreed in the MoU agreed with the credit providers.


Table: List of tentative new products and their estimated market value

Product qu Costs $ Total

power tillers 10 3,000 30,000

Cooling freezers biogas 10 600 6,000

roof water systems 200 300 60,000

imporved toilets 200 200 40,000

treadle pumps 100 100 10,000

rice hullers 10 2,500 25,000

spraying machines 20 1,000 20,000

milk processing 10 1,000 10,000

oil presses 10 8,000 80,000

cold storage containers 5 10,000 50,000

motor bike carts 30 400 12,000

Total 343,000 Impact monitoring 29. The implementation of the TDF will be supervised by the Advisory Board which will report to the responsible Ministry. The Board is expected to sit at least twice per year and more frequently if necessary. 30. In addition there is a provision to measure the impact of the TDF after 15 months and 33 months be bringing in an review team composed out of an international expert with wide experience in research management supported by a national expert with experience in appropriate technology and/or rural development. Terms of reference for the impact monitoring missions will be drafted by the management team and agreed with the Advisory Board.


ANNEX 2 CITT CAPACITY BUILDING FOR TECHNOLOGY INNOVATION AND DIFFUSION Logframe Narrative summary Overall Goal

OVIs Means of Verification Assumptions

Increased supply and diffusion of appropriate technologies that make a significant contribution towards poverty reduction and/or social well being of the population in Rwanda

Xx number of proven technologies Xx number of people positively affected

Objective Innovative, collaborative initiatives for the development and diffusion of appropriate technologies through CITT for rural and peri-urban areas has increased

20 projects funded 5 technologies successfully adapted

Purpose Enhanced capacity wthin CITT to attract funding and to implement technology innovation and diffusion projects

20 number of people trained Systems in place to effectively respond to needs and new opportunities

Outputs 1. Update of draft strategic plan to guide the future CITT including staff retention mechanism

New plan approved by June 07

2. Core team for technology innovation and diffusion staffed

Multidisciplinary and trained team of 7/8 members by Dec2007

3. Nation wide survey on available appropriate technologies and providers

Publication/database in hard copy and available on web

Technologies ***


4. Satellites centres to cover all four provinces in the country

Two more SC established and functioning by June 2008

5. Impact assessment Report by June 2009 Activities Inputs 2007 2008 2009 2010 Costs 1.1 Strategic Plan review workshop organised and attended by key stakeholders

Facilitator and conference facilities

April

1.2 Strategic plan approved by KIST council and MINEDUC

June Covered under CITT budget

2.1 Recruitment of new 7/8 new staff including head of department for technology innovation and diffusion. (mixture of engineers, agricultural engineers, social, marketing, economics and skills

Advertisements and selection

April – June

Covered under CITT budget

2.2 Recruitment of 2 new staff members to support Director in planning, project writing and monitoring

Advertisements and selection

April - June

Covered under CITT budget

2.3 Training of staff in different disciplines through short term courses1)

6 short term courses for 15 persons average at $15,000 each per week

40,000 25,000 15,000 80,000

2.4 Professional visits to AT centres and projects in region and beyond

10 trips of three persons each at $4000

25,000 15.000 5,000 40,000

3.1 Collection of data on technologies, AT stockists, SMEs, NGOs and other providers in all 30 districts of Rwanda

Transport and accommodation for staff

20,000 0 0 20,000


Activities Inputs 2007 2008 2009 2010 Costs 3.2 Data analysis and report writing Staff inputs 5,000 0 0 5,000 3.3 Dissemination of data through hard copies and web

Hard copies & web 2,000 0 0 2,000

3.4 Field visits to identify project and partners

Transport and accommodation

32,400 24,300 16,200 72,900

4.1 Recruitment of satellite staff , total 8 persons for 36 months each

Salary costs 96,000 72,000 48,000 216,000

4.2 Transport equipment: 4 motor cycles and two pickups

4 Motor cycle & 2 vehicles

66,000 0 0 66,000

4.3 Office, computing equipment and rehabilitation works

Two offices 132,300 0 0 132,300

4.4 Operational costs, 48,000 36,000 24,000 108,000 4.5 Technical assistance to SCs 4 visits of 10 days each

by international consultant

32,000 32,000 0 64,000

5.1 Impact assessment of CITT activities in technology innovation and transfer SC

International and national consultant , 2 weeks

0 17,000 0 17,000

Total 498,700 206,315 108,200 823,200 Note: Budget still under negation with CITT director. Will be updated. 1) the courses will cover a range of subjects such as RRA techniques for needs assessments, market value chain analysis, costs/benefits analysis, technology development and mining of knowledge, communication skills, proposal writing etc. These short term courses will be a mixture of CITT staff and selected persons from possible partners such as NGOs, SMEs, local authorities etc.


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CAPACITY BUILDING CITT Update of strategic plan 1. The CITT strategic plan 2006 – 10 was drafted in January 2006. This plan still shows an organigram with four implementation departments (TRD, WTCL, TBIF and EDF, three implementation units (PDU, TIU and SMEL) and two satellite centres. However, significant changes have taken place following the workshop in October 2006 whereby CITT was instructed to link its activities closer to the KIST academic program. Also CITT was to be divided into four departments. The suggested changes have only been partly implemented and the strategic plan needs updating to reflect the decisions of the October workshop but also to respond to the large changes that have taken place over 2006 whereby the focus of CITT’s work has moved away from technology innovation to production. 2. The new strategic plan should clearly set out the different options for spinning off non core activities (as discussed in the October workshop) and the degree of autonomy required for setting up and operating an effective technology development and diffusion system. One of the main issues to be addressed is the need to establish a staff incentive mechanism in particular for those that are working on technology development where financial incentives have so far been much less than in the production sector. This can be partly in monetary terms but there are also training and promotion incentives which should encourage staff to stay on. Also rewards providing recognition for commitment and results of innovative work, will increase staff loyalty. 3. The relationship between CITT and KIST in both academic and administrative aspects should be clarified. To what extent will CITT be bound to work with other research departments of KIST or will it have a wider mandate which allows it to collaborate with other organisations that focus on rural and peri-urban technologies? CITT also needs a certain degree of administrative autonomy to minimize bureaucratic procedures and to provide the necessary authority to work with other partners on a commercial basis. CITTs’ administrative capacity should therefore be increased through employment of qualified accountants who can set up and maintain a transparent book keeping system which allows tracking of income and expenditures over the various costs centres like the different departments, workshop and the director’s office. A dedicated office manual with detailed administrative procedures for CITT would be a very useful device to clearly spell out the authority of the key staff. Core team for technology Innovation and diffusion 4. In the CITT technology development department there are currently a large number of vacancies as many staff members moved to other organisations. In addition, nearly all internationally recruited and experienced experts left their positions in December 2006. There is therefore currently a serious shortage of staff capable to assess needs, identify, develop and diffuse new technologies for the rural areas. On the other hand, the large number of vacancies in the department offers an unique opportunity for the CITT management to review the staff composition, adapt job descriptions and attract staff with a wider variety of disciplines and background. 5. Within CITT a special department may be created which focuses on needs

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assessments, technology identification, adaptation and diffusion of new technologies. The new team should only focus on the above tasks and should therefore not be engaged in large scale production work or nationwide extension campaigns lasting for many months as this will lead them away from the core business of new technologies. The proposed Technology Innovation and Diffusion Department is expected to exist out of 7- 9 professional staff of mixed disciplines and educational backgrounds whom should be headed by an experienced leader who has many years of experience in technology development, preferably very hands on as well. This is likely to be an expatriate position. The team should be composed of graduates with background in civil (1-2), mechanical (1-2), agricultural (1-2) engineering, marketing (1), economics (1) and social development (1). Ideally candidates should be recruited not only from KIST but efforts should be made to find qualified persons from other institutes to bring in different expertise and to increase linkages with other learning and research institutions. 6. CITT will also require additional expertise at management level to assist the director in planning, monitoring of activities and reporting. Two new staff members should be recruited for these advisory positions and at least one of these is expected to be filled by a person with a minimum of 10 years professional experience, either from Rwanda or the region. Identification of project proposals and possible funding sources will be the responsibility of all heads of departments but the planning department will provide assistance in writing the proposals and ensure that these do follow the CITT guidelines and budget requirements. Also the planning experts will keep track of different funding agencies and programs and will advise others within CITT of new opportunities. 7. The new staff will undergo a number of short term training courses which will expose them to value chain development, participatory needs assessments, gender aspects, cost/benefits analysis, “mining” of technologies, etc. Not all members have to go through all courses and selections need to be made based on capacities and interests. These short tem training courses should be mixed events whereby CITT also invites other possible participants from the public and NGO sectors to take part in the courses at reduced rates. This will ensure that CITT staff do not develop their capacity in isolation but are continuously challenged by other young professionals with different background and motivations. It also will help to build up partnerships alter for actual technology innovation projects and as such is a good investment in networking and capacity building. 8. Staff members of the new department will be sent in small groups to other appropriate technology centres in the region (such as for instance Kenya, Uganda and Tanzania but if justified also countries like for Ghana and Nigeria where there are very different and useful experiences). These trips will be arranged over the course of a year and some may be focussed on very specific technologies whereby the CITT can make assessments of the possible replication in Rwanda. These exchange visits should lead to further professional contacts and possible result in some collaborative work in the future. Work program for the core team 9. During the initial months after recruitment, much of the new team’s time will be devoted to training and some visits to neighbouring countries. However, there is also much to be learned from existing practices and appropriate technologies which are already being applied successfully in Rwanda. In fact many ideas can be adapted and

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transferred to other communities and individuals in other parts of the country. 10. The team of new experts will therefore be assigned the task to visit all districts in the country and carry out a survey of available appropriate technologies. In addition they will make an inventory of local workshops and others such as NGOs that are engaged in the production, distribution and maintenance of those appropriate technologies. This information needs to be structured in such a way that after completing the country wide survey, the data can be made available in both hard copy and on the web for other interested parties in the country. Technical assistance will be required for setting up a system for collection of the information and the subsequent publication. Some lessons can be learned from the work carried out by the Satellite Centres over the past year where staff has collected much of the same information. 11. The visits to the districts will also be used to update information on needs of local population and small businesses. The teams will speak to district authorities, farmers associations, local NGOs and other key informants. This is expected to lead to identification of possible suitable technologies to solve particular needs and partners for implementation. A limited budget will be made available during the first year to cover travel and office expenses which should enable the department staff to make necessary field visits for the identification of possible projects and partners. The budget will be reduced over the period of three years to 50% as the team builds up capacity to attract additional funding through projects. 12. The future of the technology innovation and diffusion department depends on the ability of the unit to engage with other partners and to secure contracts from other funding agencies within the Government, NGOs or specialised organisations. Salaries of the staff will be paid out of the core funding available to KIST/CITT but contribution will be reduced over the three years. However, all other expenses should be paid out of project funding. Staff of the department needs to work in flexible teams depending on the nature and size of the assignments. If necessary, extra people can be hired on temporary assignments and there are provisions within the project budgets. 13. The head of the department together with CITT’s planning and monitoring unit will assist the work teams in preparing the workplan and budgets for collaborative programs. They will also monitor implementation and assist the team if major changes are required or if they are falling behind targets. The administrative unit will track of expenditures versus the agreed budgets and ensure that funds are utilised effectively. 14. The Technology Innovation and Diffusion Department will have to become a sustainable business unit in the longer term by selling is services to clients, much in the same way as for instance the Satellite Centres. It is therefore suggested that the contribution of KIST/CITT towards the salaries of the department plus the operating costs will be reduced after the initial year of operation. For the second and third year these reductions could be 25% and 50% respectively. The difference should be made up by income from projects agreed with other Government and donor agencies, including the planned Technology Diffusion Fund. 15. The performance of the Department should be reviewed regularly in the first place by the Director of CITT and by the CITT Advisory Board. In addition an external review will provide an independent assessment of the performance of the Department

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such as the innovation approach used by the staff members and the number of technologies identified and actually transferred. This assessment should take place about midway through the implementation period which will give an opportunity to make adjustments for the remaining time. Satellite centres 16. in 2006 CITT started two satellite centres (SC) in Musanze, (Ruhengeri) and Nyagatari districts with assistance from Nuffic. The first year has been very much a period of learning and getting started. The staff has not yet moved into their final offices while vehicles have been procured and will be delivered soon. In the meantime, staff has been trained and started operations. Few projects have been identified in the regions and some have started. It is therefore too early to say to what extent the SCs will succeed in their objective to attract projects that will pay for the diffusion of technologies from CITT or other sources in their areas of work. 17. However, the SCs are very much at the forefront of technology diffusion and their task is crucial for identifying real needs in the rural areas and bringing possible solutions. Support should be provided to ensure that these centres will effectively assist the local government and other partners in their economic and social development efforts. 18. The work area of the two existing SCs has been restricted to Northern and Eastern Provinces. The objective of the SCs and the progress so far provide enough arguments to increase the number of centres from 2 to 4 which will allow presence in all four provinces. Together with the Technology Innovation and Diffusion Department in Kigali the whole country will then in principle be covered. 19. Additional professional staff needs to be recruited and trained for the two SCs to be established in Southern and Western Provinces. The staff should again be a mix of disciplines ranging from engineers (preferably including agricultural), marketing, socio-economic and food processing sciences. Not all disciplines can be represented in each SC but it is anticipated that through regular exchanges, information and ideas will be passed on. 20. The new SCs will negotiate with distinct and provincial authorities for suitable office and display accommodation. No new buildings are required as enough space is claimed to be available at district level. The local authorities also have an incentive to attract a SC as this will bring in new activities and ideas. Funds will be made available to redecorate existing office spaces and to ensure that they will have a distinctive and easy recognisable character. Renting of accommodation will make it quicker and cheaper to establish an SC in the first place but also to move it if changes are necessary. 21. The new SCs will be equipped with basic office furniture, computing and communication equipment as appropriate. Like with the other two Scs, each centre will get one vehicle and two motor cycles for transport within the province. KIST/CITT will provide the salaries and operating costs for the offices but like with the existing centres, only the first year will be fully covered and over the following two years, contributions will be reduced with the objective to make each centre largely self financing after three years of operation. It is anticipated that the staff will sell their services as consultant or contractor to the local authorities and other partners in the province by concluding

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contracts for technology transfer projects. Salaries and other office costs should be covered through overheads and consultancy fees. Other initiatives for information centres in rural areas 22. There are a number of other initiatives from different organisations that have already or are preparing presence in the districts such as:

• The Business Development Centres established by the Rwanda Private Sector Federation in four districts to be expanded to 8 by end 2007. These centres assist local businesses in the preparation of business plans and providing other generic BDS services. There is no focus on technology issues.

• Community Innovation Centres are planned with support of the Belgium Survival Fund BSF. Initially 6 centres are envisaged by 2008 and these will be owned by local communities to display agricultural and rural technologies. This is a pilot phase but plans are to develop these centres in each of the 400 sectors.

• Districts Innovation Centres will be established as described in the policy document of the Ministry of Science, Technology and Research. These DICs will focus on local needs and resources. No indication is given when this program is going to start but it will be one of the tasks of the National Commission on Science Technology and Innovation that is to be established within the coming years.

CITT and the SCs need to follow the progress around these initiatives and where possible offer collaboration to build on each others capacities and add specific value.

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Supporting Documents TABLE OF CONTENTS

1. IRST: Institute of Scientific and Technological Research...................................1

1.1 Background ..............................................................................................................1

1.2 Board of Directors ...................................................................................................1

1.3 IRST departments.....................................................................................................2

1.4 Human resources .....................................................................................................2

1.5 Physical resources ...................................................................................................3

1.6 Financial resources 2006........................................................................................4

1.7 Field stations............................................................................................................5

1.8 Research, field activities and proposals .................................................................6

1.9 Applied Sciences Research Centre..........................................................................6 1.9.1 Ongoing Activities 7 1.9.2 Research Proposals 7

1.10 Strengths Weaknesses, Opportunities and Threats...........................................12

2. Centre for Innovation and Technology Transfer (CITT) .................................14

2.1 Background ............................................................................................................14

2.2 Donor support programmes to CITT....................................................................14 2.2.1 DFID/RTTP project 14 2.2.2 NUFFIC/NPT Expansion and Strengthening of CITT. 6 2.2.3 NUFFIC Technology and Business Incubation Fund (TBIF) 16 2.2.4 UNDP/ Enterprise Development Fund (EDF) 17

2.3 CITT Governance ..................................................................................................17 2.3.1 KIST and Advisory Board 17 2.3.2 CITT Departments 17

2.4 October 2006 Review Workshop...........................................................................19 2.4.1 Review of strategic plan 19 2.4.2 Tasks and resources for each department 20 2.4.3 Observations on the new structure 22

2.5 CITT Physical resources .......................................................................................23

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2.6 CITT’s financial resources....................................................................................24

2.7 CITT’s administrative systems ..............................................................................25

2.8 CITT’s technologies..............................................................................................26 2.8.1 CITT Technology priority areas 29

2.9 Collaboration with other AT providers ................................................................30

2.10 Satellite Centres..................................................................................................31

2.11 SWOT analysis ...................................................................................................34

2.12 Way forward for CITT........................................................................................36

3. Other providers and supporting organisations for AT .....................................39

3.1 The private sector ..................................................................................................39 3.1.1 CAPMER 39 3.1.2 Rwanda Private Sector Federation 39 3.1.3 Don Bosco workshop 41 3.1.4 AMS workshop 42 3.1.5 Gakinjiro artisan group and market 42

3.2 Credit institutions Banks and MFIs ......................................................................43 3.2.1 Banque Populaire 43 3.2.2 BRD Bank 43 3.2.3 Opportunity International 44

3.3 Projects and programs ..........................................................................................45 3.3.1 Millennium Village 45 3.3.2 Micro Hydro Power Program 46 3.3.3 PNEAR Rural Water and Sanitation Supply Programme 47 3.3.4 SPREAD project 48

3.4 ETO Secondary Schools ........................................................................................48 3.4.1 ETO Nyamata 49 3.4.2 ETO Gitarama 50

3.5 NGOs, National and International .......................................................................50 3.5.1 RDO 51 3.5.2 LWF 51

3.6 Ministry of Agriculture ..........................................................................................52 3.6.1 ISAR Agricultural Research Institute 52 3.6.2 Rwanda Agriculture Development Authority 53

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4. Options for technology development....................................................................54

4.1 Rural Energy..........................................................................................................54

4.2 Water & sanitation: ...............................................................................................56

4.3 Agricultural equipment and transport ..................................................................57

4.4 Small scale food processing equipment................................................................59 List of Tables Table 1-1; IRST Staffing and level of education................................................................. 2 Table 1-2 : Staff distribution................................................................................................. 3 Table 1-3 ; IRST Expenditures for year 2006 (in 1000 Rwf) ............................................. 5 Table 1-4;ASRC Departments ............................................................................................. 7 Table 2-1: CITT staffing pattern ........................................................................................ 18 Table 2-2 CITT departments .............................................................................................. 20 Table 2-3; Project equipment (OPR 2004 data) ................................................................ 23 Table 2-4; CITT/RTTP Budget and Expenditures (Dec 2005) ........................................ 24 Table 2-5; CITT’s ongoing technologies........................................................................... 27 Table 2-6; Ongoing contracts and activities ...................................................................... 29 Table 2-7; Technology priorities by CITT staff ................................................................ 30 Annex 1: list of abbreviations Annex 2: Terms of reference Annex 3: List of documents consulted Annex 4: Work schedule mission Annex 5: List of persons consulted

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7. IRST: Institute of Scientific and Technological Research

7.1 Background

Since before and just after independence there have been a number of research organisations in Butare related to the university and also autonomous bodies This included research organisations such as the Centre of Pharmacopea, Centre of Energy and Centre of Rwandese Studies. A draft strategic plan for 2006 -10 has been developed in 2005 under the leadership of the previous Director General, DR Twagiramungu Hermenegilde) and with facilitation of SNV. The vision of IRST is to be a world class institution in research and generating suitable technologies in energy, environment, health, society and economy fields. The mission of IRST is to contribute to the sustainable development of Rwanda trough relevant research, experimental realisations, innovative trainings, scientific and technological information mainly in the fields of applied sciences, life sciences and human sciences. There are no clear links to economic development and poverty reduction which are central to the Rwandan Vision 2020. This is in contrast with CITT’s vision and mission where there is a clear reference to transfer of (appropriate) technologies and the building of capacity in the private sector. The IRST strategic plan does mention transfer of technologies at the level of activities but it is clearly not at the centre. IRST was incorporated under the Ministry of Education and Science from its inception and only in 2006 it shifted to the Ministry of Science, Technology and Research as part of the move to the Ministry to the President’s office. The current Director General Dr. Jean Baptiste Ndiwayesu was appointed end 2006 and has brought new ideas to IRST.

7.2 Board of Directors

The board of directors consists out 11 persons and is chaired by the Secretary General in MINEDUC. The V/President is Director of Research in MINEDUC and the DG of IRST is the secretary. Other commissions are: :


o Director of Planning in MINECOFIN (Min of Finances) o Director of Energy in MININFRA (Min of Infrastructures) o Director of Industries and Commerce in MINICOMDirector of Health in

MINISANTE (Min of Health) o Director General ISAR o Vice Rector Academic of NUR/UNR o 1 Representative of IRST researchers o 1 Representative of others researchers

The mission has not had the opportunity to read the minutes of the board meetings.

7.3 IRST departments

The IRST Mission consists of: fundamental and applied research with priority on the country’s need in energy, pharmacopoeia, and society. The IRST has three research departments:

i) Human Sciences Research Centre: which emphasises researches on Rwandan literature, linguistics and history, socio-economics and psycho sociology

ii) Phyto-medicines and Health Sciences Research Centre: carries out research and production in traditional medicines, bio-diversity, essential oils, and bio technology

iii) Applied Sciences Research Centre: Originally this was established in 1974 within the National University of Rwanda to study energy and its applications. It was incorporated in 1989 within IRST and became the “Energy Centre” and was in 2004 renamed the Applied Sciences Research Centre. The centre focuses on energy from peat, agricultural waste, solar, biogas and hydro electric. It also works on waste and water treatment, pollution, soils management, local building materials and applied mathematics. In addition the centre is covering applied mathematics, geography and seismology.

The research centres are supported by

i) Director General who monitors the research and administrative activities and reports to the Board of Directors.

ii) Administration and Financial Unit: Planning, human resource management, finances

iii) Innovation and Technology Transfer Unit which manages the documentations and publications, ICT, partnerships, marketing, publications.

7.4 Human resources

The following table shows the distribution of the current 88 staff according to education levels. Among the 8 PhD holders, there are 6 expatriates (all from Burundi).

Table 7-1; IRST Staffing and level of education


(All fields of research) PhD Masters BSc Diploma Total Researchers 8 13 23 - 44 Research Technicians - - 11 6 17 Administrative and technical staff

- - 18 9 27

Total 8 13 52 15 88 The draft strategic plan 2006-10 shows a total of 102 positions with 4 PhD, 10 Masters and 29 Ao qualifications. It appears that there has been a shift towards higher qualified staff. It is not clear what the motivation has been for this change. Especially, if IRST is expected to focus on application of science and technology for income and job creation, it will need more technical staff instead of pure scientists. IRST has developed a training plan for its staff which mentions a total of 57 names of persons with at least a BSc degree. In average the staff has 3.8 years working experience, (About 50% has one year only while 10% has 10 years or more) These 57 staff members listed in the training schedule are distributed over the different centres as indicated in the table below.

Table 7-2 : Staff distribution

Centres PhD Masters BSc Diploma Total Human sciences 1 5 8 2 16 Medicine and health (3) 4 12 2 21 Applied Sciences (3) 2 8 2 15 Administrative and technical staff

1 1 16 9 27

Total 8 12 44 15 89 (x) Expatriate positions The data are not complete as there are no details on the number of staff holding diploma. However, it provides an impression of the relative distribution of staff. IRST will be requested to provide the missing data in order to get a full picture of the existing staff distribution. In addition also information is needed on the existing vacancies, both in numbers and levels of education.

7.5 Physical resources

IRST is located in well laid out grounds in Butare town within close distance of the


National University. It is housed in buildings, some of which date back from before independence but have been well maintained. The library in the main building has a variety of books and publications which are well ordered but it appears that no new materials have been brought in for decades. The Mission visited the laboratories they seem hopelessly outdated and poorly equipped. There are practically no facilities to carry out any type of quality research. It is due to the ingenuity of the staff that still some work is carried out. Investments are required to at least provide a minimum of facilities. For more specialised equipment, it might be necessary to coordinate with other institutes in the country to avoid unnecessary duplication. We were also shown a recently build greenhouse made out of simple steel frames and glass. We were informed that the IRST Applied Sciences team has the intention to test their organic fertilisers. It is not clear why this has to be done in a greenhouse and not in the field. The greenhouse has so far not been used and the DG mentioned that the construction was not according to the new standards and modification would be very costly. IRST has separate grounds where it grows different spices, herbs and essential oil plants in a valley covering about 3 ha in another location there are another 2 ha for similar crops. It does not procure raw materials from farmers. These plants are further processed in the medicinal plant lab where also different products (syrups, ointments and tablets) are made from plants based on traditional medicine. These are sold in Kigali and IRST claims that they can not fulfil the demand. There is also a semi industrial distilling column that dates back from the early 1980s and is used for the production of medicinal alcohol and for the extraction of essential oils. The centre produces about 10 different types of this high value oils. However, the equipment and in particular the boiler, are in very poor condition and in fact maybe even dangerous as the distiller operators at high temperature and under pressure. The boiler is heated with wood and is expensive to operate. IRST also maintains a very simple herborarium where plants and leaves have been stored in special folders and cabinets since before independence. This diverse collection seems still to be in excellent condition and new materials are once again added.

7.6 Financial resources 2006

In the table below provides an overview of the financial year 2006 as per IRST data. The table shows the large dependence on GoR funding which is over 95% of the total while


the remaining is divided between internal revenue (sales of medicinal products and the guesthouse) and donor funding for research. A substantial part of the salaries costs is paid towards the 6 expatriates which in average are 5 times more expensive than national staff..

Table 7-3 ; IRST Expenditures for year 2006 (in 1000 Rwf)

Activity/Sources of

funds

Salaries HR

Training

General

costs

Research Total

Rwf

GoR contribution 477,928 8,075 90,242 291,289 867,535

Internal resources 20,611 20,611

Donor funding 20,639 20,639

Totals Rwf 477,928 8,075 110,854 311,928 908,785

52.6% 0.9% 12.2% 34.3% 100.0%

GoR provides nearly Rwf 300 million for research funding over the last year but IRST claims that the process to release funding is long and complicates management of the activities. The Director of Finance and Administration mentioned that he is lacking dedicated administrative software to help control and manage the budget and expenses of the institute. This is an area where support is needed in the procurement of the software and training of staff in the application.

7.7 Field stations

The mission was informed by the DG that IRST intends to establish extension stations in each of the 12 old provinces. The purpose is to work closer with the stakeholders and identify priorities of the people. It will also be easier to transfer research results and assist stakeholders in the use of technologies. This program has been approved by the IRST Board of Directors and it is expected that the first 6 stations will be established in 2007. The DG has assigned a team of 22 of its staff to carry out this task. Additional staff may be attracted as activities extend. IRST teams have gone out to identify suitable locations. The Ministry of Defence has already provided IRST with 12 acres and IRST is negotiating with the Rwanda Environmental Management Authority (REMA) to see if


the Nyandungu swamp/valley can be provided to IRST as a research station. It is not immediately clear what the program of the 12 outstations will be and how they will be resourced. The DG justifies this program for field testing of IRST technologies and products. There are no direct implications for the budget of IRST as the immediate costs can be paid from available resources. Equipment will be included in the 2008 budget.

7.8 Research, field activities and proposals

The mission requested IRST to provide an overview of ongoing research and field activities. No clear picture has emerged so far that would provide a good insight of the past performance and current position. As the expenditures overview for 2006 shows, over Rwf 300m has been spent on research and somewhere this should be shown in progress reports or other documentation.

7.9 Applied Sciences Research Centre

The Centre has a total of 15 staff: 3 expatriate PhD, 2 MSc, 8 BSc and 2 diploma holders. It is divided into 4 departments:

1) Material Sciences 2) Energy 3) Applied science, started July 2006 4) Environment, geography and seismology

The Centre is headed by an expatriate director: Prof DR Fidel Rurihose, who has been with IRST for the last three years. The office facilities used for the Applied Sciences Section are small but seem adequate. The Centre also maintains display of standard “appropriate technologies” such as dryers, solar cooker, biogas, PV panels and a water heater. Some of the equipment was outmoded and in poor condition. There was a biogas digester which is used for experimental purposes to test different materials. The Centre has a facility to process peat into higher value fuel and experimentation is ongoing. The Science Appliqué Centre has small and properly equipped metal and wood workshop facilities that are suitable for manufacturing of prototypes and do modifications. The facilities are not used to capacity and need re-organisation. Unfortunately, IRST no longer can employ the technicians of A3 level for the workshop since the restructuring last year (only staff of grade A1 of above can be employed at IRST). It therefore hires technicians and workers on a daily basis if and when required.


7.9.1 Ongoing Activities

The table below lists the activities of the 4 departments within the centre and provides the budget for the ongoing year. It is not clear what have been the outcomes of the centre over the last years. The mission was told that the Centre has produced in the past simple learning tools for educational purposes on behalf of Mineduc. This activity stopped when the IRST moved from Mineduc. The budget for the proposed activities for the current year is about Rwf 60m and the proposed activities with budget are shown below.

Table 7-4;ASRC Departments

Department Ongoing projects Budget 2007Material Sciences • Manufacture of fertilisers from local

materials • Manufacture stabilised earth bricks

4,000,000

7,000,000Energy • Solar drying of food products

• Micro hydro power • Bio fuels • Production of rice brickets by drying • Investigation to use rice husks as alternative

to wood

2.334.0003,000,0002.844,8553,000.0007,076,561

Applied science, • Statistical methods for business intelligence • Software development for Rwandan

statistical data

4.482.000

8.518.000Environment, geography and seismology

• Waste water management using lagoons • Integrated water management study of

Rwanda • Soil management of protected areas • Volcanism and tectonic drift • Water purification using Moringa

2.261.0004.707.0003.712.0004.020.0002.000.000

Rwf 58.955.416

7.9.2 Research Proposals

The mission was presented with a number of research proposals and these are briefly described below. 1) Utilization of Moringa leaves and oils No project document of description was provided to the mission but the DG has given a verbal explanation of the objectives of the project. • The DG is member of collaborative Moringa program that operates in Botswana

(where he was lecturer before returning to Rwanda) and in Tanzania. Rwanda has


recently joined this initiative and the DG is trying to develop the program in this country.

• Moringa trees are already established in Rwanda and there are 95 farmers associations that work with this crop. Prisons are also involved in the distribution of seedlings. Also the MINIAGRI is involved through one of the founders of the crop in Rwanda, Mr Moses. Note: at this moment it is not clear to the mission for what purpose farmers are growing the crop and how they are using it.

• Moringa has a variety of uses for both the leaves and seeds o The leaves are very nutritious for human consumption o The leaves are good animal feed and there is evidence that production of

dairy cows improves significantly. o The leaves can be dried and turned into a powder and be used for water

purification o Oil can be extracted from the moringa seeds and this has a high value for

production of cosmetics etc. There is an export market. • There is already must knowledge about moringa cultivation, the different species and

the effects on human and animal health. Only minor areas remain and these can be addressed while the program is in progress

• The DG did not present a detailed plan and budget for moringa program. However, he did present us with proforma invoice for equipment from India to crush the leaves and extract the oil. The proforma listed a leaf pulveriser of 100 kg/hour for $2600, and oil extraction unit for 100 kg/hour for $ 11,000 and a toilet soap machinery for $ 40,000.

• His intention was to set up a central processing unit in IRST and transport the leaves to the site. However, the transport will be an important cost factor as there is little moringa being grown around Butare.

• The mission suggested the DG to look at opportunities to work with 2 – 3 moringa cooperatives and try to install simple equipment close to the source of leave production. These should than be managed through the cooperatives under guidance of IRST. Once this model has been developed and proven, it can be rolled out to other cooperatives or private entrepreneurs in the country.

• There may also be possibilities to use the oil pressing equipment for other crops such as sun flower and soya beans.

• The DG liked the approach and was going to look into the details. • The moringa project is strictly speaking beyond the mandate of the appropriate

technology mission (except the equipment) but the proposal is of interest and should be further explored in more detail.

• The mission has also been informed that Mr Mitali Moses of the Moringa Grower’s Association in Kibungo operates an oil extracting and soap making plant and is now in the 3rd year. The soap is claimed to be of lower quality and not suitable for the high end markets. There may be opportunities to develop a collaborative program between IRST and the Association (or any other which has the required capacity) to further develop the technology and ensure practical application.

2) Biogas proposal presented by Applied Sciences Research Centre • The centre has presented the mission with a 4 page document which provides some

technical information on biogas such as the quantity of gas produced, the energy value of 1 mtr3 of gas compared to other sources of energy, the production of gas/day per cow and human, and the costs of construction for a 300 mtr3 system for


a school and per mtr3 ranging from Rwf 70,000 to 100,000. Typically a household with 5 -7 cows needs a system of 8 mtr3

• The benefits of biogas systems have been described in qualitative terms but there are no cost/benefit calculations to prove the financial viability.

• IRST has constructed 7 digesters since 1995 ranging in size from 5 – 100 mtr3. • The document does plan for more biogas systems • The mission was told earlier by the State Minister of Energy that IRST (like CITT)

will be involved in the program to install 136 biogas systems for households in the coming year. This is not discussed in the document provided.

• The mission was also presented with a proposal to install biogas systems by IRST in a number of schools in the region. However, this is beyond the mandate of this assignment as it does not deal with innovation but with installation of a known technology. This proposal should therefore be forwarded to Ministry of Education or the districts authorities to seek the necessary funding.

3) Characterization and quantification of the potential of Peat in Rwanda • The author provides a positive picture of the potential use of peat in Rwanda as a

source of energy. He claims that the quality is good and that it is already been used on a limited scale. He also states that investment is low and many should be able to enter the business. However, he does not provide an explanation why is this not happening. A more detailed study is required to under the value chain and see where there are bottlenecks and how these possibly could be solved

• The document provides some optimistic data on peat reserves in number of years (150 years).

• Peat in Rwanda has a very high moisture content of 90% and more. Peat is treated during the mining process but the document fails to provide the details.

• The document mentions one large company, RAS operating since 2003 in Akanyaru valley in Rwabusoro.

• Brick industry and some large users start using peat to replace firewood • The objectives of the project are a) to study peat qualities in terms of sulphur and

other variables and b) to develop a technology to manufacture peat coal. • The project is planned over a 12 months period 2007/08 • The total budget is Rwf 95m (about $200,000). Half the funds are for a combustion

reactor while Rwf 30m are reserved for PhD study. • Comments: the proposal is outside the mandate of this mission. However, in general

it does not present details of the actual work to be done. There are many points to needs addressing before it could be eligible for funding:

o A detailed market survey that provides insight on the current demand and supply of peat, the major actors involved and possible constraints

o An in depth environmental impact study to ensure that there will be no major negative impacts

o A detailed description of the technology proposed for pyrolysis (how to justify equipment costs $100,000)

o Who will be the likely investor in this production system, assuming that it will be in the private sector. IRST should not be the producer of coal.

• The project should be discussed with the Ministry of Energy which may consider or recommend it for support. There is no documentation that this technology has been applied on a commercial scale anywhere else. This requires further investigation.


• Alternatively, the Centre may want look into the opportunities to improve the conversion rate from wood to charcoal, which is well documented. Only again there is little evidence of commercial uptake of this technology which has the potential to reduce firewood consumption for charcoal production.

4) Biofuels for Rwanda, Phillip Giovannini • Dr Giovanninni has been in Rwanda on a five day trip earlier and is interested to

return and advice on biofuels. He seems in particular interested to carry out some experiments on certain fuels but these are not clearly specified in the available documents.

• The brief background paper provided by Dr Giovannini describes biodiesel and ethanol as sources of energy. However, there is little mention of the specific problems of bio fuel in Rwanda.

• What would be the impact on food security and environment if Rwanda engages in large scale production of bio fuels?

• The option to produce methanol from methane gas sounds of interest but this should be studied in combination with the ongoing methane gas program to produce electricity.

• The purpose of the study is to carry out a feasibility study to explore existing resources, institutional arrangements, costs of potential programs and develop a roadmap for further development of biofuels

• There is no estimate of the costs of Dr. Giovanninni coming to Rwanda again but this should not exceed $ 3000 including airfares etc.

• It is strongly recommended that he works closely together with Minister of Energy 5) Production of biogas from biomass • Project was formulated in 2004 and is planned for a period of 3 years. Total costs

Rwf 22m • Purpose is to research the possibilities to produce biogas from agricultural or other

waste products, sorghum stalks, banana trunks. The study starts with the identification of possible biomass.

• It appears that the experimental digesters will be build and tested at IRST and once the experiments have been concluded, a demonstration digester will be build.

• The document proposes collaboration with ISAR to test the affluent as fertiliser. • Note: there is little justification for wide scale experiments in this area. However, if

there are certain concentrations of biomass somewhere that can be digested, then IRST might want to enter into further experiments.

6) Home made fertilisers • Project formulated in 2005 and planned for duration of 4 years and budget of Rwf

28m (or $50,000) • The project wants to develop locally made fertilisers and mentions a variety of raw

materials including waste of slaughter houses. • There is potential in the use of bones etc for fertiliser but this should be explored and

put into use in collaboration with the private sector. • There are some appropriate technologies elements within the proposal such as the

identification and adaptation of machinery that can mill the bones and subsequently for making fertilizers pellets


• The mission advises the researchers to focus on processing of slaughter house waste. Because of the high value of the fertiliser. However, a study should be carried out on the availability of the raw materials (slaughter house in Rwanda are mostly small and spread over the country which will result in high transport costs if processing is done centrally) and at the same time identify optimal equipment sizes, large central system versus decentralised units in major population centres. At the same time, the study should look into who will eventually own and operate these fertiliser plants.

• The field testing of the end product can be carried out in collaboration with ISAR research stations and RADA for farm field trials.

7) Rwanda Integrated water management study • Project proposed for a period of 2,5 years and a budget of Rwf 24m. • The objective of the study is a better understanding of the water resources • The study intends to carry out a study of existing studies and documentation

followed by field studies to measure water flows> • The study will also include information collection from water users to compare these

with the available resources. • The mission appreciates the idea to build up a better understanding of the national

water resources. It recommends that such as study will be carried in collaboration and under guidance of Miniterre and REMA. It is questionable if such a large undertaking can be realised within the given budget and time though. It is advisable to start a pilot project for one of the small river basins to develop and validate the methodology for data collection and processing and this can than be rolled out over the whole country.

8) Micro Hydro Electricity • Project proposed in 2004 for a period of 4 years and budget of Rwf 35m • Collaboration with NUR and Sinelac (?) • Project is mainly a study to identify sites for micro hydro power and estimate the

potential. The study will also cover power stations that are out of order. • The project document refers to building of a micro hydro power station but this will

depend if extra funds become available. • The study is not directly related to appropriate technologies but may be considered

under the energy study. • It seems that this project document has been overtaken by recent developments as

there is a program to build new hydro power stations. 9) Production of rice brickets for domestic use through installation of a pilot industry. • Proposer Jacqueline Feyerick, CRAW (Centre Wallon de Recherches

Agronomiques, Département Génie Rural), in collaboration with IRST. Submitted in 2006.

• Total budget € 220,000, CRAW 29,000, IRST € 62,000 and Feyerick €130,000 • The project has 3 objectives:

o The production of rice briquettes of 300 ton/year o Development of cookstoves to use rice briquettes o Construction and testing of a pilot machine to produce rice briquette.

Machines are expected to be made locally


• System is based on the results of a five months test of a similar pilot factory established in Senegal

• The document provides a simple costs/benefit analysis. • The project document is not clear how it wants to work together with the private

sector • The concept of the project is worthwhile to follow up. It will be interesting to

compare the equipment of this proposal with the CITT equipment that was bought from India.

10) Solid Waste Management in towns • The mission was not presented with a detailed proposal for solid waste management

but the idea was presented verbally by the head of the Science Appliqué Centre during a visit to IRST

• Solid waste management is a large and complicated field and the mission advised IRST to make an inventory of the existing practises and problems in Kigali (or other cities in Rwanda). This would result in finding the constraints and possible opportunities for intervention.

• Such an undertaking should be carried out with the collaboration and guidance of city authorities and possible their financial assistance. There are a number of opportunities to engage simple technologies for transport, separation and processing of solid waste where IRST can try to offer its expertise.

7.10 Strengths Weaknesses, Opportunities and Threats

The draft strategic document provides a long list of strengths and in particular weaknesses. The mission has highlighted some of these below and added Opportunities and Treats. Strengths • Existing legal structure with a large degree of autonomy • Good number of academically well qualified staff • Many young staff which can be adapted to new assignments and ways of working • Multi disciplinary composition of staff ranging from social scientists to engineers. • An elaborated strategic plan (draft 2005) • Good office facilities Weaknesses • Most of the senior staff, in academic qualifications and numbers of years of working

experience, are expatriates. • No administrative and financial manual • No dedicated administrative software • Many of the staff lack practical experience • Outdated laboratory facilities • Focus on academic outputs: publications • No clear strategy on extension and transfer of knowledge • No culture of self evaluation • Majority of staff is francophone


Opportunities • The move of the IRST to the Ministry of Science, Technology and Scientific

Research in he President’s office provides a new environment • Director General has been appointed about 5 months ago and brings with him new

ideas and experiences. • The strategic plan is still in draft form and may be adapted to increase IRST’s

mandate in technology transfer and its immediate impact on poverty reduction • The composition of the board of directors can be adapted to provide a balanced mix

between academics, government departments and intended users of research outcomes

• There are staff vacancies which provide the DG with opportunities to bring in research managers to increase internal monitoring and evaluation systems

Threats • The internal forces to change may be to big to change direction and existing attitudes • Lack of funding to support critical staff positions


8. Centre for Innovation and Technology Transfer (CITT)

8.1 Background The Centre for Innovation and Technology Transfer (CITT) was established in 2002 by Kigali Institute of Science and Technology (KIST) to undertake research and development in appropriate technology for the rural and peri-urban communities of Rwanda. CITT’s mandate as stated in the first Strategic plan (2002-2006) was to facilitate research in KIST, that helps students move after graduation into the SME sector and to develop technologies required and adapted to the SME market in Rwanda. In the draft strategic plan 2006-2010 this was revised “to produce technology prototypes, which after a rigorous testing process to ensure technical, economic and social feasibility, are transferred to the private sector (SMEs, farmer, artisan, community-based organizations, cooperatives, associations, groups or individuals) for multiplication, to be availed in adequate quantities and quality at affordable prices to the intended beneficiaries”.

8.2 Donor support programmes to CITT

From the start of CITT, CITT has received technical and financial support from donor agencies in particular from DFID and NUFFIC.

8.2.1 DFID/RTTP project

DFID supported CITT through the Rural Technology Transfer Project. The purpose of RTTP was to strengthen the capacity of CITT to assist intermediary agencies (rural communities, CBOs, NGOs, local government and industry) with the delivery of technologies that improve local infrastructure, production and services in rural areas. The project period was for three years from 1 April 2003 to 31 March 2006 and was extended with three months. The total budget for CITT for this period was £2.4m consisting out of DFID’s contribution of £1.15m and focussed on human capacity building, the provision of office, transport and workshop equipment, technical assistance and short term training in technology development and participatory approaches. KIST/GoR provided funds for salaries and operating costs. During the RTTP period, CITT grew to an establishment with about 80 staff with good workshop, office and transport facilities. RTTP’s technical assistance and training focussed on participatory approaches and needs assessments and in total DFID funded only about 10 weeks for consultancy inputs, insufficient to make a lasting impact. The project was generally implemented as per project document with two exceptions: a) the budget allocation for technical assistance was never fully utilised by the project although there was a clear need for more guidance and b) the proposed Competitive Research Fund started late and could not be completed as elaborated below The purpose of the competitive fund was to assist other parties (CVOs/NGOs, research and private organisations and individuals) in the development and transfer of rural technologies. This mechanism would bring new ideas and partners to CITT and


contribute towards the wider goal of technology transfer. The project memorandum recommended training of staff on R&D management and establishing criteria and a transparent selection process during the first 6 months in the project cycle but this was never done. This should have included the formulation of guidelines, standard contracts and an awareness campaign to create interest. Only by July 2004, about half way through the RTTP implementation period, CITT issued the first call for proposals. However, no preparatory steps had been taken and the quality of most proposals was below expectation. Ten proposals were shortlisted for further consideration and actually three for a total value of £127,000 were approved and implemented (two with CITT and one with a private organisation) before DFID decided to halt funding early 2005 as the agreed 50% national contribution was not forthcoming despite a number of earlier commitments from KIST/GoR. The RTTP competitive fund suffered from a number problems4: o CITT was both manager of the fund and provider of research services to the fund

which resulted in confusion as many initially assumed that the funds were intended to support CITT’s own field work

o The national contributions towards the fund to double the DFID disbursements were explained as being an input from KIST/GoR. However, these also could have been from other interested parties as is practiced in other challenge funds from instance NGOs, other GoR organisations, donors or even private companies

o No clear recommendations were given in the project memorandum about the implementation strategy; the need for a separate department with dedicated staff and the costs of managing.

o The need for TA to set up and start the R&D fund was underestimated and never given enough time and resources.

8.2.2 NUFFIC/NPT Expansion and Strengthening of CITT.

This NUFFIC/NPT programme is for the duration of 4 years (2005-08) and has funding of €1.8m. It aims at improving the institutional strengthening of CITT in key areas such as technology identification, development, testing, dissemination and transfer to private sector strategies. The project supports the establishment and management of two satellite centres (SCs) through provision of infra structure, equipment, staff training and the development of product and dissemination mechanism. Project activities started in April 2005 and focussed initially on staff training and developing a new strategy for CITT. The project has assisted CITT in prioritising technologies areas and provides technical assistance to support this process. It hopes to arrive at a more structured approach to technology development.

4 See DFID OPR review Nov 2004 and January 2006.


Since its inception the NPT TA has assisted CITT in strategy formulation, review of the strategic plan, proposals to strengthen operations and management in particular by clearly separating activities related to production and implementation of biogas and other contracts from the core CITT business: new technology development. Ideas have been formulated and communicated with CITT and KIST management, in particular on spinning of of the metal workshop, a framework for a staff retention scheme through an incentive system and greater financial autonomy of CITT to increase its responsiveness5. Many of these NPT recommendations are still under consideration. Also NPT TA assisted in the review of CITT technologies and prioritisation of future areas of interventions. The first two SCs were opened by end of January 2006 in Ruhengeri and Umutare (NUFFIC investment costs about €150,000 for office construction and equipment). Each SC has four staff members only with no support staff in the offices. Motor cycles are provided for transport. SC staff will carry out participatory needs assessments in their districts and will try to match these with CITT or other technologies. They will also assist local organisations to secure funding from Government and local authorities (the Community Development Fund in particular). In the workprogramme it was expected that the SCs would prepare proposals and draw from CITT’s R&D fund. Unfortunately, this never worked out that way as the fund was only partly implemented.

8.2.3 NUFFIC Technology and Business Incubation Fund (TBIF)

The TBIF was set up within CITT mid 2005 and assisted by NUFFIC, which will support the project for a period of about 2 years and will provide technical assistance (one long term advisor), training and some funds for infrastructure and equipment for a total amount of €750,000. The objective of TBIF is to assist selected young graduates of KIST and other higher education institutions in setting up their own business. TBIF guides interested and potential candidates through a process consisting out of counselling, training in business planning, and developing business plans. TBIF has constructed new premises at CITT’s campus for an incubation centre where 10 – 15 young entrepreneurs can rent space for their new enterprise. By grouping these enterprises together, there will be exchange of ideas and services from which they will mutually benefit mutually. TBIF has a small number of dedicated staff and the team has developed guidelines, selection criteria and training materials. Awareness workshops were held at several

5 See: Stengthening of CITT, Discussion paper ,draft Feb 2007


institutions and advertisements placed to attract applicants. While TBIF focuses on young graduates, it has been agreed that 20% of the participants can be recruited from other sectors provided that the candidates have an academic qualification. TBIF works closely together with EDF, a credit facility for starting enterprises.

8.2.4 UNDP/ Enterprise Development Fund (EDF)

The KIST Enterprises Development Fund has been established in 2005 and had its offices at CITT. It had a core staff of 2 persons. EDF works with a commercial bank (CSS) in providing loans to young graduates who want to start their own businesses. Initial funds for EDF were provided by UNDP ($100,000) and the office of the President (FRW 50m). EDF staff screened business plans drawn up by interested entrepreneurs who in most cases were assisted by TBIF in this process. In October 2005 the first loans were approved and since then all available funds have been exhausted. EDF has requested additional funding from UNDP and the Government of Rwanda but at the time of the STI mission, no funds were available to support new entrepreneurs. .

8.3 CITT Governance

8.3.1 KIST and Advisory Board

Since its establishment CITT has been governed and administered by KIST through the Rector and more directly the Vice Rector’s Academics office. Ultimately all activities from KIST, including those concerning CITT, are under the direction of the Governing Council which meets a few times per year. In addition a CITT Advisory Board was established during the period of the DFID supported Rural Technology Transfer Project (RTTP) but it has no legal power over the institution as this might conflict with the KIST Governing Council. The Board may advice KIST on strategies, technical and business matters concerning CITT. There is no set size of the Board but it consisted out of representatives of MINEDUC, MINIAGRI, MINITERRE, PRSP, REMA, private sector, DFID, 2 KIST plus a chair person nominated by KIST. The Director of KIST is the secretary of the Board. However, the Advisory Board only met twice since its inception in November 2003 and September 2004 and therefore its contribution towards the strategic direction of CITT has only been during the early years.

8.3.2 CITT Departments

CITT Management is under the Director who is at the same level as other directors at KIST. He is assisted by the deputy director and a Finance and Administration Unit. The draft strategic plan from January 2006 lists 6 departments:


1. (TRD) Technology Research & Development Department including SME Linkage Unit (SMEL)

2. (TIU) Technology Implementation Unit 3. (WTCL) Women in Technology & Community Linkage Department 4. (TBIF) Technology & Business incubation Facility (supported by Nuffic) 5. (EDF) Enterprise Development Fund 6. Satellite Centres (SC) Ruhengeri and Umatara (supported by Nuffic)

The table below shows the CITT staffing over the different departments and the rapid growth that has taken place since 2004 with a near doubling of the staff members. This is partly due to the new TBIF, EDF and SCs but also the TRD grew rapidly.

Table 8-1: CITT staffing pattern

Department Nov 2004

Dec 2005

Director/Deputy Director 1 2 TRD, Technology, Research and Development Dep 21 43 WTCL, Women in Technology & Community Linkages Dep. 6 6 ESBI 1 TBIF, Technology and Business Incubation Facility 8 EDF, Enterprise Development Fund 2 Satellite Centres 8 Administration 10 11

Totals 39 80 In April 2006 the TRD department had 16 graduates employed about equally divided between civil and mechanical engineering disciplines. While most of the mechanically qualified staff were working at the CITT Remera site in the workshop and on other duties, the civil engineers were spread over different building sites (biogas, TIBF offices, low costs buildings) where played a supervisory role. In addition there are 20 more technicians and artisans employed in the workshop. WTCD was of critical importance to technology development and dissemination but only had three staff members in April 2006 (Laurent, Esther, Pascal) with one vacant post. In fact WTCD was in the forefront of the action as they had to face the clients: the associations and households. Since mid 2006 a large number of staff has left CITT among them many of the most


experienced persons including all expatriates. For instance all WTCD personnel is no longer with CITT while the heads of departments for TRD, TBIF and the workshop are all gone as well. During the time of the STI mission, it was reported that CITT had nearly 20 vacancies. In particular the technology development and transfer capacity was seriously affected due to lack of experienced personnel.

8.4 October 2006 Review Workshop

8.4.1 Review of strategic plan

On 10th October a workshop was held at KIST to review the strategic plan and this was attended by the new Rector and Vice Rector Academics. A number of decisions were taken during the workshop including:

• CITT should be closer linked to KIST academic programmes and function as an inter faculty applied research centre (note: this overlooks the important function of CITT of identifying, adapting and promoting technologies which are available outside KIST)

• CITT needs to protects its intellectual property rights on innovations and these can be developed as a source of income through royalties

• The autonomy of CITT will be limited to planning and operational activities while financial matters will be integrated in the KIST central system (note: this is a clear change from the previous policy to bring greater autonomy to CITT)

• CITT needs to consider spinning of some of its current operations into private business entities with KIST as main share holder (note: this opens opportunities for setting up an separate metal workshop and a contracting unit for large biogas installations and other construction works)

• The current composition of the CITT advisory board does not meet the legal requirements and in future all members of the board will have to come from faculties within KIST (note: previously CITT had external board members to help it better reflect the wider needs of Rwandan society and this important connection will be lost if the institute is only guided by KIST academics).

• CITT will be reorganised into four new units: i) Department of Project Development (HoD, two staff) ii) Department of Research and Development (HoD, senior staff, 14

BSc engineers, technicians and artisans iii) Department of Technology Transfer and Training (HoD, field

officers and trainers). This will also include the two satellite centres.

iv) Department of Private Sector Development (HoD, trainers, finance officers etc). Previously TBIF.

The recommendations of the workshop were to be implemented within one month. This has been partly done but issues such as establishing private business units require more preparation and are still awaiting execution.


8.4.2 Tasks and resources for each department

The table below shows the tasks assigned to each of the new department and the resources allocated. However, many positions are currently not filled due to staff turn over and termination of contracts.

Table 8-2 CITT departments

Director office Tasks Management and administration of CITT Staff 4 positions: Director, administrative assistant and 3

accountants Remarks All post filled. Current director was appointed in

February 2007 and has 7 years experience at KIST 1) Research and Development (R& D) Tasks o identify community needs and intervention

o Circulate needs and solicit research proposals o Propose appropriate solutions to needs o Fabrication, testing and patenting of innovative prototypes o Identify funding agencies o Capacity building in applied research for staff and students in

KIST o Research results dissemination and commercialization o Identify and establish collaboration with other institutions o Procurement of technologies for modification o Identify research results that can be used to enhance science and

technology education through case studies. o Identify necessary expertise to carry out research within

Staff HoD, Head of production, 14 technicians and artisans Remarks All post filled except HoD 2) Technology Transfer & Training (TTT Tasks o -Carry out technology needs assessment

o -Identify training needs o -Provide relevant training to the community o -Identify appropriate technologies o -Linking with intermediary organizations o -Set out strategies for technology transfer o -Monitor SMEs performance and provide feedback for

technology development o establish linkages with existing SMEs o -Collaboration with other institutions involved in technology

transfer


o Conduct technology transfer assessment o Identify Source of funding for activities of the department o Collaborate with other community based organizations

Staff 19 positions: HoD (Msc engineering), 8 Engineers, 2 food Scientists, 5 BBA and three diploma

Remarks HoD in place but many vacancies due to large turn over of staff during last months. This department also includes the two satellite centres which are fully staffed

3) Private Sector Development (PSD) Tasks o Provide training in best business management practices

o Develop new start-up enterprises o To provide business support services to start-up entrepreneurs o Provide incubation services to start-ups. o Create linkage with financing institutions o To create linkages with public and private enterprises o To organize business plan competition o To provide monitoring and evaluation for ongoing incubation

projects o Facilitate access to credit to young graduate entrepreneurs o To source for funds o To market the incubation facilities and services available o To propose, set-up and run business parks o Develop promotional materials o Link up with other higher institutions in Rwanda to sensitize

students o Train students in entrepreneurship

Staff 7 positions: HoD, Head Trainer, Information Expert,

Finance Officer, IT officer, liaison Officer, Loan Officer

Remarks Only three positions are filled. HoD is expatriate.

4) Project Development (PD) Tasks o Identify relevant community needs

o write project proposals and bids o Identify potential donors and foundations o Identify expertise relevant to the projects o Train students on project proposal writing and entrepreneurship. o Identify completed research results from academic departments

that need to be disseminated and transferred o Define strategies for managing, monitoring and evaluating

implementation of all funded projects Staff HoD, 2 project officers


Remarks The department has never become operational since October 2004. No staff has been recruited as yet.

8.4.3 Observations on the new structure

Reviewing the structure and the tasks listed above a number of observations can be made:

i) All activities listed under the department of Project Development (PD) are also indicated under all other departments. It is unrealistic to have one PD department with 3 persons who have background in almost similar disciplines and expect to conduct need assessment, develop project, solicit fund, monitor and supervise implementation of all other departments. Project identification should remain the responsibility of each department as these have the required technical skills and contacts. They should take lead and ownership of project under their respective department but maybe get support in needs assessments, project formulation and proposal writing.

ii) Research and Development is combined with the Production Unit and this

makes the department over-clouded with routine work while very little attention is given to development of new technologies The production unit should be separated from the technology development activities and be operated as a commercial unit either within KISTT/CIIT or fully independent business with its own management and administrative systems and in which KIST/CITT is a major shareholder.

iii) Following this restructuring, the department of Women Technology

Development and Cooperatives (WTDC) were transferred to the Department of Technology training and Transfer. Unfortunately, most of experienced staffs that were trained in need assessment and technology transfer since the inception of CITT, have recently left the organization for other assignments. Within the existing staff there is little field experience and competency in need assessment and dissemination of KIST technology and therefore the capacity of the team needs to be rebuilt. First there will be a need to recruit new staff (with a mix of disciplines that reflect the tasks ahead) and then training in technology development and diffusion.

i) In the new organigram Satellite Centres are under the department of Training

and Technology Transfer (TTT). Following consultants visit to Nyagatare Satellite Centre we realised the need for Satellite Centres to work closely with respective district authorities and other stakeholders in the areas if satellite objectives are to be realized. Already the satellite’s speed to deliver services to their customers is hampered by distance from where they are to CITT/KIST where most important decisions are made and approval is needed for financial transactions. Being under another CITT department slows the decision making process and sends out the wrong message to the clients in the field.


8.5 CITT Physical resources

CIIT is well equipped with offices, computer equipment and workshops to carry out the tasks within its mandate. Much if this equipment has been obtained through the DFID project during the period 2003 – 2006 and the table below provides an overview of the goods procured. The vehicles bought through DFID had to be handed over to the donor agency after the completion of the project due to the new GoR regulations that strictly regulate the vehicles assigned to Government institutions.

Table 8-3; Project equipment

Description GBP

Furniture 10,743 Audio visual 7,119 ICT hardware 9,262 Machines new 69,507 Vehicles, 3 units 36,714 Computing equipment 15,503 Workshop equipment ex UK 91,792 Workshop equipment ex India 25,880 Lab equipment ex India 22,927

Total costs 289,446 (data from DFID OPR report 2004) In addition to the goods procured under DFID, CITT has received much assistance fr0m the two Nuffic programs which supported CITT, the two satellite centers and TBIF. TIBF has assisted in the building of the incubation infrastructure with incubation spaces for 10 – 15 new enterprises at CITT’s campus in Remera plus procured office, computer and communication equipment. It also provided one vehicle which is still with TBIF for at least the duration of the Nuffic program. TBIF has received further assistance from Rwanda Competitiveness and Enterprise Development (CEDP) in the form of office equipment for the value of US$ 200,000. Under the “Expansion and Strengthening of CITT” Nuffic has given funds for the building of two new satellite centers in northern and eastern province plus the necessary office equipment. It also provided two motorcycles for each centre while three vehicles have been procured one for each of the two centers and the third one for CITT’s supervisory purposes. However the vehicles these have not yet been delivered but are expected soon.


8.6 CITT’s financial resources

Since its establishment CITT funding has been from the GoR through KIST and from donor agencies in particular DFID and Nuffic, a Netherlands program supporting learning institutions. In addition CITT has generated some income through the implementation of programs for the GoR and few other agencies. The three year DFID Rural Technology Transfer Project (RTTP) was implemented during 2003 – 2006. The table below shows the project budget and the expenditures up to end 2005 as presented in the last DFID review report.

Table 8-4; CITT/RTTP Budget and Expenditures (Dec 2005)

Budget line Budget Expenses Balance

Staff salaries 100,000 42,161 57,839 Staff training 43,333 7,247 36,086 International travel 13,333 9,243 4,090 Equipment/software/vehicles 258,000 263,586 -5,586 Utilities and consumables 16,667 17,697 -1,030 Documentation centre 20,000 20,000 Vehicle running costs 23,333 34,959 -11,626 Workshops and local travel 6,667 5,538 1,129 Training programme 66,667 86,877 -20,210 Marketing/promo inc. website 13,333 2,426 10,907 Technical Auditing/Assistance 84,907 60,852 24,055

Subtotal 646,240 530,586 115,654

R&D fund 500,000 127,507 372,493

Total RTTP 1,146,240 658,093 488,147 (CfBT records as per December 2006) The RTTP was extended with three months till end June 2006 and during that time CITT has managed to implement a number of other activities under the project. No updated report on the RTTP project has been provided but it estimated that the balance of the budget has been largely consumed during that period with the exception of the amount for the R&D fund. CITT has not been able to implement the R&D fund as the activity started rather late and also the agreed Government contribution did not materialise in time. Therefore the activities under the R&D fund could not be completed as planned. CITT is also receiving assistance through NUFFIC (Netherlands Organisation for International Cooperation in Higher Education) supported by the Dutch bilateral aid


programme NUFFIC aims at building capacity of academic and research institutions in developing countries. Assistance is mainly through provision of technical assistance, training, study tours etc. A limited amount is available for improving infra structure and provision of equipment. Two of the other programmes are located at KIST/CITT. These are

i) the Expansion and Strengthening of CITT which has is for the duration of 4 years (2005-08) and has funding of €1.8m. It aims at improving the capacity of CITT in key areas such as technology development and dissemination strategies. The project has supported the establishment of two satellite centres (SCs) through provision of infra structure, equipment, staff training and the development of product and dissemination mechanism. CITT plans to reduce the salaries of the SC staff members over time and expects that eventually the staff will become self supportive as they are allowed to charge the customers for their services.

ii) Technology and Business Incubation Fund (TBIF) has been set up within

CITT mid 2005 and NUFFIC will support the project for a period of about 2 years. It provides technical assistance (one long term advisor), training and some funds for infrastructure and equipment for a total amount of € 750,000. The objective of TBIF is to assist selected young graduates of KIST and other higher education institutions in setting up their own business. TBIF has constructed and equipped a business incubation facility at the campus in Remera which provides space to 10 – 15 young entrepreneurs. TBIF has worked closely together with the Enterprise Development Facility.

CITT is also supported by KIST through the payment of the salaries and small office expenses. This is a financial burden for KIST as GoR funding is based on number of students like for all other higher learning institutes. CITT has been involved in income generating activities through its production unit which includes the workshop and the contracting activities. For example for the year 2006, CITT reports show that on a revenue of Rwf 600m about Rwf 250 surplus was earned after accounting for material inputs, staff salaries, labour costs and other expenses. This income was earned on the production and sales of community cooking stoves and other items manufactured in the workshop, the construction of biogas systems for prisons and other institutions and consultancy activities.

8.7 CITT’s administrative systems

When CITT started its operation in 2003 at the Remera campus, all financial l and administrative activities were managed by KIST from the main campus. CITT lacked the


required qualified staff and the accounting software to manage the accounts independently. However, over the years CITT’s capacity was gradually increased also on request by DFID and later Nuffic to increase efficiency and internal budget control. DFID also was hoping to channel funds directly through CITT and on its request an international auditing company was engaged to report on the financial systems of CITT/KIST. The (draft) audit report6 recommended that a financial reporting and accounting system separate from KIST should be implemented at CITT and the Centre should prepare monthly financial statements showing expenditures per budget line which would be submitted to KIST. In December 2005, the CITT director was given the authority to sign checks (although a second signature was still required from one of the authorised persons at KIST), a comprehensive accounting manual had been developed and qualified accounting staff was seconded to CITT. However, following the workshop in October 2006, the position of CITT within KIST was changed and “since CITT was merely an operational unit of KIST, there was need to integrate its financial resources within the central KIST financial management system to avoid duplication of roles”7. It was further observed that the issue of autonomy should be understood in the context of being free to determine own planning and operational activities and forwarding any request for financial resources to support those plans and activities within the overall central budget of KIST rather than operating separate or parallel financial units within various departments of CITT. With the re-integration of CITT within the KIST accounting structures, it lost much of its earlier gained flexibility. Maybe this action may have been justified to clear up some of the inconsistencies in the CITT accounts but in the long term more autonomy will be essential to allow the institution to respond promptly to the demands of its clients.

8.8 CITT’s technologies

CITT has been and still is involved in many technologies in very different areas ranging from large scale biogas, agricultural equipment to food processing by women groups. The table below is based on information collected by a consultant who prepared a useful overview of the 20 or so technologies developed by CITT over the period 2002-58.

6 Ernest & Young, Financial systems audit report (draft) Dec 2004 7 Minutes workshop Oct 2006. 8 Dr Anastase Rwigema, Technologies developed by CITT and activities carried out in renewable energy

and other technologies 2002 – 05, December 2005.


Table 8-5; CITT’s ongoing technologies

Type of equipment Details 1 Construction Biogas plants o There are 7 large plants (>150 mtr3) installed at

prisons; 5 medium plants mainly at schools and 6 small plants (<50 mtr3) at households/farms

o Few of the above plants are still under construction 2 Biogass burners o CITT has manufactured and installed 55 burners for

community stoves in combination with these biogas plants. Six of are at household plants.

3 Solar PV systems o CITT has installed PV systems at 4 places o Three units with 1 – 2 panels only are for household

use o A large system with 96 panels providing 9600 Wp is

installed at Arusha settlement scheme near Gisenyi. 400 HHs have been provided with batteries/lights.

4 Solar Water Heaters o In total 9 units with a total capacity of 1300ltr have been sold to 5 customers, mainly hospitals, prisons and one private customer. One is under preparation in the Gikonko health center,

5 Solar box cooker o One unit placed with Kigali Institute for Education in 2003

6 Improved community cook stoves

o Models of 100 – 500 ltr. Prices ??? o In total 260 stoves (with total capacity of 7900 ltr) sold

to 23 customers, mainly prisons and schools. 7 Household energy saving

stoves

o High quality and efficient stove costing Rwf 15,000 o Sales to individual customers has been limited to 100

units only, practically all in Kigali o Report does not mention the larger numbers that have

been manufactured and distributed through other programmes such as 500 units for Arusha settlement near Gisenyi

8 Mud stoves *) o Report does not mention the large number of mud stoves such as the 4000 units of the ARC model installed in a refugee camp

9 Fuel efficient bread stove o price about Rwf 1.5 million o total 13 units sold, mostly to individual customers

10 Low cost housing o CITT has constructed 10 low cost 4 bedroom houses for army in 2004

o Meeting hall at CITT o Two school buildings

11 Compressed mud bricks *) o manual operated brick machines o hydraulic operated brick machines

12 Rain water harvesting systems

o systems to collect/store water from roofs o total 11 units with total capacity of 700 mtr3 installed

at prisons, schools 13 Juice squeezer o 2 units for customers in Kigali

14 Maize sheller o 2 units for private customers in Kigali


Type of equipment Details 15 Rice thresher o 1 unit for red cross

16 Rice winnowing machine o 1 unit for private customer

17 Treadle pump o 2 units for private customers

18 Barbecue system o 2 units for private customers

19 cow spraying machines o 3 units manufactured and sold. o Interest both from individual farmers and livestock

authorities. *) not mentioned in Rwigema report The most successful products among this list appear the large biogas (and accompanying burner) systems, the community stoves and the small metal and especially the mud stoves. CITT also has demand for low cost housing following the construction of 10 houses for the army (which was required in a deal between KIST and the army for expansion of the main campus). The list clearly shows that the bulk of the production has been distributed through public programmes such as the prisons, schools, refugee camps, hospitals etc. CITT has been less successful with the small clients in the private sector such as for instance households which are interested in improved stoves. Those customers have to expend their own money and have often a very different view of the price/quality aspects. While CITT produced household stoves are very high quality and are expected to last many years, at Rwf 15,000 they are only affordable to a limited clientele. Most customers will buy a less durable product on the local market for Rwf 4 – 6,000 or less which is nearly as efficient as CITT’s product. In addition, individual customers prefer to pay for ready made products which they like to take home immediately upon payment. Unfortunately, CITT does not stock ready products because of the costs involved but this will result in loss of potential markets. The CITT Impact Assessment Report (Matioli, August, 2006) indicates that since its establishment CITT has targeted to develop and disseminate 34 technologies. According to the report, to date, there are only 4 technologies that are satisfactorily developed and adapted (Biogas, waste management, energy saving stoves, energy efficient ovens). The mission itself also contacted a number of CITT clients and heard a number of comments such as (1) products are too expensive not only as compared to locally made items, in some cases even compared to imported products from the region, (2) low speed to deliver the products to customers, customers complains that it takes too long to get


items ordered to CITT even when one pays full in advance (3) after sale service is rarely done. The table below shows the most important activities CITT is engaged by March 2007. The list seems to indicate that most of these works should be completed by mid 2007 and there is no clear picture about activities coming on stream.

Table 8-6; Ongoing contracts and activities

Technologies Brief description Institution -Bio Gas projects

There are 4 projects on going. Nsinda, Gisou, Gikongoro and Miyove prisons all will be accomplished by May 2007.

Community Cooking stoves

Training and dissemination of cooking stoves: National program to be implemented before June 2007

Pre fabricated infrastructure

Busanza military school completed by June 2007

Household Bio Gas projects

Construction of 136 rural bio gas digesters completed by September 2007

Energy Reducing vulnerability of energy sector due to the impact of environmental change completed by December 2007

8.8.1 CITT Technology priority areas

CITT has gone through a number of internal exercises to set priorities for its development and transfer work. By the end of 2005 a long list of areas was identified guide the work for 2005 – 07. The activities have been divided into 6 subject areas with 35 specific subjects as briefly described below.

• Agro processing machines, 12 products ranging from maize shellers to coffee bailers

• Milk Processing, 5 products/technologies covering both milk and soya products • Energy generation: 7 products, including micro hydro power, solar cookers, etc • Rural based technology for transportation: two types of push cart • Construction technologies: 5 products, bricks and tiles but also waste water

treatment with water hyacinth and volcanic rock. • Cottage technologies; 4 technologies.

This was followed up in mid 2006 by a more systematic listing of priority areas guided by Nuffic experts. In November again a two day workshop was held in Ruhengeri to discuss the priority setting process and come to a consensus on the main areas. The workshop exercises finally resulted in a list of 10 technologies as presented below.


Table 8-7; Technology priorities by CITT staff

order Technology

1 Household biogas 2 Household rain water harvesting and storage 3 Treadle pump 4 Brick making machines 5 Juice squeezer 6 Milk separator 7 Rice huller 8 Solar crop drier 9 Multi crop thresher 10 Organic water converter

Note: further details are provided in the workshop report9. As the above list shows, the range of technologies is still very wide and it will be difficult to build up sufficient expertise in all those areas. CITT needs to focus on those potential areas where it can build up expertise and make a difference. Much also will depend on the available funding and this is likely to steer the future priority areas of CITT.

8.9 Collaboration with other AT providers

Various local institutions are involved in development and promotion of Appropriate Technology (AT) including IRST, vocational training institutions (ETOs), NGOs like Lutheran World Federation (LWF), Rwanda Development Organization (RDO), private workshops such as Don Bosco and Mr Kalisa and some of these seem to be very successful in their tasks. CITT could profit to work with such organisations and join forces to develop and promote new technologies. However, there very little evidence that this is actually happening. Most of those institutions interviewed during the mission had heard of CITT within KIST, but they are not very sure of what CITT is doing. Others associate CITT with energy technology and nothing. Among the above institutions, only RDO seemed to be more familiar with CITT and participated in stakeholders’ workshop in 2003/2004 and also worked together in the development of ox carts and ploughs. It seems the link could not be strengthened and RDO now looks for AT from neighbouring countries i.e. Tanzania and Uganda where they have sourced agro processing equipment

9 Details in Workshop report Nov 2006


including maize shellers.

Also there has been commendable collaboration between CITT and some government ministries, evidenced by the support of the ministry of Internal Affairs, both financially and policy, in the installation of biogas plants in prisons. CITT has collaborated more effectively with Government institutions and particular with those in charge of education and prison services. Also CITT has piloted a number of efficient cook stove programs with the purpose to popularize this technology nation wide. In fact it is still assisting in the implementation of the national cook stove program which is currently focusing on the urban areas. CITT has also worked with various donor and humanitarian agencies in the implementation of technology transfer. Examples are the collaboration with the Red Cross, SNV, UNHCR in installation of cook stoves in 2,500 households at Gihembe. CITT has just finalized in mif 2006 the pilot mud stove program funded by DIFD and this is now replicated in collaboration with the Ministry of Defense. For instance CITT trained the soldiers and the community members to do the installation of 600 household in Nyamatta Bugesera district and 700 households in Musanze, Ruhengeri district. CITT has some informal linkages with few AT institutes in the region. There are many personal contacts with Camartec in Arusha in particular in the area of biogas where some of the CITT experts previously were employed on a similar program. Also there are contacts with the University of Dar es Salaam because some of the CITT studied and worked there while a few of the expatriate CITT have a position at that university. During the design of the DFID RTTP program it was envisaged that CITT would build up a linkage with the UK based ITDG group, which has a world wide reputation in appropriate technology. In fact ITDG has provided technical assistance to CITT during the first 2 years of the project but this was on consultancy basis and for each input, ITDG needed approval from the CfBT, which were appointed by DFID to manage the project as part of a wider support top MINEDUC. This arrangement proved cumbersome and the actual inputs by ITDG consultants remained limited to 2 visits of two weeks each. No official provisions were made within the project whereby CITT could call upon ITDG’s wide range of experience to help develop and promote new technologies. This link was therefore not further developed and seems a missed opportunity.

8.10 Satellite Centres

According to the masterplan formulated in 2005, the objective of the CITT Satellite


Centres is to contribute to rural economic transformation and development through the formulation and implementation of rural development projects aimed at poverty alleviation, economic development and environmental protection, targeting rural and peri-urban communities and small entrepreneurs. The focus of the SC’s is primarily on that have been adequately tested with end users and proven technically and economically viable, socially acceptable and environmentally sustainable. The SCs are expected to operate on the basis of cost-recovery principles, so that the financial burden for KIST will be limited and the SC’s will be largely self-financing. The satellite centres are supported by the Nuffic program “Expansion and Strengthening of the CITT”. Nuffic is contributing about €390,000 towards the construction costs of the new SC buildings, transport and office equipment. The construction of the new buildings started in 2005 and the centre in Nyatagari is expected to be completed soon while the buildings in Ruhengeri are still quite a few months from completion. These buildings are unfortunately located a short distance from the centre of town in a residential area with poor access. A new road is being planned to improve communication. In the meantime, staff has been recruited, in principle 4 professionals of a range of disciplines for each site (although there are few vacancies) and they have started to operate early 2006 from rented office space. Most of the staff time in the past year has been spent on internal training and getting to know the local work areas by visiting potential customers for CITT technologies, making inventories of the different organisations and SMEs that might be future partners. Also the ongoing construction of the new offices has taken some time of the CITT staff. The SC in Northern Province has established a small workshop in the commercial area of town and uses this to fabricate some equipment for display such as stoves, oven and pump. It also used for training of local artisans. Real activities in the field have so far been limited to few training exercises (such as for PPPMER to train local workshops on the manufacture of improved cook stoves, women groups to construct mud stoves and in food processing). In eastern province there has been good response to the introduction of a cattle spraying machine and a number have been sold to individual farmers (price Rwf 600,000 each). Also the SC is negotiating with a farmer to assist in setting up a pineapple processing industry to extract juice and pulp, The SCs have also assisted a local school in the installation of a biogas system and more are expected to follow as the GoR has plans to promote this technology to public institutions. There have been a few interventions to introduce roof water harvesting as


well. SC staff mentioned that so far they have mostly promoted technologies originating form CITT but that in fact the choice is limited. They have the freedom to promote technologies from other sources and will do, if they see opportunities. During the STI mission, we did not see any practical examples of technologies, other than CITTs According to the plan, the SCs should become self sustainable by engaging into contracts with other organisations and individuals interested in the introduction and promotion of rural technologies. The SC estimates that the costs of consultancy fees range from $75 – $150 for the different staff levels. So far it has been difficult to get people to pay these relatively high rates and therefore better to start lower and build market. Also potential clients see CITT as a public institution and do not expect to have to pay for these services. Staff costs are about Rwf 1,5m per month or 30m /year while the operating costs are estimated at Rwf 5m/year. According to plan the salaries are to be reduced by 25% after the first year, another 25% after the second and 20% again to reach 30% of the starting salary at the end of the third year. The first year has passed but they have been given 6 months extra before the reduction to start as so far much time has been too much taken up by staff training, building and equipping of new offices etc. The SC staff sounded optimistic to make up the reduction in salaries through implementation of different contracts. They claim that funds are coming to the districts such as the new Community Development Fund and they will be able to get more contracts for their efforts. However, they claim to need some more seed money to promote and demonstrate new technologies in their work areas as very few people know the products and it is difficult to create a market otherwise. All SC staff complained about the cumbersome financial procedures as they have to demand payments from KIST administration through CITT channels first. They claim that for instance the payment of the monthly internet bill of Rwf 147,000 takes 4 – 6 weeks to process. There were also a story of a farmer who had paid Rwf 500,000 in advance for his cattle spraying machine to be manufactured by CITT workshop but the machine had not been delivered three months later while actual construction would not take more than one week. Clearly lengthy administrative procedures which require a series of authorizing signatures are hindering the work of the SCs and more responsive methods need to be introduced as otherwise the SCs will never be able to attract and retain customers for their services. Despite all the problems that the SC staff face, their services are essential for promotion


of technologies into rural areas and more efforts should be made to assist the centres to improve the quality of the work they offer to their customers.

8.11 SWOT analysis

The Strengths, Weaknesses, Opportunities and potential Threats (‘SWOT’) are presented as the basis for the design of the Action Plan/Strategic plan. Strengths

• CITT profits from its linkage with KIST which is well respected within Rwanda and the region

• The Government of Rwanda strongly supports the integration of science, innovation and technology into rural areas activities line with the Vision 2020

• CITT has enjoyed strong support form donor agencies such as DfID, NUFFIC, UNDP and World Bank.

• CITT has proven it can profitably engage in production of goods and delivery of services.

Weaknesses

• Inadequate managerial and financial autonomy resulting in low speed in responding to customer/community needs.

• Limited own finances which has a major limitation to diffuse AT to the rural communities and follow up activities

• CITT technologies produced remain relatively expensive • lack of critical facilities such as foundry to support the production • Unavailability of user instruction manual due to inadequate competence makes

inappropriate use of some technologies that has been disseminated. • Weak framework to allow adequate linkage with other AT institutions hampers

speedy dissemination of technologies. • CITT has assumed the role of implementer rather than facilitator • Focus on technical aspects and not enough on wishes of potential clients • Costs of local production are high due to expensive imported raw materials and

shortage of artisans and practical skills • Purchasing power of rural and peri-urban population is very limited which

restricts the market for new products. • Poor people are risk averse and therefore will not easily buy an product that has

not yet been fully proven for a number of years. • Lack of credit to support the buyers and producers of technologies • Too many changes in leadership with over 5 directors since 2003

Opportunities


• There is a growing and often unmet need in the Rwandan communities for appropriate technology products and services

• GoR and donor agencies are keen to further modernise rural livelihoods which will require appropriate technologies

• CITT as a public institution has better access to public funding • CITT has access through to relevant R&D institutions and can build up productive

partnerships Threats

• Reliance in few donor agencies (including GoR) is risky for business development as flow of income varies considerably

• CITT’s reliance on KIST graduates and technologies limits it potential in rural areas where a range of disciplines is required not least agricultural expertise.

• Local workshops and other AT providers may be more adapt at identifying and fulfilling the needs of rural clients

• Qualified technical staff is offered better opportunities with other employers. .


8.12 Way forward for CITT

There are a number of options for CITT to improve its way of working and to build more capacity for technology development and diffusion. Most are related and will only be effective if implemented in conjunction with others. 1. Build administrative and management capacity within CITT with the purpose to

strengthen decentralisation of authority. This will increase responsibility of the CITT and responsiveness to its demands from (potential) customers.

2. CITT administration should put in place an effective and transparent accounting

system that allows the various departments, productions and contracting units within CITT to operate as separate costs centres and that will provide monthly details on costs of staff and inputs and the revenues.

3. Recruit within the current open staff positions, a new and young team consisting out

of 7 – 9 professionals of mixed discipline (mechanical, civil and agricultural engineers, food processing specialist, marketing expert and socio-economist) which will become the CITT core team for technology innovation and diffusion. The head of the team should be an experience expert with wide knowledge of rural development and background in appropriate technologies. If no Rwandan experts can be engaged, than CITT has to recruit internationally. The staffing costs for the new team can be covered within the existing budget as there are currently a good number of vacancies. However, CITT may want to put in place a mechanism whereby KIST contribution to staff salaries will reduce over time anticipating that the newly equipped department will become self financing by selling its knowledge and services on a semi commercial basis to other organisations interested in AT.

4. Build capacity of the new team through focussed training courses such as on PRA

methodologies, costs/benefits analysis, communications, market value chains, project formulation and proposal writing etc. Courses for this should preferably be a mix of CITT staff and from other organisations that are involved in AT and who possibly will be future partners of CITT. This will bring in different disciplines and institutional cultures into the training courses. In addition members of the new team should in small groups visit institutions and individuals in Rwanda and the region whom are engaged in appropriate technology development and promotion.

5. For the long term capacity building, CITT should look for opportunities for selected

staff members to participate in short term overseas courses and to encourage sandwich program for PhDs where most of the research work will be done in Rwanda. This type of training should be on merit and become part of the staff incentives scheme

6. CITT may develop a staff retention scheme that will provide incentives for its staff

members to remain within the organisation. These incentives are not only financial but should also be promotion opportunities (which will be limited within a small


organisation like CITT), external training and visits. There could also be yearly awards for the best performers to be announced at important ceremonies.

7. CITT may adopt the innovation approach towards technology development whereby

CITT staff works closely with other partners that are interested in the specific areas of new technology and where all contribute resources and time as within their capabilities and capacities. This requires a change in attitude from copying prototypes in CITT’s workshop to working with SMEs and others directly in the field facilitating identification of potential technologies, adaptation, production, promotion and diffusion.

8. As an initial task the new team, can carry out a survey of existing technology

practices in the districts of the country, list all those that already supply and/or manufacture those technologies, interview user on their experiences and further needs. Also details should be collected from suppliers in the urban areas in particular Kigali where many products are available in the shops or workshops but are not known to potential customers in the rural areas. This survey should be structured in such a way that it can be published on the internet and simple hard copies and will become a source of information for others that are searching for suitable technologies. The information can be updated on a regular basis.

9. CITT needs to build more capacity at management level to assist the departments in

formulating and writing of good project proposals based on concepts conceived by individual staff members. Some additional staff members will be required who can coach the other staff in proposal formulation and who can monitor progress at the implementation stage and advice on corrections of necessary. They will also make sure that quality reports are prepared regularly and forwarded to the agencies that fund the field projects.

10. CITT should establish effective linkages with other AT institutions in the region (Tanzania, Uganda, Kenya, etc) and beyond (India, others) that are active in appropriate technologies and can help to identify suitable technologies that can be adapted in Rwanda. These linkages should be reinforced through exchange visits, exchange of staff and hiring expertise where required

11. The technology department needs to develop proposals and attract funding for AT

development and diffusion. For financial support, it will need to seek assistance from other GoR institutions, donor agencies, local authorities, private sector and others. The project will be formulated and later implemented by task groups within the department and the size and composition will depend on the nature of the technology and the level of commitment. If necessary, CITT can engage specialist expertise or more man power on short term contracts provided these inputs have been included in the proposals.

12. The existing satellite centres have shown gained useful experience on working with

the grass roots and local authorities. CITT may want to strengthen the existing centres by designing a mechanism to support NGOs and Private sector in establishing production enterprises for various technologies required in rural communities.


13. The number of satellite centres may be expanded from 2 to 4 to cover the new

provinces in the country. new centres can be established quicker building on the experience gained in the first two provinces, The new SCs are preferable accommodated in buildings provided by districts authorities which avoids the high initial investment costs and will allow the SCs to move to other locations if necessary.

14. CITT may want to Initiate an AT forum as pilot in areas where Satellite Centres are

operational through which supplier of AT i.e. CITT will meet with other government and non government institutions, NGOs and private sector institutions among others at district level and share AT knowledge and design a mechanism for collaborations.

15. CITT can enhance basic entrepreneurship skills in rural areas through CITT’s

Department of Private Sector Development to enable various communities and individuals to take advantage of the existing opportunities.


9. Other providers and supporting organisations for AT

9.1 The private sector

9.1.1 CAPMER

The Centre for Support to Small and Medium Enterprises in Rwanda started its activities in 2000 and is a joint programme run by MINICOM and Unido. Kist is a founder member of the organisation. CAPMER is expected to provide BDS services to SMEs. This includes technical assistance and the mission was interested to learn where and how CAPMER is proving those services. Capmer facilitates its clients in preparing of business plans and while there are relatively few problems in the formulating the financial aspects of programs, they face big problems in the technical aspects. Clients search the internet for possible suppliers of equipment and often have quotations from Europe, India or China with different specifications and prices. Clients need expert advice to make the best choice. Capmet advertises to locate expertise for transparency reasons. It is now in the process to set up a consultant’s register. Capmer has organised joint training of entrepreneurs with TBIF but has been less successful to set up collaboration with KIST Food Science and Technology Department. The director Mr Pipien Hakizabera explained that agribusiness is key in the new strategic plan and in this area there are many problems as regarding the choice of the most appropriate technologies. For instance he mentioned that the GoR encourages zero grazing but there are no tools and equipment to facilitate the transport of animal feed. Most farmers have to rely on head carrying and wheel barrows. Also there is not adequate knowledge in processing and milk preservation which will be needed if production increases substantially in the rural areas with the national program to provide one cow to each family. He also stated that there is a need to develop technologies for areas where there is no electricity

9.1.2 Rwanda Private Sector Federation

The Rwandan Private Sector Federation has the mandate to represent the private sector in Rwanda. It has 7 chambers and two cross cutting functions; gender and ICT. Business member organisations collect fees from their members and this is partly passed on to RPSF. Last year these contributions covered 27% of the budget and the rest was covered


by GoR and donors. RPSF also manages the business plan competition whereby support is given to short listed candidates. The top 20 plans are then transferred to the commercial banks for credit support of a maximum of $10,000 each. In addition there is a facility to provide technical expertise for another $10,000 for each successful plan. So far two rounds have started and the third one is under preparation. In 2006 RPSF has created the Business Development Centres (BDC) in four towns in the country. Each centre has three professional staff, support staff and a vehicle. The staff has been trained in two sessions of two weeks each on BDS principles by an international expert. They are housed in rental accommodations for the time being but there are plans to build special offices. By the end of 2007 RPSF wants to have 8 BDCs operational and the vision is to eventually have one in each of the 30 districts. The director was not aware of the CITT satellite centres which have many similarities with the BDCs. The BDCs provide information and assistance to the local business community. For instance it is trying to develop a computerised tax revenue system using software developed by the National University. BDCs can assist their clients with specific technical advice by calling in specialised consultants which are currently paid for out of project funds. The idea is that BDCs will become self sufficient over time but this may prove difficult once the clients are used to a free service. The BDCs also have a road show bringing the BDC services to places outside the major towns. They carry a generator and projecting equipment in the vehicle to be able to give presentations. Places are visited in a fixed schedule. The mission briefly visited the BDC in Butare and learnt from the staff that it is difficult to ask money from the clients as they expect the services such as courses on entrepreneur ship, tax systems etc to be free. However for the English language courses that are offered, BDC is collecting fees. It might be a problem of the contents of the courses or of perceived advantages. Over the last year, the BDC has been able to help only a few business in their development and the most successful one is the plan of a local business man in Gitarama who managed to get a Rwf 300m loan to expand his enterprise. The RPSF manages the Entrepreneurs’ Marketplace Business Plan Competition (BPC) which is supported by the Rwanda Competitiveness and Enterprise Development


(CEDP) project and the World Bank’s Development Marketplace program. The BPC is expected to run a three annual competitions as a way of indentifying and supporting the most promising small businesses in the country. In each year BPC selects 20 businesses and these winning small enterprises are provided with start up capital of maximum $10,000 each that is used as a security against which the entrepreneur can borrow credit from a commercial bank. He also gets, if necessary technical assistance for another $10,000 maximum. So far two competitions have been completed and the third is underway. Those entrepreneurs that did not make it to the first 20, still have the advantage that that their proposals are circulated to the banks and therefore they have a larger chance of finding credit support.

9.1.3 Don Bosco workshop

The Don Bosco workshop in Kigali was established by Belgian Fathers in 1960. (they also managed a large technical vocational school at a different site but this has been closed since the genocide). The workshop is equipped with a large range of machinery including lathes, mills, shears etc. Most of the equipped is old but despite this, it still has the reputation to be one of the best in town. The workshop employs 12 technicians and most have been trained on the job. The workshop carries out mostly repair works like lathe work,, welding jobs and electric motor rewinding as this the biggest demand. The workshop is one of the few in Kigali which has the equipment and some raw materials to manufacture stainless steel products as it imports steel plate from Europe when containers with other goods are sent out. It can therefore make the same large stainless steel cooking pots as the CITT workshop and according to the workshop foreman, prices for a 300 ltr pot are about Rwf 2m, roughly the same as CITT’s. The workshop also makes agricultural equipment such as straw cutters, hammer mills and seed processing machines. It is difficult to compete in price with imported products and the workshop foreman mentioned that a straw cuter imported from India costs Rwf 250,000 on the market. In his workshop the price would be 2 – 3 times higher. Only in specialised machinery, where imports are not available or too costly for single items, Don Bosco has a nice market for instance for the electric driven straw cutters where there still are no imports available. Don Bosco has the capacity to manufacture equipment from technical drawings and for instance in 2005 it made for the PEARL projects cassava processing equipment based on drawings provided by CIAT, an institute in South America with experience in cassava. The workshop manager mentioned that this type of assignments are time consuming for him as staff has problems to work from drawings and need much guidance. It is much


easier to work from samples and copy these. Therefore Don Bosco is not really interested to make these prototypes as repair works is financially more interesting.

9.1.4 AMS workshop

The consultants visited the AMS workshop in Kacyiru in Kigali which is owned by Mr Kalisa. He is an experienced technician in his 50s who worked for many years in Burundi. He started a workshop to make metal doors and frames and claims to be able to make copies of any type of small machine. Mr Kalisa was asked by RADA to produce winnowers based on an imported model. These machines are well appreciated by the rice cooperatives and he is now working in a wheat thresher. Two years ago he started to manufacture coffee washing machines which are much larger and costing a few million francs each. He has installed 6 so far and more orders in hand. Mr Kalisa is facing problems as his workshop is in the middle of a residential/ office area and needs to be moved which will be costly.

9.1.5 Gakinjiro artisan group and market

The Gakinjiro Artisan group work and sell in a well established market place within Kigali. The main products are metal trunks for storage, stoves containers but also carpentry goods. Many of the goods are made out of scrap metal which make them very cheap. For instance they sell a range of simple and improved cookstoves and the stoves with ceramic lining are offered for less than ¼ of the price of those made by CITT workshop which uses new materials. The efficiency is reported to be as good as the more expensive product. Many of the metal goods are made at the floor below the market stalls and there are tens of people bashing metal using very simple tools. They claim to have a network of similar workshops and are part of the Jua Kali (Hot Sun) which started many years ago in the slumps of Nairobi. Some of the workers had been on exchange visits and took part in Jua Kali exhibitions. Their products are clearly in demand in Kigali as prices are very low. During our visit to Ruhengeri, we found a similar market/ workshop place but on a smaller scale. Gakinjiro also seems to be involved in some large products and in the workshop we found an electric driven machine for mixing bread dough. There was even a large processing system for making soap from oil but this could have been brought in for repair or other reasons.


9.2 Credit institutions Banks and MFIs

The mission visited two banks which are thought to be of importance to appropriate technology as a possible source of credit support: the Banque Populaire and the BRD.

9.2.1 Banque Populaire

The Banque Populaire has the largest network of all banking institutions with more than 150 branches spread over the country. Each of the branches has a great deal of autonomy. In the near future the BP will enter into a relationship with the RABO Bank, a bank in the Netherlands which is also based on cooperative principles with a strong focus on rural areas. This collaboration is expected to bring in new products and technologies. The BP focuses on small customers and for instance about 70% of the deposits are Rwf 10,000 or less. Similarly the largest proportion of loans, about 43% is in the range of Rwf 20,000 to 200,000. Many of its customers are teachers and other salaried people with farmers representing about 20% of its lending portfolio in number of clients and about 30% in terms of value (data Annual Report 2005). The total amount that BP lent to its members in 2005 was Rwf 37 billion about 40% higher than the previous year. The Director General mentioned that his bank is interested to provide loans to individuals that want to invest in small solar electricity and water systems. For example, the BP will request potential borrowers to first bring in savings of Rwf 100,000 before entering into a loan agreement for an investment of Rwf 400,000 for water storage that can be repaid over a period of 2 – 3 years. There does not appear a minimum lending amount as was communicated to us by the Director General and is also reflected in the annual report where lending amounts are shown for as little as Rwf 10.000. From that point of view, the BP would be a good partner to support the spread of promote appropriate technologies by providing credit support.

9.2.2 BRD Bank

The mission also visited the BRD bank which is known to support many industries and projects. It is also a partner in the RPSF business plan competition as provider of loans to candidates which have successfully gone through the competition. The BRD has 4 outlets in the country plus the Kigali head office and there are plans for tow more outlets.


The technical manager mentioned that BRD does not need a very wide network of branches as Rwanda is small in geographical size and most places can ne reached within hours. The bank has a minimum loan amount which is Rwf 10m for livestock and Rwf 20m for agricultural purposes. However, in addition BRD has a facility that provides support to micro finance institutions in the country. The BRD has in house expertise to assess business plans of clients and it employs a livestock specialist, a civil engineer, an agronomist and an economist. In few cases the bank will seek advice from other experts, sometimes from KIST or NUR. However, in most case technical advice is contracted by the loan applicants as they have to take the final responsibility. In case of equipment, the bank may contact Rwandan embassies oversees to seek their advice on the reputation of suppliers and the quoted prices. The technical manager of the BRD is a vetinarian and he had heard about the cattle spraying machine that has been developed by CITT. The price was about half of those of other suppliers and the quality was good in his opinion. As mentioned earlier, the BRD operates a Micro Finance & Refinancing Fund (MDRF) which supports other micro finance institutions around the country. In total the MDRF has about Rwf 1 billion outstanding with cooperatives and MFIs which provide small loans to their clients. The system also has provided support to new coffee washing stations around the country

9.2.3 Opportunity International

Opportunity International (OI) is Christian ecumenical organization with 35 years of experience in micro finance and small enterprise development. It operates in many countries in the world and started its operations in Rwanda about one year ago. It is establishing an officially registered bank in Kigali and also in the process of merging with a local credit organisation which will give it a much wider network in the country. The official opening of the bank is expected within the coming months. OI has set a collaborative programme with the Millennium Village Project using a credit guarantee arrangement to support agricultural loans for input supplies. Micro finance in Rwanda has run into problems recently due to poor credit management. Many MFIs operated more like charities and recovery of outstanding loans has been poor. The Government closed down a large number of MFIs covering 300 outlets in the rural areas. Many people lost money in this operation although the Government did


refund 50%. OI is interested to work with other organisations to support the dissemination of new products which will help people to increase income. However, the bank is not prepared to take the risks which go with opening new markets and will only do if it can find support from other organisations. This can for instance be through credit guarantees whereby the bank and its branches provide micro credit to buyers on commercial terms. Only in case when recovery rates fall below the agreed minimum, the bank will request the guarantee fund to make up for the difference. What is important that the clients requesting credit do not take advantage of this arrangement by refusing the repay the loans as has been the case in many other official programs. Micro leasing can be a suitable credit form for tools and equipment. While leasing is available in Rwanda from the commercial banks for larger products, it has not been used as yet for smaller loans. There are also legal aspects that need to be clarified before micro leasing can take off.

9.3 Projects and programs

9.3.1 Millennium Village

The Millennium Village Project operates in 10 countries in Africa and in Rwanda it supports the Mayange Village and surrounding areas. The village was selected with help of the Government and based on criteria set by the project. Mayange is a village of returnees who settled there after 1994. It is located in an area of the country with relatively low rainfall about one hours drive south of Kigali. The comparative isolation of Mayange is however changing rapidly as the trunk road to Burundi which passes the village is being upgraded and within a year there will be a new tarmac road to Kigali which then should not be more than 30 minutes drive. Also there are plans for a new international airport in the same area and already preparatory surveys are being done. The Millennium Project is an attempt to operationalize the MDGs and the Mayange village had scored very low on the indicators. When the project started early 2006, there was serious drought affecting the population and therefore the first priority was to bring in relief food which was implemented through WFP. After the relief the focus was to find short duration crops that could provide food. The traditional crops in the area are sorghum, cassava and bananas. Maize was not commen and the Katumani variety with a 90 day maturing period was introduced supported by an extension program and fertiliser support. This resulted in a bumper crop. It works with an MFI (Opportunity


International) which provides credit for seeds and other inputs. Tools such as maize shellers are expected to be included for the coming season as shelling of maize has become a labour bottleneck. The project is now considering high value crops such as fruits. It works closely together with ICISAT Nairobi to get the required expertise. Much of the technology is therefore “imported” through the project. The project is active in all sectors including health, sanitation and education. It works through the existing Government services in order to upgrade their capacity and make the model sustainable and replicable. The project has 17 staff that are employed through the Earth Institute of the Columbia University while UNDP supports another 20 staff. The project has a liaison office in Kigali and a fully equipped office in Nyamata, One of the issues with such a high profile project is the number of official visitors who come and see the village. The project is has carried out systematic base line survey which is currently being analysed and this will be used to measure impact. It appears that no overall needs assessment was carried out at the start of the project (at least we did not get that information) but instead the project learned about the needs and problems by getting involved on the ground.

9.3.2 Micro Hydro Power Program

The mission met with the project coordinator of the Private Sector Participation in Micro Hydro Power for Rural Development program to learn about the type of technologies used and the opportunities for support under STI. The program started in 2006 and is currently working with 6 private organisations to develop business plans and subsequently construct and operate 6 micro hydro power plants in Rwanda. The 6 companies were selected through an open bidding process and will get financial support from the German/Dutch “Energizing Development Fund”. The program works with Capmer for the business plan preparation while Electrogaz provides technical expertise, mainly on the electrical systems. The civil works are expected to be implemented by Rwandan contractors while the turbines and piping systems will be imported, mostly from Germany. The power output varies from 100 – 400 kW and investment costs from € 220,000 – 900,000. Power will be supplied to the surrounding households, small businesses and in cases to the national grid. The costs of power is expected to be ranging from Rwf 60 – 100/kW and is lower than the current consumer price of Rwf 112/kW plus VAT or the costs price from diesel powered systems.


The level of turbine technology is beyond the manufacturing capacity of the Rwandan industry but in the long run, local workshops may get involved in maintenance of the systems. The program works with local enterprises to build capacity both in the technical and managerial aspects. There may be opportunities for KIST to train technical specialists for micro hydro power. Currently much of the expertise has to be imported but it will be good to build up a cadre of national specialists.

9.3.3 PNEAR Rural Water and Sanitation Supply Programme

PNEAR (National Rural Water Drinking Water Supply and Sanitation Program) is a program under MINITERRE. This program is expected to last 16 years (2005- 2020) and requires a budget of $925m. The cost of the initial launching phase is $24m. In average still only 44% of the rural population has access to safe drinking water. This program supports water supply to the rural population by repair of the following systems (30% of which need rehabilitation):

• Development of clean water springs; 18,000 sites • Piped drink water systems using gravity or pumps; 788 systems • Boreholes with hand pumps: 185 sites

Most boreholes are in the east and some are in the west towards Lake Kivu. There the program also supports hand dug wells with depth of 12 mtr or so as water tables are not very deep. Boreholes are constructed by foreign companies such as Drillcom which has an office in Kigali. Depth of boreholes is 30 – 80 mtr and costs are around Rwf 7m ($14,000). This includes the hand pump, mostly Afridev. The project does not seem to have technologies for rural people who live far from the systems listed above. There is no program for instance to encourage roof water harvesting and this maybe because of the health problems related to untreated water. The PNEAR officer did not seem to be aware of using chlorine treatment to combat bacterial diseases as is practiced in many other areas. For sanitation, the project promotes VIP latrines with improved ventilation. It also has the so called Ecosan model that allows separations of fluids and solids which then can be used to fertilise crops. This seems an interesting model to promote because of the


possible economic incentives but there are cultural barriers. Is this an area where IRST could offer expertise from Human Sciences? The mission also discussed the availability of an integrated national water management plan. Miniterre only has limited capacity in this field and many of the data of the past have gone lost. The National Water Resources Management Project has received assistance to set up a national system and SHER, an international consultancy company, has provided some technical inputs. However, much remains works to be done. The recent public sector restructuring has also resulted in the dismissal of all technical field staff responsible for the protection of the water measuring points and the data collection. The project staff in Miniterre is interested to hear from IRST if and how it could support the water data collection, processing and analysing. There have not been any contacts as far as the project coordinator is aware off

9.3.4 SPREAD project

The SPREAD project started in January 2007, is executed through the University of Maryland and operates under the umbrella of the National University of Rwanda and in particular with the agronomy, humanity and public health departments. It follows the earlier PEARL 1 & 2 projects which were also supporting coffee producers cooperatives to increase production and promote marketing mostly in the southern and western provinces. In total it deals with 12 coops, 15, 000 families and 75,000 people. The project also supports cassava production and has started an industry for processing and packaging cassava flour (under the trade name FouFou) for export to Europe. It also is getting involved in the marketing of chilli peppers and the first container load has been exported. When asked about the introduction and use of appropriate technologies, we were told about the bicycle program. SPREAD with help of a young American expert, is trying to increase the use of bicycles as a tool for transport of coffee from the farm to the washing stations. It has worked with farmers and a supplier in China to improve the carrying capacity of the bikes and has come up with a slightly longer version which is expected to handle the coffee load better. The bikes are manufactured in China and will be sold to farmers for $120. Opportunity International has been approached to help set the credit system.

9.4 ETO Secondary Schools

There are only 9 ETO secondary schools in Rwanda and the consultants’ mission had


the opportunity to visit two of them: in Nyamata and in Gitarama. Both schools are headed by expatriates from respectively UK and Australia. The two schools are at different levels of development with Gitarama being relatively well resourced in appropriate buildings and Nyamata struggling to adapt the inherited facilities to the new needs. However, both are struggling in terms of recruiting and retaining qualified staff, especially those with practical skills, and both have to find creative ways to supplement the insufficient funding from GoR. Technical training is 4 times more expensive than general secondary school training due to the different student/ teacher ratios (officially 60 for secondary and 30 for ETO) and the costs of running practical trainings. Much of the practical training has to be given by lower qualified staff of A3 grade as they are the only ones that have the necessary skills. There are also no qualified examiners in the country to take the practical exams. Salaries for skilled people tend to be much higher in the private sector and it is very difficult for ETOs to retain this type of staff.

9.4.1 ETO Nyamata

ETO Nyamata has classrooms that are designed for theoretical classes as it was a secondary school before. Some of these classes have been turned into practical training rooms as no GoR funds are available to construct the required workshop spaces. The school has a well equipped ICT training facility with 20 computers and related equipment. But as the director pointed out, such a room is cheaper to equip that a simple workshop for metal working, which is much higher priced than ICT equipment. He has managed to salvage a lot of equipment and materials from a technical school in Kigali (40 lorry loads) which has not been used since 1994. He is now in the process of rearranging these materials. ETO Nyamata is using its carpentry workshop to manufacture furniture for the nearby Millenium Village Project and some of the benefits are used to supplement the teachers salaries and contribute towards covering the costs of the school and the students’ boarding facilities. There are more opportunities to generate income by using the school facilities but the head feels that he has to be careful not to compete with the small emerging private workshops in Nyamata town. He has visited CITT workshops but found it difficult to work with them as do not stick to delivery schedules and are also too expensive. He provided an example of a brick press costing Rwf 800,000 at CITT while the imported presses from Tanzania are only Rwf 200,000.


9.4.2 ETO Gitarama

The ETO Gitarama has good facilities as it received support form the African Development Bank. There are 450 students but in fact the number will be reduced to 380 as the head wants to focus on quality of the training by cutting ther student/teacher ratio to 25. There are similar funding problems at Gitarama as Nymata in getting staff with practical skills. Most young university leavers will accept a teaching position but only till they find a “real” job. Salaries are low in the range but the Head is using some incentives and is able to top salaries if funds are available.. In fact most of his time is spent on fund raising as GoR contributes less than 40% of the operating costs of the school. The contribution per student is equal to those of normal secondary schools while the costs are much higher. Gitarama school has developed relationships with private companies in Kigali. For certain industries and sectors it has surveyed the requirements and is now trying to adapt the training to the specific needs. For instance, it has a collaboration with Strabag, an international road constructing company, which requires surveying, construction and maintenance staff. Many of these skilled positions are currently taken by expatriate staff from the region but ETO Gitarama works with the management to change that situation. It also is partner in a joint venture with RIAT and the US software company Solid Works which specialises on 3D CAD programs. ETO will train students on the software applications and it is expected that they will be later employed to work on technical drawings jobs that will be outsourced from the US. ETO Gitarama does not seem directly involved in appropriate, rural technologies but it has developed capacity to install biogas systems for schools. IRST built the first model at ETO Gitarama which run into technical problems after a few months. IRST has now constructed two other digesters in other schools and they are claimed to be working properly. The mission is of the opinion that ETOs will be a useful partner in adaptation and transfer of simple technologies to rural areas but plans, funds and inputs are required to assist these institutions

9.5 NGOs, National and International

The mission spoke to representatives of two NGOs, the executive Secretary of RDO (Rwandan Development Organisation) and one senior staff member of the LWF (Lutheran World Federation). From the tow conversations, it is very clear that these


organisations are well switched on and are very aware of the needs of their clients and of various technologies. In fact in many cases they seem to lead on these innovation developments.

9.5.1 RDO

RDO started its operations in 1994 as a relief organisation. It is now focused to assist people to help themselves. RDO has one office in Kigali with 5 professional staff and 3 support offices in the country with another 19 field officers who work on project basis. They are specialised in agriculture, livestock, environment and socio economy. Staff is relatively well paid compared to public sector and RDO provides training and other incentives to retain best staff. Project funding comes from GoR, RSSP, UNDP, JICA, CIDA. Sometimes these are direct contract, others are through competitive systems. RDO promotes maize cultivation in eastern province and claims that hand hoe cultivation limits cultivation. It is therefore promoting ox ploughing. Zero grazing is promoted to reduce environmental damages and spreading of diseases but this leads to more transport requirements. CITT has assisted RDO in the training of people required for the introduction of ox ploughs and carts. After the initial training in CITT Remera, RDO moved the sessions to the field to reduce costs. Later RDO wanted to introduce maize shellers but CITT promoted models that were too large. RDO has found some smaller models in an agricultural station and is now adapting these. It is interested in the CITT biogas program as it has a large number of livestock farmers. When we asked, the CITT staff in the sateliite centre in Nyagatare they were not aware of RDO, although the NGO has an office there and was carrying out training locally on animal traction.

9.5.2 LWF

This international NGO is much larger than RDO nad has20 staff in Kigali and 50 in the field offices. LWF is helping farmers roups ot move from traditional crops to for instance rice as there is much more return in this crop. LWF introduced an improved drainage system and help to introduce improved seeds. LWF has introduced ES mud stoves in their farmer groups through training program using a locally recruited training consultant on short contract. Under the program 15,000 stoves were introduced, two pot models costing about Rwf 1800 each. The users claim a reduction on fuel wood consumption of 50-60% providing a real incentive for household to install and maintain their stoves. The idea is spreading fast.


LWF has given contract to CITT for the installation of 4 biogas systems for schools and two small units for households as an experiment. These are not yet operational. LWF has installed simple piped water systems to supply drinking water to about 30,000 people. In other areas it introduced roof water harvesting using small concrete containers that are locally made. The containers are only 60 ltr although people have now gone to about 100 ltr. The advantage of small container is that they are emptied and cleaned regularly and this greatly reduces contamination and health risks. Officially the system will still be classified as unsafe though. Only it is claimed to be many times better than collecting water from muddy streams. LWF is aware of the potential of moringa trees and it is promoted as part of the erosion control programme. However, not many farmers have as yet appreciated the various different benefits. In its Farmers Demonstration and Training Centre about 30 km from Kigali, there is lady who knows how to prepare how to prepare moringa leaves and in the south of the country some people have started eating the leaves as well. He also mentioned the moringa oil extraction plant managed by farmers association in Ndego, Kayonza district and this is now in the 3rd year.

9.6 Ministry of Agriculture

9.6.1 ISAR Agricultural Research Institute

ISAR is an autonomous research institute under the MINIAGRI with about 250 staff out of which about 80 have a scientific qualification. The main office is in Kigali (since 2006) while there are a number of station spread over the country. The GoR supports the salaries, some of the operating costs and about Rwf 500m for research. According to the DG, most of the research funding is these obtained through competitive bidding for funds that are destined for the region. ISAR has a good record in securing such international funds. ISAR has so far not been active in irrigation or mechanization. This year it will install at the Semi Arid Research Centre a system for 30 ha with drip and sprinklers for seed production of various crops. This is not directly intended for dissemination to the farmers as the systems are large. The irrigation expert of ISAR has earlier been in work with other organisations (CRS) which constructed small dams and used gravity to irrigation down stream fields This


worked well technically but is very capital intensive. Some organisations have started to introduce small drip irrigation systems for vegetable production. ISAR has not been involved in other aspects of mechanization and this is mainly handled by RADA. At the Rubona station near Butare, ISAR installed an imported cassava processing unit that produces flour. Later a similar system has been installed at the ISAR station just outside in Kigali but in this case the equipment was copied by a local workshop. The whole system exists out of graters, solar dryers, a drying room using cassava peels as fuel and a grinding mill. The end product seems of good quality and is sold locally. The unit can also produce cassava starch. The system has been in production for 2 -3 years now and it is not clear why ISAR has not been able to transfer this system to private producers where it be fully utilised.

9.6.2 Rwanda Agriculture Development Authority

The Strategic Program for the Transformation of Agriculture (SPAT) approved by the cabinet in 2005 called for the establishment of 3 autonomous authorities under ministry of agriculture: the Rwanda Agricultural Development Authority (RADA), the Rwanda Animal Resources Development Authority (RARDA) and the Rwanda Agriculture Quality Control Authority (RAQCA). The mission of RADA is “ to contribute towards the growth of agricultural production through the development of appropriate technologies, providing advisory, outreach and extension services to stakeholders in agriculture including provinces, districts, NGOs, farmers and farmers organizations, private entrepreneurs, to allow them to modernize the agricultural sector. Three areas within RADA are involved in the type of appropriate technologies as defined in for this mission:

• Post harvest management • Soil and water management • Agro mechanization

RADA claims that there is a need to mechanize some of the agricultural operations but because of the small land holdings it is very difficult to introduce tractors for land tillage. There is a debate on land reform and consolidation which would allow the use of tractors.


RADA is working with JICA on the promotion of rice cultivation in the valley bottoms and swamp areas of the country. Rice has proven to be an attractive crop for farmers. Threshers and winnowers have been introduced in the rice growing areas. In fact in 2004/05 CITT produced the first rice winnower, threshers, etc, but when farmers faced some problems with those equipments and CITT was not responding fast to correct the problems. Therefore RADA (or its predecessor) resorted to working with Kalisa, an entrepreneur wit a workshop in Kigali who managed to copy prototypes of Chinese machines procured with help of the African Development Bank (ADB) and which were appreciated by the farmers. There may be further opportunities to introduce two wheel tractors. RADA has two units from South Korea but these are not sufficient to start a serious program. There are also plans to popularize dry land rice in the higher areas. RADA is getting ideas from neighboring countries but also form places such as Mauritius and Madagascar. In country it works loosely with ISAR bit there are no relations IRST. RADA has plans to prepare an inventory of existing technologies in the country but lacks lack the staff and resources to do. This could be an opportunity to work together with CITT.

10. Options for technology development There are numerous ideas for appropriate technologies which may be adapted to conditions in Rwanda. During the course of the mission a number of these suggestions were discussed but no further action could be taken as this was outside the scope of the assignment. Besides that, most of these ideas need somebody or an organization to take the lead, try to identify the most promising prototypes, potential customers and organisations that what to take part in the innovation process. The sections below list some of the ideas and provide a little more background for those that want to follow up through special programs.

10.1 Rural Energy

1) Pico hydropower, technology well developed in Nepal and Sri lanka where very

small systems are installed of up to 5 kW which is much smaller than for instance the micro hydro power stations that are currently under construction in Rwanda and which have at least 100 kW output. Pico hydro power typically provides a number of houses with light, TV, small fridge etc. Practical Action has found for small hydropower systems the cost per kW installed range from US$ 1,500 to US$ 3,000 per Unit kW installed, which roughly means an investment cost of US$ 500 to US$ 1000 per connection, less than for solar PV systems. Pico hydro power should have potential in Rwanda for selected areas and households. However,


government programs are often not interested as the investments are small and therefore more suitable for direct investment by the private sector. A suitable credit provision combined with a subsidy to test the technologies would however be very help full to start the market for this technology. Web sites www.tve.org, http://practicalaction.org/?id=smallscale_hydro

2) Bricketing of rice husks. This technology is wide spread in countries in Asia where

there is plenty of rice. As the crop is expanding in Rwanda and the costs of fuel is rising, there should be good opportunities to utilise the rice husks. CITT has purchased from India a bricketing machine which can compress rice husks into pellets which then can be more easily transported and marketed in urban areas. Therefore the way forward is for CITT to identify an association or rice mill owner who is interested to help test the machine under real conditions. CITT can provide the machine plus some techncail assistance, while the owner of the rice mill takes care of the installtion of the machine (including the necessary foundations and electric connections), provides the raw materials and labour and takes care of the marketing and management. In return CITT could demand a share in the revenue for the lease of the machine and provide technical expertise if required. Once the machine has successfully operated for at least 6 months of more, CITT can further promote the technology by encouraging other potential investors to purchase similar machines and use TV and radio to inform a wide public.

The same type of machine is expected to work with coffee husks as well.

3) Solar water heaters for domestic and institutional use have been on display in

KIST, IRST and others but so far the uptake has been limited. This is very surprising as the technology is very simple, can easily be made locally in different qualities and should give return very quickly as energy prices are very high in Rwanda, including electricity which is now commonly used in households, guesthouses etc in Kigali. CITT or others should look into the reasons for this lack of market response a solar heating has been for sale in Nairobi for over 25 years and therefore is well known in the region. There may be opportunities to work together with a bank which is willing to finance the installation of solar heaters and recover the costs of a period of 2 – 3 years which should be well within the lifespan of equipment. The savings in electricity bills should be sufficient to pay for the bank credit.

4) Pressure cookers for urban households are another opportunity to reduce the use of

fuel or electricity for cooking. Because of the higher pressure in the cooker, the time for cooking of food is greatly reduced often by a factor 2 – 4. Pressure cookers are very popular for instance in India where these are standard in many households. The costs of pressure cooker is about $20 in India and they are available in Kigali shops but at much higher costs. CITT or others could work together with importers with the objective to popularize the cookers which should lead to a drop in price. Again Rwanda and in particular Kigali seems about the best location ot test this technology because of the costs of energy and the local diet which includes much beans (ideal for a pressure cooker as the time is cut into ¼) and some rice. The first cookers could be introduced at a subsidized price to the consumers to learn from their experiences and test the market. If consumers

http://www.tve.org/


appreciate the costs and time savings that are possible with pressure cookers, the consumption of electricity could be reduced.

10.2 Water & sanitation: 5) roof water harvesting & storage has been propagated by many organisations in

Rwanda but practice has not really taken off. It is more popular with institutes like schools, hospitals and markets where the construction is paid for with public money. However, individual households in the rural areas have been much slower to adapt the technology. Investment costs are still too high for many. The public sector has a problem promoting roof water harvesting as the water that is collected often does not meet the official standards although it might be much less polluted than what people collect from open sources.

Most of the engineers who work on roof water harvesting try to design a tank that is large enough to store water covering the whole of the dry periods. That makes it necessary to construct big and expensive reservoirs. When talking to a NGO, another approach was suggested. Instead of trying to make a large tank with thousands of liter capacity which are beyond reach of most rural households, they has opted for a smaller size of about 100 ltr only. This will usually provide enough water for a few days and therefore greatly reduce the daily burden of water collection. Also these small tanks made out of concrete over wiremesh will dry out every few days and therefore the risk of water pollution is greatly reduced. Households can start to invest in one reservoir in the beginning and if they have enough savings can increase the number of reservoirs according to their needs. This seems a much more user client oriented approach than the large tanks which are beyond reach of most and therefore can only contribute to improvement of conditions of the a limited number of households.

6) cheaper technologies for drilling of boreholes. Drilling of boreholes is very

expensive in Rwanda as there are only few contractors, the equipment is very costly and the number of holes sunk every year is very small. PNEAR claimed that there were less than 200 boreholes in the country which is very little for instance compared to Zambia where every year hundreds of boreholes are drilled by the public and private sector. PNEAR and other sources claim typical borehole drilling costs of $14,000 which is 2 – 3 times the price again in Zambia where there are many contractors providing these services.

There are opportunities to reduce these drilling costs by introducing simpler drilling technologies. In Tanzania, Uganda and Malawi for instance, much smaller drill rigs have been tested for many years and some are very capable to drill boreholes for drink water supply. There are machines from simple hand equipment (which will work in valley bottoms where there are no hard soils) to trailer


mounted drill rigs that can go to hundred meter depth even in difficult conditions. A public organisation or an NGO could work together with a private entrepreneur to set up a drilling business by providing technical support plus a start up credit to purchase equipment and a guarantee of work for a number of boreholes. Appropriate drilling equipment is available from a number of sources such as [email protected] from Thailand or www.lonestarbit.com from USA. Both companies are supplying already equipment to other African countries and there may be opportunities in Rwanda as well to substantially reduce the costs of borehole drilling.

10.3 Agricultural equipment and transport 7) small scale irrigation is one of the most interesting technologies in areas where

farmers have access to small water resources either by drawing from streams or ponds or digging shallow wells. Treadle pumps are popular in some areas of Africa but in general the areas covered will be small especially when there the difference between the water table and the fields is more than a few meters. However, treadle pumps are a good starting points for most farmers to get used to irrigated crops and are often a stepping stone to motorised pumps. Development organisations should assist farmers in getting treadle pumps, either imported or locally manufactured, depending on prices and qualities. In addition the irrigation equipment can be expanded with drip systems which reduce water use and labour requirements.

In Kigali there are small motorised water pumps for sale in the shops but the size could be further reduced to minimize fuel consumption and initial capital costs. Some agencies might to work with local importers and help them to import smaller models and assist in testing these on the market to find out client’s response.

8) two wheel tractors are by far the most common source of land cultivation in many

countries in Asia such as China, Vietnam and Bangladesh but also in more developed countries like Korea and Japan. They are particularly suited for the wet lands and common in rice growing areas. Again these machines are available in Tanzania and Kenya and there is scope to introduce them in valleys and the swamps of Rwanda where rice is becoming popular. This would best if an agency can be found willing to help with the buying and distribution of 10 – 20 units to farmers or associations in one of the rice growing areas. Farmers are expected to make a significant contribution towards the costs of the machines but the supporting agencies will help with a direct subsidy, provision of technical assistance through training of operators and mechanics. It will also help to assure spare parts supply and repair services for at least 2 seasons.

9) Rural transport is one of the biggest constraints to market development. In Rwanda

head loading is still common for transport from goods to and from markets, for

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carrying water but also more and more for bringing food for the dairy animals which are kept indoors. Therefore the demand of transport keeps on growing as people become more exposed to national and international markets. In Rwanda bicycles have become popular for carrying goods and people in the rural areas, motor bikes are also spreading rapidly while in certain areas ox carts are promoted. However, there is a need to offer a much large variety of intermediate means of transport, hand operated and motorised. Trailers behind motor cycles have potential in relatively flat areas, the two wheel tractors mentioned above are tow small trailers on poor roads and gentle slopes as well. Donkeys are known to be very good carrying capacity while relatively easy to maintain.Many of these ideas need further follow up by discussing these opportunities with people who are possibly interested and NGOs and private sector

10) Small scale rice hulling is one way to increase value addition close to the

farmers. These machines are well adopted in the rice growing areas in Tanzania and some have been imported into Rwanda. Development agencies should study the rice value chain and analyse how much value these rice mills can add to the produce of the farmers

11) Rice threshers are usually in high demand as threshing is labour intensive. It is

even more of a problem if a second crop is following which puts a higher demand on available labour. Also threshing machines are relatively simple, starting from manual operated paddle threshers to electric or diesel driven axial flow types. CITT has imported some units from India but these are rather big as these models are tractor driven. The Indian manufacturer has instead supplied an electric motor to drive the threshers but in many areas of the country, electricity will not be available. It will be better to identify smaller diesel driven units in neighbouring countries where there may be good models already in use.

12) Maize shellers will be in demand as the crop grows in importance. CITT has

manufactured simple manual operated maize shellers but others like ISAE have even simpler models. On the higher end of the market there may be demand for larger, engine driven machines which can be used in cooperatives or through contractual arrangements.

13) Oil presses for extraction from moringa, soya and sunflower oil will be required

for the processing of oil crops. Models of different sizes are available form China and India. Also some very interesting models are manufactured in Tanzania which seems to be easier to maintain than the Chinese models as they are made out steel profiles and not out of cast iron.

14) Cattle spraying machines have found a ready market among the cattle owners in

eastern part of the country. On request of a farmer, CITT copied a machine that was already in use on a cattle farm. This machine was well received and the price was substantially lower than for the imported units due to the high transportation costs as the sprayers are very bulky. If the demand grows, SMEs can be trained to construct the sprayer under guidance from CITT technicians.


10.4 Small scale food processing equipment 15) Milk processing is growing in importance as the Government has a program to

increase the number of dairy animals in the country. Many of these animals will be in remote locations and can only sell the milk on the local markets or for own consumption. Small and simple processing equipment may help to process some of the surplus milk into butter and cheese products. There is therefore a growing demand for milk processing equipment. Recently CITT bought some technologies form India but also in Uganda and Kenya there will be equipment on the market which may be adapted to the conditions in Rwanda. CITT has so far focussed on the copying of the equipment but it is probably more effective to import a limited number of these machines and test them with the farmers in the field . Especially the hand operated fat separator looks very promising.

16) Biogas for cooling might be of interest to dairy farmers who do not have access

to electricity. MINIFRA has a pilot program to promote small biogas digesters for households which have 2 – 5 diary cows. So far the program is only looking at the use of the biogas for domestic cooking and possibly lighting. Fridges that run on either gas or kerosene are well known in the medical sector but are also commercially available in Kenya where these are used in remote locations or in South Africa for camping purposes. These fridges and freezers can probably be adapted to biogas and would therefore be an option for remote farms that need cooling for their milk products.

17) Cold storage facilities are crucial for keeping potatoes, vegetable and other

perishable products. However, so far there are cold storage faculties in Rwanda and in particular not in the rural areas where there is often a surplus of products. Second cooled containers can be a very appropriate solution for cooling relatively small quantities. The advantage is that these units are relatively cheap, can be set up quickly and moved to different locations in case market conditions are not favourable. Also the cooling systems of these containers can be operated on diesel power which makes it possible to bring them to rural areas where there is no electricity. Cold storage containers will be a very good way of testing the demand for cooling services and once this is proven to be financially attractive, larger investments can be made in proper cold stores.

18) Stainless steel equipment is recommended for food processing and handling.

Unfortunately this equipment very expensive due to the high cost costs of the raw materials. For instance stainless steel sheets are about 10 times more expensive than mild steel sheets of the same dimension. On top of that the costs of welding is also much higher as special equipment, welding rods and skills are required. It would be interesting to look at the opportunities to find cheaper alternatives for stainless products such as the use of hard wood for juice presses for instance or the possibilities to galvanize equipment made out of mild steel, a relatively simple process. This could help reduce the costs of small food processing machinery and still be able to maintain hygienic standards.

The above list is still very limited and by far complete. Many other ideas are worth discussing with others who are interested in new technologies such as potential clients


but also NGOs, Government institutions, producer associations and of course technologist who are keen on certain ideas. Most of the ideas will never go past the discussion stage, others will be tested and fail but most importantly this process of trying and adaptation will result in some products that will become commercially successful and will improve rural livelihoods.

RwandaSTI_AppropriateTechnologyReport.doc, Annexes 1

ANNEXES

Annex 1: list of abbreviations Annex 2: Terms of reference Annex 3: List of documents consulted Annex 4: Work schedule mission Annex 5: List of persons consulted


ANNEX 1 List of abbreviations Abbreviation Full name BDS Business Development Service BRD Rwanda Development Bank CAPMER Center for Support of Small and Medium Enterprises in Rwanda CITT Center for Innovations and Technology Transfer DFID Department For International Development EDF Enterprise Development Fund ETO Official Technical School GoR Government of Rwanda GTZ German Technical Cooperation HIDA Human Resources and Institutional Development Agency IFAD International Fund for Agriculture Development ISAE High Institute of Agriculture and Livestock ISAR Institute of Agronomic Sciences of Rwanda IRST Institute of Scientific and Technological Research JICA Japanese International Cooperation Agency LWF Luther World Federation KIST Kigali Institute of Science, Technology and Management MIFOTRA Ministry of Public Service MINAGRI Ministry of Agriculture and Livestock MINEDUC Ministry of Education MININFRA Ministry of Infrastructures MINITERE Ministry of Land and Natural Resources NGO Non Governmental Organization NUFFIC Netherlands Organization for International Cooperation in Higher

Education NUR/UNR National University of Rwanda RADA Rwanda Agriculture Development Agency RARDA Rwanda Animal Resources Development Authority R&D Research and Development RDO Rwanda Development RIEPA Rwanda Investment and Export Development Agency RPSF Rwanda Private Sector Federation SC Satellite Center Organization SPREAD Sustainable Partnership to Enhance Rural Enterprise and Agriculture


Development SME Small and Medium Enterprises TBIF Technology & Business Incubation Facility UNDP United Nations Development Program UNIDO United Nations for Industrial Development Organisation VTC Vocational Training Center WB World Bank


ANNEX 2

TERMS OF REFERENCE

Rwanda Science, Technology and Innovation (STI) Capacity Building Program Needs Assessment and Action Plan Study for Building Capacity in

Appropriate Technology for Poverty Reduction

1. Context With an annual per capita income of approximately $260, the typical Rwandan lives below the $1 per day poverty line. Approximately 90% of Rwandans are engaged in subsistence agriculture and only 6% have access to electricity and clean water. The Government has defined two critical tasks for Rwanda. The first involves poverty reduction tasks: Wood, charcoal and biomass are the main fuel sources, even for many middle-class urban Rwandans. As a result, deforestation and soil erosion are serious concerns. Even in rainy seasons, which are experienced twice a year in Rwanda, there are no simple technologies to tap and preserve water both in towns with a middle class population and in villages with a poorer population. Surplus food rots due to a lack of storage and processing capacity, while many of the people who produced these crops do not have the security of a year-round stable food supply. At the same time, productivity of such staple crops as rice, beans and cassava is below that of neighboring countries. Also, shortage of electricity and overdependence on biomass adversely affects productive sectors, schools, health centers and households. Building capacity in tackling these urgent challenges would provide a major boost to national welfare and quality of life, and would go a long way toward helping Rwanda reduce poverty and achieve the MDGs. The second involves generating wealth and boosting income levels through higher value jobs. With a per capita income of only $0.71 per day, Rwanda needs to boost per capita income by 40% just to lift people above the $1.00 per day poverty line. Put differently, if Rwanda hopes to become more prosperous, it must find ways to reduce the ranks of the rural poor and not merely develop technologies that make life more tolerable for them. Reducing the ranks of the poor must entail creating more productive, higher paying jobs outside or alongside subsistence agriculture, developing new higher value added exports10, attracting FDI, and improving the quality of science and technical

10 Higher value added should not be confused or equated with high tech. For example, electronics is

generally regarded as a high tech activity and horticulture as a low tech activity. But horticulture may be

more knowledge and skill intensive than simply assembling imported components into finished computers.

The critical economic development issues are the value added generated by a particular activity as well as

the labor skills required to produce a particular product, not whether the finished product is classified as

high tech or low tech.


education at all levels. The Government’s Vision 2020 Statement, its recently-approved National Science and Technology Strategy, and the Economic Development Poverty Reduction Strategy (EDPRS), currently under preparation, are all based on the premise that Rwanda will have difficulty achieving either its poverty reduction of wealth creation objectives unless it embarks on a concerted effort to build STI capacity. STI capacity building in Rwanda encompasses a number of concepts and programs. For example, much of the technical knowledge that Rwanda needs to improve the well-being of farmers and diversify the economy has already been discovered and is already in wide use outside Rwanda. Unfortunately, this essential knowledge is not widely used in Rwanda. From this perspective, therefore, the STI capacity building challenge is to train farmers, entrepreneurs, engineers, technicians, scientists and teachers to find appropriate technologies, import them, adapt them to local conditions, and use them to solve local problems and produce and market higher value, more knowledge intensive goods and services. This, in turn, means that Rwanda will need to improve the quality of its applied engineering and scientific research institutes as well as its technical and vocational education. It will also have to focus more of their teaching, training and research efforts on using this existing knowledge to develop, produce, and deploy such simple, low cost technologies as more efficient wood burning stoves, manual irrigation pumps, food processing and storage equipment, more efficient, low cost construction materials and methods, and non-electrical refrigeration or food cooling equipment. Last but not least, enterprises will not be able to exploit the competitive opportunities generated by appropriate technologies if their workers do not have the requisite skills to use new technology or perform more complex tasks or if local enterprises do not have the organizational and managerial skills and technical competence to invest, innovate, and compete on the basis of quality rather than cheap labor. Unfortunately, Rwanda currently suffers from a shortage of skilled technicians and craftsmen. At the same time, graduates from the few schools that do exist are having difficulty finding jobs, apparently because graduates do not receive appropriate technical training. STI capacity building, therefore, needs to encompass innovative ways of delivering and financing technical and vocational education. 2. Summary Description of STI Capacity Building Program in Rwanda The World Bank, with financial support from the Norwegian Post-Primary Education Trust Fund, has agreed to support Rwanda’s multi-faceted STI capacity building program. World Bank support would be provided in two stages. The first stage, for which these TORs have been drafted, would involve assembling teams of Rwandan and international experts to prepare a series of STI capacity building needs assessments and


action plans. The results of these Needs Assessments and Action Plans would be incorporated into the Government’s EDPRS which is currently under preparation (Annex A). The second stage would involve financing and implementing the specific policies and programs outlined in the Needs Assessments and Action Plans. Funding for the second stage would be provided primarily by bilateral donors and the World Bank via the Poverty Reduction Support Grant. The current stage of STI capacity building work program entails a set of Needs Assessment and Action Plan studies, one each for following areas/sectors:

1. Agricultural Research and Extension This Needs Assessment and Action Plan Study will study capacity needs in agricultural research for mitigating food insecurity and promoting export agriculture. The study will also focus on developing outreach strategy for research institutions (primarily ISAR) for better extension of techniques and inputs related to staples, export and animal products. The overall goal of the resulting action plans from this study would thus be to mitigate food insecurity and promote commercial agriculture by supporting EDPRS interventions in research and extension.

2. Food Processing and Preservation This Needs Assessment and Action Plan Study will analyze the existing situation and problems with food spoilage and lack of preservation and processing units. Using the baseline analysis, the study will recommend action plan for scaling up the local food processing industry and boosting technical and business capacity in food processing and preservation. This component will especially focus on food security commodities, such as milk and potatoes.

3. Bio-fuels Development This Needs Assessment and Action Plan Study will analyze the prospects and feasibility of developing a bio-fuel sector in Rwanda. The study will encompass technical and financial feasibility issues—such as viable bio-crop, land suitability and availability, cost effectiveness over fossil fuel, and financial requirements. Based on the feasibility analysis, the study will also provide policy and action recommendations for a national strategy on bio-fuels.

4. Geosciences and Geothermal Energy The needs assessment and action plan study is expected to support clean, alternative energy resources in order to reduce biomass usage in Rwanda. According to a preliminary assessment of geothermal energy resources in Rwanda, small but


commercially exploitable geothermal resources may exist in rift zone near Lake Kivu. To leverage this existing potential in geothermal resources, this study would help develop technical and institutional capacity in Rwanda to plan and implement next-step responses.

5. Appropriate Technology for Poverty Reduction This Needs Assessment and Action Plan Study relates to analysis of factors hindering diffusion of simple, appropriate technologies in Rwanda. The focus of the study will be around agricultural, health, energy and water and sanitation related technologies—such as efficient cooking stoves, farm equipments, school toilets, water purifiers, rain water harvesting among other. Based on the assessment of current needs and requirements, the study will provide action plan for enabling diffusion of cheap, simple technologies to wider masses in Rwanda.

6. Technical and Vocational Education and Training This Needs Assessment and Action Plan Study will asses the baseline situation and existing problems with technical and vocation education and training (TVET) system in Rwanda. The study will focus on various parameters—employability of graduates, relevance of curricula, funding models, administration of TVET, among others. Based on the analysis, the study will provide a strategic plan and action recommendations to feed into a national strategy on TVET in Rwanda.

7. Drinking Water Supply Increasing access to potable water is a crucial challenge in Rwanda. To meet the MDG, drinking water should be available to 6.5 million additional people in rural areas. The government of Rwanda, through the Ministry of Lands, Environment, Water, Forestry and Mines, has embarked on a sector-wide approach increase access to reliable, affordable, and sustainable water services in rural areas. To this end, it is agreed that capacity building—ranging from training technicians, plumbers, construction workers, to hydrologists and engineers—is needed at district and central levels for building and maintaining water delivery infrastructure.

It is expected that each Needs Assessment and Action Plan would be prepared by joint teams of local and international experts. These teams will work together to prepare the needs assessment and action plan, discuss it with relevant Rwandan stakeholders, assist Government officials to incorporate the principal findings and recommendations into the EDPRS, and develop plans for converting the broad policy recommendations into specific programs that can be funded by donors and the Bank. In several instances, a significant amount of sector-specific, analytic work and studies have already been


carried out by the World Bank and various bilateral donors. The consultants, therefore, would be expected to review these existing studies and incorporate this existing work into the Needs Assessment and Action Plan. 3. Parallel and Related Initiatives NUFFIC-CITT Project: The project helps to builds CITT's capacity in general and in particular the outreach program through the satellite centers which are expected to make CITT more effective in linking with and responding to the needs of rural communities and individuals. DFID is expected to finance a parallel program that will provide technical assistance to help the Ministry of Science, Technology and Scientific Research:

• Draft a law on Science and Technology • Establish bylaws, duties, responsibilities, and operating procedures for a Council

on Science and Technology • Establish a Science and Technology Trust Fund • Organize a public dissemination seminar in spring 2007

Appropriate Technology for Poverty Reduction Needs Assessment and Action Plan (CITT and IRST)

4. Objective of the Study 4.1 The objective of the study is to assess the needs and develop an action plan for:

a) Building capacity in CITT and IRST for development of appropriate technology for poverty reduction—with a focus on energy, water, sanitation and agriculture technologies b) Building capacity in transfer of appropriate technologies from CITT and IRST to rural and peri-urban communities and business enterprises—with a focus on energy, water and sanitation and agriculture technologies.

4.2 The needs assessment and action plan study will especially focus on appropriate technology solutions for:

• Rural energy technologies • Sanitation and waste management technologies • Water supply, rainwater harvesting and storage technologies • Agro-processing technologies


5. Scope of Work

1. A team of one international and three national consultants would be engaged for a thirty-day period in Rwanda

2. The capacity building instruments recommended in action plan could include the following:

• Supporting Technical and Vocation Education and Training to enhance CITT and IRST technology development and transfer programs

• Supporting higher education departments and courses (NUR, KIST) to collaborate in CITT and IRST technology development and transfer programs

• Building capacity for managing and facilitating technology transfer from CITT and IRST to private stakeholders, NGOs and final end-users

• Improving CITT and IRST’s technical capacity to develop appropriate technologies

• Developing regional and global institutional linkages for appropriate technology development and diffusion

• Student fellowships to study abroad, especially using the German scholarship support available to the Ministry of Science, Technology and Scientific Research

• Exchange visits of teaching staff, research fellowships and grants • Government sponsored R&D • Other capacity building instruments identified by the consultant

3. The study should leverage existing reports and analysis of CITT and IRST activities and performances.

4. The recommended action plan for building capacity of CITT & IRST should include a time frame, input requirements and cost estimates

5. The action plan should not duplicate efforts of parallel and related programs, but

identify synergetic niches to best support or leverage parallel local, regional and international initiatives in agricultural sector in Rwanda.

6. The technical transfer should review the effectiveness of methods currently being deployed and how these can be improved, with particular emphasis on working with the Private sector for large scale dissemination.

7. Expected Tasks

Task 1: Conduct baseline study The consultants should assess baseline situation in the following areas: 1.1 Existing capacity within CITT and IRST for the identification and adaptation of appropriate technology for poverty reduction—with focus on rural energy, water and sanitation, and agricultural technologies. The baseline study should especially assess the


capacity of i) researchers in case of IRST and ii) technicians and technician training programs in case of CITT 1.2 Baseline capacity in transfer of appropriate technologies from CITT and IRST to rural and peri-urban communities and business enterprises—with focus on rural energy, water and sanitation, and agricultural technologies. This should be illustrated with examples of programs implemented by the two institutions 1.3 Review the work that is being carried out on the selected appropriate technologies by other programs, projects and institutions within Rwanda. Identify areas that are not covered or where there are possible overlaps. Task 2: Develop strategic program with supporting goals and objectives 2.1. Using the baseline assessment, the consultants should outline a strategic vision and set of programs for the following objectives:

a) For building capacity in appropriate technology development in CITT and IRST, with emphasis on building capacity of researchers and technicians

b) For building capacity in appropriate technology transfer from CITT and IRST to rural and peri-urban communities

2.2. The strategy should promote diffusion of appropriate technology through several EDPRS sectors (water, agriculture) programs seeking to deploy rural technological solutions. Such as:

a) Rural energy technology: Energy sector programs in EDPRS b) Sanitation and waste management technologies: Water and Sanitation sector

programs in EDPRS c) Water supply, rainwater harvesting and storage technologies: Water and

Sanitation sector programs in EDPRS d) Agro-processing technologies: Agriculture sector programs in EDPRS

Task 3: Prepare detailed STI capacity building action plan 3.1 Action plan with associated timeline, input requirements and estimated costs, for implementing the strategic program developed above: a) Action plan for building capacity in CITT and IRST for development of appropriate technology for poverty reduction—with a focus on energy, water, sanitation and agriculture technologies b) Action plan for building capacity in transfer of appropriate technologies from CITT


and IRST to rural and peri-urban communities and business enterprises—with a focus on energy, water, sanitation and agriculture technologies. Task 5 Liaise with EDPRS sector working group and integrate the action plan with EDPRS logical framework Task 6 Harmonize with the ongoing initiatives outlined in section 3 7. Expected Outputs

• The final expected output is a detailed report fulfilling the expected outcomes (baseline study and needs assessment, strategic program, action plan, EDPRS input) of the tasks listed in section 6.

• The intermediate outputs are: o Proposed design for conducting the study, with methodology and

milestone, to be submitted at the end of three days of the start of study o First draft of report with consolidated results of field work and action

proposals to be presented at the end of twenty three days thereafter for review and comments presented in briefing with key stakeholders

o Final revised report, in English, three copies, to be submitted four days thereafter

o Final presentation of study in a stakeholders’ meeting 8. Expected Qualification of Consultants

• Expertise and project experience in appropriate technology development and diffusion in developing countries

• Knowledge of local (preferable) or regional context • Proficiency in English and working knowledge of French (preferable)

Annex A EDPRS Sector Working Groups and Group Members

1) Susan Opper, will be responsible for all aspects related to the education sector,

including the 2006 Public Expenditures Review

2) Pablo Gottret, will be responsible for all aspects related to the health sector, including the elaboration of the harmonization MOU

3) Malcolm Cosgrove-Davies will be responsible for all aspects related to the energy sector, including the 2006 Public Expenditures Review


4) Christophe Prevost and Deo-Marcel Nyungenko will be responsible for all aspects related to the water sector

5) Verdon Staines will be responsible for the aspects related to social protection

6) Michael Morris is the TTL for RSSP and Liz Drake is responsible for all in-

country aspects related to agriculture sector, including the 2006 Public Expenditures Review

7) Pierre Morin and Chantal Kajangwe will be responsible for all procurement

related matters particularly the dialogue on the procurement law

Annex B Documents to be consulted

General Documents • Vision 2020 Document • National Science, Technology and Innovation Policy for Rwanda • Economic Development and Poverty Reduction Strategy (EDPRS) Draft • DFID Concept Note

Sector Specific Documents • CITT: Inventory of Relevant Technologies Existing in Rwandan Communities • CITT: Impact Assessment Report • CITT: Food Processing Technology Report


Annex 3 : List of Documents consulted Strategic Plan for Agricultural Transformation in Rwanda, Ministry of

Agriculture and Animal Resources, Oct 2004 Sectoral Policy on Water & Sanitation, MINITERRE, October 2004 CITT Impact Assessment Report Aug 2006 Enabling Innovation, Boru Douthwaite, 2002 Institutional Component of the Support Project to the Strategic Plan for the

Transformation of Agriculture (PSTA), Rwanda Promoting Pro-Poor Agricultural Growth in Rwanda: Challenges and

Opportunities, Final Draft Jan 2007, World Bank Sustainable Development Network

NEPAD Science Plan 2005 IRST development Plan and Supports application profiles Feb 2007 IRST Development Plan Dec 2006 IRST Plan Strategique 2006-10, 1st draft IRST, Research, Planning and Monitoring Capacity building in Phyto

medicines, applied sciences, human sciences and management Enabling Agricultural Innovation, World Bank ARD 2006 The Republic of Rwanda’s Policy on Science, Technology and Innovation,

October 2006 Building Science, Technology and Innovation Capacity for Sustainable

Growth and Poverty Reduction, World Bank , AL Watkins Aide Memoire between GoR and the World Bank: developing a needs

assessment and action plan for STI Capacity Building for sustainable development and poverty reduction in Rwanda, June 2006

Steps to be take for the formation of CITT companies for spinning off service provision and project implementation activities.Frans Doorman, NUFFIC/NPT Nov 2006

CITT impact Assessment Report, Practical Action Consulting, Augustt 2006

Discussion paper: Strengthening of CITT, draft Frans Doorman, Dec2006 Government of Rwanda, Vision 2020, Jun 2003 PPPMER, Rapport de Pre Evaluation Oct 2003



Annex 4 : Work Schedule

Date Activity day30/01/07 Tues • Travel Ndola/ Lusaka/ Nairobi, overnight 1 31/01/07 Wed • Arrival in Kigali 12:00

• CITT meeting Frans Doorman 2

01/02/07 Thur • Public Holiday • Introductory meeting with national consultants • Meeting with Mike Hudges

3

02/02/07 Fri • KIST Vice Rector, Dr Bisanda • 11:00 Minister Murenzi/ Mike Hudges • Mr. Alex Kameras WB (08535601)

4

03/02/07 Sat • KIST Head of Food Science Technology, Dr. Anasthase Kimonyo • Inyange Diaries, dairy products, Mineral water and juice processing • Meeting with Minister of S&T, Pr Romain Murenzi

5

04/02/07 Sun • Studying background documents 6 05/02/07 Mon • 10:00 Private sector : RPSF, BDS

• 11:00 Mr Pipien HAKIZABERA, DG CAPMER, • 14:00 Meeting with CITT Director

7

06/02/07 Tues • 7:00: Travel to Butare • 10:00 DG IRST and his staff, visit to IRST labs and fields • 15:30 NUR, Meeting Rector Pr Lwakabamba, and selected staff • 16:30 SPREAD Project Ms Emelta, Tim Schilling, Jake • 19:30 arrival in Kigali

8

07/02/07 Wed • 10:00 Don Bosco workshop, Mr Paul NGARAMBE, Workshop Manager, tel. 08427210

• 12:00 ETO Muhima, Kigali (Visit to introduction) to find Francis • 13:00 Rwanda Flower office, Kigali Ms Beatrice Gakuba, CEO

08306770, [email protected] • 14:30 World Bank Office (transport arrangement) • 15:30 Meeting with Min of Energy, Eng Albert Butare

9

08/02/07 Thur • 8:00 Columbia University Office, Millennium Village Project Contact Jock Ruskin 08301020

• 9:30 JICA, Mr Rukundo consultant , tel. 08773197 • 10:30 Millennium village in Mayange, Bugesera. • 13:00 Visit to ETO Mayange, Meeting with Mr Nick, Director • 17:00 Gakinjiro artisan groups and market

10

09/02/07 Fri • 8:00 HIDA, Director Charles Karake • 9:30 CITT • 11:30 Liz Drake, World bank • 13:00 Mike Hudges, Min Pr Murenzi Office • 15:00 Rector KIST, Pr Chrysologue Karangwa

11

10/02/07 Sat • Jos de Beus, CITT Nuffic Consultant • Andrew Barnet, DFID team leader RIU Program • 15:00 team meeting consultants to finalize work program coming

week

12

11/02/07 Sun • Gerard 13:00 Travel to Washington for WB STI conference • Return Saturday 17 Feb at 18:00

12/02/07 Mon • 10:00 RADA, meeting with 3 Directors of Departments


Date Activity day• CAPMER, Meeting with Mr Callixte KAGABA, Food Technologist • Visit to KALISA Antoine owner of AMS workshop, KACYIRU

13/02/07 Tues • WB office to finalize contracts • Visit to Zion women’s group • Visit to MINITERE, water and sanitation program, Mr. Mukiza

Odillon;

14/02/07 Wed • Visit to Bugesera District, Mr Emmanuel NDAYISHIMYE, acting Secr. Exec.& Dir of human resources, tel. 08652813

• Visit to households using fuel efficient stoves • DUSHYIGIKIRANE Women Association in Rulindo District, North

Province, Contact: Mr Anselme MURERAMANZI, secretary, tel. 08423754.

15/02/07 Thur • Kacyiru Women Association • Document reading/ writing

16/02/07 Fri • Visit to Butare • 10:00 IRST 10.00 a.m • 14:00 ISAR, Rubona station and Food processing factory

Contact: Mr Sylvère SILIKARE, station Manager • 17:00 ETO Gitarama, Mr Mark O’Kane, Director, tel. 08477999

17/02/07 Sat • 17:00 return Gerard from Washington 18/02/07 Sun • Resumption of activities

• Meeting Julian??? DFID Legal framework team/ Colin Kirk • Meeting David Poston, team leader post harvest study

13

19/02/07 Mon • CITT director and staff • 15:00 CAPMER visit to new office/ station • Meeting with Poston team

14

20/02/07 Tues • Visit to BRD, Meeting with Dr Livingston Byamungu, technical Director, tel. 08302863

• Hannington

15

21/02/07 Wed • 8:30 RADA, meeting with Director and staff • 11:00 RDO, Rwanda Development Organisation, Mr Eugène Rwibasira • 16:00 Mark O’Kane, Head ETO Gitarama • MINAGRI, Meeting with the President of National Young Agronomist

Association, Mr Evariste Murwanashyaka, tel. 08403076

16

22/02/07 Thur • Visit to CITT Satellite centre Nyagatare, Mr Désiré Mussangwa and James Munanura

• Eric, RDO Field Officer Nyagatare, tel. 08517018 • Eastern Province, Mr Charles Gasana, Exec. Secr. tel. 08304211

17

23/02/07 Fri • Discussion in office on CITT note • 18:00 Director IRST with DAF in Novotel

18

24/02/07 Sat • Discussion notes 19 25/02/07 Sun • preparation briefing note KIST/CITT 20 26/02/07 Mon • 8:00 Mike Hudges, Advisor, Minister Murenzi’s Mike Hudger, adviser

• 11: 00: RPSF, Mr J. Bosco Kabagambe, acting secr exec.& Director of Agriculture &Livestock Chamber, tel. 08429460

• 19:00 : Emmanuel RWAMUKWAYA, Hydrotech, independent consultant working with CARE, water supply specialist

• Meeting with LWF officer, Sustainable Livelihood Program, Mr Joram

21


Date Activity daySebatware

27/02/07 Tuesd • 8:00: CITT Director • 9:30: Visit to PPPMER , • 13:00 Meeting with Prof Munyanganizi Bikoro, Minister MINITERRE

• 14:00 SNV, Meeting with Mr Guy Dekelver • 16:00 CARE Inter to meet water system expert • 16:30 Action Nord Sud, a local ONG,

22

28/02/07 Wed • Visit to: IRST and discussions on their action plan. Meeting with Dr Fidèle RILIHOSE, Director of science and technology research and Mr Daniel, DAF

• Visit to BDS Butare office, meeting with Mr Lucas, Head office

23

01/03/07 Thu • Visit to Rwanda Revenue Authority, customers department. Checking import taxes of Technology material;

• Meeting with Mr GAKWAYA Titus from PPPMER

24

02/03/07 Fri • Visit to hardware shops in Kigali to inquire on AT’s equipment prices and import taxes;

• Meeting with Mr Mike Hudges and Anhouba Verma • Meeting with Mr Maurice PIGAHT, GTZ project coordinator, Micro-

Hydropower for Rural development • Visit to IFAD for appointment

25

03/03/07 Sat • Meeting with Ms Anhuba Verma 26 04/03/07 Sun • Report notes at home 27 05/03/07 Mon • Visit to MINITERE,

• Meeting with Mr Yaramba Albert, rural water and sanitation program coordinator, and Mr Robert Shema Muganga, Coordinator National Water resources Management Project, Miniterre,

• Visit to IFAD, meeting with Mr Eric Rwabidadi, country Manager Program Rwanda

28

06/03/07 Tues • Visit to ISAR, • Meeting with Mr Jonas MUGABO, scientific Director and Mr Mark

Mugabe DG, ISAR D.G • Visit to peat bricket factory at Muhima,

29

07/03/07 Wed • Report preparation 32 08/03/07 Thur • Public holiday

• 16:00 Meeting Donald Manager Satellite centre Ruhengeri 33

09/03/07 Fri • ISAE Busogo visits to offices, labs, workshops and fields • CITT Ruhengeri Satellite Center, old and new offices, workshop,

meeting staff

34

10/03/07 Sat • 11:00 Meeting Minister Murenzi at Novotel 35 11/03/07 Sun • Preparation presentation and report writing 36 12/03/07 Mon • 10:30stakeholder Workshop

• 14:00 Visa extension

13/03/07 Tues • 10:00 Meeting with Director CITT and Jos de Beus at CITT 14/03/07 Wed • Workshop food processing

• Meeting with Ross Nathan, Opportunity International • Meeting with Pascal Thomas, Director ETO Tumba

37


Date Activity day15/03/07 Thur • Visit to COOT 2, an enterprise selling special 4WD vehicles

• 16:00 DFID office, Liz Drake, Rodney Dyer, Anubha 38

16/03/07 Fri • 10:00 Meeting Kist Rector • 12:00 Departure to airport

39

17/03/07 Sat • Travel Nairobi – Lusaka- Ndola 40


ANNEX 5: List of Persons Consulted

Institution Name person, institution and contact details Phone email Bank Bernard Itangishaka, Director General Banque Populaire 0831932 [email protected] Bank Dr Livingstone Byamungu, Technical Assistance Manager BRD 08302863 Bank Proper Nyirummuringa Director, BRD Micro Finance & Refinancing Fund

(MDRF) 08305595 [email protected]

w Bank Ross Nathan, Opportunity International, 083 00862 Consultant Andrew Barnet, director, Policy Practice, UK DFID RIU consultant

teamleader, Andrew.barnett@

thepolicypractice.com Consultant Dr David Cownie, SIAPAC, Namibia consultant RIU [email protected] Consultant Jahan Chowdury, Consultant EDPRS growth strategy, Wolverhampton University, [email protected] Consultant Julian Gayfer, PARC Performance Assessment Resource Center, Edinburgh

UK [email protected]

Consultant Paul van Gardigen, Edinburgh University, DFID consultant Consultant Theogene Kayiranga Gakuba, Consultant TEVET 08893786 [email protected] DFID Colin Kirk, Head Office, DFID Rwanda DFID Rodney Dyer, Livelihoods Advisor, DFID 08306164 [email protected] ETO Gitarama Mark Okane, Head ETO Gitarama 08477999 [email protected]

u




mailto:Andrew.barnett@%20thepolicypractice.com

mailto:Andrew.barnett@%20thepolicypractice.com


Institution Name person, institution and contact details Phone email ETO Nyamata Nick Arnelt Director ETO, Nyamata 08898544 ETO Tumba Pascal Thomas, Head ETO Tumba 08460041 [email protected] GoR Mr Ndayishimye Emmanuel, acting executive Secretary 08652813 GoR Prof Murenzi Romain, Minister in Charge of Science and Technology GoR Eastern Prov. Charles Gasana, executive Secretary Eastern Province 08304211 [email protected]

[email protected] GoR Miniafria Anthe Vrijlandt, Expert External Links, Ministry of infra structure 08468324 [email protected] GoR Miniafri Eng.BUTARE Albert, Minister of State in charge of Energy 08300022 [email protected] GoR Miniagri Mr Evariste Murwanashyaka, President of National Young Agronomist

Association 08403076

GoR Miniterre Albert Yaramba, PNEAR, Project coordinator rural water supply, Minitere

08530269

[email protected]

GoR Miniterre Prof Munyanganizi Bikoro, State Minister of Water and Mines, MINITERRE 08305481, 582575

[email protected], [email protected]

GoR Miniterre Robert Shema Muganga, Coordinator National Water resources Management Project, Miniterre,

08521209, [email protected]

GTZ Maurice Pigaht, Micro Hydro Power project, 0830 1634 [email protected] GTZ Mr Maurice Pighat, Micro hydropower for rural development project, GTZ 08301634 [email protected] GTZ Mrs Ute Hoffmann PhD, Vocational Training Expert, GTZ 08304240 [email protected] HIDA Mr Charles Karake, Director HIDA 08303837 [email protected]


http://fr.f254.mail.yahoo.com/ym/[email protected]&YY=59349&y5beta=yes&y5beta=yes&order=down&sort=date&pos=0&view=a&head=b




Institution Name person, institution and contact details Phone email 513932

HIDA Peter Malina [email protected] IFAD Ernest RUZINDAZA, IFAD project coordinator of PAPSTA 08300765 IFAD RWABIDADI Eric, IFAD country liaison officer, 08562216

[email protected].

IFAD Project MURWANASHYAKA Evariste, PPPMER national coordinator of AJADEJAR,

08355646

IRST Dr Fidel Rurihose, Director Centre of Applied Sciences, IRST 08500608 [email protected] IRST Dr. Jean Baptiste Ndiwayesu, Director General, IRST 08657767 [email protected] ISAE Dr. Ir. Eliab Muhawenimana, Vice Rector Academics ISAE 0830 8881 Eliab_muhawenimana@yah

oo.fr ISAE Suresh Pande, Agricultural engineer, Senior Lecturer [email protected] ISAR Didace Kayiranda, research officer ISAR, 08605667 [email protected] ISAR Dr Jonas Mugabe, Deputy DG for research, ISAR, 08308768, [email protected] ISAR Dr Mark Bugabe, Director General, ISAR, JICA Makina Osamu PhD, Senior Advisor, Electro communications, Higher

Education, JICA Japan [email protected]

JICA Musiime Enock Rural Development Consultant, JICA, Rwanda Office 08478201 [email protected]

JICA Rukundo Heinrich, Program Officer, JICA 08773197 [email protected]





Institution Name person, institution and contact details Phone email KIST Prof Essam Hamdi, Vice Rector Academics, 08518743 [email protected] KIST/ CITT Kazungu KASE, officer, Satellite centre 08571250 KIST/ CITT Vestine Murekatete, food scientist, Satellite centre 08493043 [email protected] KIST/CITT Desire Musangwa, project officer Satellite centre Nyagatara 08454022 KIST/CITT Emmanuel Kanigwa, Head Research and Development CITT 08575088 [email protected] KIST/CITT Gerard Nyabutsitsi, Vice Rector Admin & Finance 08300637 [email protected] KIST/CITT James Mugabe, Manager CITT satellite centre Nyagatara 08838247 KIST/CITT James Munanua, Acting head Satellite centre 08838247 KIST/CITT Jan Baptiste Bacondo, Director CITT, 0800636 [email protected];

[email protected] KIST/CITT Prof Elias Bisanda, Vice Rector academics (acting) 08851431/

574625 [email protected]

KIST Prof Karangwa Chrysologue, Rector KIST 08301324 [email protected] NGO LWF Joram Sebatware, Project Coordinator Lutheran World Federation 08300553 [email protected] NGO RDO Eric. Ffield Officer RDO, Nygatara 08517018 NGO RDO RWIBASIRA Eugène, Executive Secretary, Rural Development Organisation 08301740 [email protected]

[email protected] NGO SNV Guy Dekelver, Natural Resource Manager Advisor, SNV 086799867 [email protected] NGO Technoserve Paul Stewart, Program Director Technoserve, Rwanda 08416837 [email protected] NGO Winrock Luke Filose, Consultant cook stove program Winrock 08767423 [email protected] Nuffic Frans Doorman, technical advisor,







Institution Name person, institution and contact details Phone email Nuffic Jos de Beus, technical advisor, 08684604 [email protected] Nuffic Leendert Sprey, Technical Advisor 08672845 ls@mdf/nl NUR Prof Silas Lwakabamaba, Rector National University Butare, 08300166 [email protected]

Private Sector Des Whelan, Director Rice Mill, ICM Rwanda Agri-Business, 085 43834 [email protected] Private sector Emmanuel Rwamukwaya Hydrotech, contractor water rural water supply

Private sector John Brennan, president LeapStream Building Company, Kampala, Seattle [email protected] www.leapstream.com

Private sector Mr Innocent Rutamu, Livestock World Development, 08301699 [email protected] Private sector Ms Beatrice Gakuba, CEO Rwanda Flower office, Kigali,


Private sector Ms Beatrice Gakuba, CEO, Rwanda Flora, Nyanchanga, Rwanda 08306770 beatricegakuba@ yahoo.fr

Private sector Solomon Nzano, Managing Director, Inyange Industries, Kigali, , 517422, 08308744

[email protected]

Private Sector CAPMER

Mr. Pipien HAKIZABERA Director CAPMER 08301649

Private sector RPSF Jean Guy Afrika, Rwanda Export Promotion Bureau 08495070 [email protected])

Private Sector RPSF Lucas Murenzi, Business Development Centre Butare, RPSF 08300694



Institution Name person, institution and contact details Phone email Private Sector RPSF Mr Kabagambe J. Bosco, Director of Agriculture and Livestock, RPSF 08429460 [email protected] Project Mil Village Annette Karenzi, National Coordinator , Millennium Villages Project Rwanda 083 04321 [email protected] Project Mil Village Susan Doll, Columbia University, Millennium Village program 0848 6581 [email protected] Project Mil Village Lassina Toure , engineer, water and sanitation, civil works 08300587 [email protected] Project PPPMER Eng. Titus Gakwaya in charge of AT, 08520650 Project PPPMER Ms Francine, national coordinator

RADA David Bucarara, head post harvest management unit 08860755 [email protected] RADA James Musisi, Head Agro-mechanization, 08687548 RADA Patrice Hakizimana, Director RADA 08300474 [email protected] RADA Philbert Nsangineza, Soil and Water Management Unit, 08434035 [email protected]

k World Bank Alex Kumurase, WB office Kigali 08535601 World Bank Annika Kjellgren, WB Human Development Unit 08672542 [email protected] World Bank Anubha Verma, WB Washington Anubha.verma@gmail. com

World Bank Al Waltkins, Coordinator STI program, Washington [email protected] World Bank Liz Drake 08304006 [email protected] World Bank Consultant

Dominique Nkunda, Food industry specialist, lecturer KIST, WB STI Food processing mission member


World Bank Dr David Poston, WB STI food processing team leader [email protected]





mailto:Anubha.verma@gmail. com




Institution Name person, institution and contact details Phone email Consultant World Bank Consultant

Jean Claude Nkurikiyinka, WB STI food processing mission member 08525708 [email protected]

Project SPREAD Tim Schillinl, team leader , Un of Maryland, SPREAD project, Butare Project SPREAD Ms Emelta,, public health specialist, Spread Project, Butare Project SPREAD Jake, technical expert, Spread project

