Special Manifesto Review-Part1 by Publisher of Hope Magazine

HIGHLIGHTS Bharti Airtel Limited is a leading global telecommunications company with operations in 18 countries across Asia and Africa. Headquartered in New Delhi, India, the company ranks amongst the top 3 mobile service providers globally in terms of subscribers. The Company offers 2G, 3G and 4G wireless services and mobile commerce. Bharti Airtel had over 361 million customers across its operations at the end of May 2016. To know more please visit, www.airtel.com

AIRTEL RWANDA LIMITED

FOCUS ON MANIFESTO REVIEW

CONTENTS

Advertisers M Peace plaza

COVER Special Manifesto Review

Turkish Airlines

Airtel Rwanda

Crown Paints Rwanda

Akagera Business Group

Bralirwa Limited

Petrocom Limited

Société Pétrolière Limited

24 RSWITCH Rwanda's e-Payments enabler 32 AIRTEL Touching Lives series Lifts hope for children living in prisons with their mothers

DEVELOPMENT BANK OF RWANDA

54 MOTORING ENGINE OIL What you need to know about engine oil…

7 EDITORIAL Why we do thank President Kagame

13 14, 15, 70, 71

Century Park Kigali

Karisimbi Hotel

Magerwa

Engen Limited

Safintra Limited

Nakumatt Supermarket

Waka Fitness

Rwanda Foam Limited

10 RRA Collecting revenues for financing National development programs

ROKO Construction Limited

Ameki Color Paints

16 CENTURY PARK Architectural marvel set to redefine Kigali’s Landscape

Serena Hotels

20 SONARWA General Insurance Consolidating, diversifying insurance services

RWANDA ENERGY GROUP

56 DUTERIMBERE ONG Empowering women 60 SCIR NCR FRANCHISE Creating a strong footprint on the East African IT landscape 62 VISIONFUND Mugisha and wife look to pioneer chain of fitness clubs in Rwanda

38 4

Konka Products

WASAC RWANDA

AUGUST 2016 ISSUE 67

68 UTB Building knowledge, polishing skills, propelling national development 78 UMWALIMU SACCO Redefining teachers’ welfare

Century Real Estate

Sulfo Rwanda

Hotpoint Rwanda Limited

Victoria Motors Limited

Paint House

Oriental Papyrus

SCIR Limited

Crown Healthcare Limited

Hotel Des Mille Collines

Victoria Furnitures & Prime Impex

Jomo Kenyatta University

Canaberra Coffee Fastfood Bar

Zen Oriental Cuisine

ADMA International Limited

Grazia Apartments UAE Exchange TIGO Rwanda

77 82, 83 84

PUBLISHER'S WORD

Why we do thank

TEAM Albert Ndata Hategekimana valens Himbana Alexandre Ishimwe Yvonne Khellia Ingabire Manzi Joseph Matthew Rwahigi Rumanzi Abraham Shema Ignace Shema Leonard Sindayirwanya Isabelle Wakibi Geff Keith Ntagozera Mutabazi Jackson Rebero Daniel

DESIGN & LAYOUT Dani K. PUBLISHED BY Hope Magazine Ltd.

ADVERTISING &

President Kagame

n the first of our three-series editions, Hope Magazine has happily provided a platform for all Rwandans to say THANK YOU PRESIDENT PAUL KAGAME. The ‘thank you’ is most plausible. Most so for being at the helm of steering Rwanda from catastrophic political decadence and economic rot into becoming Africa’s most efficient government in Africa and 7th most efficient globally, according to the 2015 Global Competitiveness Report. It is true, 22 years ago Rwanda was a failed state; but Rwandan statesmen refused to give up on our country.

Rwanda has got a resilient people and Rwandans stay focused on meeting their goals with unwavering zeal. But, a superior advantage, Rwanda has got a breed of visionary leaders that have worked together to build a shared vision and very ambitious goals, mobilized masses around those goals and guided other leaders into achieving them. Under President Paul Kagame’s leadership, GDP growth averaged 8% (2008-2014), Rwanda has come to be ranked 1st by the World Bank Doing Business Report as the easiest place to do business in the East African Community region and the 3rd most competitive economy on the African continent.

GENERAL INQUIRIES P.O. Box 6176 Kigali-Rwanda +250 788 524189 / +250 788 404138 info@hope-mag.com www.hope-mag.com

At micro levels, individual livelihoods are getting transformed, soft and hard infrastructures have been built to great extents and breadth, and, most of all, the dignity of every Rwandan has been restored. Many more achievements, which we shall publish in our next two editions, have been realized and bigger targets and eloquent performance are expected as the commitment of President Kagame and RPF are steady and resolute. We are therefore obliged to thank the ingenuity of President Paul Kagame that has led in the establishment of systems that work, institutions that deliver and individuals persons that serve with interests of the country at heart. So, dear readers and partners, join us in saying THANK YOU PRESIDENT PAUL KAGAME.

We appreciate your feedback. Please keep sending more on info@hope-mag.com or visit www.hope-mag.com, to post your comment on any published story. We shall pick it and respond to you asap!

in the magazine are not necessarily those of the editors and publishers of Hope Magazine.

Care is taken to ensure accuracy, Hope Magazine assume no liability for error or omissions in this publication. All Advertisements are taken in good faith, opinions and views contained herein are not necessarily those of the Publisher. All copyrights and trademarks are recognized. No part of this publication or any part of the contents thereof may be reproduced, stored in retrieval system or transmitted in any form without written permission by Hope Magazine. An exemption is hereby granted for extracts with the purpose of fair review. © 2013 www.hope-mag.com

Rwanda Revenue Authority

Collecting revenues for financing National development programs f fCollection of taxes is a very critical national activity. It is the revenues collected that is used to finance national development programs. The Rwanda Revenue Authority (RRA) was established to meet such a need.

wanda Revenue Authority performance in a time line from the fiscal year 2009/2010 to 2015/2016 is one of the exemplary success stories of Rwanda’s good governance is a principle to its achievement. Below are the performance statistic for RRA for the last 6years

Procedures were therefore established on; registration, tax verification, tax audits, collection and enforcement. Even in the customs department, transit procedures, preclearance audits, import declaration procedures, post-clearance audits among others were reviewed.

The genesis

Infrastructures

In 1997 the government established Rwanda Revenue Authority, charged with the collection of taxes but also undertake the administration and accountability of taxes, duties and non fiscal revenues. The 1997 RRA Act (amended in2009) gave birth to the now vibrant Authority which started operations in 1998, under the Ministry of Finance and Economic Planning With the vision to become a world – class efficient and modern revenue agency, fully financing national needs” and a Mission to “Mobilize revenues for economic development through efficient and equitable services that promote business growth,” the institution has made giant strides towards the same.

The infrastructures, especially, soft and hard, were given due consideration by the RRA management. About 98% of the work is automated and an integrated tax software package (SIGTAS) has been implemented at RRA Kimihurura Head Quarter and deployed to all RRA offices.

Streamlining RRA started operations with only 200 staff, who, on the whole, only had rudimentary skills and largely inexperienced. But even before equipping the small staff with skills, systems had to be established, gradually growing them into structures which today make up the institution that is RRA. Support departments were also established. These are; Revenue Protection Department, Quality Assurance Department, Research and Planning Department, ICT Department, Taxpayers services Department, Legal and Board secretariat, Finance Department and Human Resources Department. The task only began with the establishment of the departments. After establishing the departments, each of them had to be defined and refined. The functions for each department, division, section and team had to be spelt out. For the Domestic Tax Department, for example, there were no processes and procedures. 10

AUGUST 2016 ISSUE 67

I n t e rco n n e c t i v i t y w i t h ot h e r c u st o m s administrations through Revenue Authorities Digital Data Exchange (RADDEx) has also been put in place and reduced delays in cargo clearance by avoiding the duplication of data capturing at the border offices.

Rwanda Electronic Single Widow System was introduced to allow a single interface for RRA and other stakeholders involved in the clearing of goods like the Rwanda Development Board, Rwanda Standards Bureau, MAGERWA, the Ministry of Health and airline companies through which clearance of goods is enabled. RRA in collaboration with RDB has developed an easy way of online registration of taxpayers where a tax identification number (TIN) is automatically issued on registration of a business. Taxpayers can now request and get tax clearance certificates online by simply visiting RRA website. Customs documents required for clearance of imported goods were reduced from six to three compressing the time taken by importers while clearing their goods at the customs offices. Payments using multiple banks have also been a plus for the taxpayers. The RRA started working

Richard Tusabe RRA Commissioner General

with several commercial banks in the collection of revenues in order to improve services to taxpayers. Other IT innovations introduced by RRA include Mobile–declaration and Mobile-Payment. M-Payment is a groundbreaking scheme that facilitates tax payers to instantly pay taxes using their mobile telephones partnering with telecom companies like MTN. MobiCash is another payment innovation that has simplified tax payment.

Training RRA staffs are mainly trained in the technical aspect which has a direct bearing on their job as well as soft skills; personal skills, supervisory skills, customer care skills among others. With a fully fledged training facility, the Butare Training Institute, the training cycle of RRA staff is a continuous process.

Other initiatives Tax Payers Best Performance Awards: The Rwandan government through RRA developed a culture to appreciate best tax payers annually for their contribution as a way of encouraging them to take part in nation development by honoring their tax obligations. This activity also brings together tax payers and government officials to socialize as they work together to improve taxation

RRA performance in figures

Tax revenue collection trend (2009/10-2015/16) Fiscal year

Tax revenue collection (Bn Rwf)

National budget (Bn Rwf)

% of tax contribution to national budget

2009/2010

376.8

899.0

41.9%

2010/2011

460.6

984.0

46.8%

2011/2012

556.0

1,194.2

46.6%

2012/2013

651.9

1,550.3

42.0%

2013/2014

763.4

1,677.7

45.5%

2014/2015

859.1

1,762.4

48.7%

2015/2016

983.4

1,808.8

54.4%

The Blue channel: This is a facility accorded to compliant taxpayers, which works by not subjecting their consignments to physical and documentary verification during the customs clearance process but rather allows their goods to be cleared faster and followed up with a customs post clearance audit. This cuts down on costs and time lost during loading and offloading of merchandise for inspection at the different warehouses. E-filing and e-payment: Here, taxpayers file their tax returns using their office computers or even laptops regardless of whether he/she is in Rwanda or outside on other business trips.

Tax to GDP ratio over 5 years

2011/12

2012/13

2013/14

2014/15

2015/16

Nominal GDP (Bn Rwf)

4,128.0

4,681.0

5,137.0

5,580.0

6,148.0

Tax Revenue (Bn Rwf)

556.0

651.9

763.4

859.1

983.4

Tax to GDP ratio

13.5%

13.9%

14.9%

15.4%

16.0%

REVENUE PERFORMANCE 2015/16 (Bn Rwf) Tax revenue target for FY 2015/16 was Rwf 949.2 bn; collections amounted to Rwf 983.4 bn; achievement of 103.6%; exceeding the target by Rwf 34.2 bn.

Domestic tax revenue collected by Southern Province amounted to Rwf 23.4billion; target was Rwf 18.96billion; achievement of 123.4%, surpassing the target by Rwf 4.4billion.

2015/16 tax revenue collection registered a growth of 14.5% in comparison with 2014/15.

Southern Province domestic tax revenue posted a growth of 35.3% compared to Rwf 17.3billion collected in FY 2014/15.

Total LG revenue collections (both tax & fees) amounted to Rwf 40.5bn against the target of Rwf 45.8bn, performing at 88.4% and recording a growth of 1%.

Electronic Billing Machines (EBMs): The EBM has inbuilt technology capable of reducing operative and administrative burdens. The machine is made up two components; it has a Certified Invoicing System (CIS) and a Sales Data Controller (SDC) and so facilitate businesses pay for their Value Added Tax (VAT) while reducing the tax collection cost.

LG revenue collection (tax & fees) in Southern Province amounted to Rwf 4.78billion against the target of Rwf 6.6billion; an achievement of 72.4%.

RRA’s decentralized taxes software: RRA has made a lot of inroads in the use of Information Communication Technologies (ICTs) to ease the collection of both fiscal and non-fiscal revenue on behalf of the government over the years. This led to local government revenue management to increase efficiency. God Card Scheme: RRA also provides privilege of the Gold Card Scheme to companies that maintain good compliance record in its dealings with RRA. At the customs point of entry to Rwanda, such companies’ goods are not subjected to physical verification but, instead, a post-audit is carried out from the company premises. This translates into expedited release process, front-of-the-line treatment, reduced costs and improved working relationship.

One Stop Border Posts OSBP facilities combine two stops for national border control processing into one and consolidate border control functions in a shared space for exiting one country and entering another, thus reducing travel time for passengers and freight vehicles. Nemba (with Burundi), Ruhwa (with Burundi), Kagitumba (with Uganda Rusumo (with Tanzania) and Petite Barriere (with DR Congo), have reduced border crossing time for trucks from 2-3days to very few hours. OSBPs under construction include the Gatuna (with Uganda) and Rubavu/Grand Barrier (with DR Congo).

Securing compliance

Taxpayers-appreciated by RRA in Huye.

Rwanda Revenue Authority holds open and regular tax dialogues with taxpayers to build a mutual understanding of tax issues and their operating environment. Every year, RRA conducts a Taxpayer appreciation day with an aim of showing achievements in tax collection and appreciating compliant taxpayers, strengthening partnership between RRA, private sector and local government through dialogues, establishing a strong foundation for social contracts among taxpayers to improve their tax compliance and communicating RRA trade facilitation initiatives aimed at enhancing conducive business climate. www.hope-mag.com

Architectural marvel set

to redefine Kigali’s Landscape ffThe architectural marvels and the designs are inviting to the eye and when you respond, they will not disappoint given the comfort you are bound to get. The red-carpet services in store and the overall feel of royalty do give great satisfaction. That is what awaits you.

elcome to Century Park Hotels and Residences in Nyarutarama, Gasabo District in Kigali, in a pristine location, covering an area of 9.6 Hectares. The Century Park Development consists of 16 luxury villas, 15 blocks of Royal apartments, an entertainment area with a high-end Lounge”Chillax”and an authentic Chinese restaurant “Tung”. The project will also feature a Luxurious 58 rooms Boutique Hotel with first class health club facilities, with a gym, swimming pool and jogging treck. Last but not least the 200 rooms Sheraton Hotel! Located just 20 minutes from the Central Business District, 15 minutes from Kigali International Airport and 5 minutes from the Kigali Convention Centre, the location is as convenient as it is immaculate. With the aim of achieving a melange of architectural beauty and environmental conservation, the project’s design includes a remarkable park for residents’ leisure.

Century Park Apartments The apartment buildings will form a residential cocoon nestled in one of Kigali’s greenest areas and are neighboured by a lake and the Kigali Golf Club. The apartments at Century Park will range in size and a variety of units will be available, ensuring there is something in store for everyone. The 2-bedroom apartments will come in 2 different variations, both equally lavish boasting 105sqms of living space in each unit. The picturesque 3-bedroom apartments boast a total living space of 138sqms and feature balconies of over 5sqms. The 3-bedroom apartments are some of the largest & most scenic units on offer. The 4 and 5-bedroom Penthouses apartments range from 210-243sqms with breathtaking views. These units will be offered in three variations and will be the largest units available. Residents of the apartments at Century Park will have access to the Boutique Hotel facilities as well as the community park.

The family oriented homes feature a cozy family room with an indoor bar on the ground floor overlooking a large lush garden. The design includes a modern kitchen with beautifully crafted countertops and a large walk-in pantry. Inside the 3 storey residence, you get to choose between 5 or 6 bedrooms, all en-suite and each room boasting its own balcony. The exclusivity and quality of these homes makes them a definite choice for individuals who value privacy and security.

In the garden “Chillax” operates an outdoor Gourmet Grill. This entertainment area is in a Prime location with an extremely modern architectural style has hosted some of the best corporate and social events for example the Cartier launch, CNBC/ Ericsson Delegates party, The President Paul Kagame’s Birthday Celebration, Celebrity weddings and Concerts etc.

Century Park Entertainment

The U shaped building offers a serene place to gather. The Hotel offers 58 rooms, a family oriented restaurant, a swimming pool, health club facilities and extensive meeting facilities as well as private dining rooms.

Century Park Villas.

The L - shaped building maximized the view towards the wetland. The upper floor is mainly for meetings and the exclusive, Kigali’s best lounge, “Chillax”. The Open lower ground level allows a panoramic view of the wetland and offers the most direct contact with nature. It is also the home to the authentic Chinese Restaurant in Kigali, “Tung”.

The Villas at Century Park will redefine luxury as you know it! These remarkable homes are truly one-ofa-kind, with ceiling heights reaching 19 feet allowing for a superb natural interior lighting.

The building has an expansive garden ideal for large parties or functions. The restaurant also features meetings and private dining rooms for 8 to 62 persons.

AUGUST 2016 ISSUE 67

Century Park The Boutique Hotel

Century Park The 5-Star Sheraton Hotel The 5 Star Sheraton Hotel will be ideal for highend guests with short to medium term stays. The hotel will feature 200 state of the art rooms, Restaurants, conference rooms, Swimming Pool and Health and fitness facilities.

Sonarwa General Insurance Consolidating, diversifying insurance services

ffAs new investors stream in the market, so does arise the need of expanding from the traditional into new products. SONARWA, one of the oldest insurance company in Rwanda has a number of traditional policies and products that are offered equally by its competitors, the major one being motor insurance which contributes more than 70% of the companyâ&#x20AC;&#x2122;s premium.

thers are; performance bonds, customs bonds, advance bonds and many others that are gaining prominence such as General accident, workers compensation and travel insurance as a result of the stability of the Rwandan economy in the region and African emerging economies.

Growth stimulates demand According to the economic performance outlook of the country in the first quarter of the year 2016 we have witnessed growth of imports especially of capital goods which take the form of equipmentâ&#x20AC;&#x2122;s and machinery, coupled with a booming construction sector that attracts Foreign Direct Investments (FDIs). This therefore catapults the imports of building materials and hence calling for a higher demand of SONERWA engineering products and related insurance services from the importers. 20 AUGUST 2016 ISSUE 67

Okurapa Samuel M.D. SONARWA

According to Mr. Okurapa Samuel, Managing Director of SONARWA General Insurance Company Limited, the growing building and construction sector has attracted the institution into venturing in property insurance, an area that had not been, in the past, prioritised by insurers given the varying level of risks. “Most of the properties are now being insured all along the sector’s chain, right from the level of construction onwards. The developers are therefore demanding for performance and advance bonds which SONARWA can ably provide as well as general housing insurance. With the development in the economy, prioritised goals and peace in the region, the confidence of investors that are anchoring their capital in the East African region has been earned. As new investors stream in the market, so does arise the need of expanding from the traditional known products into new products,” he considers. Property insurance, explains Mr. Okurapa, has gained prominence in the Rwandan market in the recent past and new high value estates have been established and SONARWA is at the fore front of handling insurance needs of the industry and mitigate associated insurable risks. SONARWA also provides general accident insurance which is subscribed to by most of the construction companies. As Rwanda increasingly turns into a destination hub due to the government commitment to promoting Meetings, Incentives, Conference and Exhibitions (MICE), travel insurance has inched out of shadows to gain visibility with SONARWA outlets registering a good show of performance in the same product. “ Rwanda’s ascendance towards hosting big conventions has come with a need of travellers to buy travel insurance cover. Our offices at Union Trade Center building do make big travel insurance sales,” explains the Managing Director adding that workers’ compensation insurance has, too, been getting underwritten by SONARWA, taken by institutions.

Going micro SONARWA’s strategic plan for 2016-2019 looks at exploring opportunities in micro-insurance. “There is a big number of people not gaining from conventional insurance. Our counterparts in Micro Finance Institutions move down to support the generally disadvantaged and low income people, mobilise them into growing a savings culture and later (the under privileged) borrow from the general pool of savings. So, SONARWA looks towards working with this category of our people and get them insured; if they do not get insured, the gains earned from savings and small investments will be eaten into and the effects will

most probably spiral to MFIs that lend to them. We want to insure the micro savers, so that they retain whatever they gain and continue growing,” explains the Managing Director. SONARWA will therefore partner with software developers to make it easy for the local and low income people to appreciate and be able to pay premiums from the comfort of their homes via accessiblemobile technology.

Bancassurance The model is being introduced and that will be in partnership with the commercial banks to allow our institution the use of the banks sales channels to distribute the company’s products. SONARWA’s newly formed department will link

Unique and efficient SONARWA has been around for sometime, built a strong time-honoured brand name through its competitive services. “We always build a rapport with every one of our clients whether through short or long term, instant or constant business interaction. We draw our loyalty from serving our clients as royals,” says the Managing director. Experience and a competent breed of professionals that deliver quick and quality services puts SONARWA a notch higher than other players in the industry. There are a number of institutions that are working with SONARWA, though there’s a general shift from underwriting institutions to individuals by the company’s retail department.

Experience and a competent breed of professionals that deliver quick and quality services puts SONARWA a notch higher than other players in the industry. There are a number of institutions that are working with SONARWA, though there’s a general shift from underwriting institutions to individuals by the company’s retail department. with banks and also attracting them (banks) to offer affordable loans to clients for them to be able to pay their premiums outright, other than staying uninsured for lack of cash to subscribe, an option with unlimited outcome of risks; in so doing there will be a synergetic relationship for both parties. Someone may be expecting money within one month but in the due course a calamity strikes without having insured their assets. So we are working with banks to get this challenge addressed,” promises Mr. Okurapa.

Reach SONARWA’s geographical footprint is among the well spread one in the country, represented in every province, with Ten agencies, 9 branches and a professional direct marketing team that penetrates into areas where agencies do not reach. The partnership with brokers compliments where the company has no representation. “Most of our revenues, for example in 2015, 60% were from brokers and agencies.”

To address the challenges of fraud infiltration and unwarranted litigations, staff capacities have been enhanced in risk management that should be looked at individual process owner and a web-based application, Insurance Enterprise System, IES, has been put in place. To enhance performance and optimise staff productivity, review of staff capabilities and eventual realignment is being carried by management.

Our Promise “We promise continued improvement in the quality and speed of delivering services to our customers. The over-spill in the media that sort of impacted on our image has enabled us to innovate and address the challenges with utmost commitment. The communication platforms have been opened for a free interaction and getting instant feedback through the social media. This has been of great essence. It suffices to, once again, thank our esteemed customers. You are a priority to us. Continue underwriting with us. We promise you efficiency and fast services,” concludes Okurapa.

www.hope-mag.com

John-Rwangombwa; the-Governor National Bank of Rwanda launch the Union Pay Card at the Kigali Serena hotel as Shen Yongxiang the Chinese ambassador to Rwanda looks on.

RSWITCH Taking Lead as

Rwanda's e-Payments enabler ffSince 2003, RSwitch Ltd has been a provider of e-payment switching in Rwanda and continues to drive the country’s electronic journey 13 years on.

h i le t h e Co m p a n y wa s initially established with the vision of running Rwanda’s electronic payment system, it has expanded to serve as a financial solutions entity offering various services to include; Financial interoperability, SmartCash debit card scheme, a debit card bureau, Automated teller machine services such as leasing, monitoring and maintenance among others. RSwitch’s SmartCash debit card

24 AUGUST 2016 ISSUE 67

scheme is key in enabling electronic payments for Rwanda’s banked population and remains one of the most interoperable cards in Rwanda on all Automated teller machines and POS terminals. “SmartCash is our very own local debit card scheme issued by banks in Rwanda allowing customers to make transactions across ATMs, POSs and online,” explains the RSwitch’s Ag. Chief Executive Officer, Jean Claude Gaga. “Our vision is to be able to interconnect all the electronic transactions in the country through a

solution that allows them to communicate. We have developed a platform known as eHuriro that supports banks, MNOs, MFIs and SACCOs. “Not only are we processing transactions for local and international schemes but we are also supporting monitoring and maintenance services for bank ATMs in Rwanda as well as offering advisory services to empower our clients on best options in financial services.” This remit over the past 13 years has fostered a huge interconnectivity between banks and platforms making the cost of transactions that much less.

SmartCash SmartCash is RSwitch’s local scheme of debit cards currently issued by local banks as well as the number one most interoperable debit card in Rwanda transacting across ATMs, POSs and online.

Partnerships Key partnerships forms another crux of RSwitch’s overall influence across the sector; with a special monitoring team on-hand to support partnering banks on all major issues with terminals, network stability and individual transactions on the company’s driven ATMs. One such partnership announced at the end of 2015 saw RSwitch develop Ehuriro, a financial interoperable platform to further ease access to financial services among banks, mobile network operators, microfinance institutions as well as Savings and Credit Cooperatives (SACCOs) in Rwanda; epitomising the kinds of relationships that have helped evolve the country’s digital finance industry since 2003. “Our local and regional financial institutions are in for a boost,” says Gaga. This initiative alone helps to interlink financial institutions, to create a seamless interface between banks, MFIs, and mobile network operators in Rwanda, and to ultimately allow customers to transfer or receive money across institutions. Gaga adds: “We already have ongoing connections via our EHuriro which are boosting financial inclusion as we connected to two Mobile Network Operators, 2 Commercial banks and 10 MFIs/ SACCOs. Furthermore, through a partnership with Union Pay International RSwitch has been processing all Union Pay International transactions in Rwanda. “In just the next couple of years, we want to be able to process all transactions in-house and to be able to do this across all channels, whether it’s mobile or card-based,” Gaga concludes. “On top of that, we will be producing and issuing international scheme cards for banks locally while ensuring that SmartCash is interoperable across East Africa with projected impact on boosting regional trade. “And then of course there is security. We are certified and responsible for ensuring that security is at global standards and we will progress again this year to help our clients get computerised and integrated with these schemes more effectively and safely. In 2015 we got 3.1 version of Payment Card industry recertification for security and compliance; making it the highest in East Africa.” www.hope-mag.com

Financing development projects

for poverty alleviation, improved livelihoods ff Incorporated in 1967, Development Bank of Rwanda (BRD) has a vision of becoming a world-class finance institution focused on accelerating Rwanda’s economic transformation Over the past five years, the Bank has been at the helm of providing long-term financing and advisory services to impactful entrepreneurs in key priority sectors – such as energy, agriculture, education, housing, and exports.

Finances

Housing

In 2015 The Loan book grew from Rwf 93 billion to Rwf

In its strategic plan 2016 – 2020, the Bank will inject $66.3 million to enhance its objective of providing affordable housing

125 billion. while Total assets grew from Rwf 132.8 billion post-split to Rwf 185.6 billion while Maintaining lead in long-term lending with approvals of Rwf 67.5 billion.

through twin pillars of mortgage finance and production of bankable housing.

� The projects in the pipeline include Rugarama

Positive development impact on the economy through creation of new 2,146 permanent and 8,923 temporary jobs, upsurge in tax revenues and addition of 10MW on the national electricity grid.

Park estate, Kimisange and Kagarama Estates & also Housing development in the six secondary cities – of Muhanga, Rubavu, Huye, Nyagatare, Rusizi and Musanze.

Energy

� BRD is committed to support the

Exports In 2015,

Government’s targets for electricity access to all Rwandans. In the Bank’s new strategic plan (2016-2020), USD 185 million will be invested in the Energy sector and an additional USD 638 million will be sourced from other stakeholders.

BRD financed 15 export-based projects under the coffee campaign to a tune of Rwf3.613 billion, contributing to the creation and maintenance of over 149 permanent and 3,654 temporary jobs. The overall output was estimated at 3,000 tons of green coffee & a turnover of Rwf 7.250billion, positively impacting on Balance of Payments.

The EGF facility is designed as a single facility with three separate windows, an investment catalyst fund, matching grant fund for market entry related costs, and an export guarantee facility.

RD’s development impact has led to the development of secondary cities and rural development; and also spurred the growth of financial services sector through extending affordable lines of credit to micro-finance institutions (MFIs) which easily lend to small and medium enterprises (SMEs) hence increased and broadened the bank’s outreach and advanced financial inclusion in Rwanda. Despite huge challenges such as sourcing for affordable long term funds, the bank has built strong partnerships with international development finance institutions (DFIs) whose support has been

28 AUGUST 2016 ISSUE 67

� Over

Strategy the past five year s, BRD has been

instrumental in financing the socio-economic transformation of Rwanda. With the recent completion of sell off its commercial business (equivalent to 31% of its business) to Atlas Mara, the Bank has an expanded and refocused mandate as a typical development finance institution.

Over the next five years, the bank will mobilize and invest

in the priority sectors – energy, housing, education, exports, agriculture, and infrastructure – a total of about USD 712 million which is expected to trigger additional USD 1.6 billion into the economy.

immeasurable. This is based on the Bank’s good track record in compliance with best standards and practices in areas such as governance, financial and operational standards. The bank’s loan book grew from Rwf 93 billion to Rwf 125 billion in 2015. In the same year, the Bank’s total assets grew from Rwf 132.8 billion post-split to Rwf 185.6 billion while maintaining its position as the leading long-term lender with approvals of Rwf 67.5 billion. The bank has continued to consolidate and register positive development impact on the economy through creation of new 2,146 permanent

and 8,923 temporary jobs, upsurge in tax revenues and the addition of 10MW on the national electricity grid.

Leading financier of priority sectors As the leading financier of long-term projects, BRD has been at the forefront of emergence of strong private sector investments into the priority sectors of the Rwandan economy as enshrined in the national development agenda (Vision 2020 and the 2nd Economic Development and Poverty Reduction Strategy). The bank’s financing objectives largely focus on almost all sectors of the Rwandan economy such as agriculture and livestock, manufacturing (including Agro- Industries), exports, mining, water and energy, real estate and housing, social infrastructures (education and health) as well small and medium enterprises (SMEs). In its mandate of financing projects with significant social impact on the lives of Rwandans, the bank injected Rwf 67.5 billion in 2015 to various sectors of the economy.

Agriculture The agricultural sector in Rwanda is very dynamic. It accounts for a third of Rwanda’s GDP, constitutes the main economic activity for the rural households (especially women) and remains the main source of income for the economy. Today, about 80% of the total population of the country is employed in the agricultural sector. The sector meets 90% of the national food basket and generates more than 70% of the country’s export revenues. It is therefore imperative that BRD supports the key sector. A number of programs are being initiated by the government in the agriculture sector including the intensification of sustainable production systems in crop cultivation and animal husbandry, building the technical and organizational capacity of farmers, promoting commodity chains and agribusiness, and strengthening the institutional framework of the sector at central and local level. In the same way, BRD aims at unleashing the potential of this sector, particularly in Agri-business.

The then trade Minister PS, Emmanuel Hategeka (C) hands over a prize to BRD's CEO, Alex Kanyankole (R) back in 2014 for the bank's role in supporting private sector development

The bank has financed both primary and secondary production by focusing on value addition. Smallscale farmers who are organized in cooperatives benefit from the financing. Milk Collection Centers are an example of the schemes that targeted the smallholder livestock farmers. Value chain financing is currently the main focus to growth and development especially when the market problems for primary agricultural products can be minimized. This advance ensures the good pricing of the products and quality standards of the consumer products to be processed. In its new strategy, the bank’s interventions seek to alleviate some of the binding constraints in agriculture which include supporting agro-processing Industries, provide risk management programs and mechanization.

greatly reducing on the country’s imports. This is meant to contribute to better service delivery through promoting the tourism service sector like building of hotels and setting up of service centered businesses. Financing Small and Medium Enterprises has been put to the fore front of the Bank’s main objectives. The Bank has also strengthened its position of being in financing SMEs of all kinds most especially agroprocessing, manufacturing and services through partnering with the Business Development Fund (BDF) which offers guarantees thus mitigating the major challenge for start-up projects (lack of collaterals/securities to access finance). Financing small and medium enterprises has been very vital in curbing down the unemployment problem in the country.

Through partnership with key stakeholders, BRD will provide support in – Agriculture me c h a n i z a t i o n , A g ro - p roce ss i n g, a nd investments in risk mitigation mechanisms. The bank has focused on enabling irrigation and broad mechanization investments to improve modernized distribution of inputs and providing leasing for mechanization equipment. As Rwanda aims to have at least 100,000 hectares of land irrigated by 2018, BRD contributes to this objective by providing debt financing to cooperatives and other investors carrying out irrigation projects.

Industry Under the industries and services sector, BRD’s financing seeks to enhance the growth of industries so as to augment production for exports and

Fred Mugisha in charge of the education department at BRD

Refinancing Microfinance Institutions Additionally, through its MFIs’ refinancing product, the Bank extends affordable lines of credit and rendering technical support to improve their operations. This has enabled BRD’s outreach all over the country and access to finance for SMEs basing on the nature of MFI operations and lending. This has played a significant role in supporting the Government’s strategy of increasing access to finance and financial inclusion for all Rwandans. Currently, over ten MFIs – including Letshego, Umwalimu SACCO, COOPEDU, among others – have benefited from this facility.

Social infrastructures BRD supports improvement of health care services in the country through financing projects that enhance the health sector by availing affordable and quality healthcare. In education, the bank has played an important role in increasing access and improving quality of both basic and tertiary education. This has been achieved through investments in Education projects, Education savings program and efficient management of student loan and bursary schemes. The bank has been very supportive to programs which include early childhood development, primary and secondary education, and promotion of Technical Vocational Education and Training (TVETs). With these interventions, the bank expects to lay the foundations for improved literacy, numeracy and child development needed to ensure better quality students for secondary and tertiary levels of education, and skills development for the labour market. www.hope-mag.com

Affordable housing Affordable housing has continued to be a priority for BRD’s financing following a 2012 study that indicated a very high housing market demand which requires national efforts and timely approach especially for the city of Kigali. The study showed that Rwanda needs more than 344,068 housing units by 2020 to be able to meet the growing demand. More than 35000 housing units on average per year must be constructed to meet this demand Hence BRD is working to promote affordable housing basing on two-twin pillars of “mortgage finance and production of bankable housing” through focusing on both short, medium and longer term market interventions to address challenges around housing finance in Rwanda. For instance in 2015, the bank BRD officials including Chief Executive Alex Kanyakore (C) chats with members of Ikundamahoro ltd, during a site tour financed construction of 152 affordable housing units; and additionally partnered with private real estate developers – such as Muhima Investment Company (MIC) and and financial investments and their long-term INKUNDAMAHORO – which greatly enabled the nature requires specialized financing terms. These growing population of the country access modern interventions are grouped into three main programs; Energy Generation, Energy Efficiency and Technical decent and affordable shelter. Assistance. Investments in energy generation have seen the bank financing hydro-power, bio mass and In its strategic plan 2016 – 2020, the Bank will peat fired energy projects and methane gas fired inject $66.3 million to enhance its objective of plants. providing affordable housing through twin pillars of mortgage finance and production of bankable housing. The projects in the pipeline include In collaboration with the private sector players Rugarama Park estate, Kimisange and Kagarama such as Rwanda Mountain Tea Company, the bank Estates, and also housing development in the six financed the construction and completion of Giciye secondary cities – of Muhanga, Rubavu, Huye, I and Giciye II mini-hydro power plants which led to overall contribution of about 10 mega Watts Nyagatare, Rusizi and Musanze. (MW) to the national grid. Through its technical assistance program, BRD in partnership with the Energy stakeholders also provides Technical skills in early stage development support, management and BRD is committed to support the Government’s operations, and structuring energy deals among targets for electricity access to all Rwandans. In others. the Bank’s new strategic plan (2016-2020), USD 185 million will be invested in the Energy sector and an additional USD 638 million will be sourced from other stakeholders. BRD’s interventions have been designed to address key constraints in the sector such as high startup costs and risks involved. Energy projects require significant time

Gahanga steel and hardware market

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Exports

As the Second Generation of Economic Development and Poverty Reduction Strategy (EDPRS II) indicates that export growth targets should grow by 28%, BRD plays an instrumental role in catalyzing private investment that will enable Rwanda to reach its exports targets. In 2015, BRD financed 15 export-based projects under the coffee campaign to a tune of Rwf3.613 billion.

These projects alone contributed to the creation and maintenance of over 149 permanent and 3,654 temporary jobs. Additionally, the overall output was estimated at 3,000 tons of green coffee and a turnover of Rwf7.250billion (or $8 million) that had a significant positive impact on the Balance of Payments. The bank recently signed a Memorandum of Understanding with the Ministry of Trade and Industry (MINICOM) to manage the Export Growth Facility (EGF). The facility is aimed at facilitating export oriented SMEs to access finance through interest subsidies, grants and credit insurance facilities to boost their exports. The facility targets exporters including SME’s, who export up to 40 per cent of their production, with a turnover ranging between, $50,000 to $1million. The EGF facility is designed as a single facility with three separate windows, an investment catalyst fund, matching grant fund for market entry related costs, and an export guarantee facility.

New strategy 2016 – 2020 Over the past five years, BRD has been instrumental in financing the socio-economic transformation of Rwanda. With the recent completion of sell off its commercial business (equivalent to 31% of its business) to Atlas Mara, the Bank has an expanded and refocused mandate as a typical development finance institution. In its elaborated five-year strategic plan (2016-2020) underpinned by four strategic themes – focused investments and growth; creation of strong partnerships; maximization of the development impact; and strong resource mobilization. Over the next five years, the bank will mobilize and invest in the priority sectors – energy, housing, education, exports, agriculture, and infrastructure – a total of about USD 712 million which is expected to trigger additional USD 1.6 billion into the economy. With continued support from key stakeholders - Ministry of Finance and Economic Planning (MINECOFIN), National Bank of Rwanda (BNR), and other development finance institutions – the bank is committed to its role of supporting the national economic agenda.

Airtel Touching Lives series

Lifts hope for children living in prisons with their mothers ffKigali, Rwanda. August, 2016 – “Enfant Chez Soi is an association that takes care of children living in prisons with their mothers by trying to give them a better life and an education.

Theophile and Marceline carrying their son who is handicapped

u y i s e n ge E m m a n u e l t h e Le g a l representative of Enfant Chez Soi says “According to the law every child has the right to an education, even those whose parents have been imprisoned. We have found that children born or living with their mothers in prison, do not have access to education. After seeing this problem, we started helping these children get educated by building them a kindergarten school” “We wanted them to have some form of education by 3 years old, the age at which they go live with their foster families as per the law – which helps them to easily adopt back into society”, adds Tuyisenge “Ever since its start ‘Enfant Chez Soi’ association also gave cows to all prisons in Rwanda. They also supply these children with materials such as basins, blankets, bed covers and soaps. Among other things, the association teaches mothers how to grow mushrooms and rear poultry so that children can have a

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Some of the kids who benefit from Enfant Chez Soi Association

balanced diet”, says Ingabire Clarisse who also manages Enfant Chez Soi. Uwihoreye Esperance a beneficiary of Enfant Chez Soi also narrates that “I went to prison in 2012 because of a theft case where I was working. While investigations went on I was taken to prison with my one year old son. I was so worried before I got there – I found that there were many other children living in prison

and this gave me hope that my child would survive too. Airtel Touching lives a show that airs on TVR and TV1 celebrates and assists the individuals and projects that are making a difference to the lives of people around them. In its episode 3 touching lives lifted hopes for children by offering assistance to Enfant Chez Soi Association inform of cows that will help to distribute more milk

About Bharti Airtel Bharti Airtel Limited is a leading global t e le co m m u n i c a t i o n s co m p a ny w i t h operations in 18 countries across Asia and Africa. Headquartered in New Delhi, India, the company ranks amongst the top 3 mobile service providers globally in terms of subscribers.

In India, the company’s product offerings include 2G, 3G and 4G wireless services, mobile commerce, fixed line services, high speed DSL broadband, IPTV, DTH, enterprise services including national & international long distance services to carriers.

In the rest of the geographies, it offers 2G, 3G and 4G wireless services and mobile commerce. Bharti Airtel had over 361 million customers across its operations at the end of May 2016. To know more please visit,

www.airtel.com

Marceline, Theophile and their son in the Touching lives studios

in all the prisons the association works with. Additionally Airtel touching lives also offered to boost the mushrooms project undertaken by Enfant Chez Soi association to increase productivity. Airtel touching lives also visited the family of Marceline & Theophile who live with their handicapped child a resident of Muhima, Nyarugenge district. “Jacques was born with a problem, he had jaundice in his mouth and his eyes. I did not know about this until our community health workers came to see me as I had given birth from home and they took me to hospital. I took Jacques to Kibagabaga hospital where we spent 2 months. At 6 months old, he was weak and could not straighten up, neither could he move nor switch positions like any other child. His neck was bent. I was later told to take him to Gatagara hospital – although we spent one week there because I did not have enough money”, narrated Jacques’ mother Marceline Uwajeneza “When I look at Jaques and see that he’s reached an age where he should be talking or walking like any other children, I feel like crying. Our family

Some of the kids who benefit from Enfant Chez Soi

seeks support, we would like to see our child get treatment be healed and we need a place to leave”, sadly tells his father Habakubaho Theophile “I don’t see a future for us if we don’t get support living with a child in this situation. If we get support, my heart would be calm because life would change for the better. This would make me happy”, Marceline adds Nonetheless, after visiting and assessing what

Theophile and Marceline’s family need, Airtel touching lives decided to support the family by providing medical assessment and support of their child. Among other things Airtel touching lives provided the family with a small trading business which will help them to pay rent, take the child to hospital and live a good life like others. The Airtel Touching Lives Initiative airs two stories per episode on TVR at 7:30pm and Tuesdays on TV1 at 6:30pm for 11 weeks www.hope-mag.com

WASAC Behind Rwandaâ&#x20AC;&#x2122;s Water and Sanitation quick turnaround

ffSince the institutionalization of Water and Sanitation Corporation Limited (WASAC Ltd) one and a half years ago, following a decision by the Government of Rwanda to unbundle the Energy Water and Sanitation Authority ( EWSA ) and establish two business oriented Corporations responsible for Energy as well as Water and Sanitation, the WASAC Board of Directors and the Management, with the support of the Ministry of Infrastructure undertook the initiative to take stock of priority actions that would offset challenges that impeded former EWSA to deliver its mandate.

WSA faced numerous challenges, including tedious client billing procedures, financial m i s m a n a ge me nt , b u re a u c r a t i c procurement processes, low water production to insufficient distribution networks, which the split was partly supposed to address and ensure Rwandans got uninterrupted water supply.

and management was to develop a robust and dynamic governance structure filled with staff capable of delivering company mandate and put in place effective internal procedures which foster efficiency transparency and accountability. WASAC employed staff under the approved structure at 96% where 595 staff out of a targeted 615 to start with were recruited and placed in their respective positions.

The former have been fully achieved in Huye and Muhanga which have been water scarce towns, while big strides have been made in Kigali City, Rusizi, Nyagatare, Kayonza, Rwamagana, Ruhango, Nyanza and Rusizi where projects which address water shortage will be completed this year. Next the board and management had to put in place internal controls in procurement and financial management.

The board and management was aware of the uphill task it faced, especially in revamping the sector, when the company was formed. To fulfill this, measures were put in place to improve the firm's efficiency in service delivery, with a number of projects that aim at satisfying the current water demand countrywide. On the onset, the immediate action undertaken by WASAC board

As a result, within the short period of its existence, WASAC has achieved a number of milestones which lay down a foundation for a better future for the company.Two of the fundamental requirements by any water and sewerage utility namely acquisition of a credible billing system and meeting water demand for customers have been greatly achieved.

This included an electronic billing system, which was done internally and is recognized today as one of the best in the region. The electronic billing system, called Customer Management System (CMS) has been integrated with all commercial banks and mobile telecommunication service providers operating in Rwanda. Today it facilitates water customers in paying their water

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H.E President Kagame inaugurated Nzove II Water Treatment Plant

bills without attending and queuing long hours at WASAC branches as was the norm, eliminated errors and manipulation of revenue entries in company accounts and has enabled WASAC build capacity of its staff working in IT and commercial departments. In addition, thanks to the CMS, WASAC today can bill up to 100 per cent of their customers, up from the previous 59 per cent of the users they were able to bill under EWSA. The body is set to launch in the next few weeks a live billing system which will produce and deliver bills in real time as meter indexes are read at customersâ&#x20AC;&#x2122; residences. This will enable WASAC to reduce its billing time from 30 to 15 days and thereby improving on a cash flow and service delivery. The utility also put in place a financial management system using the Enterprise Resource Planning (ERP) software by Oracle which guides in the planning process. It has four modules for finance, human resource, commercial and stock management. It is an integrated system that allows procuring, paying salaries, and making receivables and payables controlled through it enabling WASAC to have accurate financial statements. It has manuals for financial management, commercial procedure, operation maintenance and asset management and communication. In addition, it also entails a code of conduct for staff, which is the guiding principle that WASAC follows in implementing the vision and mission of the company. After that, an interface for the billing system and the ERP were built as part of making the internal controls more efficient. This enables WASAC resources to be used in a manner that is sustainable; and migrate from getting quarterly to annual financial statements.

When it comes to performance improvement, the board and management developed a Performance Improvement Program (PIP) last year which tracks the implementation of performance indicators by employees. It developed 15 indicators that help them to improve the performance of employees. PIP is a capacity building tool that teaches employees not only in theory but by practice, starting with improving customer care and time of response to a water problem such as water leakages. A toll free line, 3535 is in place, enabling members of the public to report leakages. Use of social media, websites and branch managersâ&#x20AC;&#x2122; telephone lines also support constant interaction with consumers to ensure fast feedback. Besides, WASAC is in the process of installing electromagnetic meters which have sensors for alerting the system of leakages, enabling prompt pipeline repairs. Intensive awareness campaigns to inculcate a culture of good water usage and payment practices throughout the country have also been carried out. PIP has indeed generated quick wins in corporate objectives to accelerate the transformation of WASAC into utility that will meet the aspirations of Rwandaâ&#x20AC;&#x2122;s fast-growing economy. It was launched by Honorable Minister of Infrastructure, James Musoni on 13th July 2015 and official implementation of the 90-day program started on the 1st October 2015. The overall performance over the 90-day period indicates great improvement in all indicators as follows; the average billing increased by 15 per cent from about Rwf 1.11 billion to Rwf 1.27 billion. The average revenue collection increased by 105 per cent from Rwf 902.8 million to Rwf 1.8 billion; including collection on water bills,

which increased by 78 per cent from Rwf 902.8 million to Rwf 1.6 billion. Average collection efficiency during the 90 days improved by 55 per cent from a baseline performance of 81 to 126 per cent. The cash operating margin increased by 321 per cent to Rwf 438 million while the average non-revenue water (NRW) reduced by 9 per cent, from a baseline of 38 to 34.6 per cent, the lowest in the region today. Non-revenue water (NRW) is the difference between the supplied and billed water. After successful completion of the 90 days program, WASAC launched PIP successor program of six months starting from February 2016 in order to maintain the performance. The management of WASAC conducted monthly PIP evaluation and awarded the best performers. Thanks to PIP, the corporation improved technical performance through reduced uncounted for water, improved workmanship, increased water production and distribution, increased quality of water and service coverage. PIP has also helped WASAC in project implementation, where they have had more places now connected to water and increased water production across the country. In the last financial year 2015/2016, 338,466 new households were supplied with clean water (17,000 in urban areas and 321,466 in rural areas). The current water access is at 84.8 per cent countrywide up from 52 per cent at the time WASAC was started. The body projects the figure to rise to 88 per cent in the current fiscal year. www.hope-mag.com

708 km of piped water systems were constructed with 555km completed in rural areas, and 153 Km in urban areas. Notably, the Nzove I water treatment plant was completed during the same year resulting into additional water production of 25,000 cubic meters per day in Kigali, making the total production 90,000 cubic meters per day. This was part of what enabled water supply to remain stable throughout the year under review at an average of 22 hours of service per day. The project was aligned with the Government of Rwanda’s policy objectives delineated in its Second Economic Development and Poverty Reduction Strategy (EDPRS 2) to achieve universal access to water and sanitation and to improve the quality of water consumed. In his address after touring the plant, President Kagame called on leaders and citizens to work together to ensure that every citizen takes advantage of the new infrastructure and uses it to their benefit. President Kagame said such infrastructure will go a long way in reducing water costs in the city, and the nation in general. Located on the Nyabarongo river side, next to the Nzove I Water Treatment site in Nzove Cell, Nyarugenge district, the Nzove II water treatment plant has eased water shortage in the city suburbs of Nyamirambo, Gikondo, Kabeza, Kicukiro, Kagarama, Samuduha and Busanza, according to the ministry of infrastructure. The president of Culligan International, Laurence Bower attributed the successful implementation of the plant to wonderful teamwork among all that were involved in the project. Works have started on Phase two of the project that includes the expansion of Nzove 1 and 2, to generate an extra 40,000 cubic meters per day and they expect to complete it in nine months, which is during this fiscal year. The additional 40,000 cubic meters per day from the two plants will bring the total water production in Kigali to 130,000 cubic meters per day, effectively meeting the city’s demand. Once complete, access to water in Kigali will be at 100 per cent—with a surplus of 20,000 cubic meters per day, much to the advantage of homes, businesses and industries. The project is costing the government up to US$ 7.4 million (about Rwf 5.7 billion) which, according to the ministry of infrastructure, is much less than what they spent on previous water treatment plants. The newly finished

plant meant that WASAC now operates 22 water treatment plants across the country with a total production capacity of 43,558,705 cubic meters per year. Over the last two years, volumetric water production has tremendously increased by 3 per cent from the previous financial year 2014/2015’s of 42,193,934 cubic meters.

manifested in Kigali city compared to other areas/ towns and this is because WASAC has invested in expanding the treatment plant and extending the service demand to reach out new established estates and settlements:

This is majorly attributed to expansion, upgrading and rehabilitation of water systems triggered by the growing demand due to rapid urbanization. Major increases in water production/supply were

Minister Musoni signed Water and Sanitation sector performance contract with the WASAC Board Chairperson, Gisele Umuhumuza this month after laying a strategy to implement the 2016/17 sector projections. According to Minister of Infrastructure, Honorable James Musoni, the Government of Rwanda has committed itself to ensuring increased and improved access to clean water in urban and rural areas and providing a good environment for doing business with more efficient planning.

2016/2017 targets

The minister said the government is encouraging development partners in the water sub-sector while at the same time, attracting private investors to invest in the sector to meet EDPRS II targets of 100 per cent access to clean and affordable water by 2018. The WASAC Board Chairperson reaffirmed that in 2016/2017, efforts will be made in strengthening water supply networks in Kigali and secondary Cities. She added that rural water supply systems will also be rehabilitated. “Further efforts will be made in waste water management in Kigali by constructing the Kigali Centralized Sewerage System and other waste management initiatives will be made in secondary cities,” she said. The Kigali Centralized Sewerage System will be constructed with the main objective of improving collective sanitation services through consumer connections to a sewer networked in the city, along with the construction of a wastewater treatment plant. The implementation will be done into phases and currently the detailed engineering designs for phase one of this project which covers Kigali Central, Kiyovu and Muhima is at 95% progress and final draft of Engineering design has been submitted. It is also projected that access to clean drinking water will increase to 88 per cent by constructing 512 Km of water systems in rural areas giving access to clean drinking water. There will also be 25 new boreholes constructed in Nyagatare District and 65 rehabilitated in Kayonza District in the Eastern Province increasing the water production capacity from 45,031,510 to 48,379,510 cubic meters per year, considering the increased production set to come from the

The utility company won in the category of Water Leaders’ Award is in recognition of efforts that have seen revenues of the firm double while billing efficiency reached 100 per cent. WASAC beat 3 other utility companies from Indonesia, South Africa and Grenada to scoop the top prize. Sano said that award was dedicated to President Paul Kagame for his leadership and governance. 40 AUGUST 2016 ISSUE 67

The newly completed Nzove II Water Treatment Plant

Nzove II, Mpanga, Muhazi and Nyagatare water treatment plant projects. WASAC will continue improving its efficiency through provision of better administrative and management support services. This is expected to increase the revenue collected annually from Rwf 16 billion to Rwf 21 billion. The body hopes to do this by improving live billing, monitoring of meter reading based on performance contract, inspection of commercial field officers and the re-enforcement of Customer accounts Conformity and Recovery Operation (CaCRO). Reduction of water loss from 35 to 33 per cent is also projected through the isolation of 6 branches by installing District Metering Areas (DMAs) and floating valves to 25 critical water reservoirs. Submitted Financial reports will also not be left out as the body will seek to enhance the efficiency of its operating systems and improve its business performance (cash margins).

In addition, human resources management support functions will be provided adequately and timely through having more technical trainings for the staff on water supply systems, sanitation services, use of Oracle ERP software and total quality management. “We want to continue becoming more efficient in terms of easing service to our customers, increased revenue and improved tremendously the quality of our water,” says James Sano, the utility’s Chief Executive Officer. “We are optimistic that given where we have come from and where we are going we shall achieve 100 per cent soon.” Indeed, the fast turnaround that has been made by WASAC is remarkable. The company was recognized at the Global Water Summit held in Abu Dhabi in the United Arab Emirates for a fast turnaround in financial management and utility operations in 2015 in April this year. The utility company won in the category of Water Leaders’ Award is in recognition of efforts that have seen revenues of the firm double while billing efficiency reached 100 per cent. WASAC beat 3 other utility companies from Indonesia, South Africa and Grenada to scoop the top prize. Sano said that award was dedicated to President Paul Kagame for his leadership and governance.

Strategic direction WASAC will continue to i m p le m e n t i t s 5 - ye a r strategic business plan that guides all the corporation’s work plans for continued improvement in provision of water and sanitation services.

The Strategic Business Plan remains a road map to guide the corporation in its phenomenal performance and aims at maximizing revenues and optimizing costs in order to achieve widespread between revenues and costs. This will be done by prioritizing available public funds to implement high impact water and sanitation projects , considering wavering taxes on water and sanitation projects as well as end user tariff , tariff adjustment for complete cost recovery, revising WASAC’s structure to implement rural water supply projects, reducing Non-Revenue Water, improving customer care, improving the collection/billing ratio, reducing client arrears and improving water and sanitation service coverage. “Each of these strategic options is supported by concrete strategies to ensure measurable progress in implementation and accountability,” Sano said.

Way forward WASAC remains determined and committed to striking the balance between the social principal of the right to access quality potable water and proper sanitation services and the corporation’s objective to optimize financial sustainability by ensuring that all eligible consumers access its services at affordable and cost effective tariffs and that, needs of disadvantaged groups are comprehensively and fairly addressed. “We urge all our development partners and stakeholders to continue supporting and guiding the corporation towards turning her vision and mission into reality. The management is determined to ensure the best use of available supports, any opportunity the future may bring and fair consideration of the interests of the various stakeholders. We remain determined and better positioned to be a model in the provision of safe drinking water and sanitation services,” Sano closed. www.hope-mag.com

FOCUS ON MANIFESTO REVIEW

FOCUS ON

Celebrating Rwanda’s Long Walk: Consolidating the Gains, the promises made to the Rwandan People by His Excellency President Paul Kagame in his second mandate’s political campaign and on 6th September 2010 in his inaugural speech at his swearing in ceremony to lead Rwanda for the next seven years and how much of that has been attained s what this review is about.

he promises made to the Rwandan People by His Excellency President Paul Kagame in his second mandate’s po li t i c a l c a m p a i g n a nd o n 6 t h September 2010 in his inaugural speech at his swearing in ceremony to lead Rwanda for the next seven years and how much of that has been attained s what this review is about. During the orientation given by the President of the Republic on both 13th September 2010 at the Prime Minister’s oath-taking and on 7th October 2010 when Government Ministers were sworn in, he clearly stated that priorities would be maintained, achievements made replicated several times and also called on the Rwandan people to develop a promptness culture. President Kagame’s mandate began prior to completing the EDPRS targets, five Years to conclude MDGs targets that were agreed globally, and halfway towards our Vision 2020 as Rwandans. This Seven Year Programme was therefore developed taking into account all those targets. Government has continued to build on the achievements in the areas of Good Governance, Justice, Economy and Social Wellbeing; improved, strengthened, developed and ensured quick

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implementation of programmes to multiply the achievements made so far. During the course of this mandate, Government has continued to give priority to UNITY of Rwandans for the society to keep rebuilding mutual trust, increased patriotism, self-sacrifice for the Nation and promoting Rwanda’s interests and those of Rwandan People to reverse the ideology of past leaders who based themselves on discrimination and divisionism until it culminated into the 1994 Genocide against Tutsi. G ov e r n m e n t h a s fu r t h e r c o n s o l i d a t e d DEMOCRACY as a form of administration in which citizens participate and work to promote their interests and strive for sustainable DEVELOPMENT accessible to all without any exclusion from the benefi ts offered by Rwanda as a Nation. The President’s manifesto has been implemented around four pillars upon which was built the previous mandate programme namely: Good Governance, Justice, Economic Development and Social Wellbeing. The overall goal IS TO SHIFT RWANDA FROM A POOR COUNTRY TO A MIDDLE INCOME COUNTRY.

46 PILLAR ONE

GOOD GOVERNANCE 50 PILLAR TWO

JUSTICE SYSTEM 52 PILLAR THREE, PART 1

RWANDA'S ECONOMY 54 PILLAR FOUR

SOCIAL WELL-BEING

Achievements Pillar One

GOOD GOVERNANCE In the area of political administration, the decentralisation policy has been enhanced with an increment in peopleâ&#x20AC;&#x2122;s participation in electing their leadership as reflected in 2011, where participation in electing members of parliament reached 96% and 78.1% participate in Umuganda. The law governing decentralized entities has been revised to clearly define responsibilities of the local entities and different orders implementing this law are in place. To monitor implementation and accountability, planning, monitoring and evaluation efforts have been amplified. In 2012/13, the Office of Auditor General covered more than 75% of public institutions audited and came with lean audit opinion: 45 entities representing 32%; except for audit opinion: 32 entities representing 23%; adverse audit opinion: 61 entities representing 44%; Disclaimer audit opinion: 1 entity representing 0.7%. Government targets to reach 100% of clean audit opinion in the audit report of the Financial Year 2014-2015.

President Kagame at the Comesa Heads of State and Government Meetings

Cooperation between the Government, the Private Sector and the Civil Society through sectors and districts through the Joint Action Development Forum (JADF) has been strengthened backed by a Prime Ministerâ&#x20AC;&#x2122;s Instruction determining the Organization and functioning of JADF is in place with a secretariat at each district and a permanent staff in charge JADF coordination under the guidance of Rwanda Governance Board. www.hope-mag.com

FOCUS ON MANIFESTO REVIEW

education with the participation rate standing at 70% of Rwandans above 7 years. Streamlining a sensitisation programme of all Rwandans on civic education and Government programmes is ongoing. This has involved streamlining it into the curriculum of Itorero and citizens are sensitized on government programs in different fora including Umuganda, Visit of Ministers to LGs and other meetings with citizens.

President Kagame attends UR Graduation

Some districts have JADF at Sector level while others have District Investment Groups (DIGs); Members of the Forum actively participate in the preparation and implementation of district and sector Imihigo. Enhancing unity and reconciliation among Rwandans through establishing unity and reconciliation’s platforms has been strengthened including conducting research by the NURC in 2012 which indicates that Rwanda Reconciliation Social Cohesion Barometer stands at 80%. Social Mobilization has been carried out and citizens sensitized to protect public property as their own. Among the property-related laws passed are an organic law on state property and finances, management of abandoned property, land law

Parliament of Rwanda

46 AUGUST 2016 ISSUE 67

was revised and provides for better use of land resources, public land was demarcated and an inventory of public land established, big government infrastructures have been insured against fire and other material damage and a team was put in place to advise on management of public movable assets and space. As a way of strengthening civic education, the National Itorero Commission (NIC) “Itorero ry’Igihugu” has been consolidated and decentralized up to cell and village levels established by the law with a fully fledged civic education academy at all levels of Local Government (District, sector, Cell and Village); Secondary school students and various categories of Rwandans are trained on civic

Ndi Umunyarwanda program is implemented across all categories of Rwandans and encompasses civic education. A National Service Programme on permanent basis to work for the country, at least one year without pay, especially for the youth and to sensitise Rwandans to volunteerism. All S.6 leavers join Itorero and participate voluntarily in the national service which, to date, has attracted over 90,000 Rwandan Youths. Rwandans have been sensitized on quality work, delivering good and quick customer services. RDB was given an overall mandate of enhancing customer care and good service delivery in all businesses and, at local level, service delivery and improvement of customer care are part of the imihigo. Customer care campaigns were launched in December 2012 and a National Service Delivery Taskforce was put in place to inspect, monitor and advise different institutions on customer care and better service delivery. The Taskforce inspected different places such as Banks, Hotels and Restaurants, Super markets, Air &Public Transport, and Government offices such as EWASA, One-stop centers and different local administration offices.

The East African Community Regional Summit on terrorism

Service Charters were developed in both central and local Government institutions and their implementation evaluation exercise was conducted during the Service Delivery Campaign from 24-28 February 2014 by a joint national team (MINALOC, MINISANTE, MIFOTRA, RDB, RGB, RURA, NIC, PSC, LODA and PSF in all 30 Districts and Rwanda Management Institute (RMI) developed a training module and conducts annual training sessions on Customer care and service delivery. As a result, Citizens Report Card 2012 and Citizens Report Card 2013 revealed drastic increase in Citizens’ Satisfaction on service delivery at local level. The government has continued to offer sustained assistance to Rwandans afflicted by consequences of genocide, uprooting genocide ideology and all other forms of discrimination. A total of 24,141 students in secondary schools receive school fees and scholastic materials; 15,000 students in Higher Learning Institutions receive tuition and monthly living allowances; and up to 2013, a total of 85,958 students have completed secondary school, 9,933 completed University whereas 1840 have completed vocational and short courses under this direct financial support. Today, 18,000 beneficiaries are supported with special medical treatment while 600 women who were victims of rape during the genocide against Tutsi are given financial support for income generating projects and 43,826 houses have been constructed for genocide survivors and 800 houses for the neediest Genocide survivors have been renovated. Also 21,039 neediest genocide

survivors including 1,502 Incike are supported with monthly direct support allowances. Fighting corruption, injustice, awareness and protection of individual rights has involved revising a law governing the Office of Ombudsman to, among other things, accommodate the National Anticorruption Advisory Council. The law protecting whistle blowers is in place and the leadership Code of conduct was revised and there are hotlines at national level and suggestions boxes at all District offices and some Sector offices where information on suspected corruption is reported. Corruption related cases are given priority in Rwandan courts and a list of convicted people is published by the Office of Ombudsman. According to Transparency International Corruption Perception Index (2013), Rwanda was ranked 49th worldwide with 53 scores, and 4th in Africa after Botswana, Cape Verde and Seychelles.Sensitizing all Rwandans through leaders of all organs (Public and private, civil society, religious denominations) on East African Community – the significance of operating in a wider market has, too, been emphasized. Training sessions have been carried out on EAC integration and freedoms and rights provided for by the EAC Common Market Protocol for different target groups which include 128 members of the PSF chamber of women entrepreneurs, 163 members of the PSF chamber of tourism, 108 members of the chamber of Liberal Professions, Parliamentary Commission of Foreign Affairs and Cooperation, members of the forum of political parties, District PSF committee members, coordinators of the

National Youth Council, representatives of the Youth Cooperatives from several Districts, and women representatives, etc.; The Ministry of EAC established 60 EAC Integration Clubs in 60 secondary schools and debate competition involving 60 clubs(2 from each district) were concluded successfully at the District, Provincial and National levels.Six schools that qualified at National Level were awarded on October, 8th 2013; Border communities at Kagitumba and Akanyaru border posts were sensitized on the EAC integration and EAC simplified trade regime and EAC weeks are held every year and marked by a series of sensitization activities which include policy debates on EAC integration bringing together the Government Institutions, Private Sector and Civil Society were organized; TV programs and radio talk-show programs were produced and aired on different radio stations covering a wide range of topics on Regional Integration including the EAC Common Market Protocol. MINEAC also operationalized a hotline allowing the general public to call in and access information quickly. Questions raised focused on the implementation of the EAC Customs Union, Common Market, Monetary Union, and Political Federation. Regarding other regional economic blocks, Rwandans are encouraged to take benefits from Rwanda’s integration in COMESA, Commonwealth etc. � Achievements in Good Governance to be continued in the next edition www.hope-mag.com

FOCUS ON MANIFESTO REVIEW

PILLAR 2 Part 1

JUSTICE General

ffThe delivery of Justice in general has involved empowering and building capacity of all judicial organs so that they operate in all districts in order to serve Rwandans better especially, using Justice Access Centres which saw cases brought to courts be reduced by at least 20% every year.

GacacaCourts

Abunzi The process of expending the competence of Mediation committees’ (Abunzi) has been started and the increased competence and jurisdiction of Abunzi were included in Draft Organic Law modifying and complementing Organic Law N° 02/2010/OL of 09/06/2010, relating on organization, jurisdiction, and competence and functioning of the mediation committee. The organic law is currently in Parliament/Senate. The organization and function of MAJ and Abunzi Activities has been streamlined, whereby MAJ staffs were included in the organization structure of MINIJUST. Among three MAJ staff operating at district level, one of them is principally in charge of coordination of gender based violence and Abunzi committees. Ministerial Instructions related to the functioning of decentralized Justice Sector committees established in districts is in place. Mediation committee members (Abunzi) are regularly trained about using the reporting forms and mostly used laws and equipped with basic materials (Scarves, forms, registers and metallic Boxes). More than 80% of disputes under the competence of mediation committee are solved while Ministerial orders determining courts fees have been put in place with the aim of reducing cases brought to courts of law. 48 AUGUST 2016 ISSUE 67

Inteko z’abaturage have been streamlined to solve population’s disputes and they contribute to the reduction of cases reaching the courts.

Bailiffs The justice sector has streamlined the functioning of bailiffs in charge of execution of judgments so that all judgments rendered by Gacaca courts and other ordinary judgements are executed. The profession of bailiffs has been streamlined by Law and one MAJ Staff at district level has been entrusted with execution of Judgments whereas non professional court bailiffs from all administrative entities (Executive Secretaries of the cell) were trained on the execution of Judgments to facilitate in the enforcement of court decisions.

GBV The government has invested in efforts to fight violence against children and women and domestic violence so as to eradicate the culture of hiding that crime in Rwanda. Among 3 MAJ Staff at District level, 1 is particularly in charge of Gender Based Violence cases while Isange One Stop Centre is being incorporated into all district hospitals and a special unit created in Rwanda National Police to fight against GBV. Special attention is given to GBV cases in courts of law, keeping in line with the call of HE the President of the Republic during

the inauguration of the 2014 Judicial Year. Women organs collaborate with local government leaders in organizing campaigns against GBV and the culture hiding GBV crimes while the empowering of women to undertake income generating activities has helped to fight some forms of GBV.

Juvenile justice The government also removed any reasons leading to children being detained for a long time without trial by providing them with legal assistance, which saw the initiation of the legal aid week organized in all districts (30) and prisons (14) of the country in 2013 while through the Legal Aid Forum, minors in prisons are identified, their cases given priority in courts hearings and given free legal services. MAJ gives legal assistance to all categories of people; women, men, minors, disabled, free of charge. In accordance to the law establishing the bar association in Rwanda, professional court bailiffs give free legal aid services to Minors which prevents possibility of minors being detained for long without trial.

Fighting corruption The government prosecutes all persons who embezzled public funds, those who cause financial loss to the State and those who lead the state into unnecessary court cases and to recover all public

funds embezzled/misused. GoR is represented in all courts cases and with the increasing capacity in state attorneys, the rate of cases that Government wins has reached 83.3%. The recovery process of embezzled public fund was started and chief budget managers, Permanent secretaries, Executive secretaries, Director Generals are always cautioned to avoid decisions which may lead government into unnecessary court cases. Meetings are held between the minister of Justice/Attorney General with Government attorneys from the BNR, RRA, RSSB, RPPA, RDB to streamline government representation in courts especially with regard matters rising in government contracts and ministerial instruction on modalities of contract negotiations have been enacted and published.

TIG The government has improved modalities of implementing TIG so that the program yields better results, help in reintegration of ‘Tigistes’ who completed their term and keep encouraging them to reconcile with those they wronged. Rwanda Correctional Services (RCS) was put in place and given, among other things, the responsibility of managing community service as alternative penalty to imprisonment (TIG) and different programs including training unity and reconciliation are in place to help Tigistes to reintegrate into the community. Other Government Developmental activities such as Umuganda build trust between them and the population which facilitates easy integration of Tigistes after serving their penalty.

Community service The government has devised ways and means in which laws provide for community service for

ordinary crimes so that detention facilities do not exceed their detention capacity as regards the number of detainees. Community service as alternative penalty to imprisonment (TIG) was extended to ordinary crimes by law instituting the Penal Code while the Institute Fof Legal Practice and Development (ILPD) developed and conducted trainings on best practice guidelines for Judges in the exercise of their discretion when imposing Non-Custodial Sentences.

Gacaca Documentation Centre The government has built a documentation centre to archive documents and evidence of the crime of the genocide perpetrated against Tutsi collected during Gacaca Courts proceedings in a bid to promote research and document the role of Gacaca courts in judging many genocide trials and help Rwandans repent, know the truth and resume peaceful coexistence. The documentation centre for Gacaca archives has been completed and is housed within Rwanda National Police Headquarters, accessible to all interested users. The Physical rearrangement of boxes with Gacaca court records in all provinces has been completed while the digitisation process of the documents is also ongoing where a utilisation mechanism between CNLG, RNP and MINNIJUST has been agreed upon.

Tracking genocidaires The government continues to collaborate with different security institutions in tracking genocide perpetrators in countries where they sought refuge so they can be prosecuted in those countries or be sent back to face justice in Rwanda; to expedite the process of signing extradition protocols so that at least 90% of countries hosting genocide

suspects bring them to justice. The Genocide Fugitive Tracking Unit (GGFTU) was strengthened by giving it additional staff and their level was upgraded; genocide fugitives’ case files have been prepared and indictments were submitted to countries hosting the fugitives for action. So far some countries (Netherlands, Canada) and the International Criminal Tribunal for Rwanda has extradited genocide fugitives to Rwanda while the International Crimes Unit was strengthened by providing it with a Prosecutor who possesses International Standards, and legal advisor. Due to the challenges in investigating and prosecuting case files from ICTR, government is in the process of recruiting an International investigator.

Post-ICTR The government is following up the phasing out of ICTR activities, more particularly in order to make sure that people not judged by the International Criminal Tribunal are handed over to Rwandan courts and requesting ICTR that those tried by it be sent to Rwanda to serve their sentence and that ICTR documents be archived in Rwanda. The follow up on the phasing out of the ICTR was conducted and some files and some genocide suspects have been transferred to Rwanda; The ICTR‘s documentation centre “UMUSANZU W’UBUMWE N’UBWIYUNGE” was handed over to Government of Rwanda and the Government is in process of nominating a focal person who will be responsible in following up day to day the activities of phasing out of ICTR as well as the transfers of more files of genocide fugitives. � Achievements in the Justice sector to be continued in our next issue

Judges and EACJ staff at the workshop for Judges of the National Courts & Civil Society that opened in Kigali 2014

www.hope-mag.com

FOCUS ON MANIFESTO REVIEW

PILLAR 3, PART 1

ECONOMY fAgriculture f and Animal Resources: Building foundations for a food secure Rwanda Improving productivity The government has committed to improving agriculture through land consolidation, use of inputs (improved seeds and fertilizers), fighting soil erosion, mechanization and irrigation. Out of the targeted 165,596 ha of radical terraces by 2017, a total of 93,453 Ha (56%) have been achieved and out of the targeted 1,054,661 ha of Progressive terraces by 2017 the 902,173ha (85.5%) have been registered with mechanized farming now at 15% out of the targeted 25% by 2017 (60%) Farmers have been encouraged to grow crops that are more productive and profitable in their regions i.e. where they have comparative advantage. Land consolidated up to season 2015 A, was 815,841 ha (83%). In 2016 Season A, consolidated land per crop has been realized to great extents. Promoting research on seeds; establish seed multiplication nurseries and disseminate research findings to the end users so that use of improved

seeds increases from 40% to 100%has been emphasized. Today, 41.0% of farmers are using improved seeds for Crop Intensification Program subsidised crops (58.5%) while land consolidated land up to the Season 2015 A was 815,841 Ha (83%). Through TWIGIRE Muhinzi, in 2015 B, more than 10,000 demonstration plots and 5,500 FFS learning plots were set up all over the country reaching more than 400,000 and 130,000 farmers respectively. More than a million farmers joined the Twigire muhinzi groups in their villages. Marshland and hillside irrigation has been promoted, covering 39,160ha in total and the use of inorganic fertilizers, especially on radical terraces currently stands at 32kg/ha.

Export crops performance There has been an increment in the quantity and quality of traditional export crops, where, as of end 2015, a total of 112,177MT of coffee were produced and 105,558 MT exported, fetching

President Kagame adressing delegates at a recently concludes World Economic Forum

USD 368.5 million while 141,442 MT of tea were produced of which 135,782 MT was exported at a worth of USD 365.3 millions. Pyrethrum production was 94MT worth USD 23.3 million. Other efforts in promoting export crops has involved fast tracking the implementation of the coffee zoning policy in all districts to increase fully washed coffee from 45% to 59% and sensitizing growers to increase productivity through an increased use of mineral and organic fertilizers and pesticide application to manage pests and diseases. Others are; improvement of coffee husbandry practices to benefit 75,000 through FFS by 2017, mobilizing farmers to replace old trees and ensure coffee seedlings are available for expansion and implementation of the zoning policy to improve the capacity utilization of CWS. Other efforts have been directed towards implementing the tea expansion program on new sites, mobilizing investors for development of new sites, improving infrastructures and farmer field schools for better transfer of knowledge.

Extension services The MINALOC has ensured there are 30 District agronomists and 30 District Vet Officers, 416 50 AUGUST 2016 ISSUE 67

Livestock and dairy products improvement This has been promoted to increase animal resources productivity and enhance processing and marketing of animal products at domestic, regional and international levels. As a result, 118,000 cows were inseminated, representing 16.8% of the total. Currently there are 100 Milk Collection Centres(MCCs), there are 7 Abattoirs established (i.e. Nyamata, Rubavu, Kabuga, Ruyenzi, Nyamagabe, Nyabugogo and Kicukiro) and 4 animal feeds plants (Musanze, Rubiliza, Rwamagana and Bugesera,).

has engaged in postharvest facilities e st a b l i s h m e n t a n d utilization.

Cooperatives

Sector agronomists and 416 Vet technicians while MINAGRI has more than 300 RAB extension staff deployed in the field. At grassroot level, MINAGRI has trained 14,837 Farmer Promoters (Abajyanama bâ&#x20AC;&#x2122;Ubuhinzi) one in each umudugudu, forming Farmer Field schools with 2897 FFS groups formed, joined by about 80,000 farmers and a network of 1062 agro dealers has been established for easy access to inputs by farmers. In order to improve a sustainable mechanism to bring together crop producers and consumers (post-harvest action) by improving crop marketing in the country and abroad, crop collection centres and outlets in all districts, 133 warehouses have been constructed across the country, while 17 others are under construction. Others include storage facilities having capacity of 244,545 MT, 326 drying grounds were constructed and 59 are under construction while 1226 Km of feeder roads were constructed under the auspices of MINAGRI. A total of 47,282 farmers were trained in post-harvest handling and the private sector

Farmers have been encouraged to form stronger and more effective and profitable cooperatives for their members and for the country in general. To d a y 2 6 . 0 % o f smallholder farmers are members of cooperatives that are formally registered under RCA but when consider farmers associations and groups that are not necessarily registered, the membership rises to 54%. Around 300 women leaders of agricultural cooperatives were trained on leadership skills and on financial schemes and facilities.

Crop and animal disease prevention Annual vaccination of economically important animal diseases ( Foot and Mouth Disease, Contagious Bovine Pleuropneumonia, Lumpy Skin Disease) has been done and the Nyagatare veterinary laboratory rehabilitated. The incidence of Kirabiranya ( BXW : Banana Xanthomonas Wilt) was kept below 5% in affected areas and 20,604 Ha of banana plantations rehabilitated, made easy with the establishment of plant clinics in most of districts.Other efforts have been vaccination campaigns, training farmers in disease control and increasing the number of mobile plant clinics across the country.

The government is scaling up of Artificial Insemination coverage from 76,000 to 113,000 cows per year to improve animal genetics; The GIRINKA programme has been strengthened to target 350,000 cows for distribution and reinforce the pass on of cow off-springs among communities to reach as many needy people as possible in order to improve their livelihoods. So far, 231,458 cows (66.1%) were distributed and stakeholders have been mobilized to support the program. Other activities promoted include fishing, cattle and small stock farming in order to increase livestock production of meat, milk, eggs, hides and skins, fish. The production has been improved thus; Milk: 706,030 MT, Meat: 86,348 MT, Fish: 28,450 MT, Eggs: 6,757, Hides and Skins: 5,305MT. There has been development of new forage species, development of new animal feeding technologies from crop residues & improve breeds technologies for the livestock; the Rubirizi Hatchery is in the process of privatization and other five laboratories constructed in Ngoma, Nyagatare, Gatsibo, Rubavu and Huye. Ongoing activities include improvement in animal disease control as well as providing water for livestock farms in eastern province; fast tracking implementation of the Gako Beef Project to be completed by December 2016 and developing and supporting production of fodder, among others. Farmers have been supported in water harvesting (for livestock) and feed conservation where 5,511 ha of farms in Nyagatare district are connected to potable water for livestock.

Storage The national storage system has been enhanced to such an extent the country has 244,545 MT storage capacities supported by the Kigali Agriculture Park, established in the Special Economic Zone with new facilities like modern storage, metallic silos of 20,000 MT capacity and warehouses of 24,000 MT capacity used to store grains, seeds. There are also silos in Nyagatare and Bugesera districts. ďż˝ Other achievements in the pillar of Economy to be continued in the next issue www.hope-mag.com

FOCUS ON MANIFESTO REVIEW

PILLAR IV

SOCIAL WELL-BEING

The government has also set up strategies meant to retain civil servants (retention policy) as well as new policies to manage public servants and the IPPIS Integrated Public Payroll System applied at all Government levels. A Pay and Retention policy was approved by Cabinet in January 2012. Among other things, the policy provides for gradual increment of salary index.

President Kagame on citizen outreach Program in villages

Labour promotion The government has enhanced the sensitization of Rwandans about the culture of quick and quality work, workers’ capacity building and strengthened the department in charge of gathering labour information. This resulted into the crafting and approval of a 5-Year Program for priority skills sectors; Infrastructure; Agriculture; Natural Resources; Investment, Trade and Industry, ICT; Health and Education.

organizes a weekly show on Radio Rwanda entitled Indashyikirwa k’Umurimo aimed at sensitising all Rwandans to have a culture of quick and quality work. Under the National Employment Program (NEP), Labour Market Information System (LMS) was established to facilitate efficient and effective collection, and use of information on employment and Labour for both administrative and statistical data. Professional associations have been supported to practise the competitiveness culture on the labour market.

National Capacity Building Secretariat has supported all Ministries and affiliated Agencies to elaborate 5 Year Capacity Building Plans responsive to long term Capacity issues in the Public Service. During celebration of UN-African Public Service Day on the 23rd June for each year, MIFOTRA sensitizes all public institutions to improve service delivery through Working Open Day, dialogue between staff and supervisors while on International Labour Day on the 1th May each year, MIFOTRA sensitizes private Sector operators to improve quality of services. MIFOTRA also

Three professional associations; Coffee exporters and processors Association in Rwanda-CEPAR, Rwanda Mining Association; and Association of Maize Millers in Rwanda-AMMIRWA, were supported by MIFOTRA to acquire legal personality. Employers’ Organizations (11): for which the Legal Personalities are in the process of approval by MIFOTRA include: Association des Importateurs Grossistes pharmaceutique (A.I.G.PHARMA) ; Association des Médicine Privés au Rwanda (A.M.P.R) ; Association Pour la Promotion des Artisans du Bois (A.PRO.A.B) ; Association des

Medics performing surgery in the hospital theater

52 AUGUST 2016 ISSUE 67

Transporteurs des Personnes au Rwanda (A.T.P.R) ; Association des Pharmaciens Propriétaires d’Officine du Rwanda (APPOR) ; Association of Cleaning Companies of Rwanda” (ASCCOR); Young ICT Entrepreneurs Association (ITE) ; Energy Private Developers Association” (EPD); Association for Promotion of Metal Works (PROMET); Rwanda Association of Manufacturers (RAM); Rwanda Travel and Tourism Association (RTTA).

Other laws passed do relate to establishing the general statutes for public service, giving the minimum period for which a public servant should serve in order to be legible for transfer or departure; the Presidential Order determining modalities of imposing disciplinary sanctions to Public Servants and the IPPIS (Integrated Payroll and Personnel Information System) was deployed in all government institutions to manage Public Servants Salaries; Recruitment, Employee development, Self-service Management, Performance management, Leave and absence. MIFOTRA conducted training for 218 Public Servants (131 HR Officers, 87 Planners) on the IPPIS Modules and a draft Public Service Human Resource Management Policy is available for improved professional human resources management in the public sector.

Health and Population Growth Control To ensure improvement of service delivery at health facilities, several hospitals including; King Faisal Hospital, CHUK and CHUB and Rwanda Military Hospital have already been accredited while all the 42 district hospitals (100%) have already undergone their baseline assessment for accreditation. From them, 15 district hospitals have undergone accreditation progress assessment. All national referral hospitals and all district hospitals have a functional Quality improvement or Quality assurance committee. A total of 82 staff in charge of Emergency and Social services in 41 district hospitals have been trained in customer care services. Health insurance subscription among the general population has improved oscillating thus; 2011-2012: 90.7%; 2012-2013: 80.8%, 2013-2014: 73.9%, and 2015: 80.72%. The government has built new healthcare facilities, maintained and renovated the existing ones in addition to increasing their capacity by providing equipments, drugs and healthcare personnel.

55% in CHUB. 5 satellite laboratories constructed for the surveillance of epidemics At least 23 new HCs have been equipped and staffed. Equipment of Kibuye and Kirehe hospitals: are currently at the phase of delivering and installation Maternities constructed: 155 Maternities in HCs completed 2 Maternities in Hospitals (RMC and Rwinkwavu) completed

Mibirizi, Murunda, Muhororo and Kirinda) 9 Ambulance distributed and One Boat ambulance operating in Kivu Lake. For Ruhengeri hospital, the architectural and technical design is still under development. For Byumba Hospital, the tender is already awarded, and the contract is being negotiated. Other government efforts to improve health services have involved strengthening prevention and treatment of epidemic diseases and decreasing the mortality attributable to malaria; prevent pregnant women to get infected with HIV/AIDS through PMTCT program and scale up HIV prevention program to all institutions. The Malaria Indicator survey conducted in 2013 indicated that; Mosquito Net possession at least one net in households: 84%; use of ILLNIs in Under five year children: 74% and use of ILLNIs among pregnant women is 74%and indoor spraying has been carried out in districts with very high Malaria incidence. nity.

Eradicating malnutrition

President Kagame seen performing Umuganda, done every end of Month

The following facilities have been completed and others with ongoing works: Kinihira and Ruhango Hospitals completed, equipped, staffed and are operational. Masaka Hospital completed, equipped, staffed and operational Kirehe Phase II and Kibuye Phase I completed. Extension of CHUB completed Extension of Muhima Hospital completed Extension of Rwanda Military Hospital completed 10 health centres constructed by the Ministry of Health 250 Health post constructed in different part of the country. Bushenge fully completed in August 2014 but it is operational Completion of Kanyinya, Mageragere, Remera and GATENGA modern Health Centres. Construction of Nyabikenke hospital started and are at 11% Maternity of Nyagatare Hospital is at 22% Maternity of Rutare HC is at 30% Removal of asbestos in CHUK is at 65% and at

1 Maternity still in construction in Nyagatare 1 Maternity still in construction in Rutare HC (Gicumbi) 67 VCTs constructed and completed 2 Laboratories constructed or renovated in RMH and CHUB 8 Satellite Laboratories completed in Gisenyi, Gihundwe, Byumba, Kibungo, Nyagatare, Rwamagana, Kabgayi, Ruhengeli 1 big and modern Wharehouse in Kigali Free zone 29 CDT (centre for diagnosis of TB) completed 28 isolation wards for TB patients completed 15 District Pharmacies completed 1 Isange One Stop Centre constructed and completed 3 neonatology wards renovated and equipped 24 Emergency wards constructed in Hospitals Health Centres equipped (Kirwa, Gashaki, Rwimbogo, Mukura, Nyarubaka, Nyagihamba, Kibilizi, Ngera, Mushubi, Mwendo, Nduba, Cyumba, Gataraga) 20 Mortuaries in 20 Hospitals (Ruhengeri, Byumba, Ruli, Kabgayi, Gakoma, Nyanza, Kabutare, Kigeme, Gitwe, Kibungo, Kiziguro, Ngarama, Kabaya, Shyira, Gisenyi, Mugonero,

D i ffe r e n t p r o g r a m s e s p e c i a l ly G i r i n k a munyarwanda; Kitchen garden; One cup of milk; school feeding; have been crucial towards this cause. Starting in 2010, a multi-sectoral plan to eliminate malnutrition was developed and implemented, while districts have their district plans to eliminate malnutrition. In 2012, a joint action plan to eliminate malnutrition was implemented by the Social Cluster Ministries and the districts. From this joint action plan, a 1000 days campaign was developed and is currently implemented along with the joint action plan. While screening of malnutrition is carried out for U5 on annual basis, community mobilization h a s a ls o co nt i n u e d t h ro u g h t he o n go i n g implementation of the campaign. Field activities to implement the 1000 days nutrition campaign were made at community level through community forums such as parent forums and IGIKONI CY’UMUDUGUDU in KIREHE, NGOMA, GISAGARA, NYAMAGABE, KARONGI, RUTSIRO, BURERA, MUSANZE and NYARUGENGE districts.

Hygiene C u r re nt ly, Co m m u n i t y H yg i e ne C lu bs a re established in 99.5% of all Imidugudu and 26 incinerators constructed and operationalized in: Bushenge, Byumba, CHUK, Gahini, Gihundwe, Gisenyi, Kabaya, Kabutare, Kibilizi, KFH, Kinihira, Masaka, Muhima, Munini, Nyanza, Ruhango, RMH, Murunda, Butaro, Kibagabaga, CHUB, Ruhengeli, Gitwe, Kabgayi, Kibogora, Kibungo, Kibuye, Kirehe, Nemba, Ngarama, Nyagatare, Nyamata, Rwamagana, Shyira, Gakoma, Kigeme, Kilinda, Kiziguro, Mibilizi, Mugonero, Muhororo, Ndera, Ruli, Rutongo, Rwinkwavu, Kaduha, Remera Rukoma hospitals. � Achievements to be continued in next issue www.hope-mag.com

by – Joshua Nshuti

ENGINE OIL

intake manifold and other components (e.g. valves). Mineral or synthetic motor oil?

What you need to know about engine oil

How much do you value the engine in your car? he life of your engine depends in no small part on the quality of the oil you put in it - oil is its lifeblood. People typically don’t pay much attention to their oil. Oil is oil, right? In the bad old days, maybe, but engine oil underwent something of a revolution in the 90’s when hot hatches, 16 and 24-valve engines and turbos started to become popular. Take Castrol for example. They led the field for years with their GTX mineral oil. This was eventually surpassed by semisynthetic and fully synthetic oils. All manufacturers have a similar broad spectrum of oils now.

What does my oil actually do? Engine oil performs many functions. It stops all the metal surfaces in the engine from grinding together and tearing themselves apart from friction, and it transfers heat away from the combustion cycle. Engine oil also holds in suspension all the nasty by-products of combustion like silica (silicon oxide) and acids. Finally, engine oil minimizes the exposure to oxygen and thus oxidation at higher temperatures. It does all of these things under tremendous heat and pressure. How do I read the ‘5W40’ type number? As oils heat up, they generally get thinner. Single grade oils get too thin when hot for most modern engines which is where multi-grade oil comes in. The idea is simple - use science and physics to prevent the base oil from getting too thin when it gets hot. The number before the ‘W’ is the ‘cold’ viscosity rating of the oil, and the number after the ‘W’ is the ‘hot’ viscosity rating. So a 5W40 oil is one that behaves like a 5-rated single grade oil when cold, but doesn’t thin any more than a 40-rated single grade oil when hot. The lower the ‘winter’ number (hence the ‘W’), the easier the engine will turn over when starting in cold climates.

Black death for the 21st Century Sludge Black Death is still with us today but it has a new name - sludge. 54 AUGUST 2016 ISSUE 67

The cause is the same as Black Death and it seems to be regardless of maintenance o r m i le a ge. T he c he m i c a l co m po u nd s i n e n g i ne o i ls break down over time due to prolonged exposure to high temperatures and poor maintenance habits. The most common factor in sludge buildup is a combination of mineral oils, a lack of maintenance by the car owner and harsh driving conditions. What does Sludge look like?

Clearing Sludge De-carbonization is one sure way of clearing

Mineral oils are based on oil that comes from dear old mother earth which has been refined. Synthetic oils are mostly concocted by chemists wearing white lab coats in oil company laboratories. The only other type is semisynthetic, sometimes called premium, which is a blend of the two. It is safe to mix the different types, but it’s wiser to switch completely to a new type rather than mixing.

Mixing Mineral and Syntheticoils Here’s the current thinking on the subject of mixing mineral and synthetic oils. When switching from a mineral oil to a synthetic, or vice versa, there is the potential to leave a small amount of residual oil in the engine. That’s perfectly okay because synthetic oil and mineral-based motor oil are, for the most part, compatible with each other. (The exception is pure synthetics. Polyglycols don’t mix with normal mineral oils.) Which oil should you buy? That all depends on the car, the owner’s pocketbook and how the car is intended to be driven and serviced. All brands claim theirs offers the best protection available - until they launch a superior alternative. It’s like washing powders - whiter than white until a new detergent is launched. For most motorists and most cars, a quality mainstream oil is the best, like Castrol GTX, Shell Rimula. Go up a step again and you’re looking at synthetic oils aimed squarely at the performance market like Mobil-1.

Sludge that has built up in your engine. A professional Workshop can open up the engine and clean it completely. In simple terms, decavrbonizing an engine involves removal of carbon deposits from the engine, using either mechanical (physical) or chemical methods. The procedure of mechanically cleaning out carbon deposits entails removal of the cylinder head and then, physically scraping off carbon deposits from the top of the pistons, the combustion chamber,

Bottom line, all new vehicles will come equipped with a Manufacturer’s manual that will have information as to which engine oil grade (single grade or mono-grade) and the respective rating (15W40 or 5W40 etc) that is most suitable for your vehicle. A quick search through this manual should reveal which engine oil to utilize. Some manufacturers will have more than one option allowing the user to select from a wide variety of engine oil ranges.

Fully Synthetic

Characteristics

0W - 30

Enhances engine performance and power

0W - 40

Ensures engine is protected from wear and deposit build-up

5W - 40

Ensures good cold starting and quick circulation in freezing temperatures

Semi - Synthetic

Characteristics

5W – 30

Better protection

10W – 40

Good protection within the first 10 minutes after starting out

15W – 40

Roughly three times better at reducing engine wear Increased oil change intervals - don’t need to change it quite so often

Mineral

Characteristics

10W – 40

Basic protection for variety of engines

15W - 40

Oil needs to be changed more often

DUTERIMBERE ONG Empower women empower the nation

ffDuterimbere ONG was established in 1987 by 29 ordinary Rwandan women who reckoned that it is important and crucial that a Rwandan woman needed to acquire an equal status in society,” says Mukeshimana Dativa, Executive Secretary of Duterimbere ONG in Rwanda.

After 1994, when Rwanda’s economy was decimated, Duterimbere, like many other organisations, had their activities come to a standstill. According toDativa, the organization decided to move in for reconciliation and resettlement programs. Examples of these programs include the resettlement program with Oxfarm in kigeme refugee camp located in Nyamagabe District Southern Province and reconciliation program with ALERT international in Gisagara, Ngororero and Gasabo Districts.

The livelihood improvement program Since Its establishment, Duterimbere worked towards building sustainable livelihoods through her developed Entrepreneurship modules.. According to Dativa, the Livelihood program and Women’s Economic Leadership in Rwanda have results which indicate that with the right business opportunities and training, women working in rural agriculture can be shrewd business people, innovators, facilitators, breadwinners, and community leaders. “We have developed women’s skills so they can run their own businesses like producing cuttings of high-value crops, such as pineapples for supply to larger growers and raise their economic status in the community,” she explains. Successful pilot schemes have been done in seven districts in the Northern, Southern, Eastern and Western provinces. Agricultural and business training were provided to women, and established links to micro-finance services and better markets, so they can establish their own Agro-businesses. In a recent development, from 12th to 13th May 2016, Duterimbere ONG organised the accountability and sharing meeting of best practices with Nyamagabe development partners. The shared practices included, business model, macro propagation technic, grafting technics, ICT market system Gender mainstreaming using Drawing tools (Gender a c t i o n le a r n i n g syst e m t oo ls ) a nd t he beneficiaries took the opportunity to give their testimonies related to the achievement or impact of the interventions.

Mukeshimana Dativa Duterimbere ONG Executive Secretary

y tradition, women in Rwanda like any other African Country experienced many forms of discrimination in the cultural, legal, political, economic, religious, and social spheres. They faced great adversity, child marriage, injustice, poverty and domestic violence,” she notes. Duterimbere is a non-government organization that was established with a rationale of facilitating women fit in society. As an initiative and obligation, Duterimbere opted to focus on women social and economic empowerment through advocacy, training and sensitization with an eventual goal of building an economically stable woman.

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The organization is currently owned by 845 members drawn across 5 provinces from 11 former districts before decentralization. These former districts are Huye, Karongi, Kigali, Gicumbi, Muhanga, Musanze, Nyagatare, Nyamagabe, Rubavu, Rusizi and Rwamagana. Our vision is to develop a nation with an empowered and productive Rwandan woman contributing towards poverty eradication. We operate with a mission of promoting women’s entrepreneurship through grass root organizing in order to contribute to improved living conditions of Rwandan women who have low income but economically active for sustainable development,” Dativa explains.

Women in Nyagatare district loading their sold pineapple suckers onto the truck.

existing livelihood projects with intent to enable 4,800 farmers (3000 women and 1800 men) of which 30% are youths from vulnerable rural communities in Rwanda to implement household plans, address gender equality enhance livelihood, and find best practices to make these more resilient to socio-economic shocks, with food security guaranteed in households. Duterimbere ONG has also enrolled the GALS Methodology in all her existing projects so as to scale up the opportunities to wider communities. Duterimbere has achieved a lot in fostering GALS’s strategies to transform gender relations in the households, in the cooperative and in the community at large, promoting win- win strategies that can boost productivity.

Women in cyanika sector of Nyamagabe District grafting passion fruit seedling from their nursery

The Women Economic Empowerment Project has raised women’s status within their households and communities by supporting them to become leaders and facilitators in the agricultural supply chain, and in turn, generate jobs for others.

Gender Action Learning System (GALS’s methodology) Different initiatives indicate that women are now very contributive to the economic development of their Households particularly and their nation at large once their rights are observed. “Empower women empower a nation”. Through the Gender Action Leaning System (GALS) methodology, Duterimbere has worked to see a country where women and men enjoy equal rights and benefits as part of an Bayisingize Viateur inclusive development process of their households and the nation.

Project Supported Women in Musanze District loading their tree tomato seedlings onto the client’s truck after the sell

CASE STORY

The project contributes to bridging the gap between the needs of the more vulnerable actors in the value chain and the financial services provided by enabling the poor rural to have clear individual and collective vision and business plans, and products in the districts of Rulindo, Muhanga, and Nyamagabe where Duterimbere implements women Economic Empowerment projects. Gender justice is one of the strategies and priorities of Duterimbere ONG where its objectives are to reach 80% females of the beneficiaries. It is upon this background that Duterimbere ONG seeks to integrate the GALS methodology in

B ay i s i n g i z e i s fro m M u h a n g a district, Mushi s h i r o s e c t o r, Rwasare cell, member and champions (Volunteers) of KOAIZIMU cooperative which produces and plants tree to mato seedling. He testifies that Gender Action Learning system (GALS) methodology has helped him change his mindset, behaviors and develop himself and his family. With GALS Methodology I apply the gender balance tree to fight inequalities. I used to sell banana beer and drink all the money. Many times I drunk on credit to an extent of selling

off even the food I had bought to feed the family in order to pay for beers taken on credit. My wife and children rarely saw me because I used to get home very late in the night. After receiving training from Duterimbere on the methodology, I stopped drinking and the money I get now we plan what to be done with my family. Much as I am bricklayer, I had always failed to renovate my house and wall fence because it was initially done by wood but now after stopping drinking, I have been able to build a wall fence made of local bricks as shown below. We are now planning together and want to buy cows. My efforts are now put together with my wife and we are working together to educate our 6 children. We are continuing save money through the Voluntary Saving and Loan Group (VSLG) and aim at improving our livelihoods as a family. I encourage even other men to consider doing join family activity planning with their wives for the betterment of their households.

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SCI Group, NCR franchise creating a strong footprint on the East African IT landscape

ffThe Service and Computer Industries Rwanda (SCIR) is an ISO Certified company that manages the NCR franchise. SCI is developing the Rwanda ICT industry through its ICT-related services.

hospitality with the intent of boosting efficiency and reducing time waste at banks, retail outlets, hotels, and any other business service counters.

Retail Point of Sale Terminal

ocated in the capital, Kigali, SCI is focused on offering quality ICT professional services and products to all its clients. Since its establishment in Rwanda in 2008, SCI has been able to offer services that range from; Banking and Finance, (e-payment solutions), IT Infrastructure (networking), Power Quality & Energy, Printing and Imaging, Software Utilities and Point of Sale Solutions. SCI partners with world leading technology vendors to offer the industries’ best after-sales services and support.

ATM Services NCR/SCIR is crowned for its outstanding contribution to the IT sector; it has laid strategies that aim at building its electronic payment specifically for Rwanda ATMs where immediate need was identified. Today, there are over 2,500 ATMs deployed in the region. NCR is the leader in automated teller and self service check out machines. The same level of service delivery is executed in the financial sector, retailing, 60 AUGUST 2016 ISSUE 67

I n ge n e r a l , p o i n t of s a le solutions system includes a cash register which may be operated on a computer, cash drawer, receipt printer and even mobile phones and may also include a debit and credit card reader. NCR provides Retail Payment Solutions for; (Financial, Point Of Sale), Always on, Accessible anywhere, Easy, That’s not just, what your shoppers want from you - it’s what makes your business successful.

Clean Power All the solutions NCR provides require one essential component, power. However, the key word here is stable and clean power. Reliable distribution, accurate monitoring and control ensure your IT equipments are safe and their steadyconsumption. NCR takes care of your backup powerto handle one PC, office set up, functioning oforganizations of over five hundred usersor an entiremanufacturing plant. NCR range of offering include complete solutionswhere the entire input power is regenerated fromscratch, rendering it next to impossible to get astray current into the customers’ systems.

Enterprise Solutions We design failsafe systems allowing our customers to concentrate on their core business rather than on their information technology infrastructure. Latest innovations in the field of servers, storage

solutions, and disaster recovery have made this possible. Our preferred status with international vendors such as Dell, Microsoft, EMC& Cisco is to ensure that we are at the forefront of innovative technology.

Networking Any information technology solution is only as strong as the foundation it was laid on. We, at Service & Computer Industries [SCI] understand this and cater for it. Be it a network of five users or five thousand, it can perform only as well as its design and workmanship, recognized by our partners Cisco, Systemax and Marshal Tuflex, for our experience and skill sets in this field. We have designed the most complex systems capable of high-speed data access, redundancy failover and security.

Imaging Solutions NCR provides technologically advancedDell printers or the reliable HewlettPackard Printers, or the time testedXerox printers, Sharp, Zebra themagic card printer among otherNetwork printers, which can cater tohundreds of people at a time, or a personal printer to print your family’s pictures. Tally Genicom printers that can print millions of characters non-stop for weeks continuously.

Security & Software Solutions SCI caters for both the physical security as well as data security.Our solutions for physical security comprise of audio/video surveillance over IP networks, biometric access control, and the convergence of these two systems. Our solutions for data security encompass all the three layers of data flow at the basic active devicelevel, by configuring rewalls and switches. At the server level by encrypting the data flow, using the latest algorithms. At the end user level by protecting them from worms, viruses and other such deterrents.

Mugisha and wife look to pioneer chain of

fitness clubs in Rwanda through VisionFund

� With the success they have enjoyed as a couple ever since they started working with VisionFund Rwanda (VFR) John Mugisha and his wife are working hard towards opening a chain of fitness clubs all across Rwanda.

his will be a first in the country and it all hasn’t come easy. Originally a sportsman, Mugisha and his wife didn’t have much when they got married in 2011. When he got married, his wife approached VFR and realized that they could get funding for a business to enable them survive. “Our first project with VFR was to borrow Rwf 500,000 which we would use to purchase a water storage tank that we would use to sell water,” Mugisha narrated to the HopeMagazine last month. “After paying the amount in a short period of time, we were given another loan by VFR of Rwf 1 million that we used to buy a plot of land to construct our house on. Upon paying the Rwf 1 million, we started thinking of the gym business that we would do with VFR. 62 AUGUST 2016 ISSUE 67

We wrote a business plan for it and submitted to them. Shortly afterwards, a loan of Rwf4 million was approved for it in 2013,” he explained. “It felt good because I believed that I had to help people do sports and become fit through the gym since I was a sportsman. We used the money to rent space at the Amahoro National Stadium and buy gym equipment. We called the gym, Pace Fitness Club.” Mugisha said the gym has since peaked in attracting people to do sports from there and that they had applied and borrowed another Rwf 5 million to buy more equipment. “Our vision is to open more gym facilities across

the country to enable more people to do sports and become fit,” he said. He commended VFR for looking after them as their client and for the fact that it processes clients’ loans in not more than two weeks. We are testament to this given the fact that they have been increasing our loan amounts as we finish paying and grow. We hope that our businesses continue growing and flourishing together with VFR.

University of Tourism,

Technology & Business Studies

Building knowledge, polishing skills, propelling national development ffUniversity of Tourism, Technology and Business Studies (UTB), is one singular symbol of the many fruits of good government policies that define and refine investment policies, leaving no room for discrimination but, instead, assure and reassure that women can, as well, venture into such big projects that tremendously contribute to national development.

UTB Main Campus

his is what the Founder and Legal R e p r e s e n t a t i v e M a d a m Z u lf a t Mukarubega has experienced and testifies.

Genesis In 2008, the idea of establishing a University was mooted and student population has since grown from 445 pioneers to the current 4300 at both the Kigali and Rubavu campuses and about 99 staff. The growth has attracted new programs, lecturers and infrastructures. The UTB Vice Chancelor, Mr Callixite Kabera says at the time of its inception, the university focused, almost solely, on hospitality and tourism management. In 2009, however, the university introduced new courses in Business 68 AUGUST 2016 ISSUE 67

Information and Technology (BIT) and Airlines courses , and in 2013, UTB entered into a partnership with ABM UK to offer diversified programs in ICT and Business studies. â&#x20AC;&#x153;In 2014, the name was changed from RTUC to UTB to migrate away from viewing the university as solely offering only hospitalityrelated courses. This gave visibility to students pursuing courses in BIT and Business Studies,â&#x20AC;? explains the Vice Chancellor.

Growth When the university was first established, the academic programs were run under departments. With growth, programs are now managed under faculties of; Hospitality

UTB Co-curricular Activities

Madam Mukarubega says the achievements realized at UTB would not have been possible without government’s establishment of good policies. So she and her team have a reason for appreciating. “We are so grateful to the government of Rwanda for providing an environment that paved way for putting a woman in a place where she can steer and clear development paths without any form of subjugation but with dignity and fervor. “We thank President Paul Kagame and all he is in leadership with for getting this country from an abyss to where he has brought it and the vision he has for Rwanda. He, indeed, has brought every Rwandan in the loop of contributing to national development,” concludes Madam Mukarubega.

and Tourism Management, Applied Sciences and Technology, Business Studies, Arts and Social Sciences, School of Post Graduate Studies, and a Center of Vocational training programmes.

Alumni performance About 85% of UTB graduates are employed, some before they even graduate. Most of them get jobs during the period of industrial attachment. Almost all the short courses employees are employed. Because of a new program on entrepreneurship that has been started at UTB, in 2013, many graduates have started their own businesses in tourism, hospitality and IT.

She says the fear factor that blockaded women from exploring and seizing opportunities in the yesteryears should be put where it belongs, in the past. “We have so far demonstrated our ability in governance. I can assure you, even in other ventures it is possible and we can. This is even further accentuated and supported by the good policies under President Paul Kagame leadership. “For the youth, our children, opportunities continue to abound,

systems to support your socio-economic blossoming have been summoned and infused in the country’s development equation. The Business Development Fund (BDF) for example, can finance up to 75% of bankable business projects and you finance the remaining 25%. Such is an opportunity worth grabbing. Rwandan youth, you can be role models in the region in more ways than one—entrepreneurship should be one of them,” advises Mukarubega.

Internship All UTB trainees have to go through an industrial attachment programme—either in local or regional institutions—that last five months for the short courses and six for the undergraduates.

Good Policies paved way for UTB growth The UTB Founder says women folks should inch out of the woods and shadows, step forward, venture into businesses and conquer where they could not dare before. UTB Students at a Recent Graduation events

UTB 4th Graduation Ceremony 2016

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Rwanda Energy Sector leaps into success as connections mount

Kivuwatt-project with an output of 25MW

ffFor a sustainable economic growth, energy Sector has to be reinforced as a pillar of development. Electricity access in Rwanda is growing rapidly, grid connections through the government’s Electricity Access Roll-out Programme (EARP) and related initiatives have increased from about 110,000 households in 2009 to more than 590,000 households (24.6% of the total) by August 2016.

Introduction

he Government of Rwanda reforms in the energy sector in 2014 led to the restructuring of the Energy, Water and Sanitation Authority (EWSA) hence creating the Rwanda Energy Group (REG). REG has two subsidiaries; The Energy Utility Corporation Limited (EUCL) – charged with ensuring focused attention on enhancing efficiency in utility operations and The Energy Development Corporation Limited (EDCL) – focused on ensuring more timely and cost efficient implementation of development projects.

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The two subsidiaries have completed their second year of commercial operations posting improved performance on various fronts in the sector. On average, 75,000 new households have been added to the grid each year for the past five years, and the trend is set to continue. The overall target is to increase power generation capacity to 563MW by 2018 from the current 190MW. This will further boost electricity access to 70% of the population and 100% of public institutions. On the other hand, Rwanda’s energy sector offers exceptional investment opportunities as the country drives its vision 2020 programme. The government’s ambitious goals for the energy sector include reducing

biomass-energy use from 86.3% to 50%.

Status of Rwanda Electricity Generation In the Fiscal Year 2015/16, the generation capacity increased from 160MW to 190 MW. This increment has amplified the number of connected households to 24% and has offset planned loadshedding. Currently, the Utility has enough power to supply all its consumers. The boost of power generation is an outcome of successfully completed power projects including 25 MW gasto methane power plant by KivuWatt/ Contour Global, an IPP project which commissioned the plant successfully in January 2016.

Rwanda wishes to utilize methane in Lake Kivu to develop methane-to-power projects and other uses such as fertilizer and gas-to liquids projects.

Independent Power Producers boost electricity generation Independent Power Producers (IPPS) in Rwanda are increasingly taking a high-table position in the resources mobilisation and investment, exploring and exploiting resources across the geographical span and economic spectrum of the country. The energy sector has attracted a number of investors under the IPP arrangement including the following: Gishoma Peat to power plant

In 2009, the Government of Rwanda signed concession agreement with KivuWatt Ltd, a subsidiary of ContourGlobal, an American energy Firm to construct and operate a facility extracting methane gas from Lake Kivu and generate 100 MW of electrical power in two phases. Phase I started immediately and in November 2015 the 25 MW project was completed and entered commercial operation on December 31, 2015 to sell the power to the National Utility. After

the completion of the first phase, the company has now switched focus to the second phase of the project which will produce 75 MW to the national grid. There are other major projects in the pipeline that will enhance the country power generation, including 27 MW from Rusumo falls hydro-electric project (as a share of Rwanda), 80 MW from Hakan Peat to Power Project, 49 MW from Rusizi III hydro project (as a share for Rwanda), and Symbion methane-to-power 50MW.

80MW Peat-to-Power deal with HAKAN MADENCILIK VE ELEKTRIK URETIM SAN. TIC. A.S. to design, build, finance, own, operate and transfer an 80MW peat power plant to produce electricity from peat extracted from the South Akanyaru Peat Prospect in Gisagara district. 50MW methane-to-power project with SYMBION: The Government of Rwanda on 8th December 2015 signed a 25-year power purchase agreement (PPA) and a concession agreement (CA) for a 50 Megawatt (MW) methane gas to power project with Symbion Power Lake Kivu Ltd.

Rwanda now has fruitful partnerships with key firms that injected funds in solar energy production. Existing projects include Gigawatt Global a USD 23.7 million solar power plant, located in Rubona sector, Rwamagana district Micro Hydro Power Plants Leased under Concession: The Government of Rwanda on 5th August 2015 approved the Leasing of 15 MHPPs and Concession of 7 Micro Hydro Power Plants. It is expected that the first of these plants will be commissioned in 2016 and have a capacity of 4MW and the last in year 2020. Ignite Power Ltd: In January 2016, the Government of Rwanda signed an agreement with Ignite Power Ltd, a Mauritian firm for the implementation of a rural off grid standalone solar systems electrification project.

Solar Energy Rwanda now has fruitful partnerships with key firms that injected funds in solar energy production. Existing projects include Gigawatt Global a USD 23.7 million solar power plant, located in Rubona sector, Rwamagana district. Rwamagana solar project with an output of 8.5 MW

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Under the Seven Year Government Program, there is a commitment to build the following:

rationing of power to priority areas, mainly due to inefficiency of power supply.

Nyabarongo 1 (28MW) Gigawatt Solar (8.5MW) Methane-to-Power –Kivuwatt (25MW) Gishoma Peat (15MW) Rusizi III Tripartite project (49MW): On good course

Rural Electrification

Evolution in Energy Mix Due to the commissioning of Kivu Watt (25MW) there has been a reduction on reliance on diesel generation from 32% in the year 2014/15 to 27% year 2015/16. In this respect, a significant reduction of cost of power generation has been achieved while also enabling consistency of power supply. Moreover, Kivu Watt project reduced the dependency on hydro power from 50% year 2014/15 to 42% 2015/16. Usually hydro power fluctuates based on weather conditions, for instance Power output is higher during rainy and lower during dry seasons. Another benefit is the reduction of load shedding which requires

Rwanda’s Electricity Access Rollout Program (EARP) began with a five-year investment plan designed to achieve the Government’s stated targets set out in the Economic Development and Poverty Reduction Strategy (EDPRS I) for 2009-2013. These targets called for an increase in the total number of electricity connections from 110,000 in 2009 to 590,000 by 2016, with a special emphasis on connecting social infrastructures—health facilities, schools and administrative offices. The electrification programme for EDPRS II promotes strategies facilitating 70% of the population to be connected through on-grid and off-grid solutions. While all households will require access to modern energy sources, the levels of consumption for some are too low to justify a grid connection. Off-grid options may offer the most economical and sustainable option for poor households, particularly given the settlement structures in Rwanda. With Economic

Development and Poverty Reduction Strategy II (EDPRS II) for 2013-2018, the target is 48% ongrid and 22% off-grid. This means that the total number of electricity connections will be about 1,200,000. The total cost of required sector investments can realistically be met through affordable customer charges, Government funding and support from development partners.

Grid strengthening In the years 2015/16, the national grid grew with the construction of new 842.96 km of Medium Voltage (MV) transmission lines and 1,155.53km of LV lines. The construction of new transmission lines was implemented and others are on-going to enable the power trade with neighboring countries and to strengthen the current network. These include among others: 220 kV Mirama – Shango: 98km transmission line connecting Rwanda and Uganda, line construction and testing completed 100% and substation construction ongoing; 220 kV Shango – Karongi-Rubavu – Goma: 167km transmission line connecting Rwanda with DRC; 110kV Ntendezi- Bugarama: 23km transmission and substation and 110kV line Rukarara-Kilinda: 32 km Line and substation.

FUTURE PROJECTS Power Generation: This will involve the following projects: Rusumo FHPP (80MW): This is a tripartite project under the auspices of Rwanda, Burundi and Tanzania to be completed by 2022; Rusizi III (147MW) is also a shared project between DRC-Rwanda and Burundi to be completed by 2025; Kivuwatt Phase II (75MW); Symbion Methane (50MW); Nyabarongo II (37MW) Transmission lines: Include a 110kV GahangaRilima line, supplying Bugesera Industrial Park and Bugesera Airport; a 220kV backbone RusumoRilima-Shango which will evacuate power from Rusumo Power Station; 220kV Mamba-Rwabusoro line (peat-to-power energy); a 220kV KibuyeKigoma-Rwabusoro line will evacuate 100MW by Kivuwatt and 80MW by Hakan; 110kV RulindoGabiro -Musha line and Gabiro sub -station connecting Nyagatare industrial park, Nyagatare as a secondary city and strengthening Nyagatare, Gatsibo and Gicumbi networks. Others will include a 30kV Rulindo-Gicumbi-Gatuna that will supply power to Gicumbi district, Gatuna border and the tea factories in the area. The Grid Loss Reduction will involve; 110kV Kigali Ring Network strengthening which will reduce network losses in the Kigali area, 110kV GasogiNdera and Ndera sub-station targeting loss reduction in the Kigali Special Economic Zone and the Airport area. 74 AUGUST 2016 ISSUE 67

Nyabarongo 1 hydro power plant

Network extension and Customer service improvement The distribution network has been expanded to increase the national electrification rate. This has been possible through EUCL Country wide branch activities with support from the Electricity Access Roll out Program (EARP). The Low Voltage network has increased by 570km while the Medium Voltage has increased by 299km in the financial year 2015-2016. In the EUCLâ&#x20AC;&#x2122;s strategy of bringing services closer to its customers, EUCL has increased the number of branches from 21 to 33 branches (27 branches upcountry and 6 in the City of Kigali) hence covering all districts and Kigali City. Branches in Kigali include: Remera, Kacyiru, Kicukiro, Nyarugenge, Kanombe and Jabana.During the year, postpaid collection rate has increased from 74% in Q1 to 99% in Q4. EUCL continues to improve the customer experience when purchasing and consuming electricity. During the year the following innovations were introduced: Connectivity with GT Bank among other banks under system development and EUCL billing system to eliminate the need for customers to bring proof of payment at EUCL offices was done. The continued management of cash-power super dealers has ensured that customers purchase cash-power at anytime and anywhere in Rwanda. EUCL negotiated a World Bank loan of $95 million for: Rollout of Integrated Business Management System, Rehabilitation of Kigali Distribution network, increased access to power, Technical assistance and supportive studies.

Performance Analysis Revenue from electricity has grown by 30% due to increase in electricity sales and tariff revision that took place in September 2015 and the increase in customer base. The benefit of improved cash inflows was discounted by the depreciation of the Rwanda Franc against the dollar leading to increased cost of power. By the nature of operation on the prepaid is billing (Cash Power), revenue collection is in advance so the collection rate was 102%. The revenue collection on the postpaid platform was 99.2% leading to total revenue collection rate of 99.6% for 2015/16. Meanwhile 48% of energy is billed on prepaid platform while 52% is billed on the postpaid platform.

Energy Efficiency The utility has also increased the usage of prepaid meters to most of consumers which has increased efficient use of electricity by our customers through the self-regulating purchase and economical power consumption. Through energy efficiency programs, the Utility has managed to replace most of the noneconomic lamps (incandescent bulbs) by Compact Fluorescent lamps (CFLs). It is estimated that this program contributed to a saving of up to 75% of lighting energy consumption and the relating cost therefore reducing electricity demand by 64 GWh per year.

EUCL Capacity building initiatives The EUCL is aiming to transform the energy supply industry and the manner in which customers experience power supply and the entire range of services related to it. The Company has been

through a rigorous recruitment process, it has embarked on a capacity building process that involves establishing clear efficiency-driven and customer-focused procedures, modern tools and equipment based on new information technologies and skilling its staff to deliver upon its strategic objectives.

Promotion of corporate image EUCL has from time to time engaged itself into relevant social responsibility programs including; sponsorships, sports, donations/gifts, service for the poor, and other relevant avenues. EUCL has also been promptly responding to all negative publicity and other issues rose through the media using press conferences, press releases, and other appropriate means. EUCL has been also participating in national and international events that are in line with its mandate including; World Electricity Day, World Environment Day, Labour Day, Independence Day, trade fairs and exhibitions, etc.

Communications EUCL has established effective communication channels and other different avenues to avail the necessary information to its stakeholders. These channels include established set up and regularly update a website with all the necessary information and publish periodic newsletters to update stakeholders on the performance and ongoing activities in the company. EUCL regularly communicate and update the community and other stakeholders through the media using press conferences, press releases, radio broadcasts, television shows and other appropriate means like social media platforms and call centre that operates 24 hours. www.hope-mag.com

Umwalimu Sacco

Redefining Rwanda

teachersâ&#x20AC;&#x2122; welfare

ff Umwalimu Sacco is a Savings & Credit Cooperative for Rwandan Teachers that has been operational since 2006, but was licensed by National Bank of Rwanda (BNR), to operate as a financial institution in 2008. The SACCO has contributed to teachersâ&#x20AC;&#x2122; development and welfare throughout the country.

Dusabirane Aimable, Acting MD Umwalimu SACCO during the interview with Hope Magazine this month

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t was established with the guidance of President Paul Kagame to cater for the welfare of teachers by ensuring their socioeconomic development. Today, the Umwalimu SACCO has got 30 branches—one in each district; and has grown further in terms of equity and clientele with a total of 70,697 operational and active accounts. The teaching population in Rwanda (primary and secondary schools) is 62,000, of which 48,000 (constituting 77%) have active accounts and therefore are paid salaries through Umwalimu Sacco. Of the total number of teachers, about 44,000 have accessed loans from Umwalimu SACCO. Speaking to the Hope Magazine in an exclusive interview this month, Aimable Dusabirane, acting Managing Director of Umwalimu SACCO explained that the formation of the Sacco has been a tremendous success in solving teachers’ financial needs and has given the members a sustainable way out of poverty.

Umwalimu SACCO’s Genesis As Dusabirane narrated, the Umwalimu SACCO was formed among other initiatives to support teachers by the government but most importantly

“Wherever we went across the country with the idea, teachers welcomed it and believed that as a financial institution formed with a sole purpose to serve them, the cooperative would greatly solve their problems and help them to improve their personal finances tremendously.” Prior to that, Dusabirane said teachers generally felt they weren’t receiving the level of service they deserve from other financial institutions especially the commercial banks since Umurenge SACCOs had not yet been formed. “The banks definitely used to hesitate in issuing lines of credit to them given their meager salaries that were as low as Rwf 40,000 per month.” They were confident that the Umwalimu SACCO would not only solve their financial needs but they would also have a say in its management matters and service delivery for faster growth. “It was then that the teachers started filling out membership registration forms for the SACCO and we started collecting saving deposits from them. At the beginning, we started by advising them to hand at least 5% of their salaries to the SACCO as savings, which they did with vigor, signaling the confidence they had in the institution.”

Bernard Makuza, which paved the way for it to offer its services to the members as they had wished.

Country wide roll-out The SACCO started by opening branches across the country, opening 12 of them at once at the prefectures’ headquarters that Dusabirane said they had found strategic. 18 other branches were opened progressively after. They also did recruited staff supposed to work in the branches and installing online banking systems that they have used since. “We also work with the Umurenge SACCOs and enable teachers to access their Umwalimu SACCO accounts through them thanks to the technology we use. We are improving our services every day.”

Unwavering government support Dusabirane commended the Government of Rwanda’s unwavering support to the Umwalimu SACCO noting that from the start till date, there has always been a budget allocation from the government to it, which at the start was meant to fund its employees’ salaries and buy office equipment. “Today the focus is to channel all the support from the government to grow our loan book.”

“It was then that the teachers started filling out membership registration forms for the SACCO and we started collecting saving deposits from them. At the beginning, we started by advising them to hand at least 5% of their salaries to the SACCO as savings, which they did with vigor, signaling the confidence they had in the institution.” credit goes to the President of the Republic for initiating the idea of creating it. “The SACCO was created in 2006 following a presidential advise to have the ministries of education (Mineduc) and finance and economic planning (Minecofin) set up and implement it,” he explained during the interview. He said a task force was set up under the Ministry of Education to gather all requirements of setting up the SACCO “Mineduc worked under its department in charge of the welfare of teachers together with the help of a consultant who was in charge of the SACCO’s technical formation aspects. During the same year, 2006, we obtained a license to operate as a cooperative. At the time, the Rwanda Cooperative Agency, the cooperative’s umbrella body wasn’t in existence but licenses were given out by the ministry of trade and industry (Minicom),” he noted

Obtaining a BNR license Dusabirane noted that there were a number of key requirements from the central bank, the National Bank of Rwanda (BNR) prior to them obtaining a micro-finance banking license. “We continued with the process of setting up the SACCO, which had a number of key requirements to fulfill before the industry regulator; the National Bank of Rwanda (BNR) could give us a license.The governor had given us a temporary approval which had allowed us to collect the savings from the teachers in the first place. We received the license to operate as a microfinance institution on 22nd February, 2008. This allowed us to not only collect deposits but also issue out loans,” he explained. The SACCO was launched officially on 1st September, 2008 by the then Prime Minister,

The cabinet meeting of 31st October, 2012 ordered that a special program to support Umwalimu SACCO be put in place for 10 years until 2022. The government then agreed a figure of Rwf 30 billion to be disbursed in 10 years from 2012 in order to have the SACCO reach out to as many teachers across the country for them to access formal financial services affordably. The benefits the members have received from the government support include the government primary and secondary schools’ teachers accessing loans at an interest rate of 11%, down from 14% per year on projects meant to increase their income sources or allow them to own their homes under mortgage financing. Consumption loan rates were also lowered, from 14% to 13% per year. “It was a condition from the government to us that we lower the interest rates as part of the support,” he noted. www.hope-mag.com

Dusabirane emphasized that the SACCO is very much for the teachers and has a representative at every school to receive compliments and ideas on how they can improve their services. Also the teacher representatives for the members at each of the 416 sectors in the country get to attend the SACCO’s annual general assemblies In addition to the financial support, the Government of Rwanda also availed, at no cost, some of its premises to Umwalimu SACCO, from which most of the branches and head office of the SACCO are operating today. This has enabled the SACCO to save money that would have been spent in renting office space. “At the time we launched, our loan ceiling was at Rwf 250,000 per teacher but it went on increasing to Rwf 2 million then to Rwf 3 million, Rwf 10 million, Rwf 15 million to as high as Rwf 70 million today. Much as not every teacher can be eligible for the latter amount, we are able to meet most of their financing needs,” Dusabirane said. He said the loans are given out to teachers to enable them start business and diversify their incomes. Notable activities in which teachers invest the borrowed money are agriculture and animal husbandry, education, construction of commercial and domestic houses as well as small scale businesses.

Umwalimu Sacco In Summary as at 30Th September 2016 PERMANENT STAFF

272

ACTIVE MEMBERS

70,697

ACTIVE BORROWERS

60,568

VALUE OF OUTSTANDING LOANS (PRINCIPAL)

44,829,583,705 FRW

VALUE OF SAVING ACCOUNTS (INCLUDING TERM DEPOSITS)

13,187,568,615 FRW

TOTAL NET ASSETS

48,686,549,138 FRW

NET GOVERNMENT SUBSIDY

14,697,440,509 FRW

Break Down of outstanding Loans Per Economic Sector:

Economic Sector of Activity

Building teachers’ business capacities & financial management

Agriculture, Livestock, Fishing

The SACCO also gives financial trainings to the members who get to learn how to prepare business plans for their business ideas or projects and managing their finances. It has trained a teacher from each cell of the country, who will get involved in training one teacher from each school. The trained focal teachers in each school will train all the teachers in that particular school. In the next two years therefore, all teachers in the country will have been trained in business plan designing and management.

Tea

A SACCO for the teachers Dusabirane emphasized that the SACCO is very much for the teachers and has a representative at every school to receive suggestions and ideas on how they can improve their services. Also the teacher representatives in 416 sectors in the country get to attend the SACCO’s annual general assemblies, taking with them recommendations and ideas from members across the country, which Dusabirane believes has contributed to their continued growth. The representatives also play a key role in monitoring the level of service delivery in the SACCO’s branches. 80 AUGUST 2016 ISSUE 67

Coffee

Fishing Livestock Other Agri Business

Total amount of loans 3,830,140,285 75,904,210 51,812,117 312,282,237 1,968,581,602 1,421,560,119

Public Works (Construction), Buildings, Residences/Homes

26,621,982,921

Residential Houses

24,531,140,325

Commercial Houses Other Constructions

1,552,915,138 537,927,458

Commerce, Restaurants, Hotels

3,345,592,271

Commerce

3,331,573,994

Hotels and Restaurants Transport, Warehouses, Communications Others

14,018,277 736,673,938 10,295,194,290

Advance on Salary

8,210,238,755

Other

2,084,955,535

TOTAL

44,829,583,705

What beneficiaries say about Umwalimu Sacco Scheme

Monique Uzirabwoba & Felix Hategekimana Monique Uzirabwoba & Felix Hategekimana are the teachercouple from Kamonyi district in the Southern province are happy with what Umwalimu SACCO has got them to achieve so far. They practice rice and banana farming when they are not in a classroom teaching. Uzirabwoba, a primary school teacher for the past 29 years has been a member of Umwalimu SACCO since its inception and has nothing but praise for what it has got them to achieve. “What pleased me with Umwalimu SACCO was the way they encouraged us to save with them and taught us of the benefits. They also made it easier for us to access

credit facilities compared to other banks,” she explained. Her husband also noted the affordable interest rates given by the SACCO, which has enabled them successfully venture in their farming activities. Today they grow and sell rice and bananas from their farm in Kamonyi district.

Vestine Mukarushema Vestine Mukarushema has been a secondary school teacher for the past seven years. She joined Umwalimu SACCO in 2010 and she has never regretted the decision. “ U mwa li m u SACCO c a me a s a solution to our problems. The bank has products that are tailored to suit our needs. It allows me to get salary loans, loan top-ups among other products. I am really happy to bank with them,” she told the Hope Magazine this month. www.hope-mag.com