RGB CEO: Prof Shyaka Anastase SCORECARDhope-mag.com/uploads/downloads/Hope-issue-73.pdfMARCH 2017 - ISSUE 73 SCORECARD THE STATE OF GOVERNANCE IN RWANDA RWANDA GOVERNANCE RGB CEO:

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10. Cover StoryTHE STATE OF GOVERNANCE IN RWANDA

18. SERENA HOTELSerena Hotels celebrate 10 years in Rwanda with Umuganda and cake

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24. BRDBRD has made great progress in better student loan management

28. KIGALI CITY: Manages to steer its Rapid Development

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Whenever President Paul Kagame goes on an outreach tour to meet the people in a certain part of the country, there is always one recurring message: hold your leaders to account.

“Speak out when public officials are not serving citizens,” he told Nyagatare residents earlier this year. “Public officials have no right to use public resources as their own.”And he doesn’t hesitate either to remind leaders that they have to serve the people.“You need to have your heart in the right place to use your skills and knowledge for the benefits of this country and its people. Let us get back on track and do what the people of Rwanda expect from us,” Kagame told top officials at the last National Leadership Retreat.

And when presiding over the swearing in of some new top officials in February, he said: “What will enable us to achieve our goals is good governance, how we use our resources and how we behave as leaders.”

President Kagame’s continued hammering on the accountability of leaders is a reflection of the importance given to good governance in Rwanda’s medium-term development frameworks such as the EDPRS-2 and Vision 2020. And to ensure that the government walks the talk, the Rwanda Governance Board has created a set of tools particularly to get citizens’ opinion of the performance of their leaders.

One of RGB’s main instruments in this respect is the annual Citizen Report Card (CRC), which was introduced in 2010. It is an annual perception survey conducted by RGB with the purpose of providing public institutions and policy makers with feedback from the people on services delivered at the grassroots level.

Its latest edition, the CRC 2016, showed that citizens’ satisfaction with governance and service delivery stood at 67.7%, compared to 71.1% in 2015. Rwandans were most satisfied with security, respect of governance principles and trust in governance institutions, all of which scored around 90%, while least appreciated were citizen’s participation at 58.9% as well as service delivery in agriculture (48.4%) and livestock (54.2%).

These results clearly show that Rwandans are not afraid to speak out, as the President asks, when they think there is room for improvement in public service delivery. And the statistical data provided by the CRC can help the government to make adjustments where necessary.It is thanks to instruments such as the CRC that all over the world, Rwanda is lauded as an example of good governance, and will continue to stand out.

Citizen Report Card ensures leaders walk the talk

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The Rwanda Governance Board has recently released the fourth edition of the Rwanda Governance Scorecard (RGS), which since its inception in

2011 has become a credible and reliable data source which has alerted policymakers and practitioners on areas with performance shortcomings and incited others to improve and perform better.The RGS 2016 is based on primary and secondary data drawn from over 200 questions. It considers 8 observed dimensions of governance that constitute 8 composite governance indicators with 37 sub-indicators and 150 variables.

RGB reckons that it is important to learn from the past and to continue to improve the accuracy and relevance of the RGS. For this reason, the 2016 edition has retained the 8 aggregated indicators of governance, which are: • Rule of Law;• Political Rights and Civil Liberties;• Participation and Inclusiveness;• Safety and Security;• Investing in Human and Social

Development;• Control of Corruption, Transparency and

Accountability;• Quality of Service Delivery;• Economic and Corporate Governance.

The primary data sources of the RGS 2016 comprise the assessment by Rwandans themselves (citizens and experts), as well as verified data from Rwandan institutions. The RGS 2016 is comprised of data collected in 2015 and 2016.

The overall methodological approach for the RGS has been mainly maintained, but the scoring and ranking methods have been reviewed upwards: • Green: 80% - 100% (previously 75% -

100%)

• Yellow: 60-79.9% (previously 50-74.9%)• Amber: 40-59.9% (previously 50-74.9%)• Red: 0-25% (previously 00-39.9%)

Overall, RGS clearly shows that Rwanda has over the past five years made commendable strides in building and sustaining a social developmental democratic state.ResultsIn the RGS 2016, six indicators improved compared to the 2014 scores: Control of Corruption, Transparency and Accountability which performed the best with a percentage increase of +7.52, followed by Political Rights and Civil Liberties which improved by +4.78.

The Economic and Corporate Governance indicator recorded a +4.62 increase, while Participation and Inclusiveness, Quality of Service Delivery, and Safety and Security indicators went up slightly by +1.65, +0.93 and +0.66 respectively.

SPECIAL FEATURE

Two indicators decreased, namely Investing in Human and Social Development by -6.66 and Rule of Law by -2. This is mainly due to the introduction of new sub-indicators and variables these two indicators for better assessment.

1) Rule of lawThe RGS 2016 slightly changed the composition of the sub-indicators of Rule of Law as a new sub-indicator of the use of ICT in justice service delivery is added to the existing sub-indicators.The indicator’s score decreased to 79.68% from 81.68% in the previous scorecard. But also, the performance of judiciary decreased by -5.24% compared to the previous scorecard. The main challenge is seen where the disposal pace of cases is affected by backlog. The access to Justice sub-indicator decreased by -3.77%.The two sub-indicators introduced in the RGS 2016, are the performance of the legislature and use of ICT in delivery of justice which scored 72.27 and 82.85% respectively.

RWANDA GOVERNANCE SCORECARD How RGB Scientifically Measuresthe state of governance in Rwanda

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SPECIAL FEATURE

2) Political Rights and Civil LibertiesOut of the 7 sub-indicators making up the Political Rights and Civil Liberties Indicator, 4 ranked green and 3 yellow. The overall indicator scored 81.83%, up 4.78 from the RGS 2014.

Nearly all sub-indicators have contributed to the indicator’s improvement. There has been quite an improvement on the editorial independence, which increased by 24.1 from 66.4% in RGS 2014 to 90.5% in RGS 2016. This indicates the expansion and a conducive and flourishing environment for media freedoms.

The sub-indicator of academia performance is still low as well as citizen access to information.

3) Participation and InclusivenessOf this indicator’s 5 sub-indicators, 2 are green, while 3 scored yellow.The general score for participation and inclusiveness is fairly high with 76.48%, a light increase compared to the previous 75.36%. Yet the Citizen Participation sub-indicator which previously scored 71.68%, dropped to 61.93% in the current edition.

It is clear that citizens are demanding more involvement especially in the planning and

budgeting processes. Noteworthy is the Civil Society Participation sub-indicator which registered a considerable increase from 63.65% in RGS 2014 to 72.45% in RGS 2016.

4) Safety and SecurityThe RGS included Safety and Security as one of the key dimensions while making this the governance measurement tool. This indicator consists of four sub-indicators: Maintaining Security, National Security, Personal Security; and Unity, Reconciliation and Social Cohesion.

In the RGS 2016, all the 4 sub-indicators are green, as are 11 out of 13 variables (the 2 remaining ones are yellow). As a result, Safety and Security has an overall score of 92.62%, the highest among the 8 main indicators.

5) Investing in Human and Social DevelopmentThis indicator includes sub-indicators such as Education, Health, Social Protection and Climate Change and Environmental Resilience. The overall score of Investing in Human and Social Development is 73.68%, a significant reduction from 81.54% in the RGS 2014. This indicator was the least performer, mainly due to the fall in the sub-indicators Education, Climate Change and Environmental resilience.

Education decreased from 84.75% in the previous scorecard to 79.98%, among other due to the Citizens’ satisfaction with the education variable losing more than 5 percentage points from 69.10% in RGS 2014 to 63.40% in the RGS 2016.

Climate Change and Environmental Resilience, which had an excellent 95.00% in the 2014 Edition, plummeted to 75.66%;, which is attributed to the newly introduced variables which scored lowsuch as climate change resilience which scored 46.45% and Environmentally sustainable settlement and use of Energy which scored 57.86% in the RGS 2016.

6) Control of Corruption, Transparency and AccountabilityThis indicator scored 86.56%, compared with 82.45% in the RGS 2014. All the 3 sub-indicators are in green, as well as 10 of the 11 variables, while only one scored yellow.

This performance makes this indicator the best improved one (improved by 7%).The scorecard shows satisfaction of both citizens and experts with the efforts of public institutions in fighting corruption. The Incidence of Corruption sub-indicator has increased from 76.00% in the RGS 2014 to 86.13% in 2016, while the Control of Corruption sub-indicator has improved from 78.76% to 87.77%.

Transparency and Accountability is the least performing sub-indicator as it increased only by nearly 3%. One of the contributing factors is the decrease in performance of the Parliamentary Public Accounts Committee compared to the previous scorecard from 85.33% in RGS 2014 to 79.79% in 2016.

7) Quality of Service DeliveryService delivery remained the least performing indicator, although it slightly increased by +0.92% to 72.93%. Service in education, justice and economic service improved the score of the indicator. The most improved sub-indicator is service delivery in economic sector which improved by 4.11% to 73.47% in RGS 2016. Service delivery in local administration also improved by 3.2%, while the justice sector improved by 1%. Service delivery in social sector dropped by 4.59% from 72.79% in RGS 2014 to 68.20%.

There was a weak performance in the agriculture and livestock sector which led to the citizens’ low level of satisfaction by 56.40% in the RGS 2016. Extreme and harsh weather conditions like prolonged drought especially in the Eastern Province, contributed also to the weak performance.

8) Economic and Corporate GovernanceThe overall score of this indicator for RGS 2016 is 76.82%, better than the 72.2% in the previous scorecard. 2 out of 5 sub-indicators ranked green, another 2 yellow and 1 ranked amber.

National Capital and Export Promotion improved by 8.37%, the Macroeconomic sub-Indicator by 7.59%, while Private Sector Promotion increased from 87.04% to 90% in RGS 2016.

However, the sub-indicator of Business Environment Promotion dropped by 4.34


points to 83.14%, which is mainly attributed to the drop in scores of doing business, and protecting investors. Similarly, the decrease of the SMEs development sub-indicator is explained by a sharp reduction in the number of companies registered against received applications from 100% in RGS 2014 to 65.58% in RGS 2016, as well as the cross-border trade which dropped from 71.43% in RGS 2014 to 69.60% in RGS 2016.

Indicator ❶ Indicator ❷ Indicator ❸ Indicator ❹ Indicator ❺ Indicator ❻ Indicator ❼ Indicator ❽

RULE OF LAW 79.68POLITICAL RIGHTS ANDCIVIL LIBERTIES

81.83PARTICIPATION AND INCLUSIVENESS

76.48SAFETY AND SECURITY

92.62

INVESTING IN

HUMAN AND SOCIAL

DEVELOPMENT

74.88

CONTROL OF

CORRUPTION,

TRANSPARENCY

AND

ACCOUNTABILITY

86.56QUALITY OF SERVICE DELIVERY

72.93ECONOMIC AND CORPORATE GOVERNANCE

76.82

5 Sub Indicators 7 Sub Indicators 5 Sub Indicators 4 Sub Indicators 4 Sub Indicators 3 Sub Indicators 4 Sub Indicators 5 Sub Indicators

Performance of the Judiciary

75.02Democratic Rights and Freedoms

83.10 Citizen participation 61.93 Maintaining security 94.44 Education 79.98Incidence of corruption

86.13Service delivery in Local Administration

74.30Macro-economic indicators

79.59

Performance of the Legislature

72.27Vibrancy of civil society organizations in policy formulation

67.33 Decentralization 77.20 National security 99.73 Health 80.51Control of Corruption

87.77Service delivery in Justice Sector

75.75National Capital and Export Promotion

53.05

Performance of the Prosecution

91.80Rights to Media Freedom

85.85Civil society participation

72.45Personal and Property Safety

89.20 Social Protection 63.38Transparency and accountability

85.78Service delivery in Social Sector

60.20Business Environment Promotion

83.14

Access to Justice 76.48Political parties Registration and operations

74.93Gender equality in leadership

83.72Unity, Reconciliation and social cohesion

87.11Climate change and Environmental resilience

75.66Service delivery in Economic Sector

73.47SMEs Development and Cross-Border Trade

78.36

Use of ICT in Judiciary

82.85Access to Public Information

78.21 Power sharing 87.10Private Sector Promotion

90.00

Respect for human rights

85.60

Core international human rights conventions

97.78

Overall scores of Rwanda Governance Scorecard 2016

SPECIAL FEATURE

The RGS 2016 concludes with 8 recommendations, which are:1. To scale up and revamp the quality of extension services in

agriculture sector to spur high productivity and wealth creation in rural areas;

2. To design and operationalize a multi-year nationwide strategy for mainstreaming climate change resilience into development planning;

3. To design and operationalize a multi-year nationwide strategy for sustainable urbanization and rural settlement as an imperative to achieve a middle income economy status;

4. To design and operationalize a multi-year national strategy geared towards reducing in maximum 5 years, at least 80% of charcoal and firewood consumption by switching to gas and electricity, as an imperative for a sustainable and eco-friendly development;

Previous Score

75 - 100

50 - 79.9

25 - 49.9

0 - 24.9

Current Score

80 - 100

60 - 79.9

40 - 59.9

0 - 39.9

Rank in colors

GREEN

YELLOW

AMBER

RED

5. To design and operationalize multi-year innovative approaches to increase Rwanda’s export capabilities in order to reduce trade deficit and improve the overall status of balance of payments;

6. To align sectoral policy implementation of socio-economic development strategies with those of secondary cities‘ development so that these cities effectively become poles of growth;

7. To put up mechanisms for effective and accountable delivery of social development innovations to ensure accelerated graduation from poverty and better livelihood to the citizens;

8. To adopt a national comprehensive policy that ensures compliance with quality service delivery standards in both public and private domains.

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While there has been as steady improvement in people’s satisfaction with service delivery over the years, the Rwanda Governance Board (RGB) is nevertheless calling upon institutions

to make greater efforts to improve their services.

Respect of governance principles and trust in governance institutions remained at the same level, scoring 89.1% last year against 89.4% in the previous one.

SPECIAL FEATURE

Introduced in 2010, the CRC is an annual perception survey conducted by RGB with the purpose of providing public institutions and policy makers with feedback from the people on services delivered at grassroots level.

In his foreword to the report, Professor Anastase Shyaka, the RGB Chief Executive Officer, noted that the CRC 2016 focused on 13 thematic sectors, instead of 14 in 2015. They are education, agriculture and livestock, local administration, health, justice, water and sanitation, social welfare, land, infrastructure, security, governance, domestic violence, and citizen participation in government policies.

71.1%2015

RGB’s appeal is based on its annual Citizen

Report Card (CRC), the 2016 edition of

which revealed that the level of citizens’

satisfaction with governance and service

delivery stood at 67.7%, slightly lower than

the 71.1% recorded in.67.7%2016

63.4% 2015

56.4% Both 2015

74.3% 2015

77.4% 2015

62.2% 2015

86.5% 2015

73.2% 2016

48.4%, 54.2% 2016

75.9% 2016

74.9% 2016

61.2% 2016

90% 2016

The survey, taken from 11,011 households in all the 30 districts, showed that the level of appreciation of education services went up by 9 percentage points

People were less happy with the judicial services, which saw a drop from 76.7% in 2015 to 62.7% last year (-14 percentage points).

hygiene and sanitation scored 74.9% and 58.6% respectively from 64.8% for the two combined in 2015.

The way officials deal with land problems seems to have improved as it was rated at 67.3% compared to 64.7% the previous year.

In addition, there was improved citizen’s participation, which went up by 7.9% from 51% to 58.9% during the period.

EDUCATION

AGRICULTURE AND LIVESTOCK

LOCAL GOVERNMENT

HEALTH SERVICES

SOCIAL WELFARE

SECURITY

District Score District Score

Gatsibo 75.6% Kayonza 68.0%

Rubavu 74.9% Karongi 67.6%

Rulindo 74.4% Nyanza 66.6%

Gakenke 73.9% Nyamasheke 66.0%

Kamonyi 73.2% Nyamagabe 65.6%

Kirehe 72.1% Rusizi 65.4%

Burera 71.7% Huye 65.2%

Ngoma 70.7% Ruhango 65.2%

Muhanga 70.2% Nyaruguru 63.3%

Ngororero 70.0% Kicukiro 62.7%

Rwamagana 69.5% Nyarugenge 62.3%

Gicumbi 69.4% Gasabo 62.3%

Musanze 69.3% Bugesera 62.2%

Gisagara 69.1% Rutsiro 61.7%

Nyagatare 69.0% Nyabihu 61.6%

Agriculture Livestock

Citizen Report Card (CRC): RGB CALLS FOR IMPROVED SERVICE DELIVERY FOR HIGHER CITIZEN SATISFACTION

District ranking 2016

www.hope-mag.com 15

The report also indicated that services concerning gender-based and other forms of violence were less appreciated, as the score fell from 86.9% to 80.7% in 2016.

Delivering on the mandateAccording to the report, the reduced appreciation of certain indicators resulted from major complaints related to expropriation processes, rampant theft in some communities, lack of water and electricity, land-related conflicts, domestic violence, and late delivery of seeds to farmers.

Other common complaints were also found in the areas of social protection programmes such as the Vision Umurenge Program (VUP) and One-Cow-per-Poor-Family, as well as in providing citizens with basic facilities, such as good roads and markets.

RGB CEO Shyaka said that institution will continue to conduct research in order to better advise the government, yet stressed that the challenge is not the lack of institutions, but rather how they deliver on their mandate.

“We are doing well but Rwandans and their government want public and private institutions to do better. and provide quality and timely services to the people,” he said.

Kigali citizens less satisfiedGeographically, the report showed that people in Kigali tend to have lower levels of service satisfaction compared to other parts of the country, mainly due to higher literacy levels.

For instance, in good governance, satisfaction was at 75.9% last year at the national level wwhile Kigali city’s districts Nyarugenge, Gasabo and Kicukiro scored 68.8%, 66.7% and 68.4% respectively.

Satisfaction in citizen participation stood at 58.9% countrywide, while the best district in Kigali, Gasabo, scored only 49%.

There was also a huge discrepancy in the appreciation of services related to social welfare, which scored 61.2% at national level, while in Kigali it was a meagre 39% in Nyarugenge, and Gasabo and Kicukiro did even worse.Infrastructure is the only sector where Kigali came first, with Kicukiro scoring the highest satisfaction rate in the country with 79%, compared to 53.1% countrywide.

Speaking at the unveiling of the CRC 2016, the then Mayor of the City of Kigali, Monique Mukaruliza, said citizens have become more conscious and vocal about service assessment, which explains the drop in satisfaction.

She said the report has showed areas that need to be addressed such as citizen participation, and promised improvement.

“Given the programmes we are putting in place such as community outreach, I hope the next assessment will show different perceptions. We are going to work more closely with citizens to bridge the identified gaps. This requires the involvement of citizens and all stakeholders,” she said.

In this respect, it was observed that the majority of people living in cities do not actively participate in government programmes, and Mukaruliza called on them to change their mindsets and become more involved.

“When people do not attend meetings, they do not participate in decision-making and this affects participation,” she said. “Citizens should change their attitude.”

SPECIAL FEATURE

Sector 2015 2016

Education 63.4% 73.2%

Agriculture (for 2015: including livestock) 56.4% 48.4%

Livestock (for 2015: including Agriculture) 56.4% 54.2%

Local Government services 74.3% 75.9%

Justice 76.7% 62.7%

Respect of governance principles 89.4% 89.1%

Health 77.4% 74.9%

Hygiene &Sanitation 64.8% 58.6%

Social protection 62.2% 61.2%

Infrastructure - 53.1%

Land 64.7% 67.3%

Security 86.5% 90.0%

GBV/CBV 86.9% 80.7%

Participation 51.0% 58.9%

Citizen Report Card 2016 Sector ranking


Last month, we caught up with Professor Anastase Shyaka, the RGB Chief Executive Officer, who explained how the broader mandate will work and the impact they expect for quality of services and delivery of transformation.

Can you briefly explain the rationale for RGB’s new mandate?The rationale that called for a new mandate for RGB can be explained by the following 4 imperatives: • The imperative of improving service delivery;• The imperative of enhancing research capabilities and

independence;• The imperative of preserving and scaling up home grown

solutions; and• The imperative of enhancing RGB’s convening authority.

The Service delivery imperative - The stake of service delivery in national development is very high and 48% GDP comes from the service sector. Yet, quality of services is still low in many sectors. RGB has produced evidence but in the old set up the evidence was seen as just reports, it was not fully impactful.

In addition, we previously only l o o k e d at public sector, which left services provided by private operating not fully checked. This created a huge deficit in improving service delivery in the country.

Under the new mandate, RGB will

To assess the impact of public programs on people, the Rwanda Governance Board (RGB) has over the past years produced the annual Citizen Report Card (CRC). Based on information gathered

in all 30 districts in the country on different sectors, CRC reports mainly focus on the level of citizen satisfaction when it comes to actual service delivery.

RGB also produces the Rwanda Governance Scorecard, which is a kind of an index to reflect the status of governance in the country.

And from last year, a new law (Law N°56/2016 of 16/12/2016 Establishing the Rwanda Governance Board and Determining its Mission, Organisation and Functioning) mandates RGB to include among other things, assessment of the quality of service delivery in the private sector and civil society organizations

In regard to service delivery, and as stated in article 5 of the law establishing RGB, the institution is mandated to: -1° “to regularly monitor service delivery and compliance with the principles of good governance in public and private sector as well as in non-governmental organisations” and

-“6° to promote principles of good governance, democracy, performance and quality services delivery and advise the Government and other concerned institutions thereof.”

And according to article 6 which details powers, RGB is invested with specific powers on service delivery- to “request for explanations relating to governance, performance and service delivery in public and private institutions and to request for administrative sanctions against defaulting institutions or staff members.”

It must be clarified therefore that RGB is not in charge of administrating sanctions to private or public sector. It is only entrusted with powers to propose sanctions if need arise. In addition, the conduct of this mandate, it doesn’t interfere with the functions of concerned organizations as stipulated in article 28. In its operations RGB ‘s preference will be to impacting change and transformation through advises and engagements.

SPECIAL FEATURE

UNDERSTANDING RGB’S NEW MANDATE: FUNCTIONING AND POWERS.

www.hope-mag.com 17

also monitor the private sector in addition to public sector. This will give us comprehensive perspectives on this sector and will ultimately help streamline strategies geared towards greater impact of service sector on development.

The second imperative is the imperative of research capabilities and independence. It intends to expand the independence of the institution in its operations and the quality of its research. It also aims to widen and deepen RGB’s capabilities in policy advocacy and strategic engagements nationally and globally.

The imperative to preserve and scale up Home Grown Solutions (HGS) seeks to make RGB a full custodian of HGS. Previously RGB was mainly assessing the impact of home grown solutions through research. In the new mandate, RGB’s scope ranges from certification of innovations that qualify to be HGS, their documentation and impact assessment, their preservation and protection to the design of strategies geared towards their promotion and how to apply them profitably.

Lastly there was an imperative for enhanced convening authority to be able to impact service delivery in public and private sector and to be able to deliver on its regulatory and coordination functions.

Considering that there are already government bodies regulating different institutions with regards to service, can you please elaborate on the exact role RGB will play?The fact that the new law gives RGB more powers to monitor service delivery and its impact does not take away the responsibilities of other institutions – they will continue to handle their mandate.

For example, if our objective is to ensure that farmers get seeds and fertilizers on time and that they are of the right quality, it is the responsibility of local government and the Rwanda Agricultural Board (RAB), National Agriculture and Export Board (NAEB) to deliver them. And the Ministry of Local Government (MINALOC) and Ministry of Agriculture (MINAGRI) which are respective overseers of the above will continue to ensure it is done.

Therefore, RGB role is to enhance accountability and effectiveness in delivery chain to citizens. In doing so, we will enable higher performance and faster development.

Won’t this new regulation affect competition and revenue for companies?

There is nothing that should alarm you on monitoring service delivery in the private sector. On the contrary this new service will impact on the profitability of our companies because it aims at improving their services which will in return attract more clients and their satisfaction. Ultimately RGB’s role will spur investments and growth.

If someone gives you good money, then you should work to offer a product worth the value. We will encourage companies to run healthy business and improve customer care. If businesses make smart products and deliver smart services, there is no doubt that they will make more profit sustainably.

SPECIAL FEATURE

local leaders should

align their service

delivery approaches

with the wishes and

the needs of their

constituencies.

According to the CRC, the level of service satisfaction in urban areas is lower compared to rural regions. One could say it is because people in cities are better educated and thus expect more. How would you explain this?There is nothing wrong for people in the cities having different expectations in service delivery compared to their peers in rural areas.

For example, people from Gatsibo or Nyagatare District may prioritize milk processing plant, while those in Rusizi District would go for cross border trade; and people in Kigali opt for high speed internet, etc.

The government of Rwanda believes in a people-centered governance. If people’s needs are different, their needs satisfiers must be as well.

Therefore, local leaders should align their service delivery approaches with the wishes and the needs of their constituencies. If you lead an urban constituency and you treat it as appropriate for rural areas or vice versa, sooner or later you might have challenges in meeting their expectations.

Lastly, other countries look at Rwanda as a good example of improved governance. Do you see these reports as an efficient way of checks and balances that will see organizations deliver the best services for the country’s development?First, our reports have had an impact, because we have seen changes in many sectors, although not yet in all of them.

But we also have seen a change in the way people speak out. So our research products have become trusted tools through which citizens communicate what they like and what they don’t like. People ownership has gone up, and together with it vertical accountability.

However, as I mentioned, while some service providers have used the Citizen Report Card to improve, others still haven’t acted on them. Because of that, we haven’t yet achieved the full potential in improving service delivery. With the new set up, we expect this to change for better.


Rwanda’s leading 5-star Kigali and Lake Kivu Serena Hotels have celebrated their 10 years of operations in the country with staff participating in March’s community work Umuganda.

The hotel chain entered the Rwandan market in 2007, providing the best hospitality and conference services in Kigali and Rubavu district.After the Umuganda, Serena’s Country Manager Daniel Sambai hosted his more than 400 employees to a lunch buffet with a cake to celebrate the team’s exceptional work in the past decade.

“It’s been 10 great years of Serena Hotels in Rwanda and everybody has done their part which we are grateful for. We look forward to the next 10 years,” he remarked.

Serena Hotels celebrate 10 years in Rwanda with Umuganda and cake

During the Umuganda, the staff from Kigali and Lake Kivu Serena took part in road repairs together with the residents of Nyarugenge and Rubavu districts respectively. The Kigali Serena later also joined the Rwanda National Police during an activity to raise awareness against drugs abuse.

Renowned music artists and entertainers were on hand to sensitise residents and afterwards proceeded to the Kigali Serena Hotel where they shared the lunch and cake with the staff.

The get-together also served as an opportunity for the hotel to present it’s loyal staff with Long service awards and certificates for their committment and dedication to the company for the last 10years.

www.hope-mag.com 19

Serena Hotels celebrate 10 years in Rwanda with Umuganda and cake

Kigali Serena HotelIdeally located on one of Kigali’s most charming boulevards, the five-star Kigali Serena Hotel is built around a polished granite atrium, which showcases the very best of Rwandese cultural art.

Relaxed yet elegant, the hotel features an executive lounge and bar, which opens onto a wide sundeck overlooking the newly refurbished swimming pool. Also overlooking the pool is the popular Milima Restaurant offers a wide range of all-day buffet choices, while the relaxed Sokoni Café offers inside and outside poolside seating.

Regarded by many as Kigali’s natural business hub, the hotel also boasts its own extensive conference centre, 500-seat auditorium and lavish ballroom.

Kigali Serena Hotel is one of the leading conference venues in Kigali.

Lake Kivu Serena HotelSerenely sited on the white sandy shores of Lake Kivu, the sixth largest lake in Africa, and surrounded by extensive tropical gardens, the tastefully open-plan Lake Kivu Serena Hotel offers the ideal extended holiday destination in Rwanda or weekend escape.

Within a few hours’ drive of both the Rwandan capital, and the glorious Volcanoes National Park (home of the world famous mountain gorillas), it overlooks its own private beach and offers 66 luxury hotel rooms, executive suites and family accommodation, a panoramic restaurant, indoor and beachside bars, a luxury swimming pool, and the ‘Maisha’ Health Centre (offering an extensive range of health and beauty regimes, boating, swimming, volleyball, tennis, fishing, hiking and trekking).

Lake Kivu Serena hotel also boasts a world-class fully-integrated conference centre, allowing business personalities and firms to hold effective conferencing and networking sessions.

About Serena Hotels in Rwanda


& More hosts a tasting event to promote delicious wines!

To make wine lovers more familiar with the wide range of excellent wines offered, Wines & More, which is part of Akagera Business Group, hosted a tasting event last Friday in Kiyovu for a select group of invitees.

Gil Cheviron, the Africa Sales and Marketing Manager for Incodeal, a wine and liquors importing firm, which also supplies Wines & More, took the guests through about 15

exquisite red and white wines mainly from France, Chile, Italy and California in the USA.

Cheviron noted that it is easy to tell the origins of a wine depending on its taste. “Different factors of where a wine is made impact on the taste. For example, the temperature strongly influences the taste of the wine; those made in drier climates are smoother in taste, while the opposite

is true for wines from colder areas such as France,” he explained to the guests.

Cheviron added that most French wines have a woody taste, while others keep more of the taste of the fruit berries used to make them. “It depends on where your preference lies. The French like their wine woody in taste, so they keep them in wooden barrels

f o r a longer time,” he explained.

All these details and more he shared with the guests, who obviously sampled these delicious wines, which are all available at affordable prices at Wines & More in Kacyiru, Kigali. From the light and easy-to-drink wines to the round and strong ones, the wholesale prices at Wines & More are between Rwf 7,600 and Rwf 12,980 VAT inclusive.

Wines & More: KG 543 ST Kacyiru, Kigali – 0783782434 – [email protected]

Wines & More

www.hope-mag.com 21

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www.hope-mag.com 23


Since the Rwanda Development Bank (BRD) took over the management of student loans and bursaries (in accordance with the law No. 44/2015 of 14 September 2015, and the subsequent agreement between the ministry of education and BRD), the

facility is run in a better and more efficient way than ever before.

BRD’s key responsibilities include the efficient management of disbursement and recovery of student loans, the establishment of an education savings scheme and investment in education.

Since taking charge in early 2016, the bank has been addressing the issues affecting the university loan scheme, and is working tirelessly to see that the fund, which channels over Rwf 29 billion in loans for tuition and living allowances to students in public universities, becomes self-sufficient in the long-run.

This means that the bank is not only charged with disbursing the money but also has to ensure that the beneficiaries pay back on time as agreed in their contract.

No contractsThe student loan program started in the 1980s and was first managed by the ministry of education, then by the Student Financing Agency of Rwanda (SFAR) and the Rwanda Education Board (REB) before BRD took charge of it.

That latest change of management envisaged not just to make the disbursements more efficient, but also to improve the loan recovery rate.

Indeed, it was only in 2007, more than 20 years after the launch of the scheme, that loan recovery became an integral part of the management of the program; as a result, many beneficiaries in previous years did not sign a contract or leave any personal information that could help to follow-up on reimbursements.

Due to such issues related to the management of the scheme in past years, loan recovery didn’t improve that much between 2007 and 2015, and as a result the arrears amounted to Rwf 75 billion by the time BRD took over.

Updating informationBRD created a specific department to manage the student loans, and its major focus in 2016 was to fully exploit the database inherited from REB, and subsequently intensify data collection from higher learning institutions to update and complete the information. The student loan department at BRD thus worked closely with REB to assess the existing data and gaps, one of the most common of which was the absence of national ID number or the exact amount of the loan.

BRD also sent invoices to loan beneficiaries, and contacted over 10,000 employers requesting the names and gross salaries of their employees in order to trace past student loan beneficiaries.

BRD has made great progress in better student loan management

SPECIAL FEATURE

www.hope-mag.com 25

The bank received feedback from around 500 employers, which helped to draw up an initial list of some 2,700 beneficiaries who are now paying back their loans to BRD through their employers, which is a major milestone.

The bank has a target to reach out to an additional 4,900 people to start repaying their loans by the end of this year.

The data provided to BRD from REB was up to date until 2013 and consisted of about 55,000 former beneficiaries. Considering that between 5,000 and 6,000 students graduate each year, another 15,000 (beneficiaries between 2013 and 2015) should be added, giving a total of 70,000 today.

17,000 of those on the REB list were already paying back their loan, and with the 2,700 which BRD managed to add last year, there are now nearly 20,000 out of a total of 70,000 beneficiaries in the process of settling their loan.

That means that there are some 50,000 beneficiaries remaining which BRD will have to contact to start the reimbursement process.

What to pay back and at which interest rate?According to the law, student loan beneficiaries who completed before 2013 pay back at an interest rate of 8% of their gross salary.

However, the actual amount to be paid back depends on when the beneficiary studied, since the regulation has changed several times over the years. • People who studied up to 1994 were (and are) supposed to pay back

living allowances and research fees, but the latter only if they worked for the government for more than five years.

• From 2000 until 2008, beneficiaries had to pay back only the monthly living allowances (set at Rwf 25,000 per month since 2000) plus the memoir fees of Rwf 100,000.

• Between 2008 and 2013, those who followed STEM (Science, Technology, Engineering and Mathematics) courses would pay back 25% of the total tuition fees and living allowances, while those in other sections were required to reimburse 50%.

• Since 2013, the entirety of tuition and living fees has to be paid back, but the amount received depends on the family’s Ubudehe classification. It is assumed under the law that the Ubudehe categorisation is the result of the parents’ financial status, and should not affect the beneficiary student’s ability to pay back after graduation and getting a job with their diploma.

Way forward for 2017For the year 2017, BRD expects to meet its targets for student loan reimbursements while at the same time ensuring smooth and timely disbursements to students.

A Management Information System is already in place that will be integrated with the National Identification Agency (NIDA) and other institutions such as the Rwanda Social Security Board (RSSB) for faster identification of beneficiaries supposed to repay their loans.On the disbursement side, students in all public universities today receive their monthly living allowances on time through an account in any commercial bank.Thanks to BRD, the bureaucracy that often led to delays in disbursement has been ironed out and students can now focus on their courses, reassured that all their expenses are covered.

The data provided to BRD from REB was up to date until 2013 and consisted of about 55,000 former beneficiaries. Considering that between 5,000 and 6,000 students graduate each year,

another 15,000 (beneficiaries between 2013 and 2015) should be added, giving

a total of 70,000 today.

For the year 2017, BRD expects to meet its targets for student loan

reimbursements while at the same time ensuring smooth and timely

disbursements to students.

17,000 of those on the REB list were already paying back their loan, and with the 2,700 which BRD managed to add last year, there are now nearly 20,000 out of a total of 70,000 beneficiaries in

the process of settling their loan.

SPECIAL FEATURE


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Hotpoint Appliances Ltd, a leading distributor of the latest electronics and appliances launched globally, will strengthen its presence in Kigali with

the opening of its thirds state-of-the-art retail out let in Kigali Heights, in addition to its existing stores in Remera and near Sopetrad, as well as an extensive dealer network.

It’s an important milestone for the company which in Kenya, under its Director Keval Kanani, has managed to develop a strong presence in the electronics market.

And when Hotpoint entered the Rwandan market in 2008 (although it became fully operational in 2010), it also was quite a game-changer. As the Country Head of Hotpoint Rwanda, Manoj Skariah, points out, before that buying home appliances and electronics was a bit of a gamble.

“Most retailers don’t offer warranty, or if they do, they often fail to get the spare parts when a repair is needed. So before Hotpoint came in, when you bought electronics and there was a fault, you had to throw it away,” he remarks.

What Hotpoint brought into the mix was excellent after-sales service. “We actually started the warranty system, which adds value to the market,” Skariah says. “We also offer 24/7 services, to ensure 100% customer satisfaction. And if there is a problem after your warranty has expired, we guarantee that we can find the spare parts and fix it – so you won’t have to buy a new one.”

Hotpoint sells a wide range of home appliances and electronics (from TVs and sound systems over kitchen appliances to air conditioning) from the renowned Korean brand LG, its own brand Von and since recently also Black+Decker (mainly kitchen appliances), of which it is the exclusive distributor. Yet what makes Hotpoint particularly stand out is that it excels in all aspects of customer service.

“The staff in our retail outlets is highly trained so that they can give detailed explanations on any of the products we sell,” Sakriah observes. “And we offer free delivery and installation of the appliances.”

That exceptional service is also available in its new store in Kigali Heights, which occupies an area of almost 1,000 square feet, and which is open seven days a week, including on public holidays, for the convenience of customers.

“We are glad to be part of the popular Kigali Heights, comprising of an ideal tenant mix and located very centrally,” Skariah says. “We pride ourselves in providing excellent customer service and personalising solutions to meet the customers’ needs and budgets.”And if you’re a salaried employee, or can show you have a regular income, Hotpoint can even accept that you pay in instalments, the Rwanda Country Head adds.So if you want your next electronics purchase to be a carefree experience rather than a gamble, Hotpoint is the place to go.

Hotpointat Kigali Heights, with same excellent after-sales service

opens third outlet

Keval Kanani, Director of Hotpoint Appliances Ltd.


From something resembling a provincial town two decades ago to a thriving urban area, Kigali is no doubt becoming a most auspicious modern city by all definitions. The city’s planning is a vivid product of the modernist ideal that has transformed Kigali into a 21-century living and working environment. It is fast becoming a shining modern metropolis with mushrooming skyscrapers, constantly evolving and keeping up with modern times.

Manages to steer its Rapid Development

HowKigali City

Infrastructure DevelopmentThe Infrastructure Department is at the forefront of Kigali’s rapid development. It is responsible for overseeing the construction of roads, installing street lights for safety at night, improvement projects on the over 732 km of roads that constitute the backbone of the infrastructure for the capital with more than 1.2 million residents, and handling solid and liquid waste issues.

The department works with various ministries, utility companies and the districts in the City of Kigali. Its diverse responsibilities are divided into five main areas: Roads & Drainage, Energy & Lighting, Water & Sanitation, Traffic Management and Public Transport.

WaterLess than 50% had access to improved and clean water in 1994. As per now, 89% have access to clean water.

ElectricityIn 1994, only 40% of the city’s residents had access to electricity; two decades later, 67.4% of the city is connected including schools, hospitals, households, and industrial complexes.

RoadsNot so long ago, Kicukiro District counted only one tarmac road – the one from Kanogo to Remera and Kanombe – while there were only a few kilometres of tarmac in Nyarugenge and Kiyovu, the city centre. There was also the Kimihurura-Kacyiru road providing access to most ministries, and the road leading to and from the airport.

Today, Nyarutarama, Kibagabaga, Kimuhurura, Kimironko, Remera have cobblestoned roads as well as tarmac.

National roads to or from Kigali such as the Gatuna to Nyabugogo had 102km of tarmac by 2001. Today there are 360km of national roads with tarmac. There were no cobblestoned roads then, now there are 25km of them and recently a new project was launched for another 100km in Remera, Gatenga and Rwezamenyo;. There are plans to cover all areas between cobblestoned roads and tarmac.

Since the inception and implementation of the Kigali Master Plan, all activities including the construction of buildings and roads have to be carried out in accordance with it. The recent past has witnessed the construction of asphalt roads including the ETO Muhima road network of 0.7km, the completion of a 3-year project of 34km in Nyamirambo-

Rugarama (3.3km), G i s hu shu- I n i l a k -Shell (4.5km) and Cercle sportif-

Rwampara-G i k o n d o

(2.4km), while another 15.5km

project is in progress.Work has been done

to secure ravines in Rwarutabura, Kove, and the rehabilitation of Mpazi as well as the construction of bridges in Nyabugogo (2), Kanogo, Rugunga, Cyumbati, Gisozi and Karuruma.Maintenance of murram and earth

roads has also been carried out in Ndera-Jurwe-Gikomero (17km), Karuruma-Amakawa-Bweramvura (7km), Gahanga (3km), Gatenga (2.5km), Nyarugunga (2.5), Gakoni-Ruharabuge (2.5km), Suncity-Rugarama-Gasharu (3km) and Nyamweru-Mont Kinyinya (1.5km).On the main roads and in several parts of Kigali, street lighting has been installed.

Master planThe Kigali conceptual master plan is a key element to move the city, and the nation, forward. The capital’s population is expected to double, or even triple, in the next 25 years. The master plan addresses this exponential growth, incorporating a wide range of ecological, social, and economic strategies. From developing infrastructure to walkable

neighbourhood centres and urban agriculture, the

plan responds to this transforming c o m m u n i t y ’ s needs, now

and in the future.T h e K i g a l i

SPECIAL FEATURE

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Conceptual Master Plan is an exemplary master plan that truly addresses the vision and development needs of an emerging city such as Kigali.

Thanks to the Master Plan, the City of Kigali (CoK) has been able to enhance the doing business reforms, reducing the number of procedures to obtain construction permits from 10 to 5 over the years, while bringing down the delay from 77 days to 20.

Special attention is given to the quality of buildings in the city, in collaboration with professionals in the construction industry such as architects, engineers, and supervisors. CoK has introduced a Construction Permit Information Management System which allows applicants to access all related services online. Memoranda of Understanding have been signed with telecom companies to facilitate the payment of permits using this system.

Thanks to this, a big number of residential and commercial properties have been constructed

and work on many more is still in progress.Investors have been attracted to property development which has led to the magnificent skyline that the city enjoys today.

In addition, many Rwandans now have the opportunity to own a home with the affordable housing projects already in place and being implemented, boosting the confidence of the population and investors on the long term growth of the country. This is mainly thanks to the government’s strong leadership.

City BeautificationHuge efforts have been made to make the city a more beautiful, attractive and enjoyable place to live. 77.5km of roads have been adorned with 25,848 ornamental trees, existing green and paved areas have been maintained and an extra 55 hectares developed.

Free Wi-Fi hotspots were installed in public places such as the Car-Free Zone in the city’s Central Business District.

New road designs have been developed and signage has been installed on all the main and some peripheral roads.

Sustainable greenery Amid this unprecedented development, the city authorities have made it priority to keep Kigali clean.

For example, for any real-estate development to be approved, it should have at least between 10 and 20% greenery.

The city also continuously encourages people to plant flowers and trees in their plots, perimeter walls and surrounding areas.

Socioeconomic supportThe city has undertaken several projects to assist vulnerable groups, mainly women and youths, so that they don’t get involved in unprofitable or illegal activities such as street hawking, drugs abuse or begging.Throughout the city, modern markets and selling points have been established to resettle street vendors. These include Gikomero modern market and market infrastructures, COPCOM, ADARWA, Gisozi Complex, Mulindi Commercial complex and Rusheshe and Nyamirambo mini markets.

In addition, the city supports women organized in cooperatives to make handicrafts that are readily sold to tourists.

Lastly, through the Kigali Employment Service Centre, the city contributes to the Government’s target of reducing unemployment by offering information on the labour market and career guidance especially to youth.

The centre also connects jobseekers to training and qualification opportunities, coaches them on how best to proceed with an application process and connects employers and jobseekers thus saving organisations time and money in their recruitment processes.

SPECIAL FEATURE


Kigali, Rwanda. 15 March, 2017 – Pitch Night is an innovative initiative developed by UNICEF to motivate children and youth below 25 to pitch

their ideas for projects on environment, health and education.

The objectives of Pitch Night will be to provide a platform to introduce emerging entrepreneurs to investors, potential clients, media and fellow entrepreneurs. This will also be an opportunity for children and youth to find innovative solutions to problems, with a special focus on education, health and protection issues. In addition to opportunities, the project seeks to provide mentorship to youths dreaming to become ICT investors and innovators, and to give them an opportunity to express themselves.

The theme of Pitch Night is “improving the lives of adolescents and youth in health, education and environment.”

The partnership between UNICEF and Airtel comes to life as Airtel Rwanda has positioned itself as a key player in the ICT innovation arena, where it seeks to develop solutions for issues in health, education and environment, always striving towards the development of Rwanda.

Speaking at the launch of the partnership, Airtel Managing Director Michael Adjei said,

“Airtel Rwanda is pleased to be

partnering with UNICEF to launch what

we call an innovative project, one which

will continue to provide solutions for

Rwandan adolescents and youths as we

move towards achieving the Vision 2020

goals that Rwanda committed to.”

“We are positive that the project we launch today will assist youths to build ideas that will help society, as the country is moving towards using home-grown solutions to tackle the country’s problems,” added Mr. Adjei.

Ted Maly, UNICEF Representative, noted that “Participation is an important component of children’s rights. Our partnership with Airtel to launch Pitch Night brings the voices and ideas of Rwanda’s youth to the forefront of development discussions.”

To participate in Pitch Night, applications will be open from 15 March to 6 April 2017. Shortlisted applicants and their projects will be up on 6 April. The final Pitch Night even will be held in Kigali in early May 2017 in order to showcase the talented participants and their projects. Participants can send their applications to [email protected]

‘Pitch Night’Airtel Rwanda & UNICEF partner to provide children and youth a platform to present innovative ideas through

About Bharti Airtel 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. 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 359 million customers across its operations at the end of July 2016. To know more please visit, www.airtel.com

About UNICEFUNICEF promotes the rights and wellbeing of every child, in everything we do. Together with our partners, we work in 190 countries and territories to translate that commitment into practical action, focusing special effort on reaching the most vulnerable and excluded children, to the benefit of all children, everywhere.

For more information about UNICEF and its work visit: www.unicef.org/rwanda

SPECIAL FEATURE

www.hope-mag.com 31

UNLOCK YOUR BIG IDEA

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When Saeed Alam, the owner and CEO of The Manor Hotel in Nyarutarama, reads a bad review of his establishment, he is not happy. But not because the review isn’t positive.

“Bad reviews make you mad because you have let someone down. But they do help you to improve,” he says.

And Alam takes his customers’ remarks, and their satisfaction, very seriously indeed. Take for example the main staircase facing the reception, which is covered with beautiful shiny black marble tiles and has a golden finishing touch. These imposing curved stairs have been there since the hotel’s opening in 2010, and nobody ever complained about them.

That is until recently, when a guest remarked that in the evening when going down, the black stairs make it difficult to see the next one. Just one comment in six years, yet Alam immediately took action and soon there will be alternate black and white steps, so that it will be easier to distinguish them.

It is with this kind of personalised service and attention to the guest’s needs that The Manor is positioning itself in the ever more competitive hotel sector in Kigali in particular and Rwanda in general. However, if you suggest to Alam that the industry is becoming quite crowded, he disagrees.

‘A small hotel with a big punch’The Manor:

www.hope-mag.com 33

“Coming from a very competitive sector in the UK, I think competition is not bad. The hotel sector in Rwanda is growing, it’s getting better and better, but I don’t think there are too many hotels,” he says. “More hotels also means that the economy is doing better. Of course, there will be growing pains, and some hotels may not be competitive enough, so there will always be corrections by the market.”

As the owner of a boutique hotel, he also doesn’t see the presence of several big luxury hotels in Kigali as a threat.

“The big players have helped us,” he stresses. “They bring in more people. A businessman who’s coming to Rwanda for the first time will stay in one of the big hotels to make a good impression; but when he starts coming back regularly, he’s going to stay at The Manor because it fits his budget better.”

ExpansionThat said, while The Manor may today be a medium-sized hotel, it was conceived with expansion in mind.

“We’re in it for the long haul,” Alam explains. “The hotel as it is today was built as a base that can accommodate 200 rooms. We started

with only a few rooms and as business grows, we can increase the capacity. We now have 30 rooms, and we’re considering to add another 50 next year.”

Apart from the accommodation, The Manor can also boast of quite impressive facilities to satisfy both hotel guests and external visitors. They include 3 restaurants (Italian/continental, Chinese and Indian) which can receive up to 400 people and therefore also cater for corporate or private functions; a bar and night club; a gym with nearly 400 members; a hair salon that is one of the few in town that can handle western hairstyles; and 2 conference rooms with a capacity of up to 150 people each. All that is the result of six year of hard work. “The first 3 to 5 years, all the money we earned went back into the business; we had to build the brand and make ourselves known,” Alam notes. “And I think we succeeded, because in the beginning, people didn’t even know the meaning of ‘The Manor,’ but today you just have to mention the name to any motor-taxi and they know where the hotel is.”

Now, however, he feels it is time to expand. “We have the bread and butter, but we miss the cream,” he says. “All these facilities we have to keep our 4-star rating represent a huge cost, so we need an expansion of the hotel.”

Different brandsThe Manor has also plans to branch out in another way: through its exquisite restaurants Shere Sardar, Marcos Restaurant & Lounge and Silks Restaurant.

“We have created different brands within the hotel, the three restaurants all have their own logo and branding,” Alam explains. “The Manor has so far showcased them, but they can go out of the hotel to other areas through branches or franchising. For example, with the secondary cities coming up, we could set up a restaurant there. It may take a couple of years, but we have a good team and good trainers to make it happen.”

That was different when he started the hotel because back then, Alam says, one of the biggest challenges was the lack of customer service levels among the workforce. “We used to train them here in the hotel, but then they would be poached by the bigger ones,” he recalls. “But today, we see that the efforts of the government are paying off, and universities are producing graduates who are good at service delivery.”

For now, The Manor’s boss is happy that when you google ‘hotels in Kigali,’ The Manor will always be there in the top 3, alongside big ones like Serena or Mariott.

“We’re a small hotel with a big punch,” Alam says with a smile of satisfaction. Which is just what he wants to see on his customers’ faces.

Saeed Alam, owner and CEO of The Manor hotel

Located in the Heart of Nyarutarama Tel:0786 654 435 | 0786 650 [email protected] www.themanorrwanda.com


www.hope-mag.com 35

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In partnership with local government authorities in Rubavu district, Rwanda Defence Forces, and residents of Nyamyumba Sector in Rubavu, BRALIRWA supported the planting of over 10,300 forest trees on Rubona hill –a place that sustains a major environmental threat particularly due to heavy landslides and soil erosions that characterise it.

Mukamuganga Mariya, a resident of this sector said soil erosion heavily threatens their agricultural activities and minimises productivity greatly.

Reiterating Mukamuganga’s sentiments, the Mayor of Rubavu district Mr. Sinamenye

Jeremie noted that soil erosion is the leading bottleneck to environmental health and sufficient food production.

“First soil erosion takes away the good nutrient filled top soil leaving our soils barren and with meagre agricultural production potential yet a large percentage of our population, just like elsewhere across Rwanda, depends on agriculture for subsistence.”

But other than this loss of the nutrient rich top soils, Sinamenye added that the eroded landslides mostly end up in the neighbouring Lake Kivu, damaging water life in the water body and threatening productivity from yet another major source of livelihood in the district.

BRALIRWA Joins Rubavu Residents To Plant Over 10,000 Trees

reaffirms its environmental protection agenda

BRALIRWA’s technical Director Sanders Bokelman plants a tree on Rubona hill during Umuganda

SPECIAL FEATURE

“This is why planting trees that can hold soils together and significantly reduce soil erosion is a big priority in our district. As a good citizen of the district, BRALIRWA has done well to provide the over 10,000 trees that we have planted on Rubona hill,”

the Mayor expressed during a community gathering after community work on March 25th to plant the trees.

BRALIRWA’s brewery is located in the same sector of Nyamyumba and has been among victims of landslide destruction in the past particularly in the year 2012.

www.hope-mag.com 39

But tree planting has not been supported in Rubavu alone. This leading beverage manufacturer in Rwanda has financed tree planting in the Eastern Province where years of deforestation had left bare lands. As a result, communities in the province were prone to destructive windstorms with Gastibo district among the most affected.

With BRALIRWA’s support, over 200,000 trees were planted in Gatsibo until 2014 targeting most populated areas of the district.

The rationale of tree planting for BRALIRWASpeaking at the community gathering after the tree planting event in Rubavu, BRALIRWA’s Technical Director Mr. Sander Bokelman told the gathering that environmental protection is a top priority on the beverage manufacturer’s agenda.

But why would a beer and soft drinks’ manufacturer be enthusiastic about tree planting and environmental protection?To manufacture beverages, water is a major ingredient. However, fresh water is one of the most coveted natural resources worlds over.

It is this imperative to actively contribute to the conservation and protection of water resources that has led the Heineken Group, BRALIRWA’s largest shareholder, to identify environmental protection as one of the group’s top priorities in ensuring sustainable operations.

To protect water resources, it is important that soil erosion is prevented so that the available water bodies are not contaminated. To achieve this, the company is investing in tree planting among other initiatives.

However, BRALIRWA is not just planting trees. Several other initiatives have been identified in the effort to protect water resources and reduce contamination thereof. One such initiative is the water treatment plant that is being constructed by BRALIRWA in Rubavu to serve the beverage manufacturer’s Gisenyi brewery.

The Frw5 billion worth water treatment plant will ensure that waste water from BRALIRWA’s production is cleaned for reuse.

Also, strategies such as the use of waste water in watering gardens and various plant cover in and around BRALIRWA’s production sites have also been implemented to reduce the disposal of waste water into the environment.

The big pictureWith strengthened water conservation, the Heineken Group has set an ambitious good water use target by the year 2020.

Under the target, Heineken aspires that all its production sites across the world would be using not more than 3.5hl of water to produce 1hl of beverages. This water count includes all water volumes that are required in cleaning bottles, and production units leading to the production of one hectolitre of beverage.

By end of year 2015, BRALIRWA was scoring well on this target. It was using 3.8hl of water per 1hl of beverage and now continues to implement various initiatives to ensure that the good strides made are sustained and that the goal remains within reach by implementing other progressive initiatives.“We are committed to ensuring the protection of the environment in the communities where we work. We will continue this in partnership with the community and the leadership of Rwanda,” Freddy Nyangezi, BRALIRWA’s Head of Corporate affairs noted.

SPECIAL FEATURE

SPECIAL FEATURE

The company also provides software to banks, not just to make the ATMs and kiosks operate, but also to help automate other operations that are still handled by tellers, such as cash or cheque deposits. Today, you can make a cash deposit at many ATMs, but it means putting the money in an envelope and filling in a deposit slip, which are later processed by a teller; in the near future, it will be possible, thanks to SCIR’s software and equipment, to insert the banknotes or even a cheque directly in the machine, and the money will be added to your account automatically.

“And all our software is certified to ensure it is secure, which is essential in financial services as they are very risk-sensitive,” Bareme is quick to point out. “What we do is that we have basic certified software code, and then we identify all security features that are unique to a country – such as watermarks and other features on banknotes and cheques – which we add to the software to make i t country-specific.”

In the meantime, while physical branches are still inevitable, SCIR also has cash-management software on offer, which optimises the management of actual money in braches to reduce the cost of insurance and transport.

However, with SCIR’s innovative solutions, it seems that this will soon be a thing of

the past.

SCIR/NCR at the forefront of the drive towards a

cashless economy

A trend that has caused a transformation of the financial sector worldwide in the past ten years or so is also rapidly changing the way African banks operate. Financial institutions are increasingly abandoning the model in which clients go to a

banking hall to physically handle their financial business with the bank staff, in favour of a model of self-servicing in which people use mobile and e-banking, ATMs and kiosks to make transactions.

Service and Computer Industries Ltd (SCI) is at the forefront of helping banks throughout East Africa make this migration, as it is the region’s sole representative of NCR solutions, a world leader in software, hardware, and services that enable electronic financial transactions (which is why the company identifies as SCI/NCR). Its Rwandan branch, SCIR, works with most of the big banks in the country to adopt the self-servicing model.

According to its country manager Austin Bareme, there’s a good reason for this change in approach in the financial sector. “Millions of banks are doing it because it is more cost-effective – you need fewer branches and less cash to serve the same number of clients, or even expand. Currently banks are reluctant to expand to far-away places, because of the costs,” he explains.

“And it is in line with the current trend, promoted by the government, of going cashless,” Bareme adds.To help banks in this process, SCIR offers a wide range of innovative products and services. In the first place, of course, automated teller machines, or ATMs as they are better known.

“ATMs these days do more than just cash distribution – you can do a PIN change, make a statement request, a card request, everything,” Bareme explains.

A step further are the self-service kiosks, which SCIR will soon install at the airport. “This is where customers come and do everything themselves without the involvement a teller or any other person. At the airport, for example, they will offer a self-check-in facility,” the SCIR boss remarks, adding that another ideal location for such kiosks would be in supermarkets to allow people to check out themselves without a cashier.

SCIR country manager Austin Bareme

www.hope-mag.com 41

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The 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.

Welcome 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 ApartmentsThe 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 apartmentsare some of the largest and 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.

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

Century Park EntertainmentThe 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 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. 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 The Boutique HotelThe 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 The 5-Star Sheraton HotelThe 5 Star Sheraton Hotel will be ideal for high-end 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

SET TO REDEFINE KIGALI’S LANDSCAPEARCHITECTURAL MARVEL

www.hope-mag.com 45

QN: Can you please explain the Century Park Project to our readers?Ow: Our focus is to develop a project that is self-contained, and of a type that we have rarely seen in East Africa but which are common in cities such as Hong Kong, China and other Asian countries.

We are developing some mixed-use facilities that will range from commercial, hospitality & residential. The commercial facilities comprise of a club house with an Oriental Restaurant and a lounge. A Boutique Hotel with a Theme Restaurant, banquet facilities, pool and health club. A 5 star Sheraton hotel. The residential facilities will have 2 to 3 bedroom apartments, penthouse and 5 Bedroom Villas.

This will all be implemented in three phases. We target to complete the first phase of the project this year which includes four Villas, three blocks of apartments and a Theme restaurant.We will also target to complete by early 2018, the Boutique hotel which will have over 50 guestrooms.

QN: What is the main reason for putting up the boutique hotel?Ow: In our experience, boutique hotels have been better embraced by their neighborhoods than their branded counterparts. They tend to blend in with the community, offer high quality dining and increase local real estate’s value. While the Sheraton Hotel will only be developed in the third phase of the Century Park project, the Boutique hotel will in the meantime help bridge the needs for esteemed travelers to Kigali.

QN: In total, how many villas and apartments are you putting up?

Ow: This will comprise 15 Blocks of apartments, 13 Villas and 3 Super Luxurious Villas. We expect the first buyers /tenants of the apartments to occupy their property by early spring next year.

QN: How unique is this compared to other real-estate projects in Kigali?

Ow: Our Philosophy is to develop a product that is mid-to-high range and we like to target Rwandans to offer them facilities that are

affordable and create value. Even though it will be luxurious, it does not interpret that they will be very expensive. The difference derives from the design, color schemes and building materials utilized.

The apartments and villas will target two different markets, but the former will also be fitted with necessities such as quality vanity counter in the bathrooms, closets and customized designed kitchen cabinets.The prospective buyer can also select & purchase various furniture packages on offer to match their lifestyle and budget for their apartment & villa.

QN: What other recreational amenities will you have in the area apart from the hotels and restaurants?

Ow: We shall have provided in our landscape planning sufficient space to cater for children’s play areas, social & exercise zones as well as jogging track near the apartment blocks. There will be abundant abundance of lush greenery and the orientation of each apartment is designed to face the Wet land park which will be developed by the local government.

Q&A WITH ANDREW OW, THE CENTURY PARK PROJECT DIRECTOR


In line with its initiatives in the ‘Ease of doing business’ in the transit markets whose objective is to enhance the capacity of the business community in the use of

Information Communication Technology (ICT) systems in port clearance processes, the Kenya Ports Authority (KPA) through its liaison office in Kigali last month hosted a capacity building and stakeholder sensitization workshop.

Held at the Kigali Serena Hotel, the event brought together different clearing and forwarding agents, transporters, officials from the revenue authorities in Kenya, Uganda and Rwanda, importers and exporters and shipping lines among others.

The focus during the workshop was on addressing issues on customs and port documentation processes under the Single Customs Territory, Port Customer Service Charter, Ethics and Anti-Corruption Policy.

Making his remarks at the start of the 1-day workshop, guest of honor H.E. Amb. John Mwangemi, the Kenya High Commissioner to Rwanda, thanked the KPA for organizing the workshop that concerned all stakeholders of the Port of Mombasa.

“Am happy to note that Kenya and Rwanda enjoy fraternal and very cordial relations that have seen partnerships between the two countries grow deeper and more binding,” he said.

Amb. Mwangemi said as a result of the partnerships, Kenya has become a lead investor in Rwanda with the KPA Liaison office in Kigali as evidence of the strong relations.

“KPA has to be applauded for its exemplary customer service and wide coverage in Transit cargo from the Port of Mombasa. I also want to applaud all the stakeholders who have been part of the good services and have chosen the Port of Mombasa as the port of their choice,” he said.

He said one of the ways of enhancing service delivery is regionalizing connecting infrastructure which involves connecting the landlocked partner states to the coast.

“This can be achieved through improving regional institutional capacity, harmonizing regulatory frameworks and administrative procedures, forming the institutional framework of the region’s infrastructure to improve its performance through greater reliance on forces of competition and economies of scale. This all would then lead to striking a balance between the role of the governments and private sector in improving regional trade.”

In view of the above facts, he said the Northern Corridor Initiative projects formed by the governments such as the One Stop Border Posts, Single Customs Territory and Electronic Single Window have made it easier for goods to be cleared at the port.

“The government of Kenya, through KPA has continued to improve its infrastructure and has to this end achieved the following; commissioning of the development of cruise passenger terminal, planned relocation of the Kipevu Oil Terminal, significant progress on the Standard Gauge Railway due to start operations between Mombasa and Nairobi by June, 2017 and thereafter to Kisumu and Malaba, further shortening the time taken to transport goods from Mombasa into the region,” he explained.

hosts Capacity Building and Stakeholder Sensitization Workshop in KigaliPorts Authority Kenya

SPECIAL FEATURE

RRA Customs’ Alex Shyaka

Kenya’s ambassodor to Rwanda John Mwangemi (R) takes note of proceedings during the workshop together with KPA officials

www.hope-mag.com 47

In addition to the above, there will be commencement of the development of the Phase 2 of the second container terminal at the port soon.

The ambassador commended KPA for consistently keeping pace with increasing maritime demands, improving service delivery and reducing the cost and time of doing business.

The workshop saw all the focus areas covered, with the stakeholders airing out the different achievements in each and challenges being faced.

Presenting on the Port Clearance Procedures, Mugambage Mundane a member of the Rwanda Freight Forwarders Association(RWAFFA) said their main objective was to enable customs agents and cargo owners to understand documents used in clearance of cargo and have them familiarize themselves with the processes of clearing cargo through the port.

Single Customs Territory progressJoab Omole, of the Kenya Revenue Authority (KRA) noted that, The introduction of the Single Customs Territory (SCT) fast tracked the attainment of a single customs union in the region through removal of restrictive regulations, minimization of internal border controls on goods moving between the partner states with an ultimate realization of free circulation of goods and free circulation

of goods with regard to the EAC covers.Under the SCT, goods are cleared at the first point of entry and one Customs declaration is made at the destination country.

Taxes are paid when goods are still at the first point of entry when goods are still at the first point of entry then the goods are moved under a single regional guarantee bond from the port to destination.Goods in transit/transfer are monitored by electronic cargo tracking system in addition to having interconnected customs systems and minimized internal controls/checks.

Alex Shyaka, from the Rwanda Revenue Authority Customs Department noted that thanks to the SCT, trade barriers that were existed before such as many roadblocks and weigh bridges were no longer there.The workshop closed with the participants being briefed on the anti-corruption and ethics being implemented by KPA for better service delivery.

Chairman of the Rwanda’s Shippers Council, John Bosco Rusagara makes his remarks during the workshop

“Am happy to note that Kenya and Rwanda enjoy fraternal and very cordial relations that have seen partnerships between the two

countries grow deeper and more binding,”


SPECIAL FEATURE

In Rwanda, however, most producers still stick to the traditional paint. Not so leading manufacturer Crown Paints Rwanda, which used last month’s Property Expo in Kigali’s

Conference and Exhibition Village to put its high quality Crown Textured Paint in the spotlight.Shrinal Patel, an interior designer at Crown Paints, said there is need to create awareness for textures because of its numerous advantages.

Crown Textured Paints have granular, sand-textured finishes, protect exterior surfaces against the elements, are durable and long-lasting, fill hairline cracks and disguise minor surface defects or repaired areas, and can be applied directly to cement surfaces.The company showcased exterior and interior wall painting products during the expo that include the ‘Ruff n Tuff’ exterior paint that can also be used inside to creating different attractive patterns.

Waterproof your home with Dr. FixitA building or home with leakages can be a nightmare to live with. Unfortunately, the awareness about the importance of waterproofing is still very low in Rwanda, even among architects and engineers.

Crown Paints Rwanda is on a mission to change this with Dr. Fixit waterproofing solutions, which are the life of a building or a home right from the start of construction to when repairs are required.Areas that should be waterproofed are the foundation, bathrooms, external walls, water tanks, structure and roof.Visit a Crown Paints distributor today to learn how Dr. Fixit can help protect your home.

THE BEAUTY AND ADVANTAGES OF CROWN TEXTURED PAINTS

About Crown PaintsEstablished in 1958, Crown has grown to a company with an annual turnover of 6.2 Billion Kenya Shillings. Having established in the Kenyan home market with depots and showrooms in Nairobi, Mombasa, Kisumu and Nakuru, the company’s focus has shifted to the rest of East Africa. This includes a factory in Uganda, branded Regal Paints, which is currently the number two paint brand in Uganda. Depots have been opened in Tanzania (Dar Esalaam, Arusha and Mwanza) and plans are in place for Ethiopia and South Sudan.

Since last year, Crown Paints also has a manufacturing plant in Rwanda.Apart from decorative paints, Crown Paints also has automotive paints in its portfolio under world and regional leading brands via PPG Nexa Autocolour and Plascon South Africa. The Crown Automotive division also manufactures under the brand Duco.

To bring rapid technology improvements, Crown Paints has struck international brand partnerships for product lines which provide solutions such as Flooring, Flowcrete UK. In the future, oil and gas will be the key to a dramatic envisaged development; to this end, Crown has a supply agreement with the world’s number two paint supplier for specialist oil, gas and marine coatings, Hempel.

Kenya will remain the hub for the region with a second factory in Western Kenya. Quality will remain the key, and innovation the forward drive. Crown’s heritage and quality has been the key to the company’s consistent performance and growth, supported by its 450 loyal employees, partners and dealers.

When talking about paint, most people will think about putting some colour on your walls. Yet modern paint manufacturers have gone a step further by offering paint with texture, which literally adds an extra dimension to a decorating a home.

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Rwanda Head Office / Warehouse: No. 1 next to YARA Rwanda Estates Ltd Free Trade Zone SEZ, Gasabo District Kigali Rwanda,Showroom Main Road Muhima Kigali - Rwanda, Rubavu Branch: Rubavu nengo, Rubavu, Tel: +250 788 387 440

Email: sales@crown paints.co.rw, www.crownpaints.co.rw

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Vipul Kapur, Country Manager of Crown Paints Rwanda, explains the advantages of Dr Fixc-It waterproofing to Kigali Mayor Pascal Nyamulinda

Interior designer Shrinal Patel demonstrates Crown Textured Paints

www.hope-mag.com 49

SPECIAL FEATURE

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Rwanda Head Office / Warehouse: No. 1 next to YARA Rwanda Estates Ltd Free Trade Zone SEZ, Gasabo District Kigali Rwanda,Showroom Main Road Muhima Kigali - Rwanda, Rubavu Branch: Rubavu nengo, Rubavu, Tel: +250 788 387 440

Email: sales@crown paints.co.rw, www.crownpaints.co.rw

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www.hope-mag.com 51


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Documents

RGB CEO: Prof Shyaka Anastase SCORECARDhope-mag.com/uploads/downloads/Hope-issue-73.pdfMARCH 2017 - ISSUE 73 SCORECARD THE STATE OF GOVERNANCE IN RWANDA RWANDA GOVERNANCE RGB CEO: