needs assessment and action plan study for building...

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Republic of Rwanda and the World Bank Science, Technology and Innovation (STI) Capacity

Building Program

Needs Assessment and Action Plan Study

for Building Capacity in the

Food Processing Industry

David Poston

Jean-Claude Nkurikiyinka

Dominique Savio Nkunda

12th April 2007

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CONTENTS Preface 6 Opportunity: Fruit Juices 6 Opportunity: Packaging from Banana Fibre 6 Executive Summary 7 Opportunity: Meat 7 Opportunity: Dried Fruit 8 Opportunity: Honey 9 Figure: The Opportunity for the development of

food processing industries in Rwanda 11 Opportunity: Milk 12 Baseline Analysis 13 Food production, food spoilage and food insecurity in Rwanda 13 Food production 13 Food spoilage 13 Reducing post-harvest losses. 13 Food insecurity 14 Current Status of Food Processing Industry in Rwanda 14 History 14 The policy environment 15 ‘Vision 2020’ 15

National Investment Strategy 15 Poverty Reduction Strategy Program 15 Economic Development and Poverty Reduction Strategy 15 Integrated Framework Process 15 The National Decentralisation Policy 16 Millenium Development Goals 16 Development Partners Retreat 16

What is delivered by food processing in Rwanda? 16 Informal industry 17 Local, regional and international market opportunities in Rwanda 17 Technical and Business Capacity in Food Processing and Preservation 17 Technology 17 Human resources 17 Business management 17 Linkages of Skill Development Programs with Food processing Industry 19 Standardization and Quality Management Status 19 Laboratory for Water Hygiene and Food Analysis 20 Other baseline factors relevant to the needs of food processing industry 20 Strengths, weaknesses and opportunities in above factors 21 Strengths 21 Opportunities 21 Weaknesses 21 Market Overview 22

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Identified Needs: Strategic Overview 25 Problems and Needs 25 Problem areas include: 25 Needs consequently include: 26 Table: Significant Problems, Needs and Capacity-Building Options 27 Problem: Human resources, particularly the lack of practical technical skills 27 Problem: The extremely high price of power and limitations

in the supply of good water 28 Problem: Poor and inconsistent supply of raw materials 28 Problem: The financial & business environment, including policy 29 Problem: Lack of cohesion and of access to information necessary for

commercial development, particularly technological. 29 Problem: Access to, costs of and restrictions upon

the use of packaging materials 31 Problem: Constraints and cultures arising from the inadequate capacity of

regulatory and other government agencies 31 Problem: The cost of transport 33 Annex A: Logical Framework Annex B: Options for Capacity Building, listed by type of Need Annex C: People Met Annex D: Summary of Food-Processing team visits Annex E: Lists of Laboratory and Production Unit equipment requested by KIST Annex F: Presentation to Stakeholders given in Kigali, 14th March 2007 Annex G: Terms of Reference

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ABBREVIATIONS ADB African Development Bank AGOA African Growth & Opportunity Act BDS Business Development Service (of RFPS) CAADP Comprehensive African Agricultural Development Program CAPMER Centre d'Appui aux Petites et Moyennes Entreprises au Rwanda CODEX Codex Alimentarius COMESA Common Market for Eastern & Southern Africa DfID Department for International Development (UK) DPR Development Partners Retreat DRC Democratic Republic of Congo DTIS Diagnostic Trade Integration Study EAC East African Community EDPRS Economic Development and Poverty Reduction Strategy EIA Environmental Impact Assessment ETO Ecole Technique Officielle FP Food processing GDP Gross Domestic Product GoR Government of Rwanda IFAD International Fund for Agricultural Development IFC International Finance Corporation IFP Integrated Framework Process IMF International Monetary Fund ISO International Standards Organization JKUAT Jomo Kenyatta University of Agriculture and Technology KIST Kigali Institute for Science, Technology and Management MAPA The Millennium Agricultural Program for Africa MDG Millenium Development Goals MIFOTRA Ministry of Public Service & Labour MINAGRI Ministry of Agriculture & Animal Resources MINECOFIN Ministry of Finance & Economic Planning MINEDUC Ministry of Education MINICOM Ministry of Commerce, Industry, Investment Promotion,

Tourism & Cooperatives MININFRA Ministry of Infrastructure MINISANTE Ministry of Health MINISTR Ministry of Science, Technology & Research MINITERRE Ministry of Lands, Environment, Forestry, Water & Mines NEPAD New Partnership for Africa's Development. NGO Non-Governmental Organisation NIS National Investment Strategy NUR National University of Rwanda PRSP Poverty Reduction Strategy Program PSTA Plan Stratégique de Transformation de l’Agriculture RBS Rwanda Bureau of Standards REMA Rwanda Environment Management Authority RFPTA Rwanda Food Processing Trade Association RIEPA Rwanda Investment and Export Promotion Agency

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RIG Rwandan Investment Group RPSF Rwanda Private Sector Federation SADEC Southern African Development Community SFB School of Finance & Business SME Small & Medium Enterprises SNV Netherlands Development Cooperation UNCTAD United Nations Conference on Trade & Development UNDP United Nations Development Programme UNIDO United Nations Industrial Development Organisation VTC Vocational Training College WTO World Trade Organisation WTO SPS World Trade Organisation Sanitary and Phytosanitary Standards

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Opportunity: Fruit Juices If producer co-operatives pulp and pasteurise passion fruit themselves they reduce the weight and volume by about 70%, reducing transport costs and attracting contractual client partnerships with formal sector companies such as Shema Fruits and Laiterie Inyange.

Preface Food processing offers Rwanda a wealth of opportunity for industrialisation, economic development and poverty alleviation. Though capacity constraints remain to be addressed, political motivation has already been demonstrated by the establishment of the agencies necessary to construct, support and regulate such an industry. Rwanda is a highly pro-active country that displays every indication of an ability to succeed in the establishment of this and the other industries essential to the future economic and social well-being of its people. Because the existing food processing industry is very limited in extent, scale and quality the task of extending it to become economically and socially significant requires considerable but worthwhile investment over an extended period. In particular the effective absence at every level of a pool of appropriate technical labour with practical skills constrains the pace at which the industry can grow. While the skills are being developed the immediate industrial and institutional shortcomings can be addressed, so that existing industries will be in a position to benefit from the skilled workers as they come on-stream. By the end of the five year period of the EDPRS the first graduates of the newly practice-based Bachelors degree in Food Science & Technology from KIST should have become available to industry. Two or three years later there will be MSc graduates from SFB & KIST in the Management of Food Processing Industries becoming available to take forward the new enterprises that will have become viable business propositions in the positive investment environment enabled by the significantly increased capacity within support agencies. Executive Summary

Opportunity: Packaging from Banana Fibre • Banana fibre is a waste product in Rwanda used only for mulching, but it can be made

into paper. • One innovative small-scale process can be carried out next to the plantation, requires

little electrical power, no water and produces no effluent. Any waste fibre is just used as mulch within the plantation.

• Only the finished 250gm paper product requires transportation to the cardboard packaging factory, the heavy waste juice/water having been removed during the manufacturing process.

• A single cardboard, carton and bag factory could purchase the produce of many rural small-scale co-operative paper ‘factories’, generating significant off-farm income.

• Banana fibres are long, strong, water- and fire-resistant. • Assuming that these sheets (as opposed to the conventional rolls of paper) can be made

into corrugated cardboard then it would be possible not only for Rwanda to stop importing paper for bags and cartons, but even to export them within the region. SABAN Abattoir would be able to use its spare capacity for exports.

• The raw material would be almost free, the overheads low and the transport-to-Rwanda costs eliminated entirely, thus significantly reducing industrial costs. This technology will be researched and, if proven appropriate, promoted within Rwanda.

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Opportunity: Meat If illegal slaughtering was ended, SABAN Abattoir would still have approximately 3,000 tons spare capacity above the estimated annual meat consumption in Kigali City. They have customers in the Gulf and West Africa who want this meat, but the necessity of importing the appropriate packaging means that the special cardboard boxes would cost more than the value of the meat in them. Adequate supplies of live beasts to the abattoir is not a problem and there an air cargo link to Dubai has already been established.

Executive Summary Of the 8 million-plus population of Rwanda, approximately 91% are dependent upon subsistence farming for their survival. The national average income is about USD$0.71 cents per day. Since this figure includes the income of the better-off in Kigali and provincial towns, the average cash income of the rural population can only be imagined, to the extent that it exists at all. A key consequence is that, with few exceptions, land holdings are very small, the crops grown on them being of a mixture appropriate for subsistence. The market for agricultural produce is generally disorganised, exacerbated by the lack of access to transport over poor and extensive feeder roads. At present the price difference between farm and factory gates can be as much as a factor of ten, the added value normally benefiting the middle-men with access to transport. However, agricultural products represent the most significant raw material potentially available to industry in Rwanda on a commercially viable scale. An essential requisite for such formal sector food-processing (FP) industries as do currently exist is reliable access to raw material in a volume that enables economies of scale. Thus the combination of millions of micro-producers, lack of organisation and poor transport significantly limits industrial potential. The technology levels and quality standard of existing enterprises vary significantly, from the very few with reasonably modern through-processes to the artisanal with perhaps a few items of technology, sometimes modern. Very few enterprises can even be classed as Medium in scale. With the exception of coffee and tea related enterprises (already well organised and supported, and therefore excluded from this survey and report) the number of ‘formal sector’ FP enterprises listed by the Ministry of Industry & Commerce and the Rwanda Investment and Export Promotion Agency is less than 20 in each case. Of those interviewed, no existing enterprise identified access to markets as a significant constraint. Though it is difficult to quantify market potential where little effective industry exists, there is every indication that access to markets is not a major constraint upon the establishment and development of food processing industries in Rwanda.

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Opportunity: Dried Fruit • There is no significant tradition

or market for dried fruit or vegetables in Rwanda, yet there is plenty of raw material most of the year.

• The export demand for such products is strong, particularly if they are certified ‘organic’. The product is light and compact, high-value but low-weight, ideal for export from a land-locked country.

• Low cost solar dryers and good training can enable co-operatives to manufacture high-quality dried fruit and vegetables, but access to the market requires volume and attractive and hygienic packaging.

• The establishment of a dry-packaging factory that purchases from a large number of rural co-operatives finished products such as dried tomatoes, dried onions, dried fruits and fried potato chips would add further value by means of packaging while simultaneously giving rural producers access to high-value and high volume markets.

However, for new enterprises the lack of a significant domestic market through which to become established may be considered a potential problem, since very few of the population are in a position to consume processed products. It can therefore be argued that the potential for the development of new enterprises and thus the economy is significantly dependent upon the mass of the population becoming consumers. Industrialisation and poverty alleviation are therefore interdependent. Significant opportunities exist for import substitution, particularly in relation to the currently significant ex-patriate and donor population in Kigali, for example fruit pulps and juices, dairy products and meat products. There are opportunities in the regional market, though uncertainty exists concerning the future consequences of Rwanda’s membership of the East African Community. A number of promising export opportunities exist, particularly to the Gulf States as well as beyond, for products including honey, meat, dried fruit and vegetables. Export opportunities exist in most FP sub-sectors but in some cases cannot be exploited because of insufficient volume or the high cost of imported appropriate packaging and transport. Rwanda is land-locked and dependent on air or overland road transport. The cost of a container shipped from the US to Mombasa in Kenya is approximately 66% of the cost of onward shipment from Mombasa to Kigali. The same is therefore true for any bulk exports. Thus the ideal export products are of low volume & weight per unit of cost/value added. The constraints indicated by the interview-based Needs Survey were significantly generic, as follows:

• Shortage of trained Human Resources with appropriate practical or technical expertise, at all levels.

• Lack of a reliable supply of Raw Material • Access to, costs of and restrictions upon the use of Packaging Materials. • Constraints and cultures arising from the inadequate capacity of Regulatory and

other government Agencies • Lack of cohesion and access to Information necessary for commercial

development, particularly technological. • Insufficiently supportive Financial & Business environment • The high cost of Power • The cost of Transport • Shortcomings of Water Supply

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Opportunity: Honey The introduction of modern bee hives allows the prevention of the death of bees because of insecticides, increases honey production by a factor of five-plus and increases the crops where the hives are by, for example, 35% for beans and 100% for sunflowers. Shema Fruit would buy as much of this honey as they can get, for export to existing customers in the Gulf.

In order to identify appropriate capacity-building measures to address these constraints it is necessary to define a strategic vision upon the realisation of which the capacity building is focussed. The proposed strategic vision involves:

• The organisation and training of rural producer co-operatives to be commercial entities producing primary-processed crops in volume, using suitable technologies. The value added by means of primary-processing agricultural products before they leave the rural community delivers off-farm cash income and thus alleviates poverty, in turn increasing the farmers’ ability to invest in their agricultural production and thus further augmenting rural incomes. It also makes the adherence to supply contracts with industry more likely and motivates farmers to organise themselves into co-operatives in order to gain the income from value-addition, thus making volume supplies to industry realistic, sustainable and logistically manageable.

• The establishment of direct contractual links between primary-processing co-

operatives and formal sector industrial partner-clients. Existing formal FP enterprises are generally positive about buying part-processed products rather than raw material. In some cases the reduction of volume and weight (70% + in the case of pulped & pasteurised passion fruit) and the consequent reduction in transport costs is a major attraction.

• Building the capacity of FP industries, existing and new, to exploit and add further value to the increased and more organised inputs through final processing, packaging and access to markets. If the volume of raw materials increases, so must the capacity of existing enterprises to handle and exploit it. Quality management is essential at every stage if the potentials for export are to be realised.

• Addressing direct and indirect constraints upon production and export. For example, at present there are no capable Rwandan technicians available to the food industry. Managers rarely have hands-on technical knowledge of their industry and its operation and are thus poorly-equipped to recognise the deficiencies of their operation. BSc Food Science & Technology graduates from KIST have no meaningful practical experience, the subject being taught almost entirely in theory, and are thus of little use or interest to industry.

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The cost of packaging is often prohibitive, in at least one case greater than the value of the potential export it would contain. The national ban on plastic packaging, frequently interpreted without reference to the regulations or their scientific basis, severely challenges FP enterprises.

• Build the capacity of the enabling environment, particularly to maximise Quality. The ability of the regulatory authorities to be pro-active and constructively effective is severely limited by their lack of resources, both numerical and qualitative.

• Installation of the capacity that will in turn sustain the supply of resources and capacities necessary for successful export-oriented agro-based industries.

The industrial eco-system in Rwanda is weak in almost every dimension, and inevitably complex. To merely address the direct issues would be insufficient, since the entire production environment has to be fit-for-purpose. Thus the building of capacity to support the development of a sustainable food processing industry must take many specific inputs into account. The key areas for which capacity-building intervention options are proposed are therefore as follows:

• Human Resource Development (Professional Training, Vocational Training, In-Service & other Training)

• Financial & Economic • Industrial Development • Packaging • Regulatory Environment (including Laboratories & Quality Assurance)

The objectives of the proposed capacity-building options are two-fold, to improve and consolidate existing enterprises and to prepare the ground for the future expansion of the industry. Though many measures can be initiated and constraints addressed immediately, some measures will take time to deliver measurable benefits. Thus it is likely to be two or three years before the establishment of vocational training courses will begin to deliver competent technicians to the industry. Knowledgeable Rwandan managers for the food-processing industries will probably not begin to be available until the first cadre of the new iterative, practice-based training graduates in six or seven years. Short cuts are tempting but likely to prove expensive to the development of the economy in the longer term. In the same way cost-control by means of limiting interventions to the apparently essential minimum would create a risk that the consequently incomplete matrix might fail to function as it is needed to.

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The opportunity for the development of food processing industries in Rwanda:

Variable-to-poor quality formal sectorindustry, production constrained byunpredictable input volumes and by

management & technology shortcomings

localconsumption

Largely disorganised,slow & haphazard delivery of primary products

Current Situation:

Individual small-scale agricultural production and marketing

Middle men, providing transport, paying farm gate prices,selling at factory gate prices

waste

wastewaste waste

localconsumption

waste

Products of limited and variable quality soldlocally for import substitution, with limited

regional export.

waste

Agricultural raw materialof variable quality and

unreliable volume

Planned & contractedproduction with qualityassurance

Strategic Vision:

Organised co-operatives with contracts to supply formal sectorindustry with part-processed product

primary processing insitu, added value




CollectionPoint

Reliable contracted high volume ofstandard part-processed raw material

Capable formal sector industryreliably producing export qualityproducts in commercial volume


Products conforming to internationalstandards, import substitution andregional and international export

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Opportunity: Milk • Only a small proportion of the milk produced in Rwanda is collected. Slow

delivery from cow-to-cooler results in high microbial action and therefore poor quality with attendant risks.

• Locally-manufactured extended cycles can carry twice the quantity of milk (80L) of an ordinary cycle (40L) with greatly reduced risk of spillage. Similar small trailers able to carry 120L of milk can safely be towed behind cycles or motor cycles over poor roads and tracks. (Transport value-added is FRw20 ($0,036) per litre.) Quicker delivery to the cooler improves quality and safety.

• Refrigerator trucks should carry the milk to Kigali, but as a consequence of their cost the milk is carried from the collection point cooler to the city in open pick-ups, the heat of the sun significantly reducing the milk’s shelf life.

• It is possible to design and install lightweight covers that will direct the air through which the pick-up passes into the back and over wet insulation placed around the full milk churns. This high speed bush-fridge would keep the milk cooler at a low cost without the use of significant additional fuel.

• Markets and economies evolve; usually they cannot immediately support expensive technologies. Intermediate technology solutions can improve quality and safety in the food industry until more effective solutions become affordable.

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Baseline Analysis Food production, food spoilage and food insecurity in Rwanda Food production About 91 % people living in rural areas struggle to survive on approximately $0.71 US cents per day. Agriculture is the dominant economic activity upon which the Rwandan rural poor depend, so increasing agricultural production is an essential first step towards reducing poverty. Increasing agricultural production is also the key to reducing food insecurity. All this cannot be achieved without the introduction of technology and modern agricultural inputs. Education through agricultural extension can, in particular, reduce the depletion of vital soil nutrients over time, specifically nitrogen and phosphorus. Those measures reduce the soil erosion which limits the ability of small-scale Rwandan farmers to reverse the downward trend in agricultural production. There are many low-cost technologies for improving soil fertility which integrate the inorganic and organic fertilizers that are already being used by thousands of smallholder farmers. An example of this is leguminous plants that can be used in rotation with nitrogen-fixing crops. These technologies exist in Rwanda and can be further encouraged as a means of increasing production. Food spoilage Food spoilage is an important issue that needs to be addressed; losses associated with storage often exceed 30% of production. These problems have local, national and regional dimensions. To address them properly scientific innovations and appropriate technologies need be integrated with farmers’ indigenous knowledge, for example the use of banana leaves to produce insecticides that protect stored grains. This also needs to be done on a large scale and in a sustainable manner, taking into consideration the specificity of agricultural performance. Evaporation cooling systems (using charcoal to make a ‘bush fridge) on the farm reduce the ambient temperature and can thus protect fruits from spoilage. Reducing post-harvest losses. Post-harvest food losses can exceed 30 per cent and even reach 50 per cent of total food production, depending on the type of products and the storage conditions. Storage losses therefore contribute considerably to the reduction of available foodstuffs. Food losses are mostly caused by insects, micro-organisms, birds and rodents, and are facilitated by deficient food storage and conservation systems, particularly in the case of such products as bananas or tubers. Huge food losses also occur during the handling and processing of certain products. A study has been made to identify the methods used in the storage and conservation of foodstuffs at the level of the producer and also the purchasing, distribution and processing centres. (http://www.uneca.org/eca_programmes/srdc/ea/news_pubs.htm). With regard to the producer, the most commonly used methods are various types of storehouses such as earth jugs; baskets; bags; casks and calabashes, small huts, holes in the ground or suspended within roofs. Hangars and stores, silos, containers and even open-air storage systems are in use at the purchasing, distribution and processing centres.

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The study recommended the following measures: a) At National level:

Popularize food storage and conservation systems as well as processing technologies that have so far performed satisfactorily in tests.

b) At the regional level: (i) Organise sub regional seminars on the prevention and reduction of pre-and post-harvest food losses/collection; (ii) Implement a sub regional programme for the prevention and reduction of food losses; and (iii) Implement a sub regional training project concerning the processing of tubers and root crops.

Food insecurity Overcoming food insecurity is intrinsically linked with reversing agricultural stagnation, safeguarding the natural resource base, slowing population growth rates and improving the living conditions of the rural poor. According to the profile of poverty in Rwanda, 70 % of the rural population is considered to be food poor. This results from poor harvest and insufficient storage capacity as described above. The Millennium Agricultural Program for Africa (MAPA) that was introduced in Rwanda through the millennium village in Nyamata could be a tangible, innovative step towards harnessing the clear synergies that can be generated through stronger and more systematic collaboration of development and research institutions, leading to a sustainable positive impact on food insecurity. The development of food processing can help rural families to earn extra income beyond agriculture alone. This can progressively lead to additional production through the investment of surplus income in agricultural improvements. Healthy families are more productive than sick families. Access to credit, land ownership and literacy of, at least, the head of the household are other important factors that can reduce food insecurity in Rwanda. Current Status of Food Processing Industry in Rwanda History The history of Rwanda’s industrial sector goes back to the early 1960s with the launching of the Mulindi tea estate and factory. However, industrialization as a government policy really started in the mid 1970s with the aim of promoting small and medium enterprises and industries. The import substitution policy of the 1970s and 1980s aimed at the local production of certain manufactured goods that were previously imported. However, the nascent industry was severely damaged following the destructive 1994 war and the genocide. After a decade of rebuilding and industry-oriented policy the sector has started to recover and has now regained its pre-war momentum. Despite its very limited development the national industrial sector has succeeded in diversifying its activities. The food and agro-industries dominate the sector at almost 35% of the total number of local industries.

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The share of the industrial sector as a percentage of GDP is still low. The Rwanda Development Indicators (2003:60) reports that in 2002 the sector contributed 19% of GDP. However, in the same year the total production of the sector increased by 6.2% as compared to the previous year, and increased by 9.1% in comparison to 1990. The food industry remains the core component of the industrial sector, yet it requires fresh capital if it is to further develop the processing of local raw materials. The policy environment The Rwandan development policy was defined in ‘Vision 2020’ which has the following pillars: a. The reconstruction of the nation and its social capital; b. The development of a credible and efficient state governed by the rule of law; c. Human resource development in line with the objective of turning Rwanda into a prosperous knowledge-based economy; d. The development of basic infrastructure, including urban planning; e. The development of entrepreneurship and the private sector; f. The modernization of agriculture and animal husbandry. The fifth pillar, ‘e’, emphasizes the role of the private sector in poverty reduction. The objective is to have a dense and dynamic private sector and a competitive and open international middle class of businessmen and entrepreneurs. The increase and the diversification of the role of the private sector is intended to generate jobs through off-farm activities such as manufacturing industry and services. In so doing the private sector is expected to contribute to the reduction of poverty on a sustainable basis. The National Investment Strategy (NIS) has a 2010 horizon which comprises two phases: the ‘primary growth phase’ from 2002 to 2006 and the ‘strengthening phase’ from 2006 to 2010. The Poverty Reduction Strategy Program was drafted in the context of the long-term vision of the development of Rwanda, as clearly stated in “Vision 2020”. The Government of Rwanda is now launching a second Poverty Reduction Strategy, having produced its first one in 2002. The new strategy, developed during 2006, is due to be finalized in the first half of 2007. Cabinet has accepted the proposal that the new strategy will cover a five year period and will be named the “Economic Development and Poverty Reduction Strategy’ (EDPRS) This represents a comprehensive development agenda which responds to the need to ensure progress across both the productive and social sectors. The EDPRS will form more of an operational tool than an “aspirational vision statement” and will be supported through detailed sector strategic plans.

The Integrated Framework Process in Rwanda (March 2006) is an international initiative through which the WTO, ITC, UNCTAD, UNDP, IMF and World Bank will combine their efforts with those of the Least Developed Countries to respond to the trade development needs of these countries. It is a four-part process which involves: • Awareness-building regarding the importance of trade to development • The Diagnostic Trade Integration Study (DTIS) to identify constraints to trade, sectors

of great export potential and a plan of action for integrating Rwanda into the global trading system.

• Integrating the plan of action into the national development plan, such as the PRSP.

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• Implementation of the plan of action in partnership with the development co-operation community.

The National Decentralisation Policy (May 2001) is based on the Government of Rwanda's commitment to empower its people to determine their own future. The policy has its foundations in the fundamental laws of the country as well as in the political and administrative reforms the government has already implemented. Millenium Development Goals (September 2000) which include among other things the eradication of extreme poverty and the development of a Global Partnership for Development. Goal 1: Eradicate extreme poverty and hunger Government-funded development of national cooperative policy and cooperative law. The second annual Development Partners Retreat (DPR), a senior-level two days retreat, was held in Gisenyi on March 9th and 10th, 2006. It brought together stakeholders in Rwanda’s development to review and discuss coordination, harmonization and alignment of programmes in order to improve the effectiveness of development assistance for Rwanda. Finally Government policy is clearly stated in the PSTA (Plan Stratégique de Transformation de l’Agriculture: Strategic Plan for Agriculture Transformation) The SPAT emphasizes the key role of food processing in value-added creation. Food processing, concentrating on reliability and quality, enables products with high added value which fit the consumer's needs and choice. To achieve this, agricultural strategies centred on three axes are needed:

(i) Improvement and reinforcement of the institutional framework; (ii) Promotion of agribusiness by food processing, research of reliability and

quality; (iii) Stimulation of active participation by the private sector.

What is delivered by food processing in Rwanda? At the time of independence in 1962, Rwanda had few industries (5) and workshops. Breweries dominated in job creation, the quality of the final products and in contributions to the treasury. After independence, the sector included agro-industrial companies concerned with coffee, tea, sugar, fruit processing, pyrethrum and tanning. Import substitution industries were also introduced. The outlet for most of these companies is still limited to the local market and competitive conditions do not really exist. This situation forces the government to intervene in order to stabilize prices in spite of its trade liberalization policy. The current government emphasized the promotion of a viable sector and has made adequate resources available to comply with accepted standards. Nevertheless, private and public investments remain very low due to many factors such as limited purchasing

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power, shortage of power (energy for industrial use)and a limited capacity for absorbing funding resources, etc. Informal industry The Rwandan food industry includes 40 formal companies recognized by MINICOM. This list includes 5 large enterprises, 12 medium and several small-scale enterprises which employ between 10 and 558 staff according to their size. Most of them are located in Kigali City. They process coffee, tea, meat, biscuits, beer, fruits, mineral water, sugar, oil extraction, milk, animal feed, wheat and maize flour, etc. Hundreds of informal businesses operate in the food processing area providing traditional products such as banana wine or sorghum beer, meat, fruit juices, cereal and cassava flour, breads. Efforts are made by the Government to encourage these informal food processors to convert to the formal sector for example by grouping them into cooperatives. To that purpose a new cooperatives law has been drafted and submitted to Parliament for approval. Local, regional and international market opportunities in Rwanda Food processing must be linked effectively with food production and be responsive to market demand. This implies the need for farmers to develop business skills, acquire better access to market information to enhance the flow of information along the commodity chain and allow farmers to respond to market signals, focusing greater attention on product quality and the opportunities for value addition. Rwanda is strategically located, which means that the country has the potential to serve regional markets in such neighbouring countries as DRC; Burundi, Uganda, Tanzania and the whole of East and Central Africa. Agro-processing must be based on market demand and competition. The competitiveness of products in relation to quality can be determined by means of research into and analysis of each product (see UNIDO report, November, 2006: “What firms need to raise competitiveness”). Food processing can be carried out efficiently and hence profitably when raw material is available at a viable price. In addition packaging material needs to be cheaply and easily available. The equipment of the factory should be appropriately sophisticated. Household surveys can be carried out to in order to understand the economic factors operating within low income communities in terms of likely consumption. Before exporting, companies usually have to build on a solid market foundation at home in order to be able to master the norms and standards essential for export markets and to develop their conformity to WTO SPS regulations concerning quality control. Technical and Business Capacity in Food Processing and Preservation Technology There is competition between cheap and simple equipment from Asia and the expensive and highly sophisticated versions that come from the West. A difficult choice has to be made between the reliable but expensive equipment from the West and the cheap but inefficient equipment from Asia. Within the food processing industry in Rwanda

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continuous production lines are scarce. Companies generally prefer to purchase separately equipment which may be chosen and assembled without account having been taken of the relative capacities of each machine. Turnkey plants tend to be more expensive but are normally designed more logically and with greater expertise. Some equipment, mainly in flour processing plants, is assembled and welded in Rwanda by technicians hired from Tanzania or Uganda. Frequently equipment lacks any indication regarding the names and addresses of the manufacturer. In these conditions customer services and maintenance can become major and expensive problems. The fact that some operations (peeling, washing, drying) are still frequently done manually reduces product quality. Processing facilities are often installed in sites and buildings such as garages and shops that happen to be available but are not appropriate for food processing, often and increasingly resulting in conflict with the regulatory agencies, the Rwanda Bureau of Standards (RBS) and the Rwanda Environment Management Authority (REMA). Human resources Currently the food industry employs mainly nutritionists, chemists, and electro-mechanical engineers, but managers within the Rwandan Food Processing industry (themselves lacking appropriate technical qualifications and competence) do not appear to be aware of the fact that 200 students have now graduated from the ‘Food Science and Technology’ course at KIST. There is considerable confusion between ‘food processing’ and ‘cooking/hotel-skills’ in spite of the sensitization campaign conducted by the KIST graduates themselves. On the other hand the performance of the KIST graduates does not live up to the expectations of the private sector. KIST currently has no facilities for practical work so graduates consequently lack the essential practical skills. The two months training done at Jomo Kenyatta University of Agriculture and Technology (JKUAT) during the final fourth year of the BSc course are clearly insufficient. As a consequence of this mismatch between industries’ needs and the capability of KIST’s graduates the companies understandably prefer to employ technicians trained abroad (Uganda, Kenya and India). The majority of the first two batches of KIST FS&T graduates are still jobless, while of those who are employed a significant number appear to be doing jobs not directly related to their training. Intermediate level graduates (A1) with specialist sub-sector hands-on skills in butchery, baking, dairy, fruit & vegetable processing and food services are needed even more urgently than graduates. Business management There are two types of food processing enterprises. The first comprises companies which are market driven, manufacturing in response to market demand. The second type comprises those that are raw material oriented, based upon the availability of specific raw material/s. Both may be affected by the seasonality phenomenon. For example the demand for beverages is higher in the dry seasons than during the rains. Companies that exploit the

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local availability of a particular raw material have their peak production during the time of harvest, unless a suitable storage system is set up to optimize capacity utilisation. On the other hand the absorption of the product by local consumers depends upon their income, which in many cases is also seasonal. Generally there is no sustainable supply of local raw materials and no consistent markets. The existing food industry consequently relies heavily upon imported raw materials and generally operates at less than capacity. It follows that time-management is difficult and, except for a few companies, the companies cannot operate three shifts a day. Entrepreneurs are not normally operating in optimal working conditions and do not generally possess sufficient business management skills to find the solutions necessary to address the constraints. Linkages of Skill Development Programs with Food processing Industry Within the framework of the UNIDO Integrated Programme for Rwanda, the CAPMER (Centre d'Appui aux Petites et Moyennes Entreprises au Rwanda) was established in 2000 to support SMEs. CAPMER provides expertise on project analysis, marketing and exporting, technology development and business training, provides information and advisory services to SMEs and organizes information-sharing and skill development programmes. CAPMER helps SMEs directly with the preparation of business plans and the identification of potential partnerships with local and foreign investors. It also helps them to obtain the necessary funding from commercial and development banks to rehabilitate and/or expand their businesses. It raises awareness among SMEs of the legislative framework concerning business development, and among policy-makers of the need to consolidate assistance to SMEs. An inventory of small businesses has been drawn up. CAPMER cooperates with a number of organizations in addition to UNIDO including the World Bank, the International Fund for Agricultural Development (IFAD), the Netherlands Development Cooperation (SNV), and Kigali Institute for Science, Technology and Management (KIST). With UNIDO some concrete results were achieved: • More than 400 SMEs were assisted with business advice and information on equipment selection and purchase, marketing, finance, project analysis and business plan preparation. • More than 12 enterprises producing goods such as fruit juice, tomato paste, soap and energy-efficient fuel-wood, obtained loans ranging from US$ 250,000 to US$ 1 million. • Training modules, manuals and guidelines have been translated into local languages. • Training programmes have been delivered for specific sub-sectors and groups including women entrepreneurs on topics such as feasibility studies, quality control and project analysis Standardization and Quality Management Status Rwanda Bureau of Standards (RBS) is working towards acquiring international accreditation. A specialist in the accreditation of laboratories has already been hired to advise the staff on what is required to achieve accreditation and to train them in different

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laboratory tests. The RBS is already a member of the International Standards Organization (ISO) and CODEX. RBS has not been able to test fertilizers until now but they hope to start testing in a few months. The bureau has laboratories for chemistry, microbiology, food and chromatography with 150 national standards and over 5,000 international and other reference standards. RBS has increased the number of samples tested from 204 in 2004 to 608 last year. It also inspected 43 industries in order to assist industrial development and the promotion of local products. Hygiene inspections in hotels and restaurants were also conducted. The bureau has faced challenges including low public awareness, insufficient laboratory equipment, lack of reference materials and insufficient trained technical staff. A lack of control at border points has led to an inflow of substandard goods onto the Rwandan market. RBS now certifies processors by means of a quality mark. The Laboratory for Water Hygiene and Food Analysis in the Faculty of Agriculture of the National University of Rwanda (NUR) is providing services to the food processors but this institution needs to be strengthened and integrated in a clear framework connected to the RBS. Other baseline factors relevant to the needs of food processing industry

• The lack of food processing courses and professional trainers in food processing at high school level

• The twin problems of food spoilage and food insecurity in Rwanda which contributes to the lack of raw material for the food processing industries.

• The lack of managers knowledgeable about the technical and technological aspects of food processing.

• The lack of qualified food processing staff in Rwandan factories. • The reluctance of existing FP managers to learn how to produce quality and

maintain food safety, and a failure to plan for the long term. • The lack of a packaging industry using Rwandan raw material • The lack of effective planning and conformity to food processing regulations. • The lack of technologies in the rural areas appropriate to market needs. • The cost and/or lack of power and water for the food processing industries • Collaboration between RPSF and institutions developing food processing is still

limited. • The lack of study tours for managers in food processing industries. • The failure of the green revolution of Africa. It was launched in 2004 by the

Secretary General of the United Nations, Kofi Annan to enhance production. • The lack of success of the Comprehensive African Agricultural Development

Program of NEPAD. (MINAGRI has already started to collaborate with NEPAD). • The lack of success so far in achieving the Millennium Development Goals. The

program will be linked to the UN Millennium Project in an effort to scale up agricultural innovations by means of the Millennium Village Projects concept launched in Bugesera, Eastern Province.

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Strengths, weaknesses and opportunities in above factors Strengths

• The determination of the leadership and donors to increase and improve training in food processing and to facilitate investors in food processing

• The will to realise the achievements targets in line with the performance agreement between the presidency and educational institutions and District entities regarding economic development and poverty reduction.

• The existence of raw material in Rwanda that could be used for producing cheap packaging.

• Rwanda is a member of EAC, COMESA and SADEC. This may help Rwanda to penetrate a consumer market of nearly 400 millions people with a combined GDP of over US$ 200 billion.

• Rwanda is promoting regional integration

Opportunities • International organisations like UNIDO and financial institutions like the World

Bank, IFC, ADB, DFID, etc. are motivated to assist the industrialisation process in Rwanda.

• The dynamic investment policy of Rwanda • The existence of NEPAD and MDG program in Rwanda • The existence of RIG : Rwandan Investment Group • Rwanda has AGOA facilities for exporting products to the United States

Weaknesses • The conservative culture of some managers in the food processing factories may

reduce the speed at which food processing industries can progress. • Some managers of factories are reluctant to modernise and are not prepared to

invest in order to develop their products. • Some enterprise managers fail to delegate and to recognise the benefits of working

within an interdisciplinary team. • Power, water supply infrastructure is developing slowly and power is very

expensive • The lack of technological awareness resulting in a dependency upon imports from

outside can be a significantly negative factor. Even if the wheel does not need to be re-invented, some adaptation capacity would help local industries to progress.

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Market Overview: Though it is difficult to quantify market potential where little effective industry exists, there is every indication that access to markets is not a major constraint upon the establishment and development of food processing industries in Rwanda. Data is scarce, since such agencies as the Rwanda Investment and Export Promotion Agency (RIEPA) have little cause to do market research if the potential export does not exist or only does so in quantities insufficient for a volume export market. On being asked what RIEPA was doing to promote exports one senior official replied “Nothing. I am fed up with going to overseas trade shows and simply weeping when the available volume of the product they admired was nowhere near meeting the regular order that they were wishing to place. For now we are therefore concentrating of the development of supply.” Significant opportunities exist for import substitution, particularly in relation to the currently significant ex-patriate and donor population in Kigali, for example fruit pulps and juices, dairy products and meat products. Penetration of this market by small-scale rural producers is often lacking since such producer cooperatives usually have no conception of there being a significant urban demand and lack the confidence with which to make overtures. One rural cooperative making cheese was running well below capacity, thus severely reducing the income of its members. Apart from passing trade along the main road on which the ‘factory’ is situated the only sales to Kigali were from the refrigerator of someone who worked for an NGO there. However, when two hotels in Kigali were presented with samples to taste they were immediately interested (though a subsequent lack of artificial rennet in Rwanda precluded immediate supply). One of these hotels currently imports 200kg of cheese by air from Europe every month. Even with the products of some more formal enterprises the market is unnecessarily shared with imports. Rwanda is a net importer of fruit juices, in spite of having three fruit juice factories. There are opportunities in the regional market, though uncertainty exists concerning the future consequences of Rwanda’s membership of the East African Economic Community. A number of promising export opportunities exist, particularly to the Gulf States as well as beyond, for products including honey, meat, dried fruit and vegetables. SABAN abattoir reports strong market interest from Ghana and the Gulf which it cannot pursue because of the cost of imported packaging. As a result of this simple constraint the potential for the export of about 4000 tons of meat per year is lost. Export opportunities exist in most FP sub-sectors but in various cases cannot be exploited because of insufficient volume or the high cost of imported appropriate packaging and transport. Rwanda is unusual in having no tradition of drying fruit and vegetables as a means of preservation. It has been argued that the reason may be that two rains per year and plenty of valley-bottom marshland capable of producing crops throughout the year together meant that, historically, the need for preservation in this way never arose. However, internationally there is a healthy market for dried fruits and vegetables. To access this market would require the creation of a high-quality rural drying industry using simple solar-based technologies, and an associated formal sector dry-packaging capacity that would add value in terms of quality control, cosmetically-attractive modern packaging and access to high-volume export markets. Also requiring a dry packaging resource are such products as (fried) potato crisps/chips. This product can be made to a good standard by

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hand in small production units, as indeed is currently the case. However, current production is marketed locally in non-food-grade plastic bags, unprinted and with no indication of the provenance, so even import substitution marketing is very limited, these crisps generally only being found in lower level shops and service stations. Rwanda is land-locked and dependent on air or overland road transport. The cost of a container shipped from the US to Mombasa in Kenya is approximately 66% of the cost of onward shipment from Mombasa to Kigali. The same is therefore true for any bulk exports. Thus the ideal export products are of low volume & weight per unit of cost/value added. Dried fruit and vegetables and products such as crisps fulfil this requirement, since only minimal water content is being shipped. They possess the additional virtue of being highly suitable for manufacture in the rural areas right through to final products, requiring only the addition of packaging and market access. (Maintaining the quality of a volume supply from rural area to formal sector packaging factory would not be a problem, since vacuums can easily be created in air-tight plastic boxes by means of hand pumps.) It is significant that a regular fortnightly cargo flight from Kigali to Oman is currently being inaugurated, mainly for fresh vegetables such as haricot beans. The export enquiries made to SABAN abattoir for meat to the Gulf and to West Africa were both viable even if transport was by air. One most promising area of import substitution relates to packaging. A corrugated cardboard carton imported from Kenya may cost about FRw220. The same carton manufactured in Kigali from imported paper may cost FRw700. Shop customers in Kigali are charged FRw100 for the paper bag into which their purchases are packed, since plastic bags are now banned under the environmental regulations. The SULFO cardboard carton factory alone imports and processes about 40 tons of paper per month, much of it used for the products of the company’s own soap factory. The national total of imports of raw paper and completed paper-based packaging material is far higher. One post harvest opportunity is therefore the local manufacture of paper from crop residues, for which there is a major import-substitution market. Several processes will be investigated but one particularly promising one uses small-scale equipment requiring very little power and no water, producing no effluent. The raw material is the stem of the banana palm, of which Rwanda has a very generous supply. Each palm is cut down every two years when its banana crop is harvested, the leaves and the stem being left on the ground as mulch. A new palm grows from the parent root in its place. The banana-paper product is a 250gsm ply paper that is strong, water-resistant and fire retardant. Micro-factories can be situated on the edge of banana plantations so that there is no wasteful and expensive transportation of waste (in this case a high % of water); only the finished sheets of paper are then moved to a carton factory. (The limited power requirement of such a micro-factory could be produced by photo-voltaic solar generation.) This production system lends itself to small paper-production units run by banana-producing co-operatives, thus generating valuable off-farm income. A single carton and paper-products factory could make use of the production of many such co-operatives. In banana-growing areas of Queensland this system makes the paper that is used to make strong pillared boxes that are used to pack and transport bunches of bananas, a significantly heavy load.

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Not only will the banana paper be a valuable product and even an export in its own right, but it will also enable export opportunities that are currently ‘blocked’ because of the packaging problem. For example, the specialist freezer-fit cardboard boxes in which meat must be packed would, if imported from Kenya, cost more than the value of the meat packed in them. It is probable that the specialist packaging requirement could be met by cartons made from the banana paper, thus allowing SABAN to mobilise for export its current surplus processing capacity of over 4000 tons of meat per year, for which the animals are readily available in Rwanda, Burundi and DR Congo. It is believed that this process could enable Rwanda to become self-sufficient in packaging paper and quite probably allow it to become an exporter within the region. In this example Rwanda’s transport and distance constraint becomes an advantage, the waste of one of its principal crop a key enabling factor. Though an environmental assessment is essential, it is not anticipated that a slight reduction in the quantity of banana fibre used as mulch will have a negative effect on banana productivity. Markets are not perceived to be a major constraint, provided the selection of products takes into account the distance and transport-cost constraints. Rather, access to markets is constrained by poor quality caused by lack of appropriate skills and expertise at all levels, by insufficient technologies, by the cost of appropriate packaging and by poor organisation that prevents the necessary economies of scale permitted by high production volumes.

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The Food Processing Industry in Rwanda: Identified Needs

Strategic Overview: An estimated 91% of the population of Rwanda depend directly upon subsistence agriculture on small holdings, with an income of significantly less than US $0.71 per day, the national average. Though currently diverse and disorganised, agricultural production constitutes the principal raw material resource of the country. It follows that systematic quality-controlled post-harvest/food processing offers a highly significant opportunity for industrialisation and value-addition. A generic constraint upon industrial production in most food-processing sub-sectors is the frequently limited and interrupted supply of raw materials. Therefore extensive organisation on the part of the producers is necessary if the commercially-necessary volumes and reliability of raw material supply are to be achieved. However, contracted supplies of raw material at stable prices have proven unreliable in Rwanda due to seasonal price fluctuations and the involvement of cross-border buyers. For transport and industrial efficiency, and also as a means of encouraging sustainable supply contracts, appropriate primary processing in the rural areas is potentially advantageous if formalised win-win links between producer co-operatives and their formal sector clients are established. The primary justification for doing so must be commercial benefits and sustainability but this strategy also offers a significant opportunity for rural poverty alleviation through the provision of off-farm income-generating activities and the addition of value to agricultural products before they leave the rural area. Organised rural primary processing enables producers to move further up commodity value chains. Sustainable links with formal sector industries give producers access to larger markets through the further value-addition of industrial processing, finishing and quality enhancement, sophisticated packaging and marketing. For this production model to work it is equally important to enhance the capacity both of the rural producer-primary processors and of their formal sector partner-clients. Problems and Needs: Most of the problems identified by the formal sector industries and other actors contributing to the needs assessment were generic, such variations as occurred relating to sub-sector specific details. Problem areas include:

• The extremely high price of power and limitations in the supply of good water. • Human resources, particularly the lack of practical technical skills • Poor and inconsistent supply of raw materials • The financial & business environment, including policy • Lack of cohesion and of access to information necessary for commercial

development, particularly technological. • Access to, costs of and restrictions upon the use of packaging materials.

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• Constraints and cultures arising from the inadequate capacity of regulatory and other government agencies.

• The cost of transport.

Needs consequently include: • Significant numbers of technicians scientifically and practically competent to work

in existing and future FP enterprises. • Graduates with practical skills through which they are able to apply theory within

FP enterprises. • Industrial managers with specialist knowledge of and experience within

specialised FP industry sub-sectors. • Skills upgrading for existing technical personnel at every level within industry and

the government agencies related to the FP industry. • The organisation, mobilisation and training of rural producer co-operatives on a

significant scale.

• The amelioration of the financial and business environment and the improvement of consultation and cohesion between agencies and the FP industry.

• Access to information concerning strategies and technologies for industrial development and the associated development of appropriate management and regulatory mechanisms.

• A consultative approach to packaging policies and regulations and the establishment of environmentally and commercially acceptable implementation protocols.

• Economically viable and environmentally acceptable packaging materials appropriate for a modern export-oriented FP industry.

• An efficient, transparent and consultative regulatory environment based upon demonstrable science and its equal application to domestic and imported products.

• Access to economically and environmentally appropriate systems and technology solutions to practical problems.

• Recognition by the regulatory agencies of commercial imperatives and the potential significance of the commercial FP industry to the economy of Rwanda.

The options being proposed to address these needs are listed in detail in Annex B and explained below in terms of the problems and needs that they address. Though extensive they are inevitably not exhaustive. All the problems and needs have been identified through participatory discussion with the actors concerned. The proposed options arose from those discussions, in most cases being confirmed and approved by several participants. In addition to the capacity-building measures that have been identified as potentially constructive certain potentially appropriate commercial development opportunities have become apparent during the mission, but are not directly discussed within this section.

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The Significant Problems, the Needs they give rise to and the Capacity-Building Options which can be used to address them:

Problem Needs Capacity-Building Options 5.1: Establish in the VTCs and ETOs vocational courses in food science, food-handling and hotel skills. 5.2: Introduce a food processing technician course to be implemented by the ETOs and VTCs, to include hygiene, food handling and the small-scale production of appropriate foods. Graduating students would be suitable for employment and for further training in industry but should also be equipped to set up and run a micro-scale food-processing enterprise in a rural area.

Significant numbers of technicians scientifically and practically competent to work in existing and future FP enterprises.

6.12: The establishment within KIST of evening and day-release courses whose curriculum and delivery is defined by the needs of industry, the proposed Rwanda FP Association, commerce and regulatory bodies, whether generic or specialist. 4.1-4: A four-year specialist practice-based food processing course at KIST leading to a Bachelor’s degree that includes a Major in a particular sub-sector. 4.1-3: The establishment at KIST of properly equipped specialist food processing teaching laboratories in order to increase the practical and technological elements within the KIST curriculum.

Graduates with practical skills through which they are able to apply theory within FP enterprises.

4.4: The establishment at KIST of self-financing work-experience ‘production units’ in Dairy & Milk Processing, including Cheese; Meat Processing; Fruit, Vegetables & Beverages; Cereals, bakery & brewing and Food Science Services. This group of units would be essentially autonomous and financially ‘ring-fenced’. The Units would also act as a technology demonstration centre for the Rwanda FP industry. The accounts of each unit should be accessible to commercial food processing enterprises in order that they may assess the cost-effectiveness of the technologies and practices being used. (The production units would also be used in the evenings for in-service evening classes.) 4.6: A one year, government-subsidised ‘graduate apprenticeship’ or ‘associateship’ (with continuing tutorial involvement) within the Rwandan or regional FP industry, mandatory for continuation onto -

Human resources, particularly the lack of practical technical skills

Industrial managers with specialist knowledge of and experience within specialised FP industry sub-sectors.

4.5: A one-year Masters degree in the Management of Food Processing Industries (to include Enterprise, Finance and Environment modules). This would be a joint course run by KIST & a school of Business Management.

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6.10: The introduction and establishment of in-service management training for senior managers in industry and the not-for-profit sector. The training should be devised and structured in such a way that it addresses immediate practical professional problems and uses the mechanisms most convenient for busy senior professionals. 6.1: In-service training , for example day-release, for FP industry technical workers, at KIST and appropriate regional vocational training centres. 6.3: Government bursaries for one-year formal in-service training courses for key FP industry staff, principally outside Rwanda (eg in Botswana or Europe for meat packing/processing). 6.4: The encouragement of specialist post-graduate studies relating to the FP industry, making use of scholarships available from donor countries.

Skills upgrading for existing technical personnel at every level within industry and the government agencies related to the FP industry.

6.2: Research and preparation for publication of a simple handbook on designing and implementing in-house staff training within food processing enterprises in Rwanda.

Problem Needs Capacity-Building Options

The extremely high price of power and limitations in the supply of good water.

Cheaper power, from the grid or by means of access to renewable energy generation technologies.

8.14: Identify appropriate commercial renewable system products available within Rwanda and conduct an application-based feasibility study on their use (eg Solar – photo voltaic and bio-gas).


8.4-6: Capacity-building of BDS regarding industry-oriented identification, organisation, mobilisation and training of appropriate producer co-operatives, with provision of appropriate additional resources. 8.4: Feasibility study & planning exercise regarding the establishment of mobile BDS services, to deliver on-site support to rural cooperatives in the establishment of primary processing enterprises and contractual partnerships with formal sector food-processing industries.

Poor and inconsistent supply of raw materials

The organisation, mobilisation and training of rural producer co-operatives on a significant scale.

8.5: Provision of computers and communications equipment necessary to optimise the performance of the BDS at current staff levels, broadband connection and equipment costs relating specifically to the “Mobile BDS” approach, for example for the lap-tops & gprs modems necessary for the BDS staff to directly access web-based information while working with rural cooperatives in their own locality.

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8.6: To permit business development outreach to rural communities, provision of two x 200cc Ag. motorcycles for each Provincial BDS office, a total of eight, including provision for the operation of these eight motor-cycles for five years and their replacement after three years. 6.7: Three regional study tours for BDS staff in order to visit & examine other business extension services with similar objectives so that BDS can make use of the experience of others. 6.8: Engage an appropriate international consultant to work directly with each BDS office in the execution of their work, particularly ‘outreach’. There should be six visits by the expert, each being of six weeks duration over a three year period (total 9 months).


The amelioration of the financial and business environment and the improvement of consultation and cohesion between agencies and the FP industry.

7.2: The reduction or removal of duty on food-processing production equipment not available within Rwanda, to encourage investment in appropriate modern equipment.

Poor information flow regarding business services

7.1: Encourage lease-purchase agencies to conduct familiarisation seminars for entrepreneurs, investors and business development & promotion agencies.

The financial & business environment, including policy

Recognition by the regulatory agencies of commercial imperatives and the potential significance of the commercial FP industry to the economy of Rwanda.

9.1: An extensive long-term joint research project involving KIST, RBS and REMA in collaboration with the proposed Rwanda Food Processors’ Trade Association with the objective of the identification of environmentally and commercially appropriate packaging and promote its introduction and use within the regulatory framework. Ongoing outputs should include flow of transparent information describing problems, solutions being investigated, solutions agreed upon and the evolution of packaging regulations.


6.6: Food Processing technology-oriented sectoral study tours for enterprise decision-makers, including an element in which the consequences of particular industrial examples of technology choice are examined and compared.

Lack of cohesion and of access to information necessary for commercial development, particularly technological.

Access to information concerning strategies and technologies for industrial development and the associated development of appropriate management and regulatory mechanisms.

6.5: Food Processing ‘technology awareness training’ delivered to all industrial development agencies, particularly business advisory services (eg CAPMER & the BDS of RPSF),

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8.3: Support for the formation and consolidation of an inclusive national Food Processing Trade Association (RFPTA) able to negotiate directly with regulatory authorities and other government agencies, to include all food-processing stakeholders including formal sector industry, producer/primary processor cooperatives and KIST. RPSF will support 8.7: Market research in order to make an initial selection of suitable FP products and manufacturing capability in relation to market and export opportunities. 8.8: Market research base-line study and construction of a data-base on specific food-processing sub-sectors by RIEPA, to be regularly up-dated as a resource for investors, enterprises and the RFPTA. 8.9: The funding of industry ‘twinning’ and foreign exchange visits that would be arranged by RFPTA, including within the region (eg with the meat industry in Botswana) 8.10: Feasibility study for the establishment of an FP park adjacent to a significant renewable-energy generation installation capable of supplying sufficient power for modern FP industries and associated cold stores etc at modest cost. 8.11: Feasibility study regarding the establishment of a frozen food factory on the FP park for potato chips (French fries), vegetables, meat products etc 8.12: Feasibility study regarding the importation of livestock from DRC and Burundi for processing in Rwanda and subsequent export. 8.13: Feasibility study concerning the potential for the establishment of a dry packaging enterprise capable of buying appropriate finished FP products in bulk from rural producer cooperatives and then attractively packaging and exporting them. (Dried fruits & veg, potato crisps/chips etc.) 8.1: Establishment of an extensive National Food Processing Information Centre at KIST. 8.2: Establishment and promotion of a National Rural Technology Information Service, primarily web-based, to give details of sources for relevant technologies in Rwanda and the region, to furnish design details of appropriate equipment to manufacturers within Rwanda and to establish links with other such technology information disseminators.

Access to economically and environmentally appropriate systems and technology solutions to practical problems.

8.14: Identify appropriate commercial renewable system products available within Rwanda and conduct an application-related feasibility study on their uses (eg Solar – photo voltaic and bio-gas).

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Problem Needs Capacity-Building Options A consultative approach to packaging policies and regulations and the establishment of environmentally and commercially acceptable implementation protocols.

9.1: An extensive long-term joint research project involving KIST, RBS and REMA in collaboration with the proposed Rwanda Food Processors’ Trade Association with the objective of the identification of environmentally and commercially appropriate packaging and promote its introduction and use within the regulatory framework. Ongoing outputs should include flow of transparent information describing problems, solutions being investigated, solutions agreed upon and the evolution of packaging regulations. 9.2: A feasibility study regarding the potential for the introduction to Rwanda of paper-making from crop residues, particularly banana stems, including the identification and investigation of any decentralised low-inputs environmentally-friendly processes suitable for decentralisation. Study to include implementation strategy. 9.3: A feasibility study regarding the local manufacture of corrugated cardboard and cartons from sheets of paper made locally from crop residues, as above, with particular reference to technology and quality. (Specific packaging requirements to which attention is given should include meat-grade water-resistant cardboard boxes suitable for freezing.)

Access to, costs of and restrictions upon the use of packaging materials.

Economically viable and environmentally acceptable packaging materials appropriate for a modern export-oriented FP industry.

9.4: Research to examine the practicality and commercial viability of manufacturing from banana palm fibre impermeable sacks for meat-packing, as a substitute for imported jute sacks, to include empirical work on the preparation of the fibres and appropriate weaving technologies, in close collaboration with RBS.


10.7: The establishment of a collaborative research project to examine mechanisms through which the regulatory structure can improve its empathy, accommodation of and assistance to the FP industry in order to develop a culture of constructive engagement on the part of Regulatory Authorities and to increase the transparency of regulatory policies and decisions and the science upon which they are based. 10.10: A collaborative research project to establish a consensus according to which an independent Appeals Procedure by which regulatory decisions can be challenged will be developed and legally established.

Constraints and cultures arising from the inadequate capacity of regulatory and other government agencies.

An efficient, transparent and consultative regulatory environment based upon demonstrable science and its equal application to domestic and imported products.

4.7: Establish within KIST an Environment

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stream with the objective of supplying the professionals necessary to monitor and manage the environment of Rwanda and to administer and manage the regulatory system. 4.8: KIST Environment train 50 Environmental Impact Assessment experts, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates 4.9: KIST Environment train 50 Environmental Auditors, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates. 6.11: In-service training for existing REMA staff (generic and specialist), by means of evening classes at KIST (and the associated establishment of appropriate training capacity within KIST) 6.13: All hygiene inspectors need to be properly trained to implement Rwandan Standards. Without exception only trained and qualified specialist hygiene and Health & Safety inspectors should carry out inspections 6.9: Education of investors and managers regarding EIA and significance and benefits of environmental stewardship. 10.1: Publication by the Rwanda Bureau of Standards (RBS) of a list of manufacturers whose laboratory equipment will be acceptable for certification for specific processes within Rwanda. 10.2: The establishment and training by RBS with the selected laboratory equipment manufacturers of a cadre of laboratory equipment maintenance technicians to a high standard. 10.3: The publication by RBS of clear protocols for all procedures, conforming to internationally accepted practice. Where laboratories are testing against Standards they should be provided with information clearly describing the parameters in question. All the equipment in any industrial laboratory or laboratory providing services to industry to be regularly tested by the RBS, and samples cross-tested 10.9: The establishment within the RBS and REMA of capacity specifically concerned with maximising regulatory alignment with other regional economies. 10.11: A research project to identify and develop appropriate mechanisms for awareness-raising and the dissemination of information relating to regulatory issues and the protection of health and the environment.

Access to the resources necessary to carry out statutory

10.6: The provision to the Ministry of Agriculture of the equipment necessary to

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enable the official monitoring laboratory located within the SABAN sarl abattoir to operate as intended. 10.4: Increase and reinforce RBS’ capacity to test & analyse a significantly greater proportion of processed food imports in order to ensure conformity to Rwanda standards, including the indication of contents and conformity to environmental regulations.

duties.

10.5: Establish and enhance the capacity of the RBS to encourage and deliver ‘Organic’ certification among primary producers as a means of adding value and increasing market appeal.

Proble Though it is difficult to quantify market potential where little effective industry exists, there is every indication that access to markets is not a major constraint upon the establishment and development of food processing industries in Rwanda.

m

Needs Capacity-Building Options

The cost of transport.

Affordable means of transport over limited distances.

8.15: Feasibility study regarding the potential for the establishment of commercial manufacture and distribution of intermediate non-motorised means of goods transport (eg: trailers for cycles & motorcycles, extended cycles etc.)

Commercially viable means of transporting perishable products.

10.8: The funding and initiation of research regarding the improvement of methods of transporting perishable foods, particularly raw milk, meat & fish, to include development of commercially appropriate transitional low-cost technology solutions and handling systems.

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Rwanda Science, Technology and Innovation (STI)

Capacity Building Program

Needs Assessment and Action Plan

Study for Building Capacity in the

Food Processing Industry

ANNEXES

Annex A: Logical Framework Annex B: Options for Capacity Building, listed by type of Need Annex C: People Met Annex D: Summary of Food-Processing team visits Annex E: Lists of Laboratory and Production Unit equipment requested by KIST Annex F: Presentation to Stakeholders given in Kigali, 14th March 2007 Annex G: Terms of Reference

Prepared on behalf of the Science & Technology Program of the World Bank (Project Manager: Anubha Verma)

by Dominique Savio Nkunda Jean-Claude Nkurikiyinka

David Poston

12th April 2007

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Annex A

Logical Framework

Rwanda Science, Technology and Innovation (STI) Capacity Building Program:

Needs Assessment and Action Plan Study for Building Capacity

in the Food Processing Industry

36

Narrative Summary

Overall Goal Objectively Verifiable Indicators Means of Verification Assumptions

To increase the contribution that the Food Processing (FP) industry in Rwanda makes to economic development and poverty reduction.

5% increase in the value added to the economy of Rwanda by means of Food processing. 10% increase in the average off-farm income of the rural working population.

Economic monitoring of the sector. Economic monitoring of the sector.

Stable economic & market conditions Recognition of the synergy between rural primary processing & industrial development.

Objective Effect strategic improvements in the capacity relating to the food processing industry and its enabling environment at all levels.

10% increase in the number of food processing enterprises within or commercially linked to the formal sector.

Economic monitoring of the sector.

Stable economic, climatic and agricultural environment.

Purpose To increase the scale, quality, productivity and efficiency of the food processing industry in Rwanda..

The increase in the value of FP manufactures and exports. Increase in the quality of production Increase in the extent of rural primary processing linked to the formal sector FP industry. Practical skills & technical knowledge of the human resource improved at all levels. Increased technical and practical capability of the FP work force.

Economic monitoring. The number of FP enterprises conforming to national Standards. Volume of part-processed product supplied to FP industry. The increase in vocational, in-service & professional training provision. The % uptake by industry of trained technicians & professionals.

That market conditions do not change significantly. That the regulatory environment can be perceived as constructive. Economic monitoring. That people perceive the training as a good investment. That the FP industry recognises the economic value of employing

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trained & skilled people.

Outputs

Schedule

1. Identify and confirm lead persons in Ministries & implementing agencies for every Activity.

Lead persons all identified by end of June ‘07

2: Agreement of implementation action plans (with targets) with each responsible Ministry and implementing agency, for every selected Activity

Completion and confirmation of all individual Option Action Plans by August 2007

3. Initial disbursement of funds to responsible Ministries and implementing agencies.

August-September ‘07

5. Where appropriate, agree with the implementing agency a design for a detailed base-line study appropriate to each Activity, and an associated monitoring system.

Detailed Base-line studies designed by end August ’07. All Year 1 baseline studies carried out by implementing agencies by end of September ’07.

6. Create and agree reporting/Management Information System (MIS) format.

MIS agreed and in place by end of July ‘07

7. Monitoring of performance targets and use of funds. Monthly information feedback from every implementing agency for each Activity.

8. Impact assessments Mid and end project-period assessments completed by December 2008 and March 2011.

Activities

Timing Inputs Costs

1.1 1.2 1.3

Consultation between relevant Rwanda authorities. Agreement of the composition and responsibilities of a Steering & Coordination Committee Decision by MINISTR.

4/2007 – 6/2007 6/2007 6/2007

2.1 Identification & Recruitment of Implementation Co-ordinator (Director level) 6/2007 Salary 60 months @ $909 + cost $58,000

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2.2 Recruitment of one support staff. 6/2007 Salary for 60 months $43,000 2.3 Technical Support by International consultant 7/2007 – 7/2012 Support visits: 15 visits each of 30

days over five years = 450 days $450,000

2.4 Office accommodation & rehabilitation 7/2007 – 6/2012 To be provided by GoR $12,000 2.5 Office furniture, computers etc 7/2007 – 9/2007 Lump sum $15,000 2.6 Support to operating costs & transport 7/2007 – 6/2012 $1750/month $105,000 2.7 Vehicle 7/2007 – 6/2012 Rental @ $50/day x 1000 days 50,000 3.1 Monitoring & reporting of Activities against performance targets, with national expert support 8/2007 - 6/2012 Nat expert fees and costs to guide

to assist in field evaluations @ $15000/yr

$75,000

3.2 Mid-term project evaluation 1/2010 1 x International & 1 x National consultants –two weeks

$20,000

3.3 Final project evaluation 3/2012 1 x International & 1 x National consultants –four weeks

$34,000

Human Resource Development Timing&priority Inputs Costs 4.1 Equipment for KIST food chemistry analysis laboratory 7/2007

a Lump sum (MINEDUC + MINISTR > KIST)

$98,000

4.2 Equipment for KIST food micro-biology laboratory 7/2007 a

Lump sum (MINEDUC + MINISTR > KIST)

$379,500

4.3 Equipment for KIST food engineering laboratory 7/2007 a


$1,564,500

4.4 Equipment for KIST industrial ‘Production Units’ for 4th year & Masters students 8/2009 a


$341,000

4.5 Curriculum development and implementation preparation for a one- or two-year joint Masters degree in “the Management of Food Processing Industries” at the School of Business & Finance & KIST.

1/2010

a

Resources for preparation of curriculum etc & costs of staff recruitment. (MINEDUC + MINISTR > KIST)

$150,000

4.6 The establishment of a sponsored ‘graduate apprenticeship’ scheme consisting of one year spent working in the FP industry, to be organised by and within the RPSF. (This year in industry would also be a requirement for entry into the FP Management Master’s, above.)

1/2011 –

a

15 to 20 graduates @ $300/month for 6 months each, to be taken over by RPSF after two years. (MINEDUC + MINICOM + MINISTR> RPSF)

$144,000

4.7 Establish within KIST the capacity to supply the professionals necessary to monitor & manage 9/2007 -8/2010 Resources for preparation of $200,000

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the environment of Rwanda & to administer & manage the regulatory system.

b

curriculum etc & costs of staff recruitment & salaries for 3 years. (MINEDUC + MINISTR > KIST)

4.8 Train50 Environmental Impact Assessment experts, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates (Re 4.7)

9/2007 –

b

Support to students (MINEDUC + MINITERRE + MINISTR > KIST)

$30,000

4.9 By means of training by the proposed KIST Environment department, create 50 Environmental Auditors, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates. (Re 4.7)

9/2007 –

b

Support to students (MINEDUC + MINITERRE + MINISTR > KIST)

$30,000

Vocational Training Timing&priority Inputs Costs 5.1 Establishment in the VTCs and ETOs of vocational courses in hygiene, basic food

science, food-handling and hotel skills. 8/2007

b

I x National consultant x 2 months to design a ‘packaged’ curriculum and the resources, training & equipment necessary for its implementation, 1 x national expert for 6 months to train teachers. (NB: No allowance made for necessary ongoing teaching staff.) (MINEDUC + MINISANTE + MINICOM + MININFRA + MINISTR)

$91,000

5.2 Establishment of food processing technician courses in ETOs and VTCs, to include hygiene, food handling and the small-scale production of appropriate foods.

8/2007

a

I x National consultant x 2 months to design a ‘packaged’ curriculum and the resources, training & equipment necessary for its implementation, 1 x national expert for 6 months to train teachers. (NB: No allowance made for necessary ongoing teaching staff.) (MINEDUC + MINISANTE + MINISTR > KIST)

$182,000

In-Service & Other Training Timing&priority Inputs Costs 6.1 In-service training, for example day-release, for FP industry technical workers, at KIST and 8/2007 I x National consultant x 2 $8,000

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appropriate regional vocational training centres. a months to prepare curriculi etc. (MINEDUC + MINISTR > KIST)

6.2 Research and preparation for publication of a simple handbook on designing and implementing in-house staff training within food processing enterprises in Rwanda.

8/2007

c

I x National consultant x 1.5 months to prepare the text for publication . (MINEDUC + MINISTR > KIST)

$7,000

6.3 Bursaries for one-year formal in-service training courses for key FP industry staff, principally outside Rwanda. . (5 per year for 5 years)

8/2007 – 8/2012 b

Full funding for 5 bursaries for each of 5 years (@ $10,000/yr) to be taken over by GoR. (MINISTR + MIFOTRA + MINISTR)

$250,000

6.4 The encouragement of specialist post-graduate studies relating to the FP industry (eg 2 year MSC), making use of scholarships available from donor countries. (target: 3 per year)

8/2007 – 6/2012

c

Publicity, advertisement & direct mail to appropriate graduates, Subsistence costs @ $10,000/yer (MINISTR + MINEDUC)

$300,000

6.5 Food Processing ‘technology awareness training’ delivered to all industrial development agencies, particularly business advisory services.

1/2008 – c

3 Seminars (one day each) (MINICOM + MINISTR + MINEDUC + MIFOTRA > KIST)

$15,000

6.6 Food Processing technology-oriented sectoral study tours for enterprise decision-makers, including an element in which the consequences of particular industrial examples of technology choice are examined and compared (10 people x 2 tours of 10 days.)

1/2008 – 8/2009

d

Tickets $500 x 20 people, subsistence @ $200/day. Organisation by RPSF (x 2) (MINISTR + MINICOM > RPSF)

$50,000

6.7 Three regional study tours for BDS staff in order to visit & examine other business extension services with similar objectives so that BDS can make use of the experience of others.

9/2007 – 6/2008 c

3 tours each for 5 people, & 1 x 2 day synthesis workshop. (MINICOM + MINISTR > BDS)

$75,000

6.8 Engage an appropriate international consultant to work directly with each BDS office in the execution of their work, particularly ‘outreach’. There should be six visits by the expert, each being of six weeks duration over a three year period (total 9 months).

9/2007 – 9/2009

b

International consultant 6 x 6 week visits (total 36 weeks). (MINISTR + MINICOM >BDS

$238,000

6.9 Education of investors and managers regarding Environmental Impact Assessments and significance and benefits of environmental stewardship.

3/2008 –

e

Organisation and delivery of 2 seminars (30 people @ $100). (MIFOTRA + MINISTR + MINITERRE > REMA)

$4,000

6.10 The introduction and establishment of in-service management training for senior managers in the food processing industry and the related not-for-profit sector.

2/2008 -

b

Curriculum development and implementation (MINEDUC + MINICOM + MINISTR > School of F&B & KIST)

$302,500

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6.11 In-service training for existing REMA staff (generic and specialist), by means of evening classes at KIST (and the associated establishment of appropriate training capacity within KIST)

1/2008 + 1/2010

c

Hire of lecturers, planning and delivery of Evening Class training over one year, four different courses, repeated after two years. (MINEDUC + MINITERRE + MINISTR > REMA > KIST)

$30,000

6.12 Design by KIST and staffing of evening and day-release courses whose curriculum and delivery is defined by the needs of industry, the proposed Rwanda FP Association, commerce and regulatory bodies, whether generic or specialist.

3/2008 – 6/2010

c

4 courses per year for 4.5 years (MIFOTRA + MINICOM + MINISTR > RPSF > KIST)

$51,500

6.13 Train all hygiene inspectors to properly implement Rwandan Standards 1/2008

b

Training of 50 inspectors outside Rwanda for 2 months each, followed by in-service mentoring in Rwanda by the same trainer (as international consultant), 1.5 months. (MINEDUC + MINISANTE + MINITERRE + MINICOM + MINISTR > RBS + REMA)

$194,500

Financial & Economic Timing&priority Inputs Costs 7.1 Encourage lease-purchase agencies to conduct familiarisation seminars for entrepreneurs,

investors and business development & promotion agencies.

1/2008

d

Organisation of 4 seminars, direct costs to be met by agencies promoting their leasing activities (MINECOFIN + MINISTR > RPSF)

$2,000

7.2 The reduction or removal of duty on food-processing production equipment not available within Rwanda, to encourage investment in appropriate modern equipment.

9/2007 b

(MINECOFIN + MINISTR + MINICOM > RRA)

$0

Industrial Development Timing&priority Inputs Costs 8.1 Establishment of an extensive National Food Processing Information Centre at KIST.

7/2007 – 6/2012

Books & literature, computers, website, broadband & webmaster/librarian.

$139,500

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c (MINICOM + MINEDUC + MINISTR > KIST)

8.2 Establishment and promotion of a National Rural Technology Information Service, primarily web-based, to give details of sources for relevant technologies in Rwanda and the region, to furnish design details of appropriate equipment to manufacturers within Rwanda and to establish links with other such technology information disseminators.

7/2007 – 6/2012

c

Books & literature, computers, website, broadband & webmaster/librarian. (MININFRA + MINICOM + MINISTR > KIST/CITT + RITA)

$102,000

8.3 Support for the formation and consolidation of an inclusive national Food Processing Trade Association (RFPTA) able to negotiate directly with regulatory authorities and other government agencies, to include all food-processing stakeholders including formal sector industry, producer/primary processor cooperatives and KIST. RPSF will support

1/2008 – 12/2009

c

Initiating: $15,000, equipment & staff for 2 years = $24,000 (MINICOM + MINECOFIN + MINISTR > RPSF)

$4000

8.4 Feasibility study & planning exercise regarding the establishment of mobile BDS services, to deliver on-site support to rural cooperatives in the establishment of primary processing enterprises and contractual partnerships with formal sector food-processing industries.

9/2007

b

National consultant, 1 month, + costs (MINICOM + MINISTR > BDS/RPSF)

$5,000

8.5 Provision of computers and communications equipment necessary to optimise the performance of the BDS at current staff levels, broadband connection and equipment costs relating specifically to the “Mobile BDS” approach, for example for the lap-tops & gprs modems necessary for the BDS staff to directly access web-based information while working with rural cooperatives in their own locality.

9/2007

c

Computers = 30pcs x $1000, Accessories ( printers + ppt projector,…) = £20,000. For “Mobile”: Lap-tops= 6 pcs x $1500, Gprs modems x 6 + monthly fees = $16,000. (MINFRA + MINICOM + MINISTR > RITA > BDS)

$79,000

8.6 To permit business development outreach to rural communities, provision of two x 200cc Ag. motorcycles for each Provincial BDS office, a total of eight, including provision for the operation of these eight motor-cycles for five years and their replacement after three years.

x8 @ 8/2007 + x8 @ 8/2010 + costs 8/2007 -2010

a

Eight x 200cc Ag. motorcycles @$4,000 + operating costs @ $100/month x five years. (MINICOM + MININFRA + MINISTR > BDS)

$112,000

8.7 Market research in order to make an initial selection of suitable FP products and manufacturing capability in relation to market and export opportunities.

4/2008

c

National consultant x 1 month + direct costs. (MINICOM + MINAGRI + MINISTR + Foreign Affairs > RIEPA)

$4,000

8.8 Market research base-line study and construction of a data-base on specific food-processing sub-sectors by RIEPA, to be regularly up-dated as a resource for investors, enterprises and the RFPTA.

9/2007 – 6/2012

d

National consultant x 1 month + direct costs, + 4 x 1 week over balance of 5 year project period

$22,500

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(MINICOM + MINISTR > RIEPA) 8.9 The funding of industry ‘twinning’ and foreign exchange visits that would be arranged by

RFPTA, including within the region (eg with the meat industry in Botswana) 8/2007- 6/2012

e

6 x individual foreign exchange visits, 2 per year, within region (MINICOM + Foreign Affairs+ MINISTR > RFPTA)

$7,000

8.10 Feasibility study for the establishment of an FP park adjacent to a significant renewable-

energy generation installation capable of supplying sufficient power for modern FP industries and associated cold stores etc at modest cost.

7/2008

d

1 x international consultant for 6 weeks, 2 x National consultants for total 3 months, + direct costs. (MINISTR + MINICOM + MININFRA)

$53,500

8.11 Feasibility study regarding the establishment of a frozen food factory on the FP park for potato chips (French fries), vegetables, meat products etc

7/2009

d

2 x local consultants, total 3 months, + direct costs. (MINISTR + MININFRA + MINICOM)

$11,500

8.12 Feasibility study regarding the importation of livestock from DRC and Burundi for processing in Rwanda and subsequent export.

7/2008

d

2 x local consultants, total 2 months, + direct costs. (MINISTR + MINAGRI + MINICOM +)

$7,500

8.13 Feasibility study concerning the potential for the establishment of a dry packaging enterprise capable of buying appropriate finished FP products in bulk from rural producer cooperatives and then attractively packaging and exporting them. (Dried fruits & veg, potato crisps/chips etc.)

1/2008

b

1 x International consultant x 1 month, 2 x National consultants for total 2 months, + direct costs. (MINISTR + MINAGRI + MINITERRE + MINICOM)

$31.500

8.14 Identify appropriate commercial renewable system products available within Rwanda and conduct an application-related feasibility study on their uses (eg Solar – photo voltaic and bio-gas).

7/2008

c

1 x international consultant for 6 weeks, 2 x National consultants for total 3 months, + costs. (MINISTR + MINICOM + MINAGRI + MINITERRE)

$53,000

8.15 Feasibility study regarding the potential for the establishment of commercial manufacture and distribution of intermediate non-motorised means of goods transport (eg: trailers for cycles & motorcycles, extended cycles etc.)

7/2008

c

1 x International consultant x 1 month, 2 x National consultants for total 2 months, + direct costs. (MINISTR + MINAGRI + MINICOM)

$31.500

Packaging Timing&priority Inputs Costs 9.1 An extensive long-term joint research project involving KIST, RBS and REMA in

collaboration with the proposed Rwanda Food Processors’ Trade Association with the objective of the identification of environmentally and commercially appropriate packaging and promote its introduction and use within the regulatory framework. Ongoing outputs should include flow of transparent information describing problems, solutions being

9/2007 – 6/2012

Research costs inc. National consultant total 3 months + direct costs, import of samples, Lab testing.

$25,000

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investigated, solutions agreed upon and the evolution of packaging regulations.

a (MINISTR + MININFRA + MINICOM > RBS + KIST+REMA+RFPTA)

9.2 A feasibility study regarding the potential for the introduction to Rwanda of paper-making from crop residues, particularly banana stems, including the identification and investigation of any decentralised low-inputs environmentally-friendly processes suitable for decentralisation. Study to include implementation strategy.

9/2007

a

1 x International consultant + 1 x National consultant each x 1.5 months + direct costs, including travel to Australia & Uganda to evaluate known technologies. (MINISTR + MINICOM + MINAGRI + MINITERRE)

$72,000

9.3 A feasibility study regarding the local manufacture of corrugated cardboard and cartons from sheets of paper made locally from crop residues, as above, with particular reference to technology and quality. (Specific packaging requirements to which attention is given should include meat-grade water-resistant cardboard boxes suitable for freezing.)

1/2008

a

1 x International consultant + 1 x National consultant each x 1 month + direct costs. (MINISTR + MINICOM)

$34,000

9.4 Research to examine the practicality and commercial viability of manufacturing from banana palm fibre impermeable sacks for meat-packing, as a substitute for imported jute sacks, to include empirical work on the preparation of the fibres and appropriate weaving technologies, in close collaboration with RBS.

3/2008

c

1 x International consultant + 1 x National consultant each x 1 month + direct costs. (MINISTR + MINICOM + MININFRA)

$34,000

Regulatory Environment, including Laboratories & Quality Assurance Timing&priority Inputs Costs 10.1 Publication by the Rwanda Bureau of Standards (RBS) of a list of manufacturers whose

laboratory equipment will be acceptable for certification for specific processes within Rwanda.

9/2007

c

1 x local consultant, 1 month, + direct costs + printing/publishing costs. (MINICOM + MINEDUC + MINISTR > RBS)

$11,000

10.2 The establishment and training by RBS with the selected laboratory equipment manufacturers of a cadre of laboratory equipment maintenance technicians to a high standard.

1/2008 – 6/2012

c

4 x technicians trained 1 month each in Europe/America, + 4 salaries for 4.5 years. (MINICOM + MINISTR > RBS)

$7,000

10.3 The publication by RBS of clear protocols for all procedures, conforming to internationally accepted practice. Where laboratories are testing against Standards they should be provided

7/2008 -6/2012

National consultant x 2 months to put protocols into communicable

$12,500

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with information clearly describing the parameters in question. All the equipment in any industrial laboratory or laboratory providing services to industry to be regularly tested by the RBS, and samples cross-tested

c

form. Direct costs of testing all lab equipment in Rw by RBS maintenance technicians (above) (MINICOM + MINISTR > RBS)

10.4 Increase and reinforce RBS’ capacity to test & analyse a significantly greater proportion of processed food imports in order to ensure conformity to Rwanda standards, including the indication of contents and conformity to environmental regulations.

1/2008 – 6/2012

e

Training & salaries for 3 x additional lab technicians for 4.5 years, + purchase of associated equipment (MINICOM + MINISTR + MINAGRI > RBS)

$150,000

10.5 Establish and enhance the capacity of the RBS to encourage and deliver ‘Organic’ certification among primary producers as a means of adding value and increasing market appeal.

1/2008 – 2012

d

Training & Salary for 1 x additional technician for 4.5 years, plus associated equipment. (MINICOM + MINISTR > RBS)

$25,500

10.6 The provision to the Ministry of Agriculture of the equipment necessary to enable the official monitoring laboratory located within the SABAN sarl abattoir to operate as intended.

9/2007

e

Purchase of Equipment & Consumables (MINAGRI + MINISANTE + MINISTR)

$30,000

10.7 The establishment of a collaborative research project to examine mechanisms through which the regulatory structure can improve its empathy, accommodation of and assistance to the FP industry in order to develop a culture of constructive engagement on the part of Regulatory Authorities and to increase the transparency of regulatory policies and decisions and the science upon which they are based.

7/2008 - 6/2010

c

1 x National consultant x 1 month to research existing mechanisms, + cost of 6 meetings. (MINISTR + MINICOM + MINITERRE > REMA + RBS + RFPTA)

$10,000

10.8 The funding and initiation of research regarding the improvement of methods of transporting perishable foods, particularly raw milk, meat & fish, to include development of commercially appropriate transitional low-cost technology solutions and handling systems.

9/2007 – 9/2009

d

2 x researchers for 2 years, + International expert for 2 x 1 month inputs, + direct, material & field trial costs. National consultant for 3 months + costs to transfer solutions into commercial production. (MINHEALTH + MINICOM + MINITERRE + MINISTR > REMA + RBS + CITT + KIST)

$200,000

10.9 The establishment within the RBS and REMA of capacity specifically concerned with maximising regulatory alignment with other regional economies.

1/2008 – 1/2009

1 x National consultant x 1 month to research regional regulatory

$7,000

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e

structures. Regional travel x 3 for consultant & 2 x agency directors. (MINICOM + MINITERRE + MINECOFIN + MINISTR > REMA + RBS)

10.10 A collaborative research project to establish a consensus according to which an independent Appeals Procedure by which regulatory decisions can be challenged will be developed and legally established. .

7/2008 – 6/2010

b

1 x National consultant x 1 month to research existing procedures, + cost of 6 meetings. (MINISTR + MINICOM + MINITERRE > REMA + RBS + RFPTA + RPSF)

$10,000

10.11 A research project to identify and develop appropriate mechanisms for awareness-raising and the dissemination of information relating to regulatory issues and the protection of health and the environment.

1/2008 – 6/2010

e

1 x National consultant x 1.5 months, + development & dissemination of information. Cost of 4 meetings. (MINISTR + MINISANTE + MINITERRE)

$12,000

Total: $6,903,000

Timing: Where a single date is given this may indicate either an implementation date or the timing of the start of the process. It is recognised that the practicalities of implementation are likely to cause these dates to be slightly staggered, particularly those indicated for action during the initial six months. Priority: letters (a to e) in ‘Timing & Priority’ column indicate comparative priority, a being the highest. However, lower priority does not indicate that activities are considered less than necessary. Inputs: The Ministry acronyms included in the bracket at the end of each Input column entry indicate the lead ministry (underlined), ‘+’ indicating additional interested Ministries. The ‘>’ indicates implementation by the organisations whose acronym follows the ‘>’, eg (MINICOM + MINITERRE + MINECOFIN + MINISTR > REMA + RBS).

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Annex B

Options for Capacity Building in relation to the development of the Food Processing industry in Rwanda

Rwanda Science, Technology and Innovation (STI) Capacity Building Program



48

48

Options for Capacity Building in relation to the development of the

Food Processing industry in Rwanda:

Human Resource Development:

Professional Training: 4.1-3 The establishment at KIST of properly equipped specialist food processing teaching laboratories in order to increase/introduce the practical and technological element. (MINEDUC + MINISTR > KIST)* 4.4 Development of the KIST Food Science & Technology BSc course to become

practice-based and specialised by sub-sector in the fourth year. These students will gain work-experience in ‘production units’ in Dairy & Milk Processing including cheese; Meat Processing; Fruit, Vegetables & Beverages; Cereals, bakery & brewing and Food Science Services. The unit would be financially ring-fenced and also serve as a demonstration centre for the industry. (MINEDUC + MINICOM + MINISTR > KIST)

4.5 Curriculum development and implementation preparation for a one- or two-year joint Masters degree in “the Management of Food Processing Industries” (to include Enterprise, Finance and Environment modules). This course would be jointly run by KIST & the School of Finance & Business. Qualifications for entry would be a practical BSc in Food Science & Technology and the proposed supervised ‘graduate apprenticeship’ year spent working in industry. (MINEDUC + MINISTR > KIST)

4.4 The establishment at KIST of work-experience ‘production units’ in Dairy & Milk Processing, including Cheese; Meat Processing; Fruit, Vegetables & Beverages; Cereals, bakery & brewing and Food Science Services. This group of units would be essentially autonomous and financially ‘ring-fenced’. Once established they would be self-financing, the Year 4 BSc & FP Management Masters students operating the units commercially under tutorial supervision, carrying out all the tasks right through to marketing (whether within or outside the institution). Each year all the profits of each Unit would be re-invested in the Units, principally in terms of continually upgrading their technology in order that the Units can also act as a technology demonstration centre for the Rwanda FP industry. (The redundant equipment should be sold to relevant local enterprises.) Guided by the RBS, the Food Science laboratory would sell services to the FP industry and to the other Units. The accounts of each unit should be accessible to commercial food processing enterprises in order that they may assess the cost-effectiveness of the technologies and practices being used. (The production units could also be used in the evenings for in-service evening classes.) (MINEDUC + MININFRA + MINISTR > KIST)

49

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4.6 The establishment of a sponsored ‘graduate apprenticeship’ or ‘associate’ scheme consisting of one year spent working in the FP industry. (Possibly involving some degree of ‘bonding’) Valuable in its own right, it is proposed that completing this year in industry would also be a requirement for entry into the FP Management Master’s, above. It should be investigated whether this element might be enabled by involvement in the British Council’s “Knowledge Transfer Partnership” scheme, already successfully established in Uganda. (www.britishcouncil.org/uganda-science-aktp.htm) The scheme would be organised by and within the RPSF, requiring only sufficient funds to initiate it and demonstrate to the Federation members the value of themselves financially supporting such a scheme. (MINEDUC + MINICOM + MINISTR > RPSF)

4.7 Establish within KIST an Environment stream with the objective of supplying the professionals necessary to monitor and manage the environment of Rwanda and to administer and manage the regulatory system. (MINEDUC + MINISTR > KIST)

4.8 By means of training by the proposed KIST Environment department, create 50

Environmental Impact Assessment experts, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates. (Article 69 of the Rwanda environmental law requires that environmental Impact Assessments (EIA) should be conducted by authorised assessors at the expense of the promoters. These may work independently or through RIEPA, CAPMER, Rwanda Private Sector Federation (RPSF), BDS or other conduits. REMA’s role regarding Environmental Impact Assessments (EIA) is restricted to examination and approval. The creation of capacity that permits proper and efficient adherence to this protocol has been identified as a high priority.) (MINEDUC + MINITERRE + MINISTR > KIST)

4.9 By means of training by the proposed KIST Environment department, create 50 Environmental Auditors, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates. (MINEDUC + MINITERRE + MINISTR > KIST)

Vocational Training:

5.1 Establishment in the VTCs and ETOs vocational courses in hygiene, basic food

science, food-handling and hotel skills. (MINEDUC + MINISANTE + MINICOM + MININFRA + MINISTR)

5.2 Introduce a food processing technician course to be implemented by the ETOs and VTCs, to include hygiene, food handling and the small-scale production of appropriate foods. Graduating students would be suitable for employment and for further training in industry but should also be equipped to set up and run a micro-scale food-processing enterprise in a rural area. (The introduction of this course would require the design of a ‘packaged’ curriculum and the resources and training necessary for its implementation, for example with the assistance of KIST staff.). (MINEDUC + MINISANTE + MINISTR > KIST)

50

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In-Service & OtherTraining: 6.1 In-service training, for example day-release, for FP industry technical workers, at

KIST and appropriate regional vocational training centres. (MINEDUC + MINISTR > KIST)

6.2 KIST to carry out the research and preparation for publication of a simple handbook on designing and implementing in-house staff training within the food industry in Rwanda. (MINEDUC + MINISTR > KIST)

6.3 Government bursaries for one-year formal in-service training courses for key FP industry staff, principally outside Rwanda (eg in Botswana or Europe for meat packing/processing). (MINISTR + MIFOTRA + MINISTR)

6.4 The encouragement of specialist post-graduate studies relating to the FP industry, making use of scholarships available from donor countries. The possibility of attaching some form of ‘bonding’ contract to such scholarships should be investigated in order that they do not simply enable an increase in the ‘brain-drain’. (MINISTR + MINEDUC)

6.5 Food Processing ‘technology awareness training’ could be delivered to all industrial development agencies, particularly business advisory services (eg CAPMER & the BDS of RPSF), The objective of this training would be to create an understanding among business advisors of the great significance of technology choice and the extent to which appropriate choices are essential if enterprises are to be sustainable. It would also introduce trainees to sources of technological expertise and information and encourage their use. (MINICOM + MINISTR + MINEDUC + MIFOTRA > KIST)

6.6 Food Processing technology-oriented sectoral study tours for enterprise decision- makers, including an element in which the consequences of particular industrial examples of technology choice are examined and compared. (MINISTR + MINICOM > RPSF)

6.7 Three regional study tours for BDS staff in order to visit & examine other business extension services with similar objectives so that BDS can make use of the experience of others. (MINICOM + MINISTR > BDS)

6.8 Engage an appropriate international consultant to work directly with each BDS office in the execution of their work, particularly ‘outreach’. There should be four visits by the expert, each being of six weeks duration over a two year period (total 6 months), the input being practical, methodological and strategic and entirely located in the Provinces, each BDS office being involved during each visit. (MINISTR + MINICOM >BDS)

6.9 Education of investors and managers regarding Environmental Impact Assessments and significance and benefits of environmental stewardship. (MIFOTRA + MINISTR > REMA)

6.10 The introduction and establishment of in-service management training for senior managers in the food processing industry and the related not-for-profit sector. The training should be devised and structured in such a way that it addresses immediate practical professional problems and uses the mechanisms most convenient for busy senior professionals.

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(MINEDUC + MINICOM + MINISTR > KIST & School of F&B)

6.11 In-service training for existing REMA staff (generic and specialist), by means of evening classes at KIST (and the associated establishment of appropriate training capacity within KIST) (MINEDUC + MINITERRE + MINISTR > REMA > KIST)

6.12 The establishment within KIST of evening and day-release courses whose curriculum

and delivery is defined by the needs of industry, the proposed Rwanda FP Association, commerce and regulatory bodies, whether generic or specialist. (MIFOTRA + MINICOM + MINISTR > RPSF > KIST)

6.13 All hygiene inspectors need to be properly trained to implement Rwandan Standards. It has been indicated that without exception only trained and qualified specialist hygiene and Health & Safety inspectors should carry out inspections. (It is proposed that this training would be carried out in relation to an existing properly regulated system outside Rwanda, followed by continuation on-the-job training from the same trainer within Rwanda) (MINEDUC + MINISANTE + MINITERRE + MINICOM + MINISTR > RBS + REMA)

Financial & Economic

7.1 The enlightenment of the FP industry regarding the advantages and opportunities offered by lease-purchase and the establishment of close links with financial institutions offering lease-purchase services. Lease-purchase agencies should be encouraged to conduct familiarisation seminars for entrepreneurs, investors and business development & promotion agencies. (MINECOFIN + MINISTR > RPSF)

7.2 The reduction or removal of duty on food-processing production equipment not

available within Rwanda, to encourage investment in appropriate modern equipment. (This to be reviewed periodically in consultation with the proposed Rwanda Food Processors Trade Association (below).) (MINECOFIN + MINISTR + MINICOM > RRA)

Industrial Development

8.1 Establishment of an extensive National Food Processing Information Centre at KIST. (MINICOM + MINEDUC + MINISTR > KIST)

8.2 Establishment and promotion of a National Rural Technology Information Service,

primarily web-based, to give details of sources for relevant technologies in Rwanda and the region, to furnish design details of appropriate equipment to manufacturers within Rwanda and to establish links with other such technology information disseminators (for example http://www.aesdmofa.org/rtiudo.htm) in order to make information concerning technology solutions existing elsewhere available to would-be users or manufacturers in Rwanda. (Such information would also benefit research and technology transfer institutions to advance their work and avoid duplication of work already completed elsewhere.) (MININFRA + MINICOM + MINISTR > KIST/CITT + RITA)

http://www.aesdmofa.org/rtiudo.htm

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8.3 Support for the formation and consolidation of an inclusive national Food Processing Trade Association (RFPTA) able to negotiate directly with regulatory authorities and other government agencies. (An association is understood to have been started with ADAR support, but did not survive the end of the project.) The Association should include all food-processing stakeholders including formal sector industry, producer/primary processor cooperatives and KIST. RPSF will support the formation of the Association, including administering a modest subsidy for administration, declining over 24 months. (MINICOM + MINECOFIN + MINISTR > RPSF)

8.4 Feasibility study & planning exercise regarding the establishment of mobile BDS

services, to deliver on-site support to rural cooperatives in the establishment of primary processing enterprises and contractual partnerships with formal sector food-processing industries. (MINICOM + MINISTR > BDS/RPSF)

8.5 Provision of computers and communications equipment necessary to optimise the performance of the BDS at current staff levels (including appropriate broadband connection). This should include equipment costs relating specifically to the “Mobile BDS” approach, for example for the lap-tops & gprs modems necessary for the BDS staff to directly access web-based information while working with rural cooperatives in their own locality. (MINFRA + MINICOM + MINISTR > RITA > BDS)

8.6 In order to permit and encourage business development outreach to rural

communities, provision of two x 175cc or 200cc Ag. motorcycles for each Provincial BDS office, a total of eight machines, including provision for the operation of these eight motor-cycles for five years and their replacement after three years (therefore a total of 16 machines). (MINICOM + MININFRA + MINISTR > BDS)

8.7 Market research in order to make an initial selection of suitable FP products and manufacturing capability in relation to market and export opportunities (including the proposed cargo link to Dubai and the market requirements within the Gulf States). (MINICOM + MINAGRI + MINISTR + Foreign Affairs > RIEPA)

8.8 Market research base-line study and construction of a data-base on specific food- processing sub-sectors by RIEPA, to be regularly up-dated as a resource for investors, enterprises and the RFPTA. (MINICOM + MINISTR > RIEPA)

8.9 The funding of industry ‘twinning’ and foreign exchange visits that would be arranged by RFPTA, including within the region (eg with the meat industry in Botswana) (MINICOM + Foreign Affairs+ MINISTR > RFPTA)

8.10 The establishment of an FP park adjacent to a significant renewable-energy generation installation capable of supplying sufficient power for modern FP industries and associated cold stores etc at modest cost. (MINICOM, MININFRA, + MINISTR)

8.11 Feasibility study regarding the establishment of a frozen food factory on the FP park for potato chips (French fries), vegetables, meat products etc. (MININFRA + MINICOM + MINISTR)

8.12 Feasibility study regarding the importation of livestock from DRC and Burundi for processing in Rwanda and subsequent export.

(MINAGRI + MINICOM + MINISTR)

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8.13 Feasibility study concerning the potential for the establishment of a dry packaging enterprise capable of buying appropriate finished FP products in bulk from rural producer cooperatives and then attractively packaging and exporting them. (Dried fruits & veg, potato crisps/chips etc.) (MINICOM + MINAGRI + MINITERRE + MINISTR)

8.14 Identify appropriate commercial renewable system products available within Rwanda

and conduct an application-related feasibility study on their uses (eg Solar – photo voltaic and bio-gas). (MINISTR + MINICOM + MINAGRI + MINITERRE)

Packaging: 9.1 An extensive long-term joint research project involving KIST, RBS and REMA in

collaboration with the proposed Rwanda Food Processors’ Trade Association with the objective of the identification of environmentally and commercially appropriate packaging and promote its introduction and use within the regulatory framework. Among the ongoing outputs of this project should be a flow of transparent information describing the problems being addressed, the solutions being investigated, the solutions agreed upon and the evolution of packaging regulations. (This project should relate to current regulations in addition to problems not yet covered by regulation.) (MINISTR + MININFRA + MINICOM > RBS + KIST+REMA+RFPTA)

9.2 A feasibility study regarding the potential for the introduction to Rwanda of paper- making from crop residues, particularly banana stems, including the identification and investigation of any decentralised low-inputs environmentally-friendly processes suitable for decentralisation. (MINISTR + MINICOM + MINAGRI + MINITERRE)

9.3 A feasibility study regarding the local manufacture of corrugated cardboard and

cartons from sheets of paper made locally from crop residues, as above, with particular reference to technology and quality. (Specific packaging requirements to which attention is given should include meat-grade water-resistant cardboard boxes suitable for freezing.) (MINISTR + MINICOM)

9.4 Research to examine the practicality and commercial viability of manufacturing from banana palm fibre impermeable sacks for meat-packing, as a substitute for imported jute sacks. This research would include empirical work on the preparation of the fibres and appropriate weaving technologies, profiting from any previous experience elsewhere and would involve close collaboration with RBS. (MINISTR + MINICOM + MININFRA)

Regulatory Environment, including Laboratories & Quality Assurance: 10.1 Publication by the Rwanda Bureau of Standards (RBS) of a list of manufacturers

whose laboratory equipment will be acceptable for certification for specific processes within Rwanda. The selection of acceptable equipment and supplying companies should be restricted in order to maximise homogenization between laboratories and the potential for viable maintenance capability. (MINICOM + MINEDUC + MINISTR > RBS)

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10.2 The establishment and training by RBS with the selected laboratory equipment

manufacturers of a cadre of laboratory equipment maintenance technicians to a high standard. These technicians would form a section within RBS that will deliver maintenance services to all laboratories in Rwanda (and also other regional laboratories if requested) on a commercially-contracted service basis. There should be a duplication of technicians for any given speciality so that if one should leave the other will be able to train the replacement. (MINICOM + MINISTR > RBS)

10.3 The publication by RBS of clear protocols for all procedures, conforming to

internationally accepted practice. Where laboratories are testing against Standards they should be provided with information clearly describing the parameters in question. All the equipment in any industrial laboratory or laboratory providing services to industry must be regularly tested by the RBS. At similar intervals samples of material tested by each laboratory should be provided to the RBS laboratory so that they may make a comparative analysis in order to test proficiency. Deviations above a certain established % should be investigated with a view to identifying and rectifying the cause/s of the discrepancy. As soon as there are sufficient laboratories established in Rwanda the practice of cross-testing samples should be established as a system of moderation and counter-checking results generated by the RBS laboratory. (MINICOM + MINISTR > RBS)

10.4 Increase and reinforce RBS’ capacity to test & analyse a significantly greater proportion of processed food imports in order to ensure conformity to Rwanda standards, including the indication of contents and conformity to environmental regulations, in order to ensure the effective imposition of Rwandan regulations upon all imported processed food products. In addition to the regulatory justification, this measure will help to maintain a ‘level playing field’ for competing domestic products. (MINICOM + MINISTR + MINAGRI > RBS)

10.5 Establish and enhance the capacity of the RBS to encourage and deliver ‘Organic’ certification among primary producers as a means of adding value and increasing market appeal. (MINICOM + MINISTR > RBS)

10.6 The provision to the Ministry of Agriculture of the equipment necessary to enable the official monitoring laboratory located within the SABAN sarl abattoir to operate as intended. (MINAGRI + MINISANTE + MINISTR)

10.7 The establishment of a collaborative research project to examine mechanisms through which the regulatory structure can improve its empathy, accommodation of and assistance to the FP industry. The objective of this research would be to develop a culture of constructive engagement on the part of Regulatory Authorities and to increase the transparency of regulatory policies and decisions and the science upon which they are based. This research would include the formulation and establishment of a consultative system regarding changes in policy and regulations and their implementation through the participation of a range of industry stake-holders, including the proposed Rwanda Food Processing Trade Association. The intended implementation of relevant policies and regulations would be directly and officially notified to the RFPA and all formal sector food processing industries and would involve commercially reasonable lead-times agreed beforehand. (MINISTR + MINICOM + MINITERRE > REMA + RBS + RWPTA)

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10.8 The funding and initiation of research regarding the improvement of methods of transporting perishable foods, particularly raw milk, meat & fish. The research should include the development of transitional low-cost technology solutions and handling systems that are commercially appropriate for immediate implementation, with a view to changing practices and evolving appropriate regulations accordingly. Research collaborators would include RBS, REMA & KIST in consultation with the proposed Rwanda Food Processors Trade Association. (MINHEALTH + MINICOM + MINITERRE + MINISTR > REMA + RBS + CITT + KIST)

10.9 The establishment within the RBS and REMA of capacity specifically concerned with

maximising regulatory alignment with other regional economies. (MINICOM + MINITERRE + MINECOFIN + MINISTR > REMA + RBS)

10.10 A collaborative research project to establish a consensus according to which an independent Appeals Procedure by which regulatory decisions can be challenged will be developed and legally established. . (MINISTR + MINICOM + MINITERRE > REMA + RBS + RFPTA + RPSF)

10.11 A research project to identify and develop appropriate mechanisms for awareness- raising and the dissemination of information relating to regulatory issues and the protection of health and the environment. (MINISTR + MINISANTE + MINITERRE)

*Involved Ministries: underlining indicates the anticipated lead & financial conduit Ministry; “>” indicates cash flow to executing institution, agency or body

Cross-Cutting of Ministries: Areas of involvement Human

Resource Development

Vocational Training

In-Service & Other Training

Financial & Economic

Industrial Development

Packaging Regulatory Environment

Foreign Affairs MIFOTRA MINAGRI MINECOFI

MINEDUC MINICOM MININFRA

MINISANT

MINISTR MINITERRE

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Annex C

People Met




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People Met: Time Name Company Telephone Email

21/02/07 Theonest Munana, Gnl Manager Viateur Kabirigi, Dir. Admin&Finance

SORWATOM 08306334 08303625

[email protected]

21/02/07 Otmar Oberlander BCK 572307 [email protected] 21/02/07 Innocent Benineza, Secretaire Executif DUHAMIC ADRI 08300424 [email protected]

22/02/2007 Dr Clement Bitwayiki, Dean Dr Anastase Kimonyo, Head Dpt

KIST 08508388 08532755

[email protected] [email protected]

23/02/07 Jean-Guy Afrika, Head, Trad. Exports RIEPA 08495070 [email protected] 23/02/07 Handika Gerard, Deputy MD Inyange Industries 08303961 [email protected] 23/02/07 J.Bosco Kabagambe RPSF 08429460 [email protected]

Emmanuel Hategeka, Secretary General RPSF 08312222 [email protected] 26/02/07 Godelieve Christine Mukantwari ISAR 08687917 [email protected]

Christine Mukantwali ISAR 08445328 [email protected] 26/02/07 Rombe Salum, Director Shema Fruits 08503640 [email protected] 26/02/07 Dr V.Mulinda, Head Crop production Fac Agro NUR 08667916 [email protected]

Bucagu Charles, Lecturer Fac Agro NUR 08305782 26/02/07 Albert Mashaku 08532038 [email protected]

Sylvain Nzaramba Laboratoire d’hygiène (NUR) 08626226 [email protected]

27/02/07 Nduwayezu J.B., Directeur General IRST 08302752 [email protected] 27/02/07 Karasira Justine, Prod.Manager Laiterie Nyabisindu 08453592 [email protected] 27/02/07 Mark O’Kane ETO Gitarama 08477999 [email protected] 28/02/07 Kayinamura P.Celestin, Dir. Admin INES Musanze 08416196 [email protected]

Wednesday 28/02/07 Shyirambere J.Damascene, Directeur Maiserie Mukamira 08424977 [email protected] Thursday 01/03/07 Aloys Musonera, Dean, Rural Dev. UNATEK 08647830 [email protected] Thursday 01/03/07 Innocent Rutamu, Director Laiterie Nyabisindu 08301699 [email protected]

Friday 02/03/07 Roland Kastler La Galette butchery 08300708 [email protected] Mike Fietzek La Galette supermkt 08300576 [email protected]

Sunday 04/03/07 Emmanuel Kalenzi UNIDO 08308730 [email protected] Monday 05/03/07 8:30 Door PLANTENGA, D.G. BRALIRWA 08300436 [email protected]

Dr Tito Migabo, Director General RBS 08303197 [email protected] Shukuru Bizimungu, Industry Inspection RBS 08876637 [email protected] Jahan Chowdhury Wolverhampton Uni +441902323219 [email protected]

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Tuesday 06/03/07 Kiganzi Nyakato WPF 08686841 [email protected] Laura Quay WFP 08300859, [email protected]

Wednesday 07/03/07 Justin Nsengiyumva, Perm. Sec. MINICOM 08304417 [email protected] Peace Basemera, Dir of Trade & Industry MINICOM 08574322 [email protected] H. Dharmarajan, Director General SULFO 08300739 [email protected] Dr Rose Mukankomeje, D.G. REMA 08300208 [email protected] Michael Kabutura REMA 08543855 [email protected]

Friday 09/03/07 Professor Karagwa Chrysologue, Rector KIST 08301324 [email protected] Godfrey Muligo, Director of Finance KIST 08300254 [email protected] Anastase Murekezi, Minister Min of Agriculture 585053 [email protected]

Saturday 10/03/07 John Nyombayire SABAN, sarl 08300999 [email protected] Desire Murenzi SABAN, sarl 515164

Thursday 15/03/07 Anand Chaurasia, Chef de Brasserie BRALIRWA Gisenyi 08301511 [email protected] Silas Rwabahizi, Chef Dpt Qualité BRALIRWA Gisenyi 0835-0106

Friday 16/03/07 J.Bosco Kabagambe BDS - RPSF 08429460 [email protected] Tuesday 20/03/07 Vincent Karega Minister of State MINICOM 08300896 [email protected]

Alain Mutesi Maniraguha PS to Minister MINICOM 0845-0528 [email protected] Prof Murenzi Minister MINISTR 08303006 [email protected]

Thursday 22/03/07 Dr Gerlinda Melchiori, Rector Sch of Bus & Financ 08305185 [email protected] Charles Karake, Director HIDA 08303837 [email protected] Maurice Pigaht GTZ 08301634 [email protected] Pipien Hakizebera DG CAPMER 08301649 [email protected] Rodney Dyer DfID 08306164 [email protected] Dr Joram Sebadware, Prog. Man. Livelihoods LWF Rwanda 08300553 [email protected]

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Annex D

Summary of Food-Processing team visits




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Science, Technology & Innovation Capacity Building Program Food-Processing team visits summary: 20.2.07: Minister of Science & Technology, Professor R Murenzi, with Mike Hughes. The Minister suggested that

• The subsequent career of all the graduates from the KIST food science course be checked, in relation to their involvement in the food-processing (FP) industry in Rwanda and what this might indicate.

• The appropriateness of government-funded ‘graduate apprenticeships’ for KIST FP graduates be explored.

• Policy-makers should be visited, including the Ministries of Industry, Agriculture, Labour and Finance

• After 20 or 25 days the team should make a presentation to stake-holders to present the vision and practical proposals that the FP team intends to put forward, with the emphasis on elements that are new to Rwanda.

• The practicalities of installing FP laboratories in KIST be explored.

• The means should be explored by which KIST will be able to introduce and develop new FP industries into Rwanda, for example bio-engineering.

• Demonstration units and spin-off companies have a significant contribution to make. The practicalities of establishing a ‘Food Processing Park’ should be explored in order to create a show-piece that would focus development and lead the industry forward. This includes a particular ambition that Rwanda should become the industrial meat-processing centre for the region, particularly for cattle from RDC and Burundi as well as domestic.

• The practical implications of IPR generation and patenting be explored as an element in the development of innovation within Rwanda, particularly in relation to the Region.

• The development of food handling and FP skills at every level require development, even within the family.

21.2.07: SORWATOM Theonase Munana, General Manager, & Viateur Kabiligi, Administrative Director Constraints:

• The mobilisation and financing of the farmers supplying SORWATOM with raw material (tomatoes), and the farmers’ access to inputs such as appropriate seeds, fertilisers and technical advice. (At present SORWATOM fund much of this on credit; if the harvest is bad they lose the money they have invested.)

• The failure of farmers to abide by contracts to supply, particularly frequent when the market prices for tomatoes rises significantly above the standard contracted price.

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• The lack of protection against predatorily-priced imports, particularly from Italy. As a consequence of this SORWATOM has been running at a loss the past three years. The attack by artificially-low prices continues.

• Packaging. It is unrealistic that the polymer + aluminium packaging they currently import could be made economically in Rwanda, but the high cost of the cardboard cartons into which the sachets are packed is a significant issue.

• Power: the cost of electricity and fuel oil is a major factor and challenge.

Possible beneficial interventions:

• Tax on competing imports, particularly where predatory pricing is evident.

• The development of credit and in-kind support to farmers, to relieve SOWATOM of the credit burden that is currently necessary.

• The review of the RSSP to increase its effectiveness.

• In-service training for the workers.

• ‘Sandwich’ professional training for key staff, for example government-funded one year study courses.

• Exchange visits, for example via company ‘twinning’, with appropriate companies in Europe and N. America.

• The company would be willing to accept ‘post-graduate apprentices’ from (eg) KIST for one-year periods (on a fully-funded basis).

• Support to increase the capacity and level of the company laboratory.

21.2.07: Boucherie-Charcuterie de Kigali. Director General: Otmar Oberlander Constraints:

• The lack of capable staff, a consequence of the non-existence in Rwanda of a professional/vocational school or training course. (The core staff of all of the three ‘acceptable’ butcheries in Rwanda were trained by Mr Oberlander)

• Water: poor quality, interruptions in supply.

• Electricity: high cost, almost daily power cuts that can last up to four hours.

Possible beneficial interventions:

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• The establishment of practical professional courses in Butchery, Bakery and Hotel Skills, for example being directly involved in the operation of the KIST student restaurant. These courses should last a minimum of two years. There should also be a minimum one-year vocational food-handling skills course.

• Study tours for government decision-makers should be organised, in order that they are familiarised with the industrial parameters, international standards and the potential for Rwanda.

22.2.07 KIST: Department of Food Science & Technology Dean of Technology: Dr Clement Bitwayiki Head of Deprtment of Food Science & Technology: Dr Anastase Kimonyo Dr Kimonyo is currently re-writing the curriculum of the FS&T BSc, with a stronger emphasis upon practical skills and knowledge as opposed to theory. At the present time KIST has no practical laboratory facilities, so students’ only practical experience is 2 months spent at the Jomo Kenyatta University in Kenya in their final year, at significant cost. Constraints:

• Lack of laboratories, the means of teaching practical skills and applying theory.

• Difficulty of arranging meaningful industrial attachments, and the students taking them seriously.

• Lack of any Master’s degree course and the human resources with which to teach one. Desirable developments:

• The establishment of properly equipped laboratories in which all food processing practical skills can be taught.

• The establishment of work-experience ‘production units’ in: Dairy & Milk Processing, including cheese. Meat Processing Fruit, Vegetables & Beverages Cereals, bakery & brewing Bio Technology Food Science services

Years 1&2 of the degree would consist primarily of scientific theory, years 3&4 principally of processing, with the option to specialise.

• The establishment of a ‘graduate apprenticeship’ or industrial ‘associate’ scheme

• The establishment of a Master’s degree in the Management of Food Processing, to be a joint course with a management school. (The School of Business & Finance?)

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22.2.07: DUHAMIC-ADRI non-profit organisation Executive Secretary: Innocent Benineza Duhamic-Adri operate a mill for maize, sorghum & soya, a principal product being a ‘porridge’ appropriate for children. The mill operation is likely to be ‘commercialised’ from the non-profit side. Constraints:

• Power: cost and interrupted supply. Wood is currently used as fuel for drying the grains after washing. (Monthly electricity bill is about FRw600,000 = US$115,000.)

• Sufficient supplies of raw material (70% of their maize and soya is imported from Uganda).

• Fluctuations in the price of raw material, and the difficulty of buying in bulk.

• Shortage of appropriate seed, eg at times none in the country.

• No in-house laboratory.

• Packaging. Desirable developments:

• Establishment of a packaging factory in Rwanda.

• Access to effective rain-proof solar dryers.

23.2.07: Kabuye Sugar Works: General Manger: Mr M.S.V. Rao Admin & Technical Manager: Anselme Habimana Kabuye Sugar works currently supplies 60% - 65% of the Rwanda requirement for sugar, in the form of light brown granulated. The current expansion programme should raise this to 90%. The mill operates 3 shifts, 365 days per year, employing 400 people within the factory and buying the crop of 5000 farmers. The capacity of the mill is 500 tons of raw cane per day, which produces 45 tons of granulated light brown sugar. The use of bagasse (sugar cane waste) to drive a 400 - 500kw steam turbine generator provides 60% of the power requirement of the factory; if more raw material were available the factory could increase this to 100%, with even a surplus to sell into the National Grid. Constraints:

• Lack of land and the serious seasonal flooding of half of the land that was made available to the factory by the GoR as part of the purchase agreement.

• Lack of raw material and the distance travelled to collect what is available.

• Power & Scale: lack of raw material means insufficient bagasse to generate 100% of power needs, so have to buy electricity instead of selling it.

• Lack of appropriately skilled technicians need Electricians, Mechanical Fitters, Welders, Steel Riggers, and Food Technologists for Process Control. Those who are available are

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of poor quality and require further training in-house.

• Poor work culture among Rwandan workers, particularly graduates’ attitudes. (Technical; knowledge of graduates is acceptable)

Desirable developments: • Water management on the land prone to flooding, to make it fit for risk-free sugar cane

cultivation.

• Access to additional land within 40kms of the factory that is suitable for cane cultivation. (Either for the factory itself or for supplying farmers.)

• Source of good quality technicians with a serious work ethic.

• Realistic attitude to work from KIST students on placement and from KIST graduates.

22.2.07: RIEPA – Rwanda Investment and Export Promotion Agency Head of Traditional Exports: Jean-Guy Afrika Perceived shortcomings:

• Very little processing occurring in the fruit & veg sub-sectors.

• Supply chain requires organisation and introduction of best-practice.

• Transport: poor feeder roads.

• Lack of the technical capacity necessary for the addition of value.

• The cost of power

• Vulnerability of FP companies to predatory pricing of imports.

Opportunities & positive prospects:

• Good market for cheese, eg in DR Congo.

• A Rwandan businessman resident in Dubai is planning to establish a cargo link between Rwanda and Dubai. In discussion with MINICOM. Intended extent of refrigerated capacity not yet known.

• Good market for dried fruit in RSA and elsewhere, and also major potential for dried birds-eye chilli (high value-added, low weight-volume).

• Establishment of a general food packaging factory would be major resource, eg dried fruit, potato chips etc, and offer significant poverty reduction opportunities.

• Establishment of an FP park adjacent to a micro-hydro installation would allow meat packing plant and, for example, the production of frozen vegetables, potato chips

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(French fries) etc that could exploit the cargo link to Dubai (above).

• Significant interest in the Gulf states in Rwandan meat, so abattoir (with appropriate halal certification) and meat packing plant located in FP park by micro-hydro dam would create trade. (the possibility may exist of attracting investment from the Gulf for the meat packing plant etc.)

• Significant value-added would arise from ‘organic’ certification of crops and agricultural produce (eg meat & dairy).

• If the FP park, abattoir and meat processing factory were located at the micro-hydro site it may be advantageous to locate a tannery/leather industry close by.

22.2.07: Laiterie Inyange Deputy Managing Director: Gerard Handika Constraints:

• Cost of power.

• Shortage of raw material

• Shortage of packaging material, risk of imported supply interruptions

• Maintenance: unable to find engineer to repair broken refrigeration on trucks.

• Currently trying to recruit 5 food scientists graduates from KIST.

• Environmental agency: difficulty of building permissions for new factory: prevented from using soft sachet packaging for milk.

• Cost of inputs, crucial in competitive context of E African Community.

• Comparative cost of labour. Desirable developments:

• More effective system of milk collection, with cold chain.

• Establishment of UHT manufacture (scheduled 07/08) to increase market and to be able to use glut milk.

• Direct milk collection by working with co-operatives.

• Planned manufacture of flavoured milks (Strawberry, chocolate, coffee etc.)

• One-year post-graduate placements are attractive (suggests bonding ).

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22.2.07: Rwanda Private Sector Federation (RPSF) Director – Entrepreneurship & Business Development: Jean Bosco Kabagambe. Constraints:

• The lack of knowledge of technology on the part of Industry. Industry tends to buy Indian, but should buy European because they need accurate technologies.

• The lack of capital investment.

• The domestic market is small, so development is difficult.

• Expertise: there is a mismatch between industry’s requirements and the skills being delivered by the education system. The technician level is missing: Rwandan industry does not need inventors nearly as much as it needs hands-on technical people.

• Business plans need to be better, and to include expertise requirements.

• Human Resources: how can an industry be planned if the planners do not know whether the necessary skills will be available?

• Slow environmental certification assessment process. REMA requires an industrial estate to be moved but five years later has still not provided and certified an alternative site as agreed. (REMA agreed to post someone in RIEPA to expedite permissions, but has not delivered.)

Possible opportunities: • Local manufacture of casein plastic, if relevant? (Check with REMA.)

• Post-graduate internships/apprenticeships/associateships would be positive, as would the

Masters degree in Management of FP.

25.02.07: Institute de Science Agronomique de Rwanda (ISAR) Post-Harvest Unit. Christine Mucanjwali MSc (0844-5328) & Godelieve Mukamurezi BSc (0868-7917) The ISAR post harvest unit began in 1997, working on roots and tubers, cereals & legumes. An early piece of work was a small-scale cassava flour processing system, which though still in evidence does not appear to under further development. Considerable work was also done on developing possible commercial uses of this flour. It appears that a number of people have been trained on the technology but, as far as is known, there has been no take-up, which is attributed to the inaccessibility of credit. No new IP is currently being developed at the ISAR Food Processing Unit. Constraints:

• Lack of resources to undertake technology transfer (for which mandate is not clear).

• Lack of knowledge about the existing technology ‘menu’, lack of reference material, no broad band.

• Limited existing research skills or experience, staff of five scientists with a total of one MSc (Human Nutrition) and four BScs (Bio-chemistry, food nutrition, Food science & technology (KIST) x 2)

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• Desirable Developments:

• Establishment of a National Food Processing Information Centre (at KIST?)

• Formation of National Food Processing Association.

26.02.07: Shema Fruits, Butare (Fruit juice etc factory) Director: Rombe Salum Constraints:

• Labour: no trained technicians available, because no specialist vocational training school. Particularly require FP technician with chemistry.

• High price of power.

• Price and availability of appropriate packaging to food standard.

• General high costs of production

• Equipment, being delicate, has to be brought in by air, with consequent very high cost of capital equipment.

• Competition with imports. Desirable Developments:

• Introduction of appropriate industry-related technical training.

• Improved access to packaging, plastics to be of food grade PP rather than PET (assuming environmental legislation permits).

• Increase and reinforce RBS testing & analysis of food processing imports to ensure conformity to Rwanda standards, and indicate contents.

• Sensitise consumers to the significance of contents.

• Business research & information, eg how to maximise profits and minimise losses.

• Technology training and exposure.

• Increase the transparency of environmental planning regulations and decisions

26.2.07: BDS Butare Centre Director: Lucas Murenzi (0830-0694)

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Information & Training Manager: David Rutambuca (0842-8808)

• Perception of constraints upon food processing arising from BDS experience:

• Lack of appropriate equipment

• Lack of raw material input.

• Packaging

• Access to markets

• Poor quality control

• Inadequate skills.

• To address the lack of appropriate equipment the BDS intends to collaborate with ISAR and the NUR to establish a “technology for Rural Transformation” project in Butare.

ISTR: Institute of Science & Technological Research Director General: Dr Nduwayezu (0830-2752, [email protected]) A particular interest and enthusiasm of Dr Nduwayezu’s is the Moringa plant, its uses and production. The institute is also variously carrying out or planning research into energy-saving cooking stoves, solar, biogas, pyrolising peat and Jatropa Circus. At the current time ISTR has generated no patents and to lack access to IP registration or the knowledge necessary to register it. The ISTR policy is one of strong collaborations is to construct strong linkages between politicians, researchers, extensionists and end-users that work in a bottom-up participative manner. ISTR is interested ‘solving people’s problems’, and plans satellite research stations. Dr N has developed a method of disseminating research results to the general public by means of a “Dancing Group” and songs describing the academic outcomes. 95% of the budget comes from the GoR.

Desirable Developments:

• The establishment of an IPR centre of expertise whose staff should include an experienced patent lawyer. (NB ‘reverse engineering’ of the patent search process.)

27.02.07: Laboratoire d’hygiène de l’eau et d’analyse des aliments- UNR Directeur: Mashaku Albert (0853-2038) & Nzaramba Sylvain (08626226) Constraints:

• Reagent is expensive. (Lab possess the capacity to run some simple microbiological, physico-chemical and toxicological food analysis.)

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• No permanent contracts with food processing companies makes laboratory income irregular. (But existing intermittent collaborations with NGOs (WFP, Caritas, World Vision, CRS.)

• Lack of qualified staff: for maintenance of equipment, chemists, food technologists, etc.

• Lack of legal and procedural framework for collaboration with the Rwanda Bureau of Standards (RBS).


• Issuing of Standard definitions by RBS and the establishment of recognised protocols for all procedures, according to Standards used in Rwanda.

• Periodic comparative cross-testing by RBS of analytical samples for Quality Assurance purposes.

• Establishment of a cadre of properly trained laboratory equipment maintenance technicians, possibly stationed at RBS but services available commercially to all labs in Rwanda.

• Selection and notification by RBS of a limited range of acceptable equipment manufacturers from whom labs can purchase, to encourage homogeneity and facilitate maintenance.

28.02.07 Institut d’Enseignement Supérieur (INES), MUSANZE Kayinamura Célestin Directeur administratif 08416196 A private University established by the Catholic Church in 2003 with the objective of teaching

science as there are few institutions doing so in Rwanda.

Constraints • Lack of sufficient number of students: they have 700 students (15 in biotechnology

instead of 35) though the actual capacity is 2500. Of particular interests to this mission in relation to bio-technology

• General difficulty in recruiting science students.

• Students at this private university are not eligible for Government education loans.

• No laboratories or library. TheBio-Technology laboratory is an empty room, though there are currently 15 students on the course.)

• Staff recruitment: only one permanent member of staff (MSc) to teach bio-technology.


• Applicability of the government student loan scheme to accredited private universities.

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28.02.07 Maiserie de Mukamira sarl: Shyirambere J.Damascene, Directeur, 08424077, [email protected]

The mill produces maize flour, maize oil and animal feed. The shareholders are Ruhengeri

Diocese, Association pour le development Rural (ADR Mutara) and CORAR (Compagnie d’Assurance et de Réassurance). The mill has just entered the production phase (January 2007) after rehabilitation. The system was designed by a contracted North Korean company and the imported equipment was installed by five N Korean technicians, of whom 3 will remain for one further year, during which time they will train Rwandan technicians.

Constraints

• Lack of raw materials (quality and quantity): maize imported from Uganda and DRC (80%). The mill is developing relationships with farmers’ associations to obtain more raw materials locally..

• Price instability

• Competition from Uganda-made flour

• Use of inappropriate (porous) packaging imported from Uganda

• Lack of Rwandan food technologists. Desirable Developments:

• Access to appropriate packaging.

• Improved supply of raw material. 01.03.07 University of Agriculture, Technology and Education of Kibungo (UNATEK) Aloys Musonera, Dean of Rural Engineering, Octave Semwaga, Lecturer/Director of Planning.

A community university created by APESK (Association pour la Promotion de l’Education et des

Sciences de Kibungo) in 2003. UNATEK has two faculties: Rural Development (with departments of agribusiness and rural engineering) and Education ( with depts of Economy and Management, Human sciences & Clinical Psychology). The funding comes from school fees, with support from local government. The Rural Dev faculty is currently developing an agricultural joint project with the National Police intended to supply raw materials to the food industry (tomato, pineapple and macadamia nuts). The faculty plans to introduce a food-processing course next year.

Constraints:

• The university has no properly equipped laboratories or workshops (although MOUs

have been signed with the NUR, ISAE, KIE, through which UNATEK can access their resources.) Thus rural engineering courses use existing equipment, do not design or build their own.

mailto:[email protected]

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• Lack of lecturers

• The planned department of Bio-Technology has not yet started because of the lack of laboratories and other resources, and appears unlikely to do so.


• Improved resources, improvement in the quality & qualifications of teaching staff. 01.03.07 “Lake Muhazi” Dairy (Nyabisindu), Boulevard Ltd (Headquarters, Kigali) Innocent Rutamu , Director, 0830-1699 Justine Karasira, Production Manager (0845-3592)

The Dairy is owned by the Ministry of Defence and employs 49 people. It has its own dairy farm and also purchases milk from small-scale producers. Principal products are drinkable yoghurt, including flavoured ones, because of longer shelf life (14 days). The marketing operation has been subcontracted to the NDABAGA Association. Contrary to previous figures, the capacity of the factory is 15,000 Litres/day of raw milk processed each day. The consumption of raw milk in Kigali is estimated to be 70,000+ Litres per day, but the quality is generally poor and the bacteria count excessively high, particularly because of delays between milking and initial cooling, as well as poor production hygiene. The dairy is investigating collaboration with rural cooperatives regarding the decentralised small-scale production of cheeses in areas where the lack of a market or transport for milk results in a surplus of raw material.

Constraints:

• Inefficiency of milk collection in rural areas.

• Poor on-farm hygiene practices and the use of (more secure) polypropylene containers instead of the correct aluminium churns (available to producers on credit from the dairy).

• Costs and mechanisms of packaging, the challenge and cost of conforming with environmental regulations on packaging.

• Untrained labour, no organised induction training in-house.


• The identification and reliable availability of environmentally-appropriate packaging at a commercially viable cost.

• The improvement of milk collection systems.

• The availability of trained specialist technicians.

• Availability of texts and extension offering guidance in the design and implementation of in-house training and Quality Management systems.

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Ecole Technique Officiel (ETO) Gitarama. (one of ten in the country) Director: Mark O’Kane (0847-7999, [email protected] ) Assistant Director: Ezekiel Ngoboka (0876-9217 [email protected]) The ETO is a government technical school delivering courses in automotive mechanics, Electricity generation and distribution (from source to end-user), Electronics TV & Radio, Public Works and Construction. There are currently 382 students of whom 46 are female. Class sizes are currently being reduced from 40 to about 20 to 25. The employment rate among graduates is approximately 33%. Funding for the school comes from the Province and from school fees, MINEDUC paying a % of teachers’ salaries. ETO Gitarama has established sponsorship assistance, but considers this unsustainable and is therefore developing income generation activities in the form of production units, for example designing and building bio-gas installations to order in collaboration with an NGO and offering a service to convert 2D Solid Works drawings into 3D drawings for US customers, via broadband. (Assisted by Solid Works, a corporate sponsor.) Constraints:

• Budgeted as a normal academic secondary school, at USD$700 per student for 2007, of which 35% is spent on feeding the students.

• Electricity is a major expense.


• Introduction of food processing technician courses, including food handling and small scale production. This would require the design of a ‘packaged’ curriculum and the resources and training necessary for its implementation.

02.03.07: La Gallette butchery, bakery, supermarket and restaurant. Mike Firtzek (0830-0576, [email protected]) Roland Kastler (0830-0708, [email protected])

Constraints:

• Lack of official notice or grace period regarding the introduction of regulations.

• Packaging: Cost of imported paper bags, severe restriction on use of plastics.

• Cost of power (7,000,000 FRw per month)

• Poor quality and lack of training of workers, including waiters.

• Douane/Customs delays, normally one week to clear imported goods & ingredients

• Meat delivered to butchery from slaughterhouse without refrigerated trucks

• Untrained, uninformed and inexperienced hygiene inspection teams.

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• Price and quality fluctuations of flour imported from Tanzania.

• Lack of local spices chemically cleaned, so import from Germany.


• Food industry regulatory structure should recognise, accommodate and assist commerce and be collaborative. The Ministry & REMA should lead research into acceptable practices and packaging etc. There should be a consultative process regarding changes in policy and regulations, involving industry stake-holders, including the proposed Rwanda Food Processing trade Association.

• Hygiene inspectors should be properly trained to implement Rwandan Standards. Without exception only trained and qualified specialist hygiene and Health & Safety inspectors should carry out inspections. (This training should be carried out in relation to an existing properly regulated system outside Rwanda, followed by continuation training with the same trainer within Rwanda)

• The implementation of relevant policies and regulations should be directly notified officially to any and all formal sector food processing industries and viable lead-times should be allowed for the changes and implementation.

• The current institutionalised delays in Customs clearances should be recognised and addressed in order to avoid consequent production delays and commercial losses caused by the lack of imported ingredients, packaging or spare parts.

• The movement of all meat from abattoirs to butcheries and shops should be only by means of vehicles with effectively functioning refrigeration.

05.03.07: Bralirwa SA, Brasseries & Linonaderies Directrice Generale: Door Plantenga (0830-0436, [email protected] Eatablished in 1959, Bralirwa is owned 30% by GoR, 70% by Heineken. The brewery purchases its supply of sorghum from 5,500 farmers in Rwanda. In addition to the local beer brands and Heineken produced in their Gisenyi brewery they also have licences to manufacture CocaCola products and Guiness. Bralirwa is ISO 9000 certified (the first company in Rwanda to be so) As Part of the Heineken group the company has full access to Heineken training resources, notably the Heineken University in Holland which operates principally on-line. Mrs Plantenga would be open to an approach by the Dean of Technology at KIST with a view to investigating the possibility of KIST gaining some access to this source of training material (largely concerned with brewing). All staff receive a minimum of five days training per year. Each year the brewery employs two trainees from the institute of Management, including food processors and sponsors prizes for the best students in particular Rwandan institutions & disciplines (eg Electrical Engineering at KIST), which may be followed by traineeships, “The Hunt for Talent”. Bralirwa collaborates with KIST. Mrs Plantenga does not consider that it would be appropriate for Bralirwa to diversify into biotechnology at this time. Constraints:

mailto:[email protected]

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• Water and power

• The exceptionally high tax burden imposed on the company by GoR.

• The cost of importing raw materials and glass bottles

• The poaching of Heineken-trained staff by other companies and institutions in Rwanda.


• The initiation of a Master’s degree in the Management of Food Processing Industries.

05.03.07: Rwanda Bureau of Standards Director General: Dr Tito Migabo (0830-3197, [email protected]) Head of Standards Development: Athanasie Mukeshiyaremwye (0848-3488, mukesha_atha@yahoo. fr) The RBS is concerned with Standards, Quality Assurance, Metrology & Testing. The recruitment policy is to prioritise trainability. Having signed a contractual bonding agreement, recruits are sent overseas, for example to Sweden and RS Africa, for training. RBS is currently in the process of gaining accreditation from UK Accreditation Services (UKAS). To test results RBS sends samples to laboratories in RSA. RBS’ laboratory appears to be reasonably well equipped; with additional equipment it could do forensic and environmental analysis. Maintenance did not appear to be an anxiety, the technicians working from the equipment manuals. The institution does have one trained hygiene inspector. (RBS has not yet done any work for REMA, could organise tests for the biodegradability of specific plastics.) Matters of Concern:

• The lack of qualified people working within the Food processing (FP) industry.

• Reliable supply of consumables. Desirable Developments:

• Establishment of a collaborative appropriate packaging research project.

• All RBS-related proposals as detailed below.

06.03.07: World Food Programme VAM Programme Officer: Kiganzi Nyakato (0868-6841, [email protected]) HIV/AIDS Programme Officer: Laura Quay (0830-0859, [email protected])

Regarding Food Security WFP in Rwanda are concentrating on the augmentation of production in areas where the population os at risk from food insecurity. Measures include agricultural development, access to inputs, access to land and mechanisation. No measures

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are being taken in relation to food insecurity among urban populations because no information is available. WFP do not consider that Food Processing offers any direct contribution to the improvement of food security other than through the provision of off-farm income generation opportunities. WFP is working to develop off-farm income generation activities, particularly among the HIV/AIDS population and in this respect are interested in the industrialisation strategy being proposed within this mission.

07.03.07: MINICOM Permanent Secretary: Justin Nsengiyumva (0830-4417, [email protected]) RBS are reported to be working on a system for Organic certification. A REMA officer will shortly be stationed at RIEPA to assist the one-stop-shop provision. An MOU is currently being prepared regarding protocols for the authorisation of Environmental Impact Assessments. The PS considers the appropriate selection of technologies to be the key to developing a viable Food Processing industry. Perceived problems:

• Lack of industrial competitiveness

• Poor utilisation of technology by industry

• Poor quality of manufactured products

• Poor adherence to Standards by industry.

• Insufficient capacity within REMA resulting in delivery shortcomings

• Lack of capacity for the carrying out of Environmental Impact Assessments (EIA).

• Failure of investors to understand the need for EIA Desirable Developments:

• Build the numerical and professional capacity of REMA

• Develop a culture of constructive engagement on the part of Regulatory Authorities

• Encourage Organic certification among primary producers

• Education of investors regarding EIA and significance and benefits of environmental stewardship.

• Increase the practical and technological elements within the KIST curriculum.

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07.03.07: Sulfo Rwanda Industries SA Director General: H. Dharmarajan (0830-0739, [email protected]) In relation to Food Processing, SULFO bottle water and make confectionary. They also manufacture plastic bottles and paper-based packaging and have their own plant for making corrugated cardboard, cartons and paper bags (visited on 22.3.07). Of 30-40 tons of paper imported each month approximately 20 tons are used for SULFO’s own requirements, the balance is used for customers’ requirements in comparatively small quantities provided that the products they require conform to the dimensions of the paper that SULFO holds. If other dimensions of paper are required then these must be ordered in bulk, which is only possible if the order is of a significant size. Very few industries in Rwanda have sufficient demand to do this. (The largest customer for bottles is Nyangarama, but the 40,000 bottles that they order each month take only two days to manufacture.) SULFO is an ISO 9000 registered company and is moving towards ISO 22000. Constraints:

• Small scale of local industries creates poor economies of scale in production of packaging.

• High costs of production, including power, water and transport.

• Lack of awareness of the economy of scale among packaging customers, for example the cost of plastic bottle moulds and very short runs.

• The banning of plastic films less than 100 microns thick, resulting in the closing down of the plant for manufacturing this and the consequent loss of the investment.

• Limited consultation by regulatory authorities, a lack of notice of the implementation of new regulations and the setting of realistic time-lines.

• Lack of regulatory conformity between regional economies

• Lack of specialist knowledge and training among regulatory bodies’ inspectors, and lack of cohesive application.

• The lack of technically-informed industrial representatives on the RBS Technical Committee. (Representation is of importers, Sulfo being the only manufacturer. There is no representative from any University.)


• The development of a more constructive approach by regulatory authorities that takes commercial and investment realities into reasonable account.

• The establishment of an inclusive Trade Association able to negotiate directly with regulatory authorities and other government agencies.

• Clarity regarding the parameters of regulations and transparency regarding the scientific justification for all regulations.

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• Increased regulatory alignment with other regional economies.

• The effective imposition of Rwandan regulations upon all imported finished processed food products.

• Increased capacity and specialist capability within regulatory authorities.

• An extensive and ongoing joint research project by KIST, RBS and REMA, in collaboration with the proposed Food Processors’ Association, to identify environmentally and commercially appropriate packaging and promote its introduction and use. Among the outputs of this project from the start should be a continuing flow of transparent information describing the problems being addressed, the solutions being investigated, the solutions agreed upon and the evolution of packaging regulations. (This project should work in relation to current regulations as well to problems not yet covered by regulation.)

07.03.07: Rwanda Environment Management Authority (REMA) Director General: Dr Rose Mukankomeje (08300-0208, [email protected]) Michael Kabutura (0854-3855, [email protected]) REMA currently employs 19 people including the Director herself but this is shortly to be increased to 35, already budgeted for. The Director considers that the tough framework laws now in place are essential. REMA is under pressure to carry out the Environmental Impact Assessments required under the regulations but fully recognises that it is totally inappropriate for a regulatory body to be examining EIAs carried out by its own staff. Constraints:

• Lack of suitably-trained people available to work within REMA.

• Lack of independent Environmental Impact Assessors and Auditors with sectoral and sub-sectoral specialisations.

• Refusal of certain industries to co-operate, for example with the UNEP/UNIDO Cleaner Production Study.

• Lack of awareness concerning environmental issues and regulations among investors and industries.


• Improvement of environmental sciences education within Rwanda, including at University level.

• EIA to be conducted by independent commercial assessors, perhaps linked with RIEPA, CAPMER and Rwanda Private Sector Federation (RPSF).

• REMA’s role regarding EIA to be limited to evaluation and decision-making.

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• Inclusion of an environment & environmental regulation module within the proposed ‘Management of FP Industries’ Master’s degree.

• On-the-job training for existing REMA staff (generic and specialist), possibly by means of evening classes at KIST (and the associated establishment of appropriate training capacity within KIST)

• Train 50 Environmental Impact Assessment consultants, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates.

• Train 50 Environmental Auditors, to be variously specialist in relation to industrial sub-sectors. A one-year course is envisaged for science, agronomy etc graduates.

• Establishment of Rwanda Cleaner Production programme (already initiated)

• Development of environment awareness-raising and systems to deliver information on regulatory matters.

• Establishment of an inclusive Rwanda Food-Processing Association.

• A joint research project by KIST, RBS and REMA, in collaboration with the proposed Food Processors’ Association, to identify environmentally and commercially appropriate packaging and promote its introduction and use within the regulatory framework.

09.03.07: Kigali Institute of Science & Technology (KIST) Rector: Professor Karangwa Chysologue (tel: 0830-1324, [email protected]) Director of Finance: Godfrey Muligo (tel 0830-0254, [email protected], [email protected]) Following on from the earlier meeting with the Dean and Head of Department of Food Science it was agreed with the Rector that the following options would be proposed:

• The KIST IV laboratories currently being built should be furnished with the necessary appropriate laboratory equipment.

• Specialist food-processing sub-sector Production Units, financially ring-fenced, should be set up as the context for 4th year BSc study. The Units will consist of: Dairy & Milk Processing, including Cheese; Meat Processing; Fruit, Vegetables & Beverages; Cereals, bakery & brewing and Food Science Services.

• KIST will work with REMA and the Private Sector, including the proposed Rwanda Food Processing Trade Association and RPSF to develop evening, day-release and short training courses that respond to the needs of existing staff.

• KIST will support the establishment of a Graduate Apprenticeship year scheme by the Rwanda Private Sector Federation, principally with continued tutorial support for its Food Science & technology graduates.

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• The design and establishment of a one-year Masters degree in the Management of Food Processing Industries, to be designed and run as a partnership between KIST and the School of Finance and Banking.

• The design and implementation with REMA of a one-year post-grad diploma course for science graduates, in Environmental Impact Assessment and Environmental Auditing.

• KIST will collaborate in joint research projects to which they can usefully contribute their expertise, for example in relation to the identification of environmentally and commercially acceptable packaging.

09.03.07: Ministry of Agriculture & Animal Resources: Minister: Anastase Murekezi (585053, [email protected]) Description of the strategic vision for food-processing and discussion of technologies that might prove appropriate to address certain post-harvest constraints, including intermediate means of non-motorised transport for the collection of milk and the possibility for intermediate cooling technologies for milk and meat transport from collection centre to city.

10.03.07: SABAN sarl Abattoir & Tannery: Mandalaire Special: John Nyombayire (0830-0999, [email protected], [email protected]) Responsible production: Desire Murenzi (515164) The abattoir was redesigned and rebuilt over three years, following privatisation. SABAN kills cattle, sheep and goats. Pigs are excluded because this would make any meat from the abattoir unacceptable to Moslems or for export to Muslim countries. Its operation is well-regarded by the Bureau of Standards and the managers clearly understand their operation, the opportunities and the significance of the constraints. The abattoir currently has a capacity of approximately 7,500 tons per year. The estimated annual consumption of meat in Kigali city is 4,500 tons, of which SABAN is currently supplying a little over half, the rest being supplied by ‘unauthorised’ (but known) slaughterers. Thus at the present time the abattoir has approximately 4,500 tons per year spare capacity for which there is an export demand from the Gulf and West Africa. These potential exports are not being exploited principally because of the lack of cost-effective appropriate packaging. In addition to domestic production there is a good supply of meat available from DR Congo and Burundi. If export activity became such that the abattoir was working at full capacity it could expand, having the space in which to do so. Constraints:

• Packaging costs effectively prevent export for which Saban has 3000+ tons available capacity.

• Lack of an adequate, reliable water supply of good quality.

• Cost of power.

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• Activities of unauthorised slaughterers.

• Price rather than quality market orientation, required to have two outcomes: warm meat

for the conservative local market and conventionally hung meat for quality.

• Periodic outbreaks of foot and mouth.

• Waste disposal: need a cost-effective system to dry the wastes.

• MINAGRI monitoring laboratory within SABAN lacks any equipment and is therefore inoperative.


• Constructive evolutionary move towards adoption of Standards by all slaughterers and meat processors.

• Local manufacture of meat-standard cartons for packaging for export, at viable cost.

• Local manufacture of appropriate impermeable sacks for carcase exports, at viable cost.

• Improvement in the transportation of meat, to national Standard.

• Improved water supply.

• Reduction in the cost of power.

• Removal of constraints upon volume processing (since income is only $10 per beast).

• That the MINAGRI lab should become operative, in order that SABAN meat can fully conform to regulations and Standards, essential for export.

15.03.07: BRALIRWA brewery, Gisenyi. Chef de Brasserie, Ir Anand Chaurasia (0830-1511, [email protected]) Chef Dpt Qualité, Rwabahizi Silas (0835-0106) The brewery is owned 70% by Heineken, 30% by GoR and produces Heineken, Mutzig, Primus and Guiness under licence. The brewing facilities in the factory have recently been augmented by a soft drink plant, intended to extend the capacity to manufacture soft drinks, previously limited to the Kigali limonaderie. The brewery laboratories deliver Quality Assurance and Quality Control. monitoring by means of two laboratories: one for physics-chemistry, the other for sanitation. Equipment includes fermentation simulation apparatuses, specific gravity measurement apparatus, oxygen meter, autoclaves, incubators & refrigerators. The quality system is guided by a Quality Manual which defines procedures, requirements, formulations, recordings, etc… Laboratory results are shared online by all the departments, using some Heineken software called Qualass that enables product traceability. The company is certified in compliance with the HACCP (Hazards Analysis of

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Critical Control Points) and to ISO 9000 standard on quality management. The RBS has approved these certifications. Constraints:

• Power. (Requirement is approximately 3 megawatts.)

16.03.07: Business Development Service of the Rwanda Private Sector Federation. Director BDS: Jean Bosco Kabagambe (08429460, [email protected]) (see RPSF, above) Since the inception last year of the BDS Mr Kabagambe has replaced the previous director. His strategic view includes the integration of CAPMER within RPSF and the combination of BDS and CAPMER, which provides services similar to BDS within Kigali. He intends to create a roster of available specialist consultants with whom BDS can work as client’s needs dictate. BDS is currently being expanded to 8 centres, ultimate target is 22. Mr K is an advocate of a mobile approach to BDS, meeting, mentoring and delivering training, services to co-operatives and other rural enterprises in their own localities, rather than obliging would-be clients to come to the centre. Mr K supports the strategy consisting of rural primary processing linked with formal sector industry, the successful establishment of which will significantly depend upon the effectiveness of the BDS. Capacity-Building options proposed for BDS:

• “Graduate Apprenticeships” for Food Science & Technology BSc graduates (if necessary with an initial subsidy element to allow RPSF members to be persuaded to invest in the proposed Fund themselves).

• Feasibility study regarding the establishment of a mobile BDS service to support rural cooperatives in the establishment of primary processing enterprises and contractual partnerships with formal sector food-processing industries.

• The provision of the computers and communications equipment necessary to optimise the performance of the BDS at current staff levels (including appropriate broadband connection). This should include the lap-tops & gprs modems necessary for mobile BDS staff to directly access web-based information while working with rural cooperatives in their own locality.

• Resources for pump-priming & initiating the formation of the proposed inclusive Rwanda Food Processing Trade Association, including a modest subsidy for administration, declining over 24 months. RPSF to act as incubating agency.

• Three study tours by BDS staff within the Region to visit & examine other business extension services with similar objectives. It is proposed that each tour should be to a different destination/s and be carried out by a different representative of the staff of each of the BDS provincial offices, plus the Director of BDS. A final evaluation seminar would be held to assess the different systems visited and to draw the lessons learned and apply them to BDS.

• Equip each of the existing four Provincial BDS centres with two 175cc or 200cc Ag. motor-cycles each, a total of eight machines, including provision for the operation of these eight motor-cycles for two years.

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• Engage an appropriate international consultant to work directly with each BDS office in the execution of their work, particularly ‘outreach’ as a means of delivering in-service training to these inexperienced teams. Four visits by the expert are envisaged, each being of six weeks duration over a two year period (total 6 months), the input being practical, methodological and strategic and entirely located in the Provinces, each BDS office being worked with during each visit.

23.03.07: Human Resources & Institutional Capacity Development Agency. Director: Charles Karake (0830-3837, [email protected]) HIDA has been primarily concerned with the development of capability within government agencies and ministries, organising training for them as variously appropriate. It was concluded that there is no significant cross-cutting with MINISTR concerns with Science and Technology capacity building in the food-processing or the Options being proposed to ameliorate the situation. The Director intends to develop HIDA’s activities regarding vocational training and fully endorsed the consultants’ concerns regarding the lack of trained technician level workers for the food processing industry. Practical issues of training for sustainable enterprise were also discussed.

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Annex E

Lists of Laboratory and Production Unit equipment requested by KIST




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LIST:A

PRIORITY BASIC LABORATORY EQUIPMENT

S/N.

EQUIPMENT BDH CAT. NO. SPECIFICATION QTY UNIT PRICE IN POUNDS

TOTAL AMOUNT IN USD

1 LTE Vacuum oven 332/0532/00 1 3805.00 6088.002 Rotary evaporator RE100 332/0235/01 1 1461.15 2337.843. Microscope -compound &

teaching 316/1481/10 Monocular Microscope 4 487.94 3122.80

303/6626/04 AG series: standard level (analytical)

1 2775.00 4440.004. Weighing balance

303/4350/00 Heavy duty solution model III9D

1 695.00 1112.00

5 Autoclave 302/0702 1 869.27 1390.836 Refractometer 328/0025/04 0-95o Brix 1 3500 5600.007 Muffle furnace 607/0611/02 1 669.28 1070.908. KjeldaHl N2

Determination System

321/0142/00 321/0143/00 24411620/00

1 1 2

669.2867.78

119.49

1070.90108.50382.40

9. Soxhlet Fat Determination System

244/0800/04 244/0800/03 304/2240/00 231/2300/02

40ml 60ml Heater Thimbles

4 4 1

4 boxes

39.8442.01

413.7133.10

255.20134.60662.00212.00

10. Refrigerator 328/5160/04 142 litres (capacity) 2 shelves

1 341.96 548.00

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85

11. Dessicator 229/0410/02 Disc diameter, 190mm 1 71.57 114.5012. Bench centrifuge 220/0100/02 5,000 rpm 1 780.00 1248.0013. Centrifuge Adapter 220/0100/10 20ml(packs of 10) (2

packs)20 26.00 83.20

14. Refrigerator(Freezer) 328/5028/00 400 litres, 73 kg 1 614.48 983.2015. pH Meter 309/0184/02 0.00-14.00pH

0-+-1999mv 1 230.33 368.50

16. Incubator 313/0112/03 39 litres, 30o-70 o C 1 850.00 1360.0017. Blender (Warring) 317/0411/00 1 litres glass container 1 419.49 671.2018. Waring glass container 317/041/50 1 litre 1 365.00 75.5019. Water bath (SUB6) 304/3406/00 6 litres 1 47.14 584.0020. Hot plate 312/0043/00 2 KW 1 381.80 611.0021. Digital food thermometer 268/0320/04 HI 9061 water proof -50o-

150oC 1 114.00 182.40

22. Bunsen burner 218/0428/00 LPG burner inlet tube 10mm -50o -15o C

10 6.98 112.00

23. Spirit lamp 218/1420/00 4 13.71 88.0024. Thermometer 268/0122/00 12 2.62 50.4025. Shaker (basic) 330/0382/00 1 449.00 718.4026. Mortar and pestle 249/0059/04

(mortar) 249/0059/24

(pestle)

4 4

9.003.64

57.6014.60

27. Pressure cooker 1 40,000 Frw)

84.00

28. Distilled Water Unit 332/0145/00 Output (41liters/hr) 1 440.90 705.5029. Tripod Stand 261/300/00 1 set of

10 6.15 98.00

30. Gauze 239/0150/00 Iron with depressed 12 4.23 84.00

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ceramic centre 31. Anaerobic Jar 1 120.0032. Burette 241/0157/03

241/0157/03 Removable PTFE stopcock and glass jet. 50 ml and 100ml

20 (50ml) 20

(100ml)

10.9011.33

350.00364.00

33. Burette Stand 261/0700/01 30 20.59 990.0034. Beakers 209/0390/01

209/0390/02 209/030/04

50ml 100ml 250ml

40 40 40

2.022.082.52

132.00136.00100.80

35. Conical Flask 236/0060/03 236/0060/04 236/0060/05 236/0060/07

25ml 50ml 100ml 250ml

40 40 40 40

2.282.342.122.37

148.00152.00136.00152.00

36. Volumetric flask 241/1556/03 24/1556/04 241/1556/05

25ml 50ml 100ml 250ml

15 15 15 15

7.758.089.02

11.77

186.00195.00216.00283.50

37. Measuring cylinder 241/1120/01 241/1120/02 241/1120/03

50ml 100ml 250ml

20 20 20

4.154.778.42

134.00152.00270.00

38. Test tubes 267/0080/02 267/0080/02

10ml 25ml

180 180

3.553.75

1026.001080.00

39. Durham's tube 267/0035/01 25x6mm 20 packs 18.38 59.0040. Test tube holder 267/0170/00 Spring clip type 40 1.74 112.0041. Test tube rack 261/1235/02 60 tubes (capacity) 20 7.14 228.0042. Graduated Pipettes 241/2300/01

241/2300/02 241/2300/03 241/2300/04

1ml 2ml 5ml 10ml

50 50 50 50

1.841.841.792.05

150.00150.00145.00165.00

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241/2300/05 25ml 50 3.28 265.0043. Petri dish (glass) 402/0060/04 114mm/diameter 60 5.10 492.0044. Petri dish Canister 402/0078/00 Stainless steel to hold 10

petrish dishes 3 55.20 265.20

45. McCartney bottles 215/0054/20 Glass with aluminium screw cap

100 9.50 152.00

46. Bottles for reagents 215/0231/49215/0204/05

250ml 1000ml

502030

8.533.55

700.00120.00

47. Wash bottle 215/1360/02 500ml 30 1.38 69.0048. Microscope Slide 406/0169/04 Super frost slide 5 boxes 6.66 53.5049. Cover Slip 406/0205/02 24x50mm 2 packs 2.56 8.2050. Forceps for holding slide 406/0059/00 20 2.78 90.0051 Inoculating Loops and

Needles214/3120/22241/3120/04241/3120/08

10 μ

1μ

666

22.9822.9822.98

137.88137.88137.88

52. Wire holder 218/0858/00 6 2.60 25.2053. Spatula 260/0170/12 180mm 2 packs 14.53 46.60

Funnel PlasticPorcelain

237/0202/02237/0751/01

ID. 45mm (plastic) 40mm diameter (porcelain)

2 packs 10

12.469.24

40.00148.00

55. Whatman Filter paper 234/0290/02 55mm diameter 30 boxes 2.20 108.0056 Cotton Wool 222/083/12 White, non-absorbent 50 packs 11.33 906.4057. Alumunium Foil Paper 300 rolls 30058. Brushes 216/0130/01 2 packs 4.58 14.80

Total: $48,378.97

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LIST B

ADDITIONAL EQUIPMENT AND SUPPLIES

S/N EQUIPMENT BDH CAT.NO

SPECIFICATION

QTY UNIT PRICE IN POUND

TOTAL AMOUNT IN USD

1. Colony counter 402/00/54/02

Digital read out to 999

1 497.49 796.00

2. Wolffhuegel grids, for colony counter

402/0054/10 10 packs 24.00 384.00

3.a) b) c)

Constant temperature bath Viscometer holders, for 304/2037/00 and Cannon Fenske or U-tube glass viscometers Viscometers, Cannon-Fenske

304/2037/00 304/2037/02 338/0050/01 338/0050/02 338/0050/03

As described 25 (Size) 50 " 100 "

1 10 2 2 2

6156.15

24.53

45.6745.6745.67

9850.00

392.50

146.20146.20146.20

4. Colorimeter 307/5963/06 340-800nm 1 875 1400.005.a) b) c)

Butyrometer bath Rack, stainless steel for 12 butyrometers Butyrometer

730/1062/02 730/1062/10 306/0370/00 306/0373/00 306/0374/00

As described 10.94ml, 0-8%x0.1% 59,0-70x1% 39,0-40%x1%

1 6 36 12 12

1094.0028.00

8.83

23.1512.83

1750.50269.00

508.60

444.50246.40

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6. Hydrometer 242/1650/10 1025-1035g/m/x 6 9.82 94.307.a) b)

Electrophoresis system Electrophoresis Accessories and Spares

306/7300/05 306/7300/10 - 306/7300/12 - 306/7300/14

As described Gaskepted -easy-cast gel tray Casting chamber Gaskets, spare pair

1 1 1 5

171.82

30.49

30.49

3.50

275.00

48.80

48.80

28.008. UV/VIS Spectrophotometer 331/1044/04 190-900 mm 1 4695.00 7512.009. Vaccum. Sealer 1 2,200.010. Ebulliometer 1 2,000.0011. Instron Texture Machine 15,000.0012. Fruit Pressure Tester 500.00

Total: $44,187.00

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FACULTY OF TECHNOLOGY DEPARTMENT OF FOOD SCIENCE AND TECHNOLOGY GENERAL LIST OF REQUIRED EQUIPMENTS FOR PILOT PLANTS

S.NO. EQUIPMENT Quantity Required

Unit price in USD

Total price in USD

MEAT PROCESSING EQUIPMENTS

1 Mincer 32-100 =800 kg/hr 1 7,200.00 7,200.00 2.0 Bowl Cutter 30 ltrs 1 18000 18000

3.0 Cooking vat 200 ltrs 1 5000 5000 4.0 Cold room 2x2 2 5000 5000 5.0 Freezer 2x2 1 5,000.00 5,000.00 6.0 Smoking chamber -Locally fabricated 1 3000 3000 7.0 Can closing machine 1 4,000.00 4,000.00 8.0 Weighing scale, hanging 1 600 600 9.0 Weighing scale,spices 1 1,000.00 1,000.00

10.0 Knives 20 5.00 100

11.0 Sharpening steels 5 25.00 125.00 12.0 Meat hooks 10 10.00 100 13.0 Pickle injector for brine 300 kpa 5 20.00 100.00 14.0 Filler saausage linker 2 2000.00 2000 15.0 Containers (Spices, casings, additives) 10 100.00 1,000.00 16.0 Meat mincer 1.00 1,400.00 1,400.00 17.0 Meat Mixer 1.00 1,900.00 1,900.00 18.0 Meat slicer 1.00 2,000.00 2,000.00 19.0 Meat filling / stuffing machine 1.00 1,500.00 1,500.00 20.0 Sheep Casings 10.00 200.00 2,000.00 21.0 Refrigerator 1.00 1,100.00 1,100.00

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22.0 Cooking cans (Meat boilers) 10.00 500.00 5,000.00 23.0 Meat Smoking( chamber) 1.00 5,000.00 5,000.00 24.0 Stainless Steel table tops 10.00 250.00 2,500.00 25.0 Meat rotary dryer 1.00 1,600.00 1,600.00 26.0 Incubator 1.00 2,600.00 2,600.00 27.0 Weghing scale table top 10.00 50.00 500.00

28 Piston filler hydraulic 5-30 ltres 1 1100 1100 29.0 Live storage tanks 1 1350 1350 30.0 Vacuum tumbler massage 20-150 kg 1 950 950 31.0 Meat forming machine 1 2460 2460 32.0 Meat coating machine 1 1230 1230

Sub Total $86,415.00 FRUITS AND VEGETABLES PROCESSING EQUIPMENTS

1.0 Pineapple Punch (for cannning pineapple) 1.00 2,000.00 2,000.00 2.0 Root Crop - Strip cutter 1.00 700.00 700.00 3.0 Juice extractor 1.00 1,000.00 1,000.00 4.0 Crusher 1.00 1,500.00 1,500.00 5.0 Stainless steel Hydraulic press juice extractor 1.00 1,850.00 1,850.00 6.0 Juice concentrator 1.00 3,000.00 3,000.00 7.0 Oil expeller 1.00 1,600.00 1,600.00 8.0 pressure filter for fruit juices 10.00 300.00 3,000.00 9.0 Cold room 1.00 10,000.00 10,000.00

10.0 Incubator 1.00 2,300.00 2,300.00 11.0 Can seamers

1.00 2,500.00 2,500.00 12.0 Fruit pulper 1.00 800.00 800.00 13.0 Pineapple Sizer and Corer 1.00 800.00 800.00 14.0 Tubular Pasteurizer 1.00 1,800.00 1,800.00 15.0 Refractometer ABBE IT 1.00 2,000.00 2,000.00 16.0 Blancher 1.00 850.00 850.00

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17.0 Fruit and Vegetable slicer 1.00 600.00 600.00 18.0 Tray drier 1.00 12,000.00 1,200.00 19.0 Fluidized bed drier 1.00 10,000.00 10,000.00 20.0 Solar drier 1.00 1,900.00 1,900.00 21.0 Abrassive and steam peelers 2.00 3,100.00 6,200.00 22.0 Canning retorts 5.00 1,500.00 7,500.00 23.0 Hot lifting tongs 5.00 150.00 750.00 24.0 Juice centrifuges 2.00 1,200.00 2,400.00 25.0 Fruit / Vegeteble washing Machine 1.00 2,300.00 2,300.00 26.0 Washer / Peeler - Cassava 2.00 300.00 600.00 27.0 Rotarry rell washer 1 1600 1600 28.0 Belt washer(general purpose) 1 1600 1600 29.0 Brown screw press for pulp and purees 1 2500 2500 30.0 Viscometers 10.00 300.00 3,000.00

Sub Total $77,850.00 FOOD ENGINEERING EQUIPMENT

1.0 Solids handling study bench 1.00 800.00 800.00 2.0 Hammer / Beater mill 1.00 6,000.00 6,000.00 3.0 ultra fine particle mill 1.00 10,000.00 10,000.00 4.0 Ball mill 1.00 10,000.00 10,000.00 5.0 Attrition mill 1.00 2,000.00 2,000.00 6.0 Fixed and fluidised bed apparatus 1.00 600.00 600.00

7 Fermenters (different types) 1 1500 1500 8.0 Ribbon and cone blender 1.00 1,000.00 1,000.00 9.0 Multi-purpose mixer and stirrer 1.00 1,500.00 1,500.00

10.0 Colloid mill 1.00 1,500.00 1,500.00 11.0 Ultrasonic homogeniser 1.00 2,500.00 2,500.00 12.0 Laboratory homogeniser 1.00 2,500.00 2,500.00 13.0 Pressure homogeniser 1.00 3,000.00 3,000.00 14.0 Mult purpose processing vessel 20 ltres capacity 1.00 6,000.00 6,000.00

15 Dryers 2 6000 12000

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16.0 Sedimentation study apparatus 1.00 3,000.00 3,000.00 17.0 Plate and frame filter press(Holding capacity 2 ltrs) 1.00 5,000.00 5,000.00 18.0 Heat transfer services unit 1.00 3,000.00 3,000.00 19.0 Deep bed filter column 1.00 4,000.00 4,000.00 20.0 Model sedimentation tank 1.00 3,000.00 3,000.00 21.0 Ion exchange unit 1.00 6,000.00 6,000.00 22.0 Ultra filtration unit 1.00 7,000.00 7,000.00

23 Contact freezer 1 3000 3000 24.0 Blast and fluid bed freezer 1.00 3,000.00 3,000.00 25.0 Boiler 1.00 2,900.00 2,900.00

26 Freezers 5 1500 7500 27.0 Process plant trainer with accessories 1.00 6,000.00 6,000.00 28.0 Basic water cooling tower 1.00 6,000.00 6,000.00 29.0 Laboratory steam generator 40kg/h 1.00 4,000.00 4,000.00 30.0 Electronic reding balance 2.00 2,000.00 4,000.00 31.0 Deep freezer 2.00 6,000.00 12,000.00 32.0 Rotary evaporator 1.00 2,500.00 2,500.00 33.0 Crude fibre determination unit - 240 /8A 1.00 4,000.00 4,000.00 34.0 Circulation oven 1.00 3,000.00 3,000.00 35.0 Electric muffle furnace 1.00 2,000.00 2,000.00 36.0 Fume Hoods

2.00 500.00 1,000.00 37.0 Batch solvent extractor 1.00 3,600.00 3,600.00 38.0 Drying Oven-Infrared 1.00 3,000.00 3,000.00 39.0 Oil extraction screw press 1.00 5,000.00 5,000.00 40.0 Deep bed filtration 1.00 2,000.00 2,000.00 41.0 Model sedimentation tank 1.00 3,000.00 3,000.00 42.0 Ion exchange unit 1.00 6,000.00 6,000.00 43.0 Aeration apparatus 1.00 2,000.00 2,000.00 44.0 Spectrotometer - Double Bemp 2.00 2,000.00 4,000.00 45.0 Dietetic Scales 2.00 560.00 560.00

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Sub Total $181,960.00 CEREAL PRODUCTS EQUIPMENTS

1.0 Cutting Slicing Dicing Equipment 1.00 1,000.00 1,000.00 a. Rotary cutter 1.00 1,500.00 1,500.00 b. Circle cookie cutter 1.00 1,550.00 1,550.00 c. Mini biscuit cuter 1.00 1,550.00 1,550.00

2.0 Bread Divider 1.00 1,500.00 1,500.00 3.0 Dough kneader 1.00 4,000.00 4,000.00 4.0 Bread Slicer 1.00 2,000.00 2,000.00 5.0 Dough moulder 1.00 5,000.00 5,000.00 6.0 Oven for baking 2.00 6,000.00 12,000.00 7.0 Dough proofing unit 1.00 2,000.00 2,000.00 8.0 Varimixers 1.00 2,000.00 2,000.00 9.0 Bread Slicing Machine 1.00 1,600.00 1,600.00

10.0 Cream Whipper/Decorator 10.00 100.00 1,000.00 11.0 Crêpe and Waffle makers 1.00 800.00 800.00 12.0 Paddy cleaner 1.00 1,200.00 1,200.00 13.0 Soya milk equipment 1.00 2,000.00 2,000.00 14.0 Multi Crop thresher 1.00 1,100.00 1,100.00 15.0 Macroni Machine

1.00 1,500.00 1,500.00 16.0 Rototherm ovens 2 8000 16000 17.0 Rotetherm oven trays 50 50 2500 18.0 Volumetric dough divider (100-600g) 1 1500 1500 19.0 Conical rounder machine-cold hot air blowing air(100-600g) 1 1240 1240 20.0 Proofing cabinet 2500 2500 21.0 Bun rounder 3000 3000 22.0 Fermentation trays 50 50 2500 23.0 Dough kneading machines 5 1150 1150 24.0 Dough tanks 5 1450 1450 25.0 Flour sifting machine 4 1000 1000

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26.0 Moisturizing equipment 1 1500 1500 27.0 Bread Slicing Machine 1 5000 5000 28.0 Baking tins 50 2500 29.0 Rheolography 4 1750 1750 30.0 Tray trolleys 6 360 1380 31.0 Spiral dough mixer 1 3000 3000 32.0 Air bagger 1 1570 1570

Sub Total $92,840.00 DAIRY TECHNOLOGY EQUIPMENTS

1.0 Pressure homogeniser 1.00 2,500.00 2,500.00 2.0 Centrifuge 1.00 1,200.00 1,200.00 3.0 Hydrometer 1.00 1,350.00 1,350.00 4.0 Butyrometer 1.00 150.00 150.00 5.0 Fridge Thermometer

1.00 600.00 600.00 6.0 Cheese vat and accessories

1.00 1,500.00 1,500.00 7 Cheese and Yoghurt incubator 1.00 1,800.00 1,800.00 8 Butter churn and accessories 1.00 1,425.00 1,425.00 9 Rising film evaporator 1 2000 2000

10 Spray Drier

1.00 2,000.00 2,000.00 11 Multipupose Processing vessel 1.00 2,400.00 2,400.00 12 Laboratory pasteurizer 1.00 13,600.00 13,600.00 13 UHT Processing unit 1.00 15,000.00 15,000.00 14 Chilled water circulator 1.00 5,000.00 5,000.00 15 Laboratory steam generator 1.00 2,500.00 2,500.00 16 Semi - automatic filler D 1000 1.00 9,000.00 9,000.00 17 Elecrem - Electric cream Separator 1.00 6,000.00 6,000.00

18 Lactometer

5.00 200.00 1,000.00

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19 Methelen Blue apparatus 1.00 200.00 200.00 20 Semi - automatic foil lid sealing machine1 1.00 3,000.00 3,000.00 21 Impulse heat Sealer 1.00 3,000.00 3,000.00 22 Pneumatic cheese press 1 1200 1200 23 Cheese mill 1 3500 3500 24 Overhead cheese agitators 2 2450 2450

25 Assorted hoops 5 300 1500 26 HTST Plate heat exchanger 2000l/hour 1 26000 26000 27 Ice cream freezers 120-1000 gallons/hr 10 1500 15000

Sub Total 124,875.00 TOTAL $563,940.00

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Annex G

Terms of Reference

Rwanda Science, Technology and Innovation (STI) Capacity Building Program



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TERMS OF REFERENCE

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

Building Capacity in Food Processing Industry

1. Context With an annual per capita income of approximately $260, the typical Rwandan lives below the $1 per day poverty line. Approximately 90% of Rwandans are engaged in subsistence agriculture and only 6% have access to electricity and clean water. The Government has defined two critical tasks for Rwanda. The first involves poverty reduction tasks: Wood, charcoal and biomass are the main fuel sources, even for many middle-class urban Rwandans. As a result, deforestation and soil erosion are serious concerns. Even in rainy seasons, which are experienced twice a year in Rwanda, there are no simple technologies to tap and preserve water both in towns with a middle class population and in villages with a poorer population. Surplus food rots due to the lack of storage and processing capacity, while many of the people who produced these crops do not have the security of a year-round stable food supply. At the same time, productivity of such staple crops as rice, beans and cassava is below that of neighboring countries. Also, shortage of electricity and overdependence on biomass adversely affects productive sectors, schools, health centers and households. Building capacity in tackling these urgent challenges would provide a major boost to national welfare and quality of life, and would go a long way toward helping Rwanda reduce poverty and achieve the MDGs. The second involves generating wealth and boosting income levels through higher value jobs. With a per capita income of only $0.71 per day, Rwanda needs to boost per capita income by 40% just to lift people above the $1.00 per day poverty line. Put differently, if Rwanda hopes to become more prosperous, it must find ways to reduce the ranks of the rural poor and not merely develop technologies that make life more tolerable for them. Reducing the ranks of the poor must entail creating more productive, higher paying jobs outside or alongside subsistence agriculture, developing new higher value added exports1, attracting FDI, and improving the quality of science and technical education at all levels. The Government’s Vision 2020 Statement, its recently-approved National Science and Technology Strategy, and the Economic Development Poverty Reduction Strategy (EDPRS), currently under preparation, are all based on the premise that Rwanda will have difficulty achieving either its poverty reduction of wealth creation objectives unless it embarks on a concerted effort to build STI capacity. STI capacity building in Rwanda encompasses a number of concepts and programs. For example, much of the technical knowledge that Rwanda needs to improve the well-being of farmers and diversify the economy has already been discovered and is already in wide

1 Higher value added should not be confused or equated with high tech. For example, electronics is generally regarded as a high tech activity and horticulture as a low tech activity. But horticulture may be more knowledge and skill intensive than simply assembling imported components into finished computers. The critical economic development issues are the value added generated by a particular activity as well as the labor skills required to produce a particular product, not whether the finished product is classified as high tech or low tech.

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use outside Rwanda. Unfortunately, this essential knowledge is not widely used in Rwanda. From this perspective, therefore, the STI capacity building challenge is to train farmers, entrepreneurs, engineers, technicians, scientists and teachers to find appropriate technologies, import them, adapt them to local conditions, and use them to solve local problems and produce and market higher value, more knowledge intensive goods and services. This, in turn, means that Rwanda will need to improve the quality of its applied engineering and scientific research institutes as well as its technical and vocational education. It will also have to focus more of their teaching, training and research efforts on using this existing knowledge to develop, produce, and deploy such simple, low cost technologies as more efficient wood burning stoves, manual irrigation pumps, food processing and storage equipment, more efficient, low cost construction materials and methods, and non-electrical refrigeration or food cooling equipment. Last but not least, enterprises will not be able to exploit the competitive opportunities generated by appropriate technologies if their workers do not have the requisite skills to use new technology or perform more complex tasks or if local enterprises do not have the organizational and managerial skills and technical competence to invest, innovate, and compete on the basis of quality rather than cheap labor. Unfortunately, Rwanda currently suffers from a shortage of skilled technicians and craftsmen. At the same time, graduates from the few schools that do exist are having difficulty finding jobs, apparently because graduates do not receive appropriate technical training. STI capacity building, therefore, needs to encompass innovative ways of delivering and financing technical and vocational education. 2. Summary Description of STI Capacity Building Program in Rwanda The World Bank, with financial support from the Norwegian Post-Primary Education Trust Fund, has agreed to support Rwanda’s multi-faceted STI capacity building program. World Bank support would be provided in two stages. The first stage, for which these TORs have been drafted, would involve assembling teams of Rwandan and international experts to prepare a series of STI capacity building needs assessments and action plans. The results of these Needs Assessments and Action Plans would be incorporated into the Government’s EDPRS which is currently under preparation (Annex A). The second stage would involve financing and implementing the specific policies and programs outlined in the Needs Assessments and Action Plans. Funding for the second stage would be provided primarily by bilateral donors and the World Bank via the Poverty Reduction Support Grant. The current stage of STI capacity building work program entails a set of Needs Assessment and Action Plan studies, one each for following areas/sectors:

1. Agricultural Research and Extension This Needs Assessment and Action Plan Study will study capacity needs in agricultural research for mitigating food insecurity and promoting export agriculture. The study will also focus on developing outreach strategy for research institutions (primarily ISAR) for better extension of techniques and inputs related to staples, export and animal products.

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The overall goal of the resulting action plans from this study would thus be to mitigate food insecurity and promote commercial agriculture by supporting EDPRS interventions in research and extension.

2. Food Processing and Preservation This Needs Assessment and Action Plan Study will analyze the baseline situation and existing capacity gaps in food processing sector in Rwanda. Using the baseline analysis, the study will generate an action plan for scaling up the local food processing industry and boosting technical and business capacity in food processing and preservation. This component will especially focus on food security commodities, such as milk, potatoes and cassava.

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

4. Geosciences and Geothermal Energy The needs assessment and action plan study is expected to support clean, alternative energy resources in order to reduce biomass usage in Rwanda. According to a preliminary assessment of geothermal energy resources in Rwanda, commercially exploitable geothermal resources may exist in rift zone near Lake Kivu, and in the northern volcanic regions. To leverage this existing potential in geothermal resources, this study would help develop technical and institutional capacity in Rwanda, to plan and implement next-step responses for exploiting country’s geothermal potential.

5. Appropriate Technology for Poverty Reduction This Needs Assessment and Action Plan Study relates to the analysis of factors hindering diffusion of simple, appropriate technologies in Rwanda. The study will especially focus on technologies related to rural energy (efficient cooking stoves); water usage and supply (rain water harvesting, water filters); and agro processing (post harvest, storage). Based on the assessment of current needs and requirements, the study will generate an action plan for increasing the diffusion of cheap and simple technologies to a wider number of end users, especially in rural and peri-urban areas.

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

7. Drinking Water Supply Increasing access to potable water is a crucial challenge in Rwanda. To meet the MDG, drinking water should be available to 6.5 million additional people in rural areas. The government of Rwanda, through the Ministry of Lands, Environment, Water, Forestry and

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Mines, has embarked on a sector-wide approach increase access to reliable, affordable, and sustainable water services in rural areas. To this end, it is agreed that capacity building efforts—ranging from training technicians, plumbers, construction workers, to hydrologists and engineers—are needed at district and central levels for building and maintaining water delivery infrastructure, for quality management of potable water, and for assessment and management of exploitable water resources in Rwanda.

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

3. Parallel and Related Initiatives UNIDO Food Processing Program in Rwanda: A recently completed UNIDO program/report on linking small scale producers to food commodity chains in Rwanda DFID is expected to finance a parallel program that will provide technical assistance to help the Ministry of Science, Technology and Scientific Research:

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

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

Needs Assessment and Action Plan Study for Building STI Capacity in Food Processing Industry in Rwanda

4. Objective of the Study The objective of the needs assessment and action plan study is to build capacity for scaling up the food-processing and preservation industry in Rwanda. The action plan, based on a baseline needs assessment, would aim to boost the scale and quality of business uptake in food processing sector. By doing so, the study is expected to contribute to the development of a high-quality and commercially-viable food processing sector in Rwanda. This needs assessment and action plan study thus supports the EDPRS objectives of

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improving food security, and of enhancing private sector opportunities for non-farm income generation. Related to the above objective, following outcomes are expected from the study covered by this TOR:

• A baseline analysis of capacity gaps and needs of factors (part 6) related to scaling up food-processing industry in Rwanda.

• A strategic vision and programs, identifying measurable short-term and long-term

targets, for scaling up a competitive food processing industry, with potential to serve the local as well as regional and international market.

• A market-oriented action plan for developing technical and entrepreneurial

capacity in local businesses and institutions related to food processing industry; and thereby boost scale and quality of competitive food processing units in Rwanda.

5. Scope of Work 1. The action plan will address capacity needs and gaps at technical and business levels—targeting relevant businesses groups, entrepreneurs and institutions related to food processing industry. 4. The study should review market demands locally, regionally or internationally for commercially relevant food security commodities—such as milk, potatoes, meat, cassava, among others. 5. The action plan should thus be differentiated along business development needs of a select list of food commodities. 6. The capacity building areas covered by this study could include vocational and technical skills, technological, engineering and applied science capacity, business plan development skills—and other capacities as relevant for a market-oriented strategy for scaling up food processing industry in Rwanda. 7. The capacity building action plan items may include interventions such as:

• Building food processing related technical and business capacity in business and trade institutions such as CAPMER and RIEPA

• Strengthening departments, programs, and courses in educational institutions (NUR, KIST)

• Building capacity through the Technical and Vocation Education and Training (TVET) system

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

• Government sponsored R&D • Other capacity building instruments identified by the consultant

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7. The study should leverage and build upon existing and ongoing studies, programs, initiatives and reports related to food processing and agro-business in Rwanda. 8. The action plan should include a pilot phase component.

6. Tasks of the Consultants Task 1: Baseline Analysis 1.1 The baseline study is meant to be an analytical tool than a statistical description. It should provide a snapshot of:

• Food production, food spoilage and food insecurity in Rwanda • Current status of food processing industry in Rwanda • Local, regional and international market opportunities for Rwanda • Technical and business capacity in food processing and preservation • Linkages of skill development programs with food processing industry • Standardization and quality management status • Other baseline factors relevant to the needs of food processing industry • Strengths, weakness and opportunities in above factors

1.2 The baseline study should also review other related programs, projects and initiatives in food processing sector, and thus identify lessons, overlaps, and further action requirements Task 2: Outline strategic vision with supporting goals and targets:

• (Using baseline analysis) Outline an overall vision describing achievable goals and targets, for building capacity for scaling up commercially sustainable food processing industry in Rwanda

• Outline the potential role of food processing capacity building in redressing food insecurity and creating off-farm employment in Rwanda

• Prioritize capacity building needs and areas for scaling up commercial food processing industry

Task 3: Assess needs and requirements in baseline factors that must be addressed for meeting strategic vision and goals Task 5: Prepare Strategic Program and a detailed, forward moving Action Plan Action plan with associated timeline, input requirements and estimated costs, for implementing the strategic program for:

• Building capacity to scale up commercially sustainable food processing industry in Rwanda

• Meeting objectives and scope outlined by the TOR, and vision and goals outlined by the consultants

Task 6 Liaise with relevant EDPRS sector working group and integrate the action plan with EDPRS logical framework.

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Task 7 Harmonize with related initiatives outlined in section three. 7. Expected Outputs

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

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

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

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

o Final revised report, three copies, to be submitted three days thereafter o Final presentation of study in a stakeholders’ meeting

8. Expected Qualification of Consultants • Expertise and experience in food processing business development • Knowledge of local (preferable) or regional context • Proficiency in English and working knowledge of French (preferable)

9. Timeline and Team of Consultants A team of one international and two local consultants would be engaged for a forty-day period in Rwanda. Each consultant will be awarded a daily-rate contract for this time period.

Annex A EDPRS Sector Working Groups and Group Members

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

including the 2006 Public Expenditures Review

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

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

4) Christophe Prevost and Deo-Marcel Nyungenko will be responsible for all aspects

related to the water sector

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

6) Liz Drake will be responsible for all aspects related to the agriculture sector, including the 2006 Public Expenditures Review

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

related matters particularly the dialogue on the procurement law

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Annex B Documents to be consulted

General Documents • Vision 2020 • National Science, Technology and Innovation Policy for Rwanda, August 2005 • Aid Memoir • Economic Development and Poverty Reduction Strategy (EDPRS) Draft • DFID Concept Note