Republic of Rwanda

REPUBLIC OF RWANDA

DISTRICT DEVELOPMENT STRATEGY 2018- 2024.

August,2018

EXECUTIVE SUMMARY The Vision 2020 is remaining with less three years of implementation while the EDPRS 2 is entering its final year. The National Umushyikirano Council of 2015 resolved that the Vision 2050 should be elaborated. The concept note of the Vision 2050 was presented at the same forum in 2016 at which a target was set for Rwanda to become an upper middle income country by 2035 and a high income country by 2050. It is in this context that Ministry of Finance and Economic Planning, Sector Ministries and Districts have started the process of elaborating the National Strategy for Transformation (NST1), Sector Strategic Plans (SSPs) and District Development Strategies (DDS) respectively, to guide the country's development over the period of 2018/19-2023/204. This elaboration process has been coordinated by MINECOFIN which has developed ToRs and guidelines for the development of these strategic documents and ensures their quality and alignment.

District Vision, Mission and Goals The District Development Strategy (DDS) designs a roadmap for the district implementation of its priorities and programs. The DDS reflects the vision and mission statements for the district taking into account the national aspirations as expressed in the vision 2050 and the National Strategy for Transformation (NST1). The district vision and mission statements are as follows.

Vision

The vision of Rutsiro District is “a socio-economic prosperous based on modern and specialized agriculture and high value tourism”.

Mission

The mission of Rutsiro District is to uplift the high standard of living for Rutsiro citizens through provision of socio-economic basic infrastructures with quality services focusing on the following areas of interventions:

- To implement Government policies adopted and provide services that are not delivered by other administrative entities; to monitor the administration of Sectors, plan, coordinate and implement development programs; to maintain infrastructure, handle technical and financial matters; to promote partnership and cooperation with other Districts, cities and other organs; to maintain the safety of people and property in the District; and to monitor the implementation of grouped settlement program in the sites indicated and collaborate with Sectors in installing the population in grouped settlements and put in place programs

designed to promote the social welfare.

Goals:

- To accelerate inclusive economic growth and development founded on the private sector, knowledge and Rwanda’s Natural Resources, to develop Rwandans into a capable and skilled people with quality standards of living and stable and a secure Society and to Consolidate Good Governance and Justice as, building for equitable National Development.

Main challenges to be addressed by the DDS;

-Scattered human settlement, Low productivity of agriculture ,Poor road networks, Limited access to electricity and Disaster risks to livelihoods, big number of cases of malnutrition and stunting, High rate of poverty in the District, Limited coverage of Social protection, Limited number of private and Civil Society organizations in Social Protection programs, congestion as result of limited School classrooms, Some infrastructures such as access to electricity and water are either in poor state, not enough or non-existence, High rate of school dropouts, Less number of teachers to compared to the required standard number of teacher/ student ratio, Poor service delivery in the most of District Health Facilities, Increase of malaria cases in the District, Inadequate medical personnel as well as insufficient health equipments and materials, Limited budget in the Health Sector, Poor Hygiene and sanitation within the Community, Big number of households without Community Health Insurance (MUSA), low level of citizen’s involvement in decision making process and a weak interaction between the citizens and the councilors in development planning,

Major interventions: - Develop infrastructures which will accelerate the creation of decent jobs; Support and empower youth and women to form cooperatives and develop income generating projects which are bankable in order to access bank loans; Increase the number of Technical vocational centers (TVET) in the district to improve technical skills; Develop and expand home grown initiatives and infrastructures by working with the private sector and other District Partners to increase made in Rwanda products. Develop agro processing value chains to increase the quality and quantity of exported crops; Develop and upgrade different Tourist attraction sites in the District to increase the number of tourists visiting the District; Promote post-harvest handling and storage facilities to avert the loss of the

agriculture produce. Ensure increase in livestock products focusing on quality, production and productivity of their output; Provide the minimum package for graduation (MPG); to all eligible beneficiaries focusing to the Sectors with VUP expanded Public Works and VUP Classic Public Works to support the most vulnerable; One Cow per Poor Family Program to be complemented with other social programs such as acquisition of small livestock to support poor households; Strengthen and implement DPEM activities to reduce chronic malnutrition; Enhance kitchen gardens in each household for dietary and complementary feeding and distribute food and vitamin supplements using Fortified Blended Food (FBF; Improve quality of education at all levels by strengthening school inspections, using ICT based solutions: Access to electricity and water will be increased to 100% by 2024 to cover all the Community of Rutsiro; Develop and facilitate decent settlements for all the Population including relocating those living in high-risk zones and scattered settlements; Strengthen prevention and fight gender-based violence (GBV) and Promote awareness campaigns; Mainstream Disaster Risk Reduction and Management system into all key strategic actions to mitigate disasters in the District; Promote unity and reconciliation among Community through “Ndi Umunyarwanda” and “Abarinzi b’Igihango” programs; Support and streamline MAJ services to ensure quality and affordable justice; Support and strengthen “Abunzi” as a mechanism to resolve Community Disputes and reinforce amicable settlement of disputes; Implement the Abunzi Management Information System to facilitate data collection and information sharing. Strengthen the District planning process and improve Public Financial Management; Increase districts revenue capacity to finance District development agenda, focus on District local economic potentialities and maximization of tax collections; and promote the culture of self-reliance and patriotism among the Community specially the youth. ESTIMATED BUDGET FOR RUSTIRO DDS BY YEAR

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 TOTAL

FY 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024

BUDG 10,382,557, 14,002,678, 15,031,126, 16,747,291, 17,523,599, 19,036,519, 92,723,274, ET 633 884 084 974 487 974 036

Methodology. The DDS elaboration methodology involved reviewing and analyzing the district’s situation, challenges, opportunities which triggered defining district priorities and considered both bottom up as well as top down communication channels. The bottom up channel took into account the views and priorities from the citizens while the top down channel took into account overarching National Development ambitions from NST1, SSPs and other commitments which were contextualized and packaged in District Development Strategy.

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ACKNOWLEDGEMENTS

The leadership of Rutsiro District is happy to express its sincere gratitude and appreciation to the concerted efforts demonstrated by all individuals and institutions in the elaboration process of this District Development Strategy, without which it would have been difficult to complete it.

The District highly appreciates the guidance accorded by the Ministry of Finance and Economic Planning technical team, and recognizes the valuable support rendered by the leadership of Province while discharging thier coordination role in this process.

The District extends its sincere gratitude to the valuable contribution insights provided by District Council and District JADF during different consultative workshops which shaped the direction of this six years strategic document especially in the areas of setting strategic priority actions, implementation process, monitoring and evaluation mechanisms for this Strategy.

Last but not least, we do extend our sincere appreciation to the entire staff of Rutsiro District, for their effective and invaluable efforts during the whole process of elaboaration of this document.

August, 2018

AYINKAMIYE Emerance

The Mayor of Rutsiro District.

ACRONYMS & ABREVIATIONS. CHW Community Health Workers CNJ Conseil National pour les Jeunes (National Youth Council) CRC Citizen Report Card

DC District Council DDP District Development Plan DDS District Development Strategy DH District Hospital DHS Demographic and Health Survey DHU District Hospital Unit EDPRS Economic Development for Poverty Reduction Strategy EICV Enquête Intégrale sur les Conditions de Vie des Menage FMIS Financial Management Information System GBV Gender Based Violence GER Gross Enrolment Rate GoR Government of Rwanda HC Health Center HIV/AIDS Human Immune Virus/Acquired Immune Deficiency Syndrome ICT Information Communication and technology IDP Integrated Development Program IWRM Integrated Water Resource Management. JADF Joint Action Development Forum LED Local Economic Development LODA Local Administrative Entities Development Agency M&E Monitoring and Evaluation MAJ Maisons d’Accès à la Justice/ Access to Justice Bureau MIGEPROF Ministry of Gender and Family Promotion MINALOC Ministry of Local Government. MINECOFIN Ministry of Finance and Economic Planning

MINEDUC Ministry of Education MINICOM Ministry of Trade and Commerce MININFRA Ministry of Infrastructure MOH Ministry of Health MTEF Medium Term Expenditure Framework

NAEB Rwanda Agriculture Export Board NCD Non Communicable Diseases NER Net Enrolment Rate NGO,S Non Governmental Organizations NIS National Investment Strategy

NISR National Institute of Statistics of Rwanda NST1 National Strategy for Transformation. RAB Rwanda Agriculture Board RCA Rwanda Cooperative Agency

REG Rwanda Energy Group REMA Rwanda Environment Management Authority RGB Rwanda Governance Board RRA Rwanda Revenue Authority SACCO Savings and Credit Cooperatives SDGs Sustainable Development Goals SMEs Small and Medium Enterprises SSPs Sector Strategic Plans TORs Terms of reference TVET Training Vocational Education and Technology VTC Vocational Training Center VUP Vision 2020 Umurenge Program WASAC Water and Sanitation Corporation YEGO Youth Empowerment for Global Opportunities

Contents EXECUTIVE SUMMARY ...... i District Vision, Mission and Goals i ACKNOWLEDGEMENTS ...... iv ACRONYMS & ABREVIATIONS...... v CHAPTER 1: INTRODUCTION ...... 1 1.1. General Introduction 2 1.2. Context and Purpose of the DDS 2 1.3. Objectives of the District Development Strategy. 3 1.3.1. The specific objectives: ...... 3 1.4. Elaboration Process of DDS 3 1.5. Description of the Contents of each Chapter of the DDS 4 CHAPTER 2: OVERVIEW OF THE DISTRICT ...... 6 2.1. District Profile 6 2.2. Overview of District Achievements during DDP Implementation 19 2.3.Remain outstanding issues from planned priorities in DDP 2013-2018 28 2.4. Key District economic potentialities 29 Table 8: SWOT Analysis...... 31 2.5. District stakeholder analysis. 38 CHAPTER 3. ALIGNMENT WITH NATIONAL POLICY FRAMEWORK AND METHODOLOGY ...... 42 3.1. Methodology 42 3.1.1. Main issues at District level ...... 44 3.1.2.Comparative Advantages/ Opportunities in the District...... 51 3.1.3. Key drivers for transformation of Rutsiro District:...... 51 3.2. ALIGNMENT WITH NATIONAL POLICY FRAMEWORK. 52 3.2.1. International and national policy frameworks...... 52 3.2.2. DDS and Sustainable Development Goals ...... 52 3.2.3. DDS and Vision 2020/2050 ...... 52 3.2.4. DDS and National Strategy for Transformation (NST1) ...... 52 3.2.5. DDS and Sector Strategic Plans (SSP) ...... 53

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3.2.6. DDS and the Cross cutting Areas...... 53 3.2.7.DDS and Decentralization policy...... 53 3.2.8.DDS and LED Strategy ...... 53 6. Increased Citizens Participation and Engagement in Development ...... 68 CHAPTER 4: STRATEGIC FRAMEWORK ...... 69 4.1. Introduction 69 4.2. District Vision, Mission and Objectives 69 4.3. Main Priorities at District level 71 4.3.1. Economic Transformation Pillar: ...... 71 4.3.2. Social transformation pillar: ...... 75 4.3.3. Transformational Governance pillar...... 78 4.4. Results Chain 80 4.5. Logical Framework 87 4.6. Cross-Cutting Areas 107 4.6.1. Gender and family promotion...... 107 4.6.2. HIV/AIDS and Non Communicable Diseases...... 108 4.6.3. Environment and climate change ...... 108 4.6.4. Disaster management...... 108 4.6.5. Capacity building...... 109 4.6.6. Disability and social integration ...... 109 4.6.7. Regional Integration ...... 109 CHAPTER 5: IMPLEMENTATION OF THE DISTRICT DEVELOPMENT STRATEGY ...... 110 5.1. Introduction 110 5.2.Sequencing of Interventions 110 5.3.The roles and responsibilities of stakeholders in the District. 111 5.3.1 The role of the province ...... 111 5.3.2 The role of Ministry of Local Government (MINALOC)...... 112 5.3.3. Ministry of Finance and Economic Planning (MINECOFIN) ...... 112 5.3.4 The role of the Ministry of Agriculture (MINAGRI)...... 112

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5.3.5 The role of the Ministry of Infrastructure (MININFRA)...... 113 5.3.6 The role of District Development Partners (JADF)...... 113 5.3.7 The role of the Community (Citizenery)...... 114 5.4 Coordination mechanisms and information sharing. 114 5.5 Risks and mitigation strategies: 115 5.6. District Communication and marketing strategy. 118 CHAPTER 6: MONITORING AND EVALUATION...... 120 6.1 Monitoring and Evaluation mechanisms 120 6.2 . Indicators, Data Collection and Reporting. 121 CHAPTER 7: COST AND FINANCING OF THE DISTRICT DEVELOPMENT STRATEGY ...... 123 References: ...... 197

TABLE 2:NUMBER OF ESTABLISHMENTS, RUTSIRO ...... 9 TABLE 3:PRODUCTION OF VARIOUS CROPS IN RUTSIRO DISTRICT ...... 10 TABLE 4:COOPERATIVES IN THE TEA AND COFFEE SECTOR, RUTSIRO ...... 11

CHAPTER 1: INTRODUCTION This introductory chapter briefly sets out the context and purpose of the District Development Strategy. And a brief description of the process used to elaborate Rutsiro District Development Strategy. 1.1. General Introduction The District Development strategy elaboration guidelines clearly states that: The Vision 2020 is remaining with less than four (4) years of implementation while the EDPRS 2 is entering its final year. The National Umushyikirano Council of 2015 resolved that the Vision 2050 should be elaborated. The concept note of the Vision 2050 was presented at the same forum in 2016 at which a target was set for Rwanda to become an upper middle income country by 2035 and a high income country by 2050. In the same spirit the National Strategy for Transformation (NST1) is going to be elaborated to cover the period 2018/19 to 2023/24. The elaboration of the long and medium term strategies are an opportune moment for the full integration of global and regional planning commitments including: the Sustainable Development Goals (SDGs), the EAC Vision 2050 and the Agenda 2063. (MINECOFIN, 2017). It is against the above background that, Rutsiro District Development Strategy (DDS) is crafted on the backdrop of accomplishments made in the ending District Development Plan (2013/14 to 2017/18) under the Economic Development and Poverty Reduction Strategy (EDPRS2) stewardship. The priorities identified and incorporated in this document are already broadly embraced in the National Strategy for Transformation (NST1) for a seven- year period 2018/19 to 2023/24 and other medium-term goals and aspirations of various related Sector Strategic plans (SSPs). It will ensure enhanced coordination, monitoring and evaluation of implementation of the district’s priorities by informing its MTEF and annual action plans and budgets.

1.2. Context and Purpose of the DDS All the 30 districts of Rwanda are required to develop a comprehensive medium-term Development Strategy for 2018-2024 (DDS). It is a medium-term planning framework that prioritizes the Local Government interventions planned for and aligned to different regional and national vision and strategies, importantly the National Strategy for Transformation.

Among the national documents on which the DDS is based on, the Vision 2020 with the main objective for Rwanda to become a middle income country. The vision has been mad

2 operational by medium-term national Strategies which started by Poverty Reduction Strategy Paper (PRSP I 2002-2007), The second was Economic Development and Poverty Reduction Strategy EDPRS I (2008-2012) and EDPRS II (2013-2018) with a priority given to accelerating growth, creating employment and generating exports. One of the principles on which EDPRS 2 and the above mentioned thematic areas have been built on is District-led development. Districts have been involved in elaboration and implementation of EDPRS 2 through District Development Plans (DDPs). DDPs together with sector strategic plans (SSPs) have been elaborated simultaneously to ensure coherence among national planning documents.

1.3. Objectives of the District Development Strategy. The overall objective of this District Development Strategy is to act as a source of reference for every intervention in the district by all the stakeholders and development partners. It will ensure enhanced coordination, monitoring and evaluation of implementation of the district’s priorities to improve the high quality of livelihoods and living standards of the people of Rutsiro District. The focus of this DDS is to contribute towards attaining the Rwanda’s vision of 2050 aspirations to become an upper middle income country by 2035 and a high income country by 2050.

1.3.1. The specific objectives:  Provide to the district a document containing the main issues identified by the public, opinion leaders, local authorities and proposed strategies to address these problems.  To develop a reference and a guiding document to all the interventions of District actors in the development.  To facilitate the linkage between national planning orientations with those of the District.

1.4. Elaboration Process of DDS In the process of elaborating the DDS, strong emphasis was put to its alignment to the national long-term development strategies including; National Strategy for the Transformation (NST1/ 7YGP), taking into account its three pillars: Economic Transformation, Social transformation and Transformational Governance. Achievements and lessons of Vision 2020 and EDPRS2, the aspirations of Vision 2050 and other associated commitments, Sector Strategic Plans (SSPs), global and regional commitments such as Strategic Development Goals (SDGs), East African Community vision 2050 and African Union Agenda 2063. Whilst taking into account the

3 remainder strategies in District development plans and embracing District potentialities, local development strategies (LED), imihigo performance and other specificities within the District.

1.5. Description of the Contents of each Chapter of the DDS

Rutsiro District Development strategy has the following 7 chapters:

 Chapter one is the introductory chapter which briefly sets out the context and purpose of the District Development Strategy. And a brief description of the process and methodology used to elaborate Rutsiro District Development Strategy.  Chapter two indicates the status of DDP (2013-2018) performance level, showing current status (progress of DDP 2013-2018), achievements and challenges in the District as well as what remains outstanding from planned priorities in the EDPRS 2. This section gives a detailed overview of the governance, social and economic indicators of the District. In addition, a detailed stakeholder analysis was made, by describing the key stakeholders active in the District at the time and their responsibilities. Full describtion of the methodoly used and key baseline information from the EICV4 and DH5.  Chapter three stresses how Rutsiro District Development Strategy is aligned with the National Policy frameworks and targets based on the main issues identified on the key baseline information from the EICV4 and DHS5.  Chapter four provides the strategic framework for the district to achieve its vision, mission, goals and therefore, contributing to the country's development. The chapter starts with the presentation of the district vision, mission and core values followed by the analysis of the district contribution to National Strategy for Transformation (NST1) and its three pillars (Economic Transformation, Social Transformation and Transformational Governance) and then it highlights the results chain showing the district outcomes, outputs, policy actions and targets to be delivered by the district during the DDS implementation period of six years (2018-2024).  Chapter five draws out key features of the implementation for the DDS, including:  Sequencing of interventions, including details of the interdependencies between programs / projects and how they should be implemented in the 6-years   Roles and responsibilities of partners and stakeholders in the District  Mechanisms for co-ordination and information sharing between stakeholders and partners in the District   The chapter also includes an analysis and discussion for risk mitigation strategies.  Communication and marketing strategy for the District.  Chapter six is the Monitoring and Evaluation Framework, this Chapter outlines any Management Information Systems in place in the District and their linkages to national management information systems. It indicates the key performance indicators and

priority actions for the period 2018/19 to 2023/24 and key programmes or projects.  Chpter seven outlines the costing and proposed financing for the District Development Strategy. Showing available funds to the District and funds to be mobilized and the likely sources of these funds.

CHAPTER 2: OVERVIEW OF THE DISTRICT

This chapter indicates the status of DDP (2013-2018) performance level, showing current status (progress of DDP 2013-2018), achievements and challenges in the District as well as what remains outstanding from planned priorities in the EDPRS 2. This section gives a detailed overview of the governance, social and economic indicators of the District. In addition, a detailed stakeholder analysis was made, by describing the key stakeholders active in the District at the time and their responsibilities. Full describtion of the methodoly used and key baseline information from the EICV4 and DH5.

2.1. District Profile Geography

Rutsiro District is one of the seven Districts that make up the Western Province, others being; Nyamasheke, Rusizi, Karongi, Ngorerero, Nyabihu and Rubavu. The district is strategically located along Kivu belt Road connecting southern Districts of Rusizi, Nyamasheke and Karongi to Rubavu in the North western part and linking these Districts to DRC Cong through Rubavu and Rusizi boarders. Rutsiro District being “a land of Agro mining industry and Tourism”. Have most touristic destinations of Mount Crete Congo-Nile and Lake Kivu coastal areas and its beautiful islands which are potential for Tourism.

The District has 13 administrative Sectors, 62 Cells and 483 Villages (Imidugudu) with an estimated total population of 324,654, of which 154,044 are males (47.4%) while 170,610 are females representing (52.6 %) according to the 2012 provisional population census results. The estimated total area is 1,157.3 km² with population density of 281 people per s.q.km, with an average annual growth rate of 2.0% (NISR, 2012 census).

MapSource: 1:Rutsiro www.rutsiro.gov.r Geographical Mapw

Climate.

District Rutsiro has a tropical climate characterized by a succession of rainy seasons and droughts with the average temperature between 20 ° and 24 ° C. Rainfall increases gradually as we approach the mountains chain of the Congo-Nile covered by Gishwati forest. The District has four seasons in a year which runs as follows: The small rainy season that runs from September 23 to December 21; the short dry season that runs from December 21st to March 21st; the long rainy season that runs from March 21 to June 21 and the long dry season that runs from 21 June to 23 September.

Hydrography.

Rutsiro District has significant water reservoirs dominated by Lake Kivu in the west and other several rivers which some head to the Congo basin and others flow to the Nile basin. The most important of these rivers which flow to congo basin are Muregeya, Koko, Nyangore, Gashashi Kimbili, Nyamwenda, Bihongora, Bikeneko and Sebeya. The rivers that flow to Nile basin include, Satinskyi, Nyamwotsi and Kiguhu. The water resource in Rutsiro is threatened by the high erosion risks due to high and teep slopes with arable lands, high mining activities also causes sedimentation into rivers.

Land forms and Soils.

The relief of Rutsiro District is characterized by a chain of mountains and plateaus with an average altitude of 2,000 m and 1,600 m. The relief of the District is further characterized by the Congo Nile Mountains hosting Gishwati natural forest. Rutsiro soils are basaltic, generally permeable and rich in iron. It is an acid soil pH with an average content of clay group karyokinesis. In some places along Lake Kivu, there are sometimes derived soils phyllodes, clay, hard, containing quartz crystals and semi - strongly leached quartz which are very susceptible to erosion and therefore less fertile.

Socio-Economic Environment Below is the District’s Population disagragated by Sectors, Gender and age groups. According to the ubudehe categorization report of 2017.

The table 1: District Population

No Sector Total Total population in 2016 population Category dessagragated by Gender in 2012 Male Female Total Age groups Total Under Above 16 years 16 years 24,166 Boneza 1 11,285 12,859 24,144 9,355 14,789 24,144 23,166 Gihango 2 11,275 11,984 23,259 9,650 13,609 23,259 Kigeyo 24,486

3 11,275 12,889 24,164 9,297 14,867 24,164 32,961 Kivumu 4 15,910 17,754 33,664 13,658 20,006 33,664 16,098 Manihira 5 8,045 8,918 16,963 7,019 9,950 16,963 33,440 Mukura 6 16,470 18,830 35,300 14,261 21,039 35,300 18,478 Murunda 7 10,094 9,210 19,304 7,880 11,424 19,304 22,805 Musasa 8 11,335 12,320 23,655 8,829 14,826 23,655 24,038 Mushonyi 9 12,219 13,348 25,567 9,377 16,190 25,567 25,822 Mushubati 10 12,884 14,169 27,053 11,095 15,958 27,053 28,971 Nyabirasi 11 13,980 15,951 29,931 12,854 17,077 29,931 28,589 Ruhango 12 13,844 15,506 29,350 11,726 17,624 29,350 21,634 Rusebeya 13 10,796 12,376 23,172 9,755 13,417 23,172

Total 324,654 159,412 176,114 335,526 134,756 200,776 335,526

District establishments and size and employement

The national establishment census of 2014 revealed that Rutsiro District has 4,126 establishments (businesses) with the huge majority (93.5%) being micro enterprises with one to three workers as table 1 below is indicating.

Table 1:Number of establishments, Rutsiro

Category of the Establishment Number of establishments Percent Micro (1-3) 3,940 93.5% Small (3-30) 235 5.6% Medium (31-100) 33 0.8% Large (100+) 8 0.2% Total 4,126 100% Source: National establishments census, NISR, 2014. Agriculture and agro-business

This section seeks to inform on the agriculture sector. It provides detailed insights on living conditions of the population in Rutsiro with regard to agriculture production. In Rutsiro District, some crops are above the national average such as maize (22% against 18%), climbing beans (18% against 13%) and banana (21% against 18%) as table 3 below indicates.

Table 2:Production of various crops in Rutsiro District

Cropping area (ha) Crop share (%) Crop production (MT) Crop yield (kg/ha) Crops Rutsiro Rwanda Rutsiro Rwanda Rutsiro Rwanda Rutsiro Rwanda Sorghum - 9,664 0% 1% - 12,835 - 1,328 Maize 7,987 210,191 22% 18% 13,864 505,887 1,736 2,407 Wheat 22 9,405 0% 1% 21 14,392 952 1,530 Rice - 8,507 0% 1% - 41,787 - 4,912 Ordinary beans 654 105,905 2% 13% 424 64,589 649 610 Climbing beans 6,779 119,226 18% 13% 11,236 189,362 1,657 1,588 Peas 643 20,762 2% 2% 542 16,271 843 784 Groundnuts - 14,048 0% 2% - 7,597 - 541 Soybeans 429 20,346 1% 1% 352 11,717 819 576 Banana 7,771 169,180 21% 18% 37,327 1,654,150 4,803 9,777 Irish Potatoes 4,856 90,162 13% 8% 74,027 1,432,045 15,244 14,119 Sweet Potatoes 3,359 52,784 9% 5% 26,606 500,049 7,922 9,474 Taro 501 8,476 1% 1% 2,419 56,027 4,831 6,610 Yam - 452 0% 0% - 1,371 4,657 3,030 Cassava 1,665 95,771 5% 9% 19,222 1,306,014 11,543 13,637 Vegetables 1,826 18,850 5% 0% 24,433 197,149 13,383 10,459 Fruits 490 10,078 1% 0% 5,131 123,789 10,477 12,283 Source: Crop Assessment Final Report, MINAGRI, March 2013 Agriculture offers agro-business opportunities through the commercialization of crops production. These opportunities are measured by the share of harvest sold (including households selling zero crops) which is 18.3% in Rutsiro District and below the national level (20.9%). In Rutsiro, the share of harvest sold for fruits and vegetables (12.8%) is slightly lower than that of staple crops (13.6%).

The irrigation needs to be strengthened to gain the opportunity to produce along the year. Environmental friendly drainage techniques have to be implemented with the aim of maximizing the production from the marshland.

One of the key pillars of our vision is to transform “Agriculture from subsistence” to a productive high-value; market-oriented farming that is environmentally friendly and has an impact on other sectors of the economy. The development of agriculture must help to eradicate hunger among the residents and boost the consumption, creating a multiplier effect of the general growth of the region. This will be an important focus in this Strategy. Challenges.

- Persistent droughts due to climate change which have affected negatively agriculture production. - Limited markets for Animal and agriculture produce. - Pests and diseases which affect agriculture sector. - Limited availability of improved seeds and other agriculture inputs such as fertilizers. - Limited facilities for post-harvest handling to minimize loss of agriculture produce. - Small farming plots which do not favor mechanization and the use of rudimentary farming methods. - Poor farming methods which encourage soil erosion. The SMEs/Cooperatives in Rutsiro District for coffee and tea

Coffee and tea are important crops for Rutsiro. The contribution of coffee and tea to the economy of Rutsiro are employment generation, income generation and increasing investment amongst others. The table below gives an overview of the range of cooperatives represented in this sector:

Table 3:Cooperatives in the tea and coffee sector, Rutsiro

No NAME OF SME OR COOPERATIVES SECTORS CELLS I. COFFEE WASHING STATIONS 1 COOPAC Kirorero Boneza Remera 2 SOCOR Coffee Boneza Bushaka 3 Kinunu Agroprocessing Indust. Boneza Kabihogo 4 Bwishaza coffee Gihango Bugina 5 SACOF Kigeyo Kigeyo Nkora 6 Ingoboka Kigeyo Buhindure 7 Cyimbiri CWS Kigeyo Nkora 8 COOCAK Kigeyo Kigeyo Nkora 9 COOPAC Kabirizi Kivumu Ngazo 10 Rwinyoni CWS Kivumu Ngazo 11 Cyebumba CWS/CAFERWA Kivumu Karambi 12 Cyondo CWS Kivumu Karambi 13 Musasa CWS Musasa Nyarubuye 14 COCAMU CWS Musasa Gabiro 15 COOPAC Gishamwana Mushonyi Kaguriro 16 Mushonyi CWS Mushonyi Magana 17 Nkora CWS/CAFERWA Mushonyi Kaguri 18 KOPAKAMA Mushubati Mushubati Mageragere 19 KOPAKAMA Nyagatare Mushubati Sure II. TEA FACTORY 1 RUTSIRO TEA FACTORY Manihira Tangabo Source: Rutsiro District Annual report July 2016 Land

One of the major inputs in agricultural production is land. Rwanda is a small country with total arable land about of 1.4 million hectares. Given a growing population combined with strong reliance on agriculture, it is clear that land is one of the scarcest resources in the Country and the following are the classification categories of households to cultivate land as: Very small cultivators (under 0.3 ha), small cultivators (0.3 to 0.9 ha), medium cultivators (0.9 to 3 ha) and large cultivators (more than 3 ha). The mean size of land cultivated per household in Rutsiro District is 0.57 ha, which is slightly below the national average (0.59 ha). Most households (84.4%) in this District cultivate under 0.9 ha of land (EICV 3). Challenges.

- Limited knowledge by the community regardless land use master plan. - There are still unregistered parcels of land and land regularization from one individual to the other still a challenge. - There are also cases of land-related conflicts due to the ignorance of land law. Mining sector

Mining in Rutsiro District is among the main industrial sectors and represents 1.4% of employment, whereas the national average is estimated at 1.0%. Rutsiro District has important deposits of Cassiterite, Coltan, and Wolfram as well as stone and clay deposits. However, research is required to determine how best to engage in mining in the District and to develop appropriate techniques and capacities. From April 2011 to April 2012, the total mining production in Rutsiro District was of 772,098 kg amounting to 5.79% of the total national production which is estimated at 9,148,980 kg of minerals. The key exploited minerals in Rutsiro are Wolfram, Coltan and Cassiterite. Due to the big number of investors already operating in the sector, the production can be increased by professionalizing exploitation and processing methods, ensuring access to electricity as well as capacity building among local population. An increase in production creates jobs in the area, increased tax revenue and leads to economic development.

Rutsiro District Baseline information from EICV 4 and DHS5

Demographic features of Rutsiro District.

The estimated total population of Rutsiro District in 2012, as provided by NISR, was 324.654. This represents 13.7% of the total population of Western Province and 3% of the total population of Rwanda. Female comprises 52.6% of the population of Rutsiro District and the male represented 47.4%. The population aged between 0-19 years old represents 57.2% and the population aged between 20 and 49 years old represents 34.2% whereas 50 to 85 years old represents 8.7%. (NISR, 2012).

Poverty situation.

The poverty line defines a level of household consumption per adult below which a household is deemed to be poor. The poverty line used here is set with reference to a minimum food consumption basket, which was judged to offer the required number of calories required for a Rwandan who was likely to be involved in physically demanding work, along with an allowance for non-food consumption. An extreme poverty line was also set as the cost of buying the food consumption basket if nothing was spent on non-food at all; this line corresponds to FRW 83,000 and the poverty line corresponds to FRW 118,000. (EICV3, 2012)

Rutsiro District is ranked ninth country-wide with a high percentage of extreme-poor and poor people. In Rutsiro district 51.4% of the population is poor with 23.6 % extreme-poor. In the Western Province, Rutsiro is the second poorest district after Nyamasheke and at national level, Rutsiro ranks fourth after Nyamasheke, Gicumbi and Gisagara (EICV 4, 2015). Literacy and unemployment

The literacy rate in Rutsiro District (64.2%) is lower than the national average (69.7%). Adult literacy rate is for 73.4 males and 59.4 for females. Overall unemployment rate is 2.5% and youth unemployment is 1.8%. In terms of employment, the overall employment rate is 86.3% of resident’s population aged 16 years and above and the economic inactivity rate is 13.7%. The population aged 16 and above are mainly employed in the agriculture sector (78%), followed by trade (8%). All other significant sectors including industries represent less than 3% each. According to (EICV4, 2015), 97.5% of the population don,t know how to use computer and only 2.5% are computer literate. This indicates that there is a gap in digital penetration and literacy. (a) Health Status Indicators

Demographic and Health Surveys (DHS5)

The National Institutes of statistics of Rwanda conducted a survey on Demographic and Health Survey (RDHS) to collect on demographic and health indicators such as family planning, maternal mortality, infant and child mortality, nutrition status of mothers and children, antenatal care, delivery care, and childhood diseases. Percentage of children under age 5 classified as malnourished in Rutsiro is 16.9 (DHS, 2014/15). Birth registration of children under age 5

Registering a child’s birth with civil authorities establishes the child’s legal family ties and his or her right to a name and nationality prior to the age of majority. It gives the child access to social assistance through the parents, including health insurance, and establishes family lineage. Registration of a child with civil authorities, if performed

13 correctly, also provides a reliable source of socio demographic statistics. In Western Province, 55 percent of children have been registered with the civil authorities compared to 56 percent at the national level. The percentage is highest in Rusizi (88 Percent) followed by Karongi and Nyamasheke (68 percent each), and it is lowest in Rutsiro District only (27 Percent) (Source DHS, 2014-15). Health insurance coverage.

The percentage of household’s members with health insurance coverage in Western Province is 69 percent of the population compared to 71 percent at national level. And in Rutsiro District it is 69 percent as well. This figure is very low and there is a need to increase the Health Insurance coverage in the District (Source DHS, 2014-15). Teenage pregnancy and motherhood.

In Western Province young women age 15-19 who have begun their child bearing in their teenage age is at Six percent against 7 percent at the national level. At district level, the percentage of women age 15-19 that have begun childbearing varies from 4 percent in Rutsiro and Nyamasheke to 8 percent in Rusizi District. These numbers of teenagers who get pregnancy before maturity age of 21 years (by the law) is high, according to the MoH reports, the number of deliveries 16 to 19 years (Teen Mothers) in Rutsiro is 391 (MoH, 2016). . This situation indicates that the size of the household will continue to increase in size, if not addressed (Source DHS, 2014-15). Marital status.

The term married refers to men and women bound together legally, while living together refers to couples cohabiting in informal unions. People are considered never married if they have never been married or lived together with a partner. Ever-married people include those who are currently married as well as those who are living with a partner, widowed, separated, or divorced.

The percentage of men and women who never married legally in Western Province is 39 percent of women age 15-49 and 46 percent of men compared with the same figures in Rutsiro District 34 percent for women and 37 percent for men. These figures indicate the highest percentage of legally unmarried people in Rutsiro District which in most cases cause domestic conflicts and also it is against the laws. Hence there is a need for multiple campaigns and sensitization to the community to get married legally. (Source DHS, 2014-15). Birth interval.

Birth intervals, or the length of time between two successive live births, are important not only because they influence the health status of both mother and child but also because they play a role in fertility analysis and in the design of reproductive health programs. Short

14 birth intervals (less than 24 months) are considered harmful to the health and nutritional status of children and increase their risk of premature death.

The median interval between births is 34.2 months in the Western Province compared to 35.8 In Rustiro District which is less than National average of 38.5 months, this requires an increase of birth months in Rutsiro District (Source DHS, 2014-15).

Median age of first birth.

The results from DHS5, indicate that the median age at first birth for women age 25-49 in Western province is 22.5 years as compared to 22.7 at national level. And at the Districts level, the highest median age at first birth is 23.3 in Nyamasheke and Rutsiro District is at 22.2 which are among the lowest districts in the Province which means that Rutsiro women give births at early age (Source DHS, 2014-15).

Use of Contraceptives.

According to DHS5 results show that 47 percent of married women age 15-49 in the Western Province are currently using any family planning method, among them 41 percent are using any modern method, and 6 percent are using any traditional method, whereas in Rutsiro District 49 percent are using any method and among them 42 percent are using modern method and 7 percent are using traditional method. This indicates that more sensitizations in the community are required to raise the use of modern contraceptives in the District. Demand for family planning.

Results from DHS5 report indicates that the total demand for family planning among currently married women in the West Province (70 percent) is relatively the same as at it is at the national level (72 percent). At the District level, Rutsiro district is at (70 percent). These figures show that there is little knowledge or information about the usefulness of family planning programs within the Community. Therefore more efforts to sensitize the community for family planning programs are required in Rutsiro District. This is further stressed by the low level at which women and men receive family planning messages in Western Province, with 41 percent of women and 56 percent of men having heard the message over the radio which is the most widely accessed source of family planning messages, Four percent of women and eight percent of men reported having seen a family planning message on television; while 5 percent of women and 9 percent of men reported having seen a family planning message from or in a newspaper/magazine in the West Province. It is also important to note that, 58 percent of women and 43 percent of men in West Province have not been exposed to any family planning messages in any of the three specified media sources. This information indicates the level of

15 need for dissemination of family planning messages not only in Rutsiro District but also the whole Province

Early Childhood Mortality.

Important definitions:  Neonatal mortality: the probability of dying within the first month of life  Infant mortality: the probability of dying between birth and the first birthday  Under-5 mortality: the probability of dying between birth and the fifth birthday

The RDHS 5 has explored the early child mortality rate from women who participated to the survey and the results show that in Rutsiro District Under5 mortality is highest with 79 deaths per 1,000 live births and lowest in Nyamasheke, 17 deaths per 1,000 live births These figures of under 5 children who died is still big and strategies to reduce the number of deaths should be put in place to improve this situation. Nutritional status among children under 5.

Nutritional status of children under age 5 is an important measure of children’s health and growth. In Western province, 45 percent of children under age 5 are stunted (too short for their age), in Rutsiro District stunting is quite evident with 46 percent, and this figure is big in the District, strategic measures to improve nutritional status should be strengthened. Use of Insecticide Treated nets (ITN).

Malaria has been a major cause of morbidity and mortality in Rwanda for several years, with periodic epidemics in high-altitude areas. This section presents the 2014-15 RDHS household- level findings on use of mosquito nets, and malaria prevalence particularly among children under age 5.

The proportion of the population that slept under an ITN the night before the survey is relatively low in the Rutsiro district (37 percent) compared in Nyamasheke District (70 percent). And the percentage of children who slept under any an ITN is highest in Nyamasheke (74 percent), and lowest in Rutsiro District only (48 Percent). These figures call for urgent strategies for campaign awareness of malaria prevention by the use of mosquito nets among women and children in Rutsiro District. Comprehensive knowledge about HIV transmission.

The 2014-15 RDHS explored the level of understanding of the causes of HIV Aids in Western Province and the results indicate that some Rwandan adults lack accurate knowledge about the ways in which HIV can and cannot be transmitted. Nevertheless, more than 51percent of women age 15-49 and 60 percent of men at the same age have comprehensive knowledge about HIV/AIDS; that is: a healthy-looking person can have the AIDS virus and are aware that the virus cannot be transmitted by supernatural means or

16 by sharing food with a person who has AIDS or by a mosquito byte. However Rutsiro district in Western province is the lowest with only 39 percent among women and 60 percent among men. Multiple campaigns on HIV transmission are needed within the community especially among women.

Attitudes towards accepting those living with HIV/AIDS.

Widespread stigma and discrimination toward those living with HIV can adversely affect both people’s willingness to be tested for HIV and their adherence to antiretroviral therapy. Thus, reduction of stigma and discrimination against people living with AIDS is an important indicator of the success of programs aimed at preventing and controlling infection. The DHS 5 report indicates that this attitude is lowest in Rutsiro District with (36 percent). Among women and 58 percent among men compared to 46 percent of all women and 62 percent of men in western Province. The results show that Rustiro District is below average of the Province and therefore awareness campaigns are needed.

(b) Basic Infrastracrure Status

Household durable goods.

The DHS5 results indicated that the four household durable goods namely Mobile phone, Radio, Television and Computer are owned in Western Province in the following percentages, Mobile phone 58 percent, Radio 46 percent, TV 6 percent and computer 2 percent compared to Rutsiro District 48 percent, 52 percent, 2 percent and 1 percent respectively. This shows that Rutsiro District is below average to possess these goods and yet they are very important in a household. Whereas according to EICV4, 52.2% own radio, 1.1% have computer, 50.2% own mobile phones and 2.2% have TV sets. Therefore there is a need to put up strategies to increase them in the whole district given their importance in terms of education and information sharing. Type of Settlement, dwellings, construction materials and rain water catchment.

According to EICV4, 76.2% of Rutsiro residents are settled in Imidugudu, 3.7% settled in unplanned clustered rural housing, 20% in isolated rural housing and 0.2% in small settlement. 98% of households (HHs) live in asingle house dwelling, 1.7% in multiple HH dwelling and 0.4% live in group of enclosed dwelling multiple household. The construction materials used is as follows: Wall materials; 88% use mud bricks, 8.1% mud bricks covered with cement, 2.2% Tree

17 trunks with mud and 1.8% oven firebricks. Roofing materials: 0.2% use thatched or leaves, 5.6% metal sheets, 93.9% clay tiles and 0.2% use plastic or plywood. Furthermore, 24.2% of Rutsiro households have rain water catchment system, 1.3% with rainwater tanks, 19.8% ditch and 3.1% piped away system. Water and sanitation.

The usage of improved water in Rutsiro District is at 77.5% of households, the main source of water is protected spring which is used at 53.4%. However 22.5% of Rutsiro Community uses unimproved water which is higher than National level which is at 15.3%. 135 of households use water of unprotected spring and 0.7% unprotected well. In as far as sanitation is concerned; Rutsiro District is at 83.4% of improved sanitation with about 8.1% of households with pit latrines without slab, 8.5% households without toilet facility and 72.8% of Rutsiro households share toilets. Wastemanagement system facilitites indicate that 51.7% of households use compst heap and 47.3% throw gadbagge in the bushes, (source EICV4). Status of Roads and transportation in the District.

The roads in Rutsiro District are not in agood shape, according to EICV4 results indicate that, 73.2% of roads are regularly used, 16.6% are often, and 8.4% are some times used while 1.7% of roads in Rutsiro district can not be used at all. Due to poor road networks, public transport is limited whereby 39.9% of Rutsiro residents don’t use public transport, 34.4% sometimes use it and only 17.4% use it regularly. This indicates that Rutsiro district need to invest heavily in the construction of road networks to foster development, (source EICV4).

Education Attainment.

The proportion of women who attained primary school in the Western Province is (65 percent and 70 percent, respectively), and in secondary education level, the proportions are 13 percent for both women and men compared to Rutsiro District with only 9 percent among female and 10 percent among men. Rutsiro District is one of the lowest Districts in the Province in this field and also female are less to attend schools compared to male; there is a need to establish the reasons for this so that numbers are increased. (Source DHS, 2014-15). Net attendance rate.

The net attendance rate among children in schooling age (7-12 in primary and 13-18 in secondary), shows that the net attendance rate in primary school is almost universal in the West province (91 percent for male and 93 percent for female) and it is almost the same at the national level (91 percent for male and 92 for female). Variation among districts of the West Province among female is from 98 percent in Nyabihu to 88 percent in Rubavu District,

and from 97 percent in Rutsiro to 82 percent in Rubavu District among male. As shown by the above figures the net attendance rate in Rutsiro District is below the Province average, the possible causes for this should be found and corrected to increase the net attendance rate (Source DHS, 2014-15). Gender gaps in education Regarding enrollment in TVETs, the Technical Secondary Schools (TSS) Enrolment stands at 297 for males and at 246 for females. The gender gap is most pronounced in VTC enrolment (1,193 boys; 8 girls) (WDA, 2015). The drop out rate is an issue for boys in primary (6.3 boys; 4.4 girls) and is higher for girl’s secondary school (12.6 boys; 17 girls) (EICV4, 2013/14).

2.2. Overview of District Achievements during DDP Implementation Rutsiro’s District Development Plan was inspired by Vision 2020, 7YGP, SDGs and EDPRS 2 thematic areas and Sector Strategic Plans during its elaboration. Its purpose is to give a strategic orientation of the District development process in Economic, Social and Governance sectors. Since 2013 up to 2017, Rutsiro District has been registering important progress in the main sectors covered by its Development plan. The tables below indicate the key indicators that measure the progress registered in the implementation of Rutsiro DDP. It mainly highlights major achievements against what had been planned, what has not been achieved and the possible challenges this District encountered. This part also indicates the key priorities which must be carried forward into the District Development Strategy (DDS), it is also important to indicate the current potentials or opportunities in the District which will support the implementation of DDS 2018-2024.

Table 5. DDP performance achievements.

Priorities per sector DDP output indicator Baseline 2013/14 Targets 2017/18 Achievements

I. Agriculture 20,900ha) 9,600 ha Land consolidation (97.8% of land 20,442ha (30%) consolidated) To enhance agriculture Protection of topsoil by 32.9% 60.6% production progressive and radical 16,391.3ha (9.193 ha) (27,017ha) terraces Marshland development 0 100 ha 0 and irrigation

Mechanization (utilization 6,461 ha 0 of tractors) 1,161 ha Utilization of fertilizers 8kg/ha 45kg/ha 23.5kg/ha (organic and mineral) Utilization of improved 5% 100% 72 seeds To increase agriculture Improved proximity productivity advisory services by 50% 100% 75 motivating farmer promoters Extension of high potential 65% 100% 76 food and cash crops Promote improved breeds 3.6% 80% 35 of livestock especially cow 90% of HHs Promotion of small livestock 61,3% owning farm- 78 (pig, goat, poultry, …) animals. Promotion of animal health, skills in agro-vet by Fighting against diseases 30% 95% 72 (Vaccinating the livestock To increase animal and putting in place production and veterinary pharmacies) productivity Develop fish farming by 13 model pond 11 cooperatives capacity building of fichers’ fishes and 70 in Not available in lake Kivu cooperatives cells, Isambaza collection centre 1 collection center and 5,000 fishers trained; Promote beekeeper’s 25 cooperatives, 9 cooperatives/ cooperatives and build their 20 000 members 13 cooperatives 327 members capacities; trained; Construct milk collection 6 milk collection 3 milk collection 2 centers (amakusanyirizo) centers centers Construction of slaughter 0 5 1 houses (amabagiro) Construct markets for Develop the agricultural 2 6 0 livestock post-harvest handling Coffee washing stations 15 18 19 storage system Tea factory 0 2 1 in process at Maize processing 0 1 Mushubati Sector Fruits processing 0 1 1 at Gisiza (pineapple)

Honey processing 0 2 1 at Kigeyo

1. Urbanization Sector Implementation of Rutsiro Implementation of Rutsiro urban development urban development master 0 1 1 master plan plan Increase number of HH Elaboration of 39 new plans 53,5% 100% 87.5 living in settlement areas for rural settlement sites - 160 layout plans for rural settlement sites; - Put in place Promote grouped roads, trees Increase the rural settlements by putting in 39 plans for rural along roads, settlement sites with basic place basic infrastructures, 143 settlement sites health post, infrastructures pilot rural settlement sites nursery school and IDP model villages and other basic infrastructures - 5 IDP model villages Implementation of urban Development of urban centers development 0 4 1 centers master plan III. Private sector Increase accessibility to Land consolidation for large 30% 20,900 ha 3864 ha agricultural land (Raw scale investment (9,600 ha) (18.5% of land) materials for agro- processing industries) Increase and improve Develop long-term financing 0% 80% Not available adequate financing schemes and proactive schemes for long-term investment promotion for investment (no long-term rapid development agricultural financing, Access to finance for SMEs) Promote private sector Increase private investment 2% 50% Not available participation through in key sectors (agriculture providing conducive and livestock, tourism, environment industry, trade and

transport) Development of tourism 0 26 3 sites Construction of hotels 0 6 1 Construction of handcraft 0 4 handcrafts 1 handcrafts centers and selling points centers, 15 outlets Construction of modern 1 4 0 markets IV. Youth Construction of Agakiriro 0 4 centers with 1 centers 6,000 off-farm jobs created per year Development of income Implement the YEGO SE 0% 100% 1 generating activities for program through TVET youth and increase education employability through Create and strengthen new 6 150 3 skills development Youth cooperatives Engage financial institutions 0% 50% Not available and develop relevant youth products District Genocide Construction of Genocide 2 6 Not available memorial sites memorial sites Development of sport Construction of 0 4 infrastructure and sport multipurpose playgrounds Not available clubs Construction of stadium 0 1 Not available Create district teams in 0 6 Not available different disciplines and folkloric troops Promote the culture of Construction and 0 1 Not available reading to increase equipment of library knowledge Reproductive health and Creation of 36 new clubs 13 49 Not available prevention against against HIV/AIDS HIV/AIDS V. Energy Increase the accessibility Raise the accessibility to 0.4% of HHs using 75% of HH 20.7% (14884HHs) of HH to the electricity electricity connection electricity as main light source Reduce the use of wood Promotion of new sources 9.2% 50% 222 Biogas as source of energy by of energy (Biogas and Solar) promoting other sources (e.g : solar and biogas)

VI. Transport Improve riding quality, Construction of new roads 150 km 350 km 176km mobility and accessibility Rehabilitation and 1,500 km 1,500 km 195km to roads network and maintenance of existing other transport facilities feeder roads Develop water transport in 0 5 Not available lake Kivu by putting in place boats Construction of paved roads 0 30km In process Develop water transport on 0 4 0 lake Kivu by constructing 4 modern ports Develop water transport on 0 2 0 lake Kivu by putting in place 2 boats Construction of taxi park 0 2 In process Increase the accessibility Construction of petrol 0 2 In process to public transport stations services Construction of car washes 0 2 Not available VII. Environment and natural resources Soil protection Creation of benching 1,124 ha Radical terraces Not available terraces (3,124ha), progressive terraces (1,181ha) Security of land tenure Insurance of all land leased 70% 90% 85% trough systematic land hold titles availed registration ensured Protection of lake Kivu Protection of Lake Kivu and 70% 100% 81 and rivers’ banks and Cyimbiri, Satinsyi and Nkora watersheds rivers Improve the quality of mine 0 1 0 Certification of mine sites products by putting in place with efficient water and mine processing unit waste management Inspections in mining 34.5% (5/13) 100% 100 (13/13) system; safe and secure concessions and sensitizing working conditions miners on their role in environment protection Finalization of land mapping 61.5% 100% of land 85 Sustainable and rational and registration mapping and land use in Rutsiro registered ensured through land use Training of District officials 1 Officer trained 13 staff trained 5 planning and mapping in GIS and LAIS in GIS and LAIS. District land registry District connected to LAIS 0% 100% Not available

23 maintained and sustained Construction of District land 0 1 1 by strengthening land Bureau administration institutions Increase the forest cover 12% 30% 25 Sustain the ecosystems 70% 100% of 90% Gishwati and Mukura rehabilitated Increase knowledge in trees 65% 100% of 75 post harvesting charcoals Forest development and technologies makers trained protection of environment on modern technologies. Sustain the management of 13 26 cooperatives Not available forest biodiversity and critical ecosystems Enhancement of agro- 48% Up to 85 % of 62% forestry systems for farmlands farmlands VIII. Water and sanitation Increase the accessibility to 59.9% 100% 82.7 improved water source Rehabilitation of existing 2 2 3 Accessibility to improved Water Supply water source Extend the water system 250km 900 km ? supply Construction of new water 2 9 4 supply Increase accessibility to 63.4% of HHs 100% Not available improved sanitation by education and sensitization of population Accessibility to improved Increase the rate of 45% 100% Not available sanitation population access to public improved sanitation by construction of public sanitations Liquid and solid waste Increase the level of liquid 62,7% 80% Not available management and solid waste management IX. Financial Sector development Expanding bank network 35% 90% 85% Increase financial inclusion Promoting innovative 0 70% 50% financial products

24 and access Strengthening Umurenge 6 13 7 Sacco Creating District Sacco 0 1 0 Increase the agriculture Sensitize the financial 1% 20% Not available loans especially for institutions and put in place women and youth through the fund for guarantee their cooperatives XII. ICT Improve the coverage of Connect all public and Fiber optic cable Fiber Optic 3 existing access network (IT private institutions to the at district office infrastructure infrastructure) in the fiber optic accros all District district for easing doing business and accessing information Raise the awareness and Provide IT equipment (all 50 computers 385 IT 260 penetration of ICT public institutions and equipments facilities schools) Promote the construction of 1 62 0

ICT “Kiosque” at Cell level Construction of new BDC 2 6 3 Computer skills and Increase skills in computer 16 District staffs 50% of teachers, 80% Internet literacy and internet skilled 242 district staffs Construct and equip the 0 47 secondary 47 secondary laboratories of computer in schools with schools have

secondary schools including computer computers but not 12YBE laboratories laboratories XIV. Justice, Reconciliation, and Law and orders Rule of law, accountability Fighting against corruption 90% 100% Rule of law, and competitiveness accountability and competitiveness Development of culture of 85% 95% transparency and accountability Universal access to quality Reinforce the Abunzi basic 85% 100% Universal access to justice structures quality justice Access to legal aid 66% 95% Not available Execution of court 93% 100% Not available judgments Reinforce reconciliation and 87% 90% Not available social cohesion XV. Education sector Accessibility to basic Construction of new Pre- primary 24 100 class rooms. Not available

25 education for all classrooms for pre-primary Primary 900 class 400 Not available schools, classrooms for rooms. primary school and Secondary 240 300 Not available secondary school class rooms. Primary school completion Enhance population skills 50.6% 82% Not available for girls especially women’s Development of TVET Construction and 1 13 Not available schools equipment of new VTC Construction and 1 1 Not available equipment of district TVET Quality of teaching Construction of schools of 1 3 Not available excellence Construction and 3 20 Not available equipment of laboratories Construction of Teachers’ 0 26 Not available Hostels Tourism and hospitality 0 1 Not available school University 0 1 Not available

XVI. Health Sector. Not available

Accessibility to the Construction, extension, 1DH and 17HCs Extension of 1DH Not available health facilities and rehabilitation and and 2HCs services equipment of Health 1DH and 17HCs construction of 1 Not available Infrastructures new DH, 3HC and 35HP 1 office for MUSA 18 offices with Not available 107 rooms +18 toilets Increase the adherence to 100% Not available health insurance 78% Increase the rate of 50% Not available population with access to family planning services 26,9% Sustainable and responsive 100% Not available system of medical products 20% in place (2 Pharmacies) Improve the capacity of Not available transport to ensure health 26.3% 100% services Improve the equipment and Not available maintenance facilities in DH 60% 100% and HCs Improved skilled human 3 Dr/100 000 1 Dr/10, 000 Not available

resources - development and management 1 Nurse/ 1500 1 Nurse/ 1000 Not available

1 Midwife / Midwive Not available 323,251 1/25,000 1Lab tech / 12941 1LT/10,000 Not available

Not available

Low level of use of Move to malaria elimination 59,1% of Malaria Not available impregnated mosquito coverage mortality rate nets lowered to less than 5% Insufficient of integration Reduce the incidence of HIV 100% of HC Not available of HIV/AIDS services in in the general population. 63,1% providing Health centres HIV/AIDS services Lack of an oversee Reduce NCD 100% of cases Not available coordination at district 0% monitored and level of NCD reduced to 60% Cases of Sexual and Strength interventions 100% of HC with Not available Gender-Based Violence against SGBV at all levels. 0% Isange programme XVII. Social Protection sector. Enhanced and sustained Creation of database for 55% 100% Not available equitable livehood each category of all opportunities and food vulnerable groups security with a focus on vulnerable groups Construction and 65% 100% Not available rehabilitation of houses for (3,257) (5,011) vulnerable groups Distribution of cows to the 4,073 HH 5,683HH Not available poor hhs with more than 0.9ha of land cultivated Distribution of small 2,623HHs 36,452 HHs Not available livestock to the poor Households including the extremely poor households with less than 0.9ha of land cultivated Support financially 0% 80% of IGA Not available vulnerable Income Generating Activities

Pay health insurance for 2,145 44,716 Not available people from extremely poor families XVIII. Public Finance Management. Increase absorptive Reinforce the planning and 85% 100% Not available capacity of the budget the budgeting units Integrated filling system in Upgrade financial 59% 100% Not available financial management management information documents. system (FMIS)

Emergence tender not Increase the staff in charge 1 3 Not available planned that hamper the of procurement procurement plan, the poor filling and documentation

XVIV. Decentralization sector. Service delivery quality Increase satisfaction of 66% 100% Not available and timeliness parameters citizens in the quality and timeliness of services Improve the Construction, Extension, 31 cells offices 31Cells, 4 Not available administration offices rehabilitation and out of 62, 9 sector sectors Offices equipment of cells, sectors offices out of 13, and the District and district offices Small office of Office District , poorly equipped Increase women in key Respect gender issues Less than 30% At least 50% Not available positions Source: District reports, 2017

2.3.Remain outstanding issues from planned priorities in DDP 2013- 2018 The following interventions were planned in the DDD 2013-2018 but not realized 100%. They are still relevant to the development of the district and are planned in this DDS 2018/2024.

Table 6: Remaining outstanding issues from EDPRS priorities SN Indicator EDPRS Target (%) Status in Rutsiro District

1 Poverty reduction Less than 30 51.4

2 Extreme poverty 9 23.6

3 Settlement status in Imidugudu 76.2

4 Household with access to electricity in 70 26 rural area

5 Rural households within 500 m of an 100 78.6 improved water source

8 Citizen satisfied with service delivery at 85 82 local government

10 Contraceptive utilization modern methods 72 38

12 Infant mortality rate/ ‘000 22 31

As it is indicated in the table above, the indicators are still what was targeted in EDPRS 2 and this calls for attention in the planning in order to achieve the remaining targets.

2.4. Key District economic potentialities Rutsiro District is having enough potentialities that can be the backbone of its economy. To begin with, there is an availability of suitable land for agribusiness activities, like coffee and tea production, banana, maize, beans, cassava and sweet potatoes. Furthermore, there are also mineral deposits and quarries for mining development (coltan, cassiterite, clay, stones and sand), opportunities in the tourism sector due to Rutsiro’s close proximity to Lake Kivu and forests.

Table 7: Potentialities of Rutsiro District

Potentiality Project

Suitable lands for Agribusiness Coffee production and Tea production

Food crops Production: cassava, beans, banana, Maize and sweet potatoes Attractions for Tourism Development Develop Touristic sites around Lake Kivu (beaches, ...)

Lake Kivu Maritime transport

Fishing Fishing Production and Fish processing

Abundant Human Capital for Education Skilled workforce And Skills

Mining Mining industry

Horticulture Tamarillo, Pineapple and Passion fruit

Growing Market Demand for Infrastructure, Real Estate, General manufacturing, ICT, Manufacturing and Service Industry Financial services Development Education and health services

Water Resource for Energy Generation Hydropower

Mineral Deposit and Quarries for Wolfram, Cassiterite, Coltan, Gold, Beril, Clay, Mining Development Sand and Stones

Forest for Agri-Business Honey

Arts and Crafts for Manufacturing Arts and crafts Development Source: Rutsiro LED Strategy 2017/24

Table 8: SWOT Analysis.

N° Sector STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Economic Transformation

1. Agriculture 1. Arable and fertile land. 1. Feeder roads not The cash crop The price of 2. Rutsiro district is a hub of tea, coffee, maize, crops maintained production (Coffee, agriculture products (coffee, tea, Maize, Beans, 2. Hectars of lands that are Tea) that is wanted depends upon the irish potatoes, bananas, fruits, vegetables,...) not exploited on national and international market. 3. forests 3.The agriculture is still international The climatic changes extensive/traditional market. lead to fluctuation of 4. the production processing Are there no other agriculture season is limited to coffee; products besides and production. coffee and tea that are promising? Livestock 1. Climate that is favourable 1. domestic animals are not -The ISAMBAZA - Animal diseases for livestock farming (Gishwati, Mukura,..) sufficient Production widely - Climatic changes 2. Cooperatives involved in 2.Milk Collection Centres needed on the livestock. 3. Kivu lake for pisciculture. (MCCs) are not insufficient market. 4. Forests for beekeeping and some of them not -Animal products functional that have a market 3. No animal feed in Rubavu even in manufacturing industry DRC (Cheese, meat, available in Rutsiro. milk, hides and skin, 4. Traditional farming honey) systems dominate. 5.Fish farming is still in germination

6.Beekeeping in traditional style 2. Private sector 1. Only market Congo –Nil, 1. Scarce of modern market, 1. Kivu lake that links 1. Dangerous wind in Development & Rambura are constructed and Nkora cross border Rutsiro district with Kivu lake. Youth 2. The list of taxpayers is market that is not DRC and 2. Inflation of Rwandan available. constructed. neighbouring districts francs. Employment 3. Good service delivery 2. No commercial building (cooperation, Topography of the 4.We have the financial available in our district. movement of goods district (relief) has to a institutions available 3. No commercial banks and persons) given extent influence (BPR, SACCO’S 13, available in our District. 2. Tourist, vistors are on some development 4.No insurance companies activities. INKUNGA, CLECAM, coming and visit available in our District Rutsiro District. UMWALIMU SACCO) 4. No selling Points 3. The natural 3. Mortality due to 4. We have undeveloped 5. Beaches around Kivu Lake resources production sliding during mines beaches on Kivu (Maziba, are not developed. (mines and forests) extraction. Giseke, Muramba, 6. Mining industry is still that has local, Nyagasambu, Ngugu...) traditional national and at 5.We have different plots international level. around Kivu lake that are 4. We have BDF that suitable for hotel guarantees the construction credits for youth and 6. Religious tourism in women. Gihango sector. 7.Rutsiro is a mining hub

3. Transport 1. We have roads 1. the roads that connect Many tourists are -Limited availability of connecting sectors and Rutsiro district to coming to visit the transport equipment district (Rubavu-Rutsiro- neighbouring districts are Lake Kivu and (Modern boats) that not maintained and the Religious sites need import from Karongi). feeder roads are not -The traffic in water outside 2. Marine transport 32

(Lake Kivu) maintained between Rwanda (Karongi-Nkora- 2. No transport companies and DRC Brasserie); available in our district; No modern boat on Kivu Lake

4. Energy Hydropower plants 82% households don’t Many tourists are The topography of available (Nkora, have access to electricity; coming to visit the the district is not Cyimbiri, Gashashi and business do not have Religious sites favourable to some Murunda) access to electricity especially on infrastructures. Assumption day (also Kivu lake) 5. Water and Accessibility to water is 11.4% of the households Sanitation 76.8% (Nyabirasi- don’t have access to Kivumu,Rundoyi- water. Ruhango- Musasa,Murunda- Rusebeya – Mukura,Kagugu- Gihango,Mataba- Kabeza-Mushubati, Akariba ka Ruganzu- Boneza,…); 6. Urbanization and  Existing IDP model  Unskilled labor in the  Availability of local  Environmental Rural Settlement villages providing access to housing industry building materials degradation basic services with an  Informal settlements  Rural urban  Available organized setting to the arising (urban Sprawl) migration. urbanization policy locals.  Limited basic Population leaving in  Upgrading of informal infrastructure in rural High Risk zones

settlements and making areas. layout plans on going  Relocation of households from high risk zones

7. ICT 1. Cell phone 2. Internet coverage is not Frequent damage of communication is high in sufficient; poor road ICT infrastructures our district network (ICT) due to 2. optique fiber passes thundering from Rubavu-Rutsiro- Karongi 3. Network towers available (TIGO, MTN AIRTEL,…) 8. Environment and 1.Land favourable for 1.Weakness in forest 1.Existence of good Lack of mitigation and Natural forest management (afforestation, policies and laws adaptation measures 2.Wood industry deforestation); Resources related to to climate change Existence of rivers 2.Weakness in water Environment and across the District and management (floods, Natural resources other facilities draught) 3.Specific Weakness in 2. Rainwater (forests)that limit air rainy water management harvesting iniatives pollution & some climate and existence degradation issues partners(LAFREC) 9. Financial Sector 1.Financial institutions  Lack of guarantees for  Use of Mobile  Inadequacy of the Development enabling access to financial accessibility by money. enterprises that local community generate jobs and finance (banks,  Big number of illiterate income. insurance companies, people  Banking Culture non- SACCOs, Cooperatives, existent (cheque, . interest rates). Micro-finances, etc.) 34

2.Establishment of  Regional and Tontines /Ibimina international competition 3.Training of beneficiaries (literacy, culture of savings and credit, business plan). Social Transformation

10. Social Protection  Available social  There is a lack of data on  Availability of social  Natural calamities protection services to the availability of protection policy interrupting support vulnerable complementary services people. that support livelihood  Existence of economic activities  Use of MEIS in development. Partners in social and retarding management of social  programs development services 11. Health 1. 18 health centers in 1. One hospital is not Partners involved in Epidemic diseases Rutsiro district; enough. health sector 2. hospital/Murunda 2. the roads that link the (World vision, health centres are not Handicap 3. 6 Health posts maintained international....) 3. The ratio Doctor/patient is not respected that means we have few Doctors and nurses to care for all patients. 4. No psycho-social (mental health) centre 12. Education 1. P= 93,N=97,S= 1-VTC insufficient; 1. International Natural calamities 45,VTC =2 - no university in our NGO involved in like floodings, strong A stable policy of district; education, wind and thundering education 2. Illiteracy rate is high 2. Subsides from that damage 35

2. the people of (8%) government Agency infrastructures Rwandan are 3.insufficient materials keen to study (technology) 4.school feeding for some student is difficult 3. TVETs/ VTC 5. ratio teacher- student is schools not respected (few staff) available and 6. Attendance in operational in TVET/VTC is still low, the district 7.No High learning School in the district, Facilitation to access finance and start up toolkits is still difficult

Transformational Governance

13. Governance and  Existence of  Insufficient citizens’  Home-Grown Decentralization decentralized participation, Solutions (HGSs)  Capacity Development still administrative include lacking. structures and  Low participation of Umuganda, organized. population in the process Abunzi, Imihigo,  Active population and of governance and decision Ubudehe, Itorero working spirit. making & Ingando, Umushyikirano,  Sustain equitable local Umwiherero, and economic development Girinka as a basis for enhancing  Culture of local fiscal autonomy, accountability and Existence of transparency in 36

decentralized governance and administrative structures service delivery by and organized. strengthening national and local accountability mechanisms 14. Justice,  Access to justice  Limited professional skills  Available justice  Vulnerable people Reconciliation,  Use of ICT in Judiciary of staff in justice sector policies face many barriers to access formals Justice Law and Order  Existence of legal aid Institutions (distance, services language, costs etc.)  Capable institutions  Emerging of cybercrime 15. Sport and 1. youth centre/ Ruhango 1. One youth centre is not NGOs invest in The topography of Culture 2.playgrounds in enough. youth recreation Rutsiro District Kivumu,Murunda,Ruhango 2. Not enough playgrounds infrastructure. conflicts with some ,mukebera,mushubati 3. Infrastructure for leisure leisure infrastructure. is not sufficient. 4. Cultural centres?

2.5. District stakeholder analysis. Rustiro District has a good number of development partners found in the following major categories: Central Government or Public institutions, Private Sector, International Organizations, Civil Society Organizations (NGOs, Cooperatives, Religious Organizations, Associations, and Faith based organizations).

The Non-Governmental Organizations working in Rutsiro District totaling to about twenty (20) of them are members of Joint Action Development Forum (JADF). It is a forum which was established to coordinate all Partners interventions in the District and also involving the partners to actively participate in the District development process right from, planning process, Implementation process and monitoring and evaluation phase. It is a forum for inclusiveness and accountability where every partner is brought on board for dialogue and information sharing and the ownership of the District development agenda by all.

Rutsiro JADF members have Fourteen (14), International NGOs, operating within the District and six (6) others are local NGOs and local Associations. In general Rutsiro District JADF members are well distributed in all District administrative Sectors on the average of six (6) partners in one Sector. However some Sectors like Kivumu and Nyabirasi have more partners, eleven partners in each Sector whereas Mukura and Musasa have few partners six (6) and Eight (8) respectively. This shows that more partners are needed in the Sectors with few in order to support in the development process.

The analysis of the area of interventions of District partners indicates that about 13 of them are involved in Social development strategic activities, 2 are involved in Governance related strategic activities and 5 are in the Economic strategic activities. This shows that Governance and Economic strategic activities in DDS 2018-2024 need more partners to support the District for the successful implementation of district priorities. World Vision is the all International NGO, which intervenes in both Social and Economic strategic activities in the whole District. (see in appendix a list of Rutsiro JADF members and their intervention Domains).

The other important District partners are Central Government or Public Institutions (Ministries and Their affiliated Agencies) working with Rutsiro district being the implementing Institution of all Government programs, all Sector Ministries and affiliated agencies provide support to the District towards its development. It is important to mention few of the District partners: Ministry of Local Government (MINALOC) and its affiliated agencies of NEC, LODA, and NID, MINICOM and its affiliated agency of RCA by implementing its program of promotion of SMEs and cooperative support, MININFRA with its affiliated agencies of EWSA and RTDA, RHA, which contribute mostly in electrification, water provision, transport network and Urbanization and Housing within the district, MINAGRI with affiliated agencies of RAB and NAEB which supports to improve agriculture

38 production, agro-processing and promotion of exports, MINECOFIN which provides technical and financial support to the District. And other Ministries and Government agencies support the District to implement their Policies and Programs.

Table 9: District Stakeholders and their responsibilities.

No Stakeholders Intervention sector Geographic area Responsibilities 1 WORLD VISION Economic.social Gihango and Mushubati sectors Nutrition, support cooperative, construction of health facilities 2 ALERT INTERNATIONAL land use Rusebeya, Murunda, Musasa and Kivumu Land use management and sectors conflict mitigation 3 HANDICAP Mental health Kivumu. Nyabirasi, kigeyo, Mushonyi,Boneza, Mental health INTERNATIONAL Ruhango, Musasa, Murunda, Gihango, Mushubati, Manihira,Rusebeya, and Mukura 4 WORL RELIEF Health and nutrition Kivumu. Nyabirasi, kigeyo, Mushonyi,Boneza, Health and nutrition Ruhango, Musasa, Murunda, Gihango, assistance Mushubati, Manihira,Rusebeya, and Mukura 5 COMPASSION Education Mushubati, Kivumu,Murunda,Ruhango school material support INTERNATIONAL 6 CFH Economy Manihira, Rusebeya,Gihango,Murunda, Agricultural inputs INTERNATIONAL/Glob support al community 7 Fred Hollows Health Heath centers in District Support to heath centers Foundation in District 8 SAVE Children Children support forum des enfants Education and Children support 9 Winlock International Education Manihira, Rusebeya, nyabirasi Drop out mitigation 10 Programme aux Health 13 all sectors Heath centers support systeme de Santé au Grand Lacs 11 Association des Health Kivumu. Nyabirasi, kigeyo, Mushonyi,Boneza, Health center support personnes de secteur Ruhango, Musasa, Murunda, Gihango, KIVUMU Mushubati, Manihira,Rusebeya, and Mukura

12 Bureau d’Appui aux Economics/ Seeds Mushonyi ,Ruhango and Boneza sectors Economics/ Seeds initiatives rurales distribution distribution 13 Association General Health Murunda, MUSHUBATI, Gihango, Health services des Handicap au Manihira,Rusebeya and Mukura Rwanda 14 Association de Economic Nyabirasi, Kivumu, Rusebeya and Manihira Economic and agriculture Developpemet du sectors Peuple 15 CARITAS Education Murunda, MUSHUBATI, Gihango, Education / distribution of Manihira,Rusebeya and Mukura materiel 16 Forest Hope Health Ruhango. Mushonyi, kigeyo and Nyabirasi Health services Association 17 Society for Familly Health Kivumu. Nyabirasi, kigeyo, Mushonyi,Boneza, Femele sex work advice health Ruhango, Musasa, Murunda, Gihango, Mushubati, Manihira,Rusebeya, and Mukura 18 Organization for Agriculture Kivumu. Nyabirasi, kigeyo, Mushonyi,Boneza, Economic/ Mashrooms support protection to Ruhango, Musasa, farming environnement and climate 19 Children Voice Today Children support 13 all sectors child protection and right 20 National union Social protection Mukura, Mushubati, Gihango, Murunda, Social protection services disability of Rwanda Manihira, Rusebeya

CHAPTER 3. ALIGNMENT WITH NATIONAL POLICY FRAMEWORK AND METHODOLOGY 3.1. Methodology Coordination stracture and framework for DDS.

The elaboration process was coordinated by the Ministry of Finance and Economic Planning (MINECOFIN) working with Ministry of Local Government (MINALOC). The oversight for the process was provided by the National Steering Committee of Ministers. Quality Assurance was provided through a Technical Steering Committee composed of Development Partners and Permanent Secretaries. Policy Guidance and approval Cabinet

Oversight National steering committee

Overall Coordination MINECOFIN

Local government coordination MINALOC

Technical Steering Committee (PSs and DPs)

Thematic Sector working Province steering Technical consultation forums Working Groups Groups committees

District Joint Action Development forum

Community outreach Umuganda, focus group discussion, public hearings and consultations, media

(Source: MINECOFIN, 2017)

The elaboration of District Development strategy was undertaken by a comprehensive understanding of the DDS elaboration guidelines, establishing the objectives of developing DDS and the thorough understanding of the National strategic frameworks which the DDS will contribute to their implementation. The methodology involved reviewing and analyzing the district’s situation and challenges which triggered defining district priorities and the following is the approach which was used to gather information which facilitated the elaboration of Rutsiro District Development Strategy.

Grassroots consultations:

The DDS elaboration process was highly participatory and consultative process involving the community level engagement right from the village level where Citizen’s views were collected through different mechanisms such as Community Assemblies “Inteko z’Abaturage”, Community works “Umuganda”. The views were consolidated to the Cell level, the views from different Cells were consolidated at the Sector level and all the consolidated views from the Sector level were brought to the District level for consolidation.

Key stake holder Engagements:

The key stakeholders in the District including civil society, private sector and other development partners under the umbrella of Joint Action Development forum (JADF) were also consulted for their views of what should be included in the District Development Strategy.

The formulation of District Development Strategic priorities entailed both bottom up as well as top down communication channels. The bottom up channel took into account the views and priorities from the citizens while the top down channel took into account overarching National Development ambitions from NST1, SSPs and other commitments which were contextualized and packaged in District Development Strategy.

Focus Group Discussions.

Purposive sampling as a method of collecting data was used through selecting key informants with a with a thorough knowledge of District’s roles and responsibilities in the planning and Implementation of Government programs and key stakeholders with a clear understanding of District Development Strategy formulation such as District Council, District Executive Committee and District Action Development forum (JADF), and the information and data collected from these sessions was processed and integrated into DDS as well.

Desk Review:

The desk review for secondary data included reading a number of policy documents and reports which provided important information and orientation of Country’s vision, goals and aspirations towards taking Rwanda where we want. This source of information has been very instrumental to elaborated DDS and the following are some of the few key consulted Policy documents and reports: Economic Development & Poverty Reduction Strategy 2 (EDPRS2), National Transformation Strategy (NTS1/ 7YGP), (2017-2024), Vision 2020, Sustainable Development Goals (SDGs), Sector Strategic Plans, Cross Cutting areas Guidance Notes and Strategies, Local Economic Development (LED), Result Based Performance Management (RBM), National Investment Strategy (NIS), District Profile, District Capacity Building Plan, District record reports, Rwanda Decentralisation

Implementation Programme, Revised Fiscal and Financial Decentralization Policy, Community Development Policy, Rwanda Local Economic Development Strategy and Action Plan , District Disaster management Plan (DDMP), National Water Resources Master Plan, Draft of the Greened District Development Plan, East African Community vision 2050 and the Africa Agenda 2063. The elaboration of Rutsiro District Development Strategy commenced after putting together all the required information from the two major sources of information described above.

Data analysis

The District Development Strategic priorities were formulated after a thorough analysis of both qualitative and quantitative data collected from 16 sectors and 7 cross cutting areas to be mainstreamed grouped under the National Strategy for Transformation’s Pillars (Economic Transformation, Social Transformation and Transformational Governance). The data collected were analyzed by the use of systematic process of coding, categorizing, and interpreting data to convert it into actionable information used to elaborate Rutsiro District Development Strategy.

3.1.1. Main issues at District level

Economic transformation pillar. The economy of Rutsiro District is mainly based on agriculture with this sector contributing for 90% to the economy and 49% of population income dependent on agriculture (EICV4). The following are the main issues which were identified which hinder the development of the sector which need special attention for the period of 6 years 2018/2024. Key issues under this pillar are listed below.

-Scattered human settlement, according to EICV4, 76.2% of Rutsiro residents are settled in Imidugudu, 3.7% settled in unplanned clustered rural housing, 20% in isolated rural housing and 0.2% in small settlement.

- Low productivity of agriculture due to the following; Soil degradation , Limited access to agro-inputs, Limited modern farming skills, Limited financial means, Lack of agro-processing units, Limited access to market, Low price of agriculture products, Insufficient land and misuse of available land and Low organizational capacity of farmers.

- Poor road networks, roads in Rutsiro District are not in agood shape, according to EICV4 results indicate that, 73.2% of roads are regularly used, 16.6% are often, and 8.4% are some times used while 1.7% of roads in Rutsiro district can not be used at all. Because of this status Transport of goods and people is still a problem due to the ineffective of maintenance of trans-district and intra-

44 district roads, which need to be regularly maintained or rehabilitated. During the rainy season, transport is difficult due to seasonal rivers which overflow, bridges which collapse and landslides which make roads impracticable.

- Limited access to electricity, the results from DHS5 indicate that 20 percent of households in West Province have access to electricity compared to 23 percent at national level. However this percentage is higher in Rusizi District (34 percent), and lower in Rutsiro District with only (6 Percent) as compared to the rest of the Districts in the West Province. This shows that much effort is needed to access electricity coverage in order to improve the social economic wellbeing of Rutsiro residents. – Limited access to clean water, where by 22.5% of Rutsiro Community use um improved water which is higher than National level which is at 15.3%. 135 of households use water of unprotected spring and 0.7% unprotected well.

- Disaster risks to livelihoods – loss of lives from mud/landslides and impassable roads affecting economic activities in the district.

Social transformation pillar Social protection strategy aims at ensuring that all poor and vulnerable people are guaranteed a minimum income and access to core public services, those who can work are provided with the means of escaping poverty. In the case of Rutsiro District, most of social protection programs include Girinka (one cow per poor family), Vision 2020 Umurenge Program (VUP), Ubudehe (Pro- poor support program). The FARG (The genocide survivors support and assistance fund) are implemented in the whole district to support the vulnerable people through education, health, shelter, and social assistance and income generation activities.

Social Protection programs in the District.

The Girinka program started in 2006, and is one of the successful social protection program implemented in the District where a big number of vulnerable people in the District have benefited from it. The program consists of giving cows to poor families in a bid to fighting against malnutrition through milk consumption, increasing crop productivity and household incomes through milk sales. Today, more than 9003 cows have been distributed to Rutsiro households in the framework of Girinka program.

The Vision 2020 Umurenge Programme (VUP) is an Integrated Local Development Program to Accelerate Poverty Eradication, Rural Growth, and Social Protection. This is an initiative by the Government of Rwanda which is being implemented in Rutsiro District with all its three components of public works, direct support and financial services. This program has contributed to reduce the poverty levels in the District and improved the social welfare of the poorest people.

Ubudehe is a poverty reduction initiative which provides communities with the skills and support necessary to engage in problem solving and decision making for their development. The program helps citizens to use local institutions to achieve goals set by the community. The projects designed under this program have not only improved the Community standard of living but also empowered them in the decision making process.

Challenges.

- Limited coverage of Social protection programs to the poorest needy due to the big number of vulnerable people.

- Poor mechanism in place to monitor Ubudehe programs, to stop the abuse of the program by some people.

- Limited number of private and Civil Society organizations in Social Protection programs.

- Big number of citizens who wish to be in ubudehe category 1 in order to benefit from Social Protection Programs (Mindset change).

- Too many Community complaints about ubudehe categories.

Education Sector.

In Rutsiro District education sector is strengthened through various community initiatives to improve the quality of education through school construction, teacher recruitment and school feeding programs, smart classrooms, and access to internet connectivity, water and electricity. The learning needs of young people and employment opportunities are being addressed through increased emphasis on Technical and Vocational Education and Training (TVET). Promotion of Pre- primary education, to scale up the construction of ECDs and ECEs, all these complement the Government’s efforts such as Universal Education by establishing Nine and Twelve Years Basic

Education, Promote gender equality and empowering women to have equal education opportunity for girls. Besides, Universal Basic Education has been encouraged through initiatives like the abolition of school fees and introduction of capitation grants.

Challenges:

- Some School classrooms are still congested and not enough.

- Some infrastructures such as access to electricity and water are either in poor state, not enough or nonexistence.

- School feeding program still inadequate because of poor households who hardly contribute for their dues for this program.

-High rate of school dropouts and lack of clear system to monitor this program.

-Less number of teachers to compared to the required standard number of teacher/ student ratio.

Health Sector.

The vision of the Rwandan health sector is to “continually improve the health of the people of Rwanda, through coordinated interventions by all stakeholders at all levels, thereby enhancing the general well-being of the population and contributing to the reduction of poverty. ( CRC report, 2016). Sustainable progress has been made in Rutsiro District aimed at improving the health status and productivity of Rutsiro Community, this is done through different programs among them are: Reduction of fertility rate, which help ease the demographic pressure in the District, Infrastructure development of health facilities such as Hospitals, Health Centers, maternity wards and Health posts, in order to provide high quality health services to the Community.

Multiple Community campaigns, to fight against communicable and non-communicable diseases, adhesion for Community Health Insurance, eradication of malnutrition, through improvement in dietary nutritional feeding, promotion of public sanitation facilities such as clean water in the health facilities, electricity, internet, public hygiene such as construction of descent latrines in each household and other sanitary facilities.

Challenges:

- Poor service delivery in the most of District Health Facilities due to insufficient infrastructures such as water electricity and infrastructural buildings.

- Increase of malaria cases in some administrative sectors;

- Inadequate medical personnel as well as insufficient health equipments and materials.

- Limited budget in the Health Sector.

- Poor Hygiene and sanitation within the Community.

- Big number of households without Community Health Insurance (MUSA).

Transformational Governance Pillar. Overall context

Good governance is one of the six pillars of the Vision 2020, in which the Government lays out its commitment to ensure real and effective rule of law and strict respect for human rights with the aim to reach sustainable development. In the framework of the Economic Development and Poverty Reduction Strategy (EDPRS2), it is stated that Rwanda cannot achieve effective poverty reduction, without promoting peace, security and unity and reconciliation. Access to rapid, cheaper and fair justice is a crucial factor in combating poverty and promoting good governance and the rule of law (CRC report, 2016). Accountable Governance is one the four Thematic areas of EDPRS II, which has been changed in National Strategy for Transformation (NST1) as “ Transformational Governance” pillar with the overarching goal as consolidating Good Governance and Justice as, building blocks for equitable and sustainable National Development. The objective of this pillar as stated in the EDPRS II is to improve the overall level of service delivery and ensure citizen satisfaction above 80%. It also focuses on increased citizen participation as a way of ensuring ownership and feedback for efficiency and sustainability (EDPR2 Bridged, 2013). Rutsiro District Governance indicators have been analyzed under the following sectors. Access to Justice. Under Decentralization, one of the Government of Rwanda‟s priorities is to enforce the Rule of Law and Access to fair justice by bringing the justice closer to the citizens and making it affordable. It is in this respect that access to legal aid has tremendously improved the services in Rutsiro District especially assisting the most vulnerable citizens through outreach activities of Bureau of Justice (MAJ) or “Maison d’Access a la Justice” activities; in addition , the Abunzi activities through settlement of citizen disputes and complaints at Cell and Sector levels which have contributed to the improvement of service delivery in justice sector and promoted social harmony among the Community. Challenges: - Difficulties for Abunzi to discharge effectively their roles due to lack of professionalism - Big number of citizens taking their cases to classic courts rather than resolving their conflicts amicably. - Under staffing and logistical problems of MAJ to deliver their services to the full expectations of the Community. Participation and Inclusiveness:

In Rutsiro District Citizen Participation has been empowered through different home grown solutions such as Umuganda, Community assemblies “Inteko z’Abaturage, Ubudehe program, girinka program, umugoroba w’ababyeyi to mention a few. These mechanisms have greatly impacted citizens’ involvement in contributing to solutions and decision making process in order to allow them identify, assess and assert their priorities in district development planning, and to hold their leaders accountable. The District Joint Action Development Forum (JADF) is another platform which contributes and ensures participatory, transparent and accountable mechanisms to Rutsiro district planning and budgeting which strengthens ownership of activities by a wide range of district stakeholders and the Community as a whole. Challenges. - Low level of citizen’s involvement in decision making process and a weak interaction between the citizens and the councilors in development planning. - At the Cell level there are limited capacities with regard to office equipments and materials and also logistical challenges in terms of transport facilitation to reach the Population. - The persistence of mindsets‟ challenge where culturally, some Rwandans follow their leaders‟ plans, consequently, the citizens‟s role is limited to the execution of what the leaders have planned. - The centralism which has characterized Rwanda‟s leadership (colonial period and post- colonial period before 1994) constituted another limitation to the citizens‟ participation. - Attitudes and sayings still persist such as “this was dictated from above” (Byavuye hejuru); “it is the leaders‟ business, they are the ones who know”(Abayobozi nibo babizi, nibo babishinzwe) and so forth is a challenge. Governance and Social cohesion for reconciliation.

Governance has been defined as structures and processes that are designed to ensure accountability, transparency, responsiveness, rule of law, stability, equity and inclusiveness, empowerment, and broad-based participation while social cohesion can be look at as the glue that bonds society together,(CRC, 2016). Social cohesion requires that members of society feel a sense of belonging and identify with a collective identity. It also entails that individuals trust each other, work together toward shared goals, and that members of society feel that government institutions represent their interests and further their well-being; good governance and social cohesion are therefore interlinked. In Rutsiro District, emphasis has been on the sensitization of the Community to stay together and search for common development goals by abandoning divisive tendencies of the past. This has been done through different Unit and reconciliation programs which include justice for all, gender equity, “Ndi Umunyarwanda‟ program, strengthening Unit and reconciliation Clubs in Sectors and Schools,

Itorero program and “Abarinzi b’Igihango”. The ultimate objective of these programs is to keep the Community together based on trust, unity and solidarity of the people.

3.1.2.Comparative Advantages/ Opportunities in the District. - Suitable land and marshlands for agro-business (Coffee, Tea, Wheat, Maize, Beans, Horticulture, vegetables, honey bee, Cattle). - Mineral deposits and quarries for mining development (Wolfram, Cassiterite, Coltan,Beril, Clay, Sand and Stones) - Water resources for agribusiness (Fish production and Irrigated production) - Potentiality for Arts and crafts for manufacturing development. - Tarmac road (Kivu belt) connecting Rutsiro District to Rubavu-Karongi- Nyamasheke and Rusizi Districts and the neigboring Country DRC. - Tourism: Attraction for tourism (natural forests, religious and culture and historical based tourism, Kivu Lake, Congo-Nil Trails, etc).

3.1.3. Key drivers for transformation of Rutsiro District: -Basic infrastructure development (Roads, electricity, water & ICT). - Promote Human settlement in planned Villages for easy access of basic infrastructures and avail land for other economic activities. - Promote agriculture production and Agro-processing for value chain and exports. - Invest in the development of tourism. - Improve welfare of vulnerable groups through social safety nets (Social programs) to uplift them from poverty and extreme-poverty. - Access to education and health services for all. - Promote industrialization and cross-border trade.

3.2. ALIGNMENT WITH NATIONAL POLICY FRAMEWORK.

3.2.1. International and national policy frameworks. The elaboration of Rutsiro District Development Strategy took into account International, Regional and National Policy frameworks, namely Sustainable Development Goals (SDGs), African Union Agenda 2063 and East African Community (EAC) Vision 2050, NST1, Sector Strategic Plans (SSPs), National Decetralization Policy and LED strategy a mong others

3.2.2. DDS and Sustainable Development Goals In September 2015, countries adopted the 2030 Agenda for Sustainable Development to end poverty and promote prosperity for all while protecting the environment and addressing climate change. Rutsiro District Development Strategy therefore, considers almost all SDGs goals, especially the goals (2,3,4, and 13) related to quality health for all ending all forms of malnutrition, ensuring healthy lives by reducing maternal and infant mortality, Access and quality of Education, food security through ending hunger by ensuring that all people access safe nutritious and sufficient food, access to decent jobs, climate change and resilience, disaster management and mitigation measures, among many others which contribute to the better living standards of the Citizens.

3.2.3. DDS and Vision 2020/2050 Vision 2050 is about ensuring high standards of living for all Rwandans and is aimed to shift Rwandan’s from the current livelihood to the society everyone wants and proud to belong. In order to realize this Vision, the country will embark on economic transformation, social transformation and Transformational Governance. Rwanda Vision 2050 is about ensuring high standards of living for all Rwandans with target of reaching upper middle income (4,035 USD) by 2035 and high income (12,476 USD) by 2050. This will require average annual growth of above 10% per cent. Therefore, the Vision 2050 provides the policy context for the District Development strategy which puts into consideration different Sector priority actions and crosscutting areas in terms of implementation in order to move towards realization of the vision 2050. (MINECOFIN, 2013).

3.2.4. DDS and National Strategy for Transformation (NST1) The National Strategy for Transformation (NST1) is an amalgamation of the then Economic Development and Poverty Reduction Strategy (EDPRS2) and Seven Year Government Program. It is a new Strategy adopted by Government of Rwanda to spur national development for the next 7 years (2018/19 to 2023/24) towards economic growth and improving the well-being of its citizens. The elaboration of Rutsiro District Development Strategy as one of the implementing entities of the Country's Development Agenda, Rutsiro's DDS has embraced all the priority aspirations of (NST1)

52 through its three pillars notably Economic Transformation, Social Transformation and Transformational Governance.

3.2.5. DDS and Sector Strategic Plans (SSP) The elaboration of Rutsiro District Development Strategy (DDS) was strongly aligned to all 16 sector Strategic Plans, namely; Agriculture ,Private sect Development & Youth Employment, Transport , Energy , Water and Sanitation , Urbanization and Rural Settlement, ICT, Environment and Natural Resources, Financial Sector Development, Social Protection , Health , Education, Governance and Decentralization , Justice, Reconciliation, Law and Order , Sport and Culture and Public Finance Management (PFM).

3.2.6. DDS and the Cross cutting Areas. In addition, the following cross cutting areas and related policy frameworks were considered, namely: Capacity Development, Regional integration, Gender and Family promotion, Environment and climate change, Disaster management, Disability and social inclusion, HIV/AIDS and non- communicable diseases were also incorporated during the development of Rutsiro DDS focusing on the specific targets to facilitate the easy implementation of those policies.

3.2.7.DDS and Decentralization policy. The objective of decentralization is to shift the power of decision making and developmental initiatives to the decentralized entities, so that they can shape and play a central role in their local development agenda (Rutsiro LED Strategy, 2017), through citizens’ participation and empowerment to fast-track sustainable, equitable economic development, taking into consideration the specificities of Local Governments in order to reduce poverty and improve people’s livelihoods by directly providing basic needs, creating jobs and increasing incomes of poor people improve the high standards of the Citizens. It is in this regard that the elaboration DDS align well with the Decentralization Policy, by focusing on job creation and business development in District, enhance graduation from Poverty and extreme poverty and promote resilience, ensure safety and security of citizens and property, reinforce Rwandan culture and values as a foundation for peace and unity to mention a few. The policy actions expect to spearhead improved citizen’s participation, sustainable local economic development, improve local autonomy, gender integration and social inclusion among other outcomes (MINALOC, 2013).

3.2.8.DDS and LED Strategy Rutsiro District developed District LED strategy and chose its vision as “a land of Agro mining industry and Tourism”. The overall goal of LED Strategy is to reduce the extreme poverty from 23% (2016) to 0% (2024). To achieve this, LED strategy has been designed to support systems of strong conducive environment for LED processes by enhancing the infrastructure and boost education and

53 skills development. In addition, the sector of agriculture and mining are expected to be developed with modern technology and increase up to 50% of their productivity at the end of 2024. The sectors of hand craft and tourism will also bring a lot of transformation in job creation and attracting investments. The goal is to develop and beautify the touristic sites and generate jobs in order to significantly reduce the unemployment rate from 13 to 5%. The LED strategic actions were designed to facilitate the implementation of the priorities of Economic Transformation pillar of NST1. Therefore, LED strategic priorities were incorporated during the DDS elaboration.

Table 10: Alignment to NST1

NST1 Priority NST1 Outcome DDS Outputs DDS strategic interventions

NST-1 Pillar. Economic Transformation

1.1 Create 1.5m (over 1.1.1 Increased number of 1) 3 integrated Productive handicraft 1. Develop infrastructures which will 214,000 annually) decent Rwandans with appropriate centers Constructed and furnished. accelerate the creation of decent jobs. and productive jobs for skills tailored to labour economic development market demands 2) 1 Higher education center specialized in the Mining and environmental

management Constructed.

3) 3 Hotels constructed.

4) 27,000 off-farm jobs created by 2024

5) 6600 Youth and women Coached and 2. Support and empower youth and Trained in Technical skills and women to form cooperatives and develop income generating projects 6) Toolkits provided

6) 6 TVET centers constructed and equipped. 3. Increase the number of Technical vocational centers (TVET) in the district to improve technical skills.

1.1.2 Increased productive 7) 3080 income generating projects for 4. Youth, women and PWD income jobs for youth and women women and youth. generating projects Supported.

8) 42 income generating projects for PWD

supported.

2.2 Accelerate 2.2.1: Developed and 9) 3kms of Tarmac roads constructed. 2.1 Implement Rutsiro District Master plan Sustainable Urbanization integrated urban and rural to modernize and improve services and from 17.3% (2013/14) to 10) 17km of Murrum Roads constructed. settlements quality of life for Rutsiro Community 35% by 2024 11) 2 Petrol stations constructed.

12) 1 Tax park constructed.

13) 1 Solid waste management land fill constructed.

14) 1 water treatment plant constructed.

15) 25 km of public street lighting lines constructed.

16) 3 modern markets constructed.

17) 39 ha of landbank for IDP MV development acquired

3.3 Establish Rwanda as 3.1 Increased business 17) 6 Knowledge hub centers and YEGO 3.1 Ensure digital literacy for all youth (16 a Globally Competitive development services for established to 30 years) by 2024 by strengthening Knowledge-based entrepreneurs. Knowledge Hub centers at the Sectors, Economy

4.1 Increased exports of 18) 2 cable cars developed 4.1 Develop and upgrade different Tourist 4.4 Promote high-value services attraction sites in the District Industrialization and 19) 22 Tourism sites Developed. attain a Structural Shift in the export base to High- 20) 2 Modern Boats and water gaming value goods and services with the aim of growing 56 exports by 17% annually Developed

21) 2 Modern Ports Developed along Lake Kivu.

22) Tourism and management Center constructed.

5.1 Enhanced long-term 5.5 Increase Domestic 23) 51% of SACCO deposits increased through 5.1 Mobilize the community to work with Savings and position savings and innovative mobilization of Citizens. Umurenge SACCOs in order to increase financing mechanisms Rwanda as a hub for deposits and members. financial services to 24) 27.5% of SACCO members increased in promote investments. numbers through mobilization and 13 Facilitate the automation of Umurenge Imirenge SACCOs computerized. SACCOs to increase transactions done electronically.

25) Uptake and usage of financial services 5.2 Mobilise Rwandans to join the Long increased Term Savings Scheme

Enhance the good governance and performance of financial institutions in districts Support the linkage of VSLAs (existing and new ones) to formal financial institutions through access to finance forums

-To mobilise people to save through capital market products and bonds

-Enhance agriculture financing through 57

mobilising farmers to acquire agriculture insurance premiums

-Support MSMEs through BDCs to develop projects are financially viable and support them to acquire finance from financial institutions

-Support the establishment of investment schemes

-Sensitise SMEs on other source financing opportunities including capital market

-To work with capital market authority in meeting requirement to become eligible of issuing District bonds.

6.1 Increased agricultural 6.6 Modernize and 26) 37,149ha of land consolidated. 6.1 Increase the consolidated land and increase productivity production and productivity. irrigated land to promote agricultural 27) 735 of Radical Terraces constructed. and livestock production.

28) 13,550.7 ha of progressive terraces developed.

29) 100ha of marshland developed.

6.2 Increased financing and 30) 85ha of land irrigated ( small scale 6.2 Increase the land area covered by infrastructure for agriculture Irrigation technologies). radical and progressive terraces and ensures their optimal use 31) 85ha of land irrigated ( Hill side Irrigation

system).

32) 4 Cooperatives of farmers and water 6.3 Strengthen management mechanisms users formed of irrigation waters for sustainability through development of farmers’ and water users’ associations.

6.3 Increased traditional and 33) 10,002T of fully washed coffee increased. 6.4 promote the production of traditional non-traditional export crops and non-traditional export crops of high- 34) 1Tea Factory processing plant value crops. constructed.

35) 94ha of land for Sericulture farming developed.

36) 2000ha of land for Tea plantation Increased.

37) 100ha of land for Coffee plantation Increased.

38) 6 selling points constructed along Kivu belt road.

6.4 Improved livestock 39) 20,435 cows Inseminated. 6.5 Ensure increase in livestock products sector. focusing on quality, production and 40) 47,980 cows vaccinated. productivity of their output

41) 4 veterinary pharmacies constructed.

42) 100 floating fish farming Developed.

43) 5 Isambaza selling points Constructed.

44) 3 fish processing plant and reseach center Constructed.

45) 4 Modern Slaughter Houses Constructed.

46) 7 Milk collection centers (MCCs) Constructed.

47) 13 Milk collection points Constructed.

48) 4 forage storage facilities Constructed.

49) 2 animal feed processing plants Constructed.

7.7 Sustainable 7.1 Increased sustainability 5,260ha of land Planted with Forestry and 7.1 Ensure soil protective measures in and profitability of forestry Management of agroforestry trees. place planting both forestry and agro management. forestry trees. Natural Resources and Environment to Transition Rwanda towards a Carbon Neutral Economy

51) 40) Biogas digesters constructed. 7.2 Sensitize the community to adapt mechanisms which minimize the excessive 52) 1,205 HHs using cooking gas. use of firewood as a source of energy.

7.2. Sustainable and 53) 1 Mine processing plant constructed Sustainable and rational land use and rational land use for improve the quality of mining activities

Mining sector

NST-1 Pillar. Social Transformation

1. Enhancing graduation 1.1 Increased graduation 1) 4,790HHs benefited from minimum 1.1 Provide the minimum package for from extreme Poverty and from extreme poverty package for Graduation to all eligible graduation (MPG); to all eligible promoting resilience beneficiaries. beneficiaries

2) 29,168 of beneficiaries benefed from Expand Classical and expanded public works in all Sectors.

3) 2,722 of vulnerable households benefited from direct support.

4) 6,076 projects financed in VUP financial services.

5) 483 of ubudehe projects are financed.

6) 39,446 small stock distributed to poor 1.2 One Cow per Poor Family Program to households to complement Girinka program. be complemented with other social

7) 7,183 cows distributed to poor households programs under Girinka program.

8) 144 Income generating projects of cooperatives of vulnerable PWD supported.

2. Eradicating 2.1 Reduced malnutrition 9) DPEM activities to reduce chronic 2.1 Strengthen and implement DPEM Malnutrition among children malnutrition from 45.80% to 30% will be activities to reduce chronic malnutrition. done. 10) 95% of monthly community screening of malnutrition under 5 years done.

11) 98% of women and children with malnutrition received Fortified Blended Food.

3. Enhancing 3.1 Improved healthcare 12) 1 Hospital constructed. 3.1 Ensure the construction and upgrading demographic dividend services of Health facilities with adequate 13) 10 health facilities (hospital, health through ensuring infrastructures centers and maternities) Rehabilitated. access to quality Health for all 14) 2 Health centers relocated/ constructed.

15) 30 health posts constructed.

16) 5 Hospital Ambulances acquired

17) 2 Health Centers Upgraded to be medicalized.

18) 4 health posts Upgraded to health centers.

19) 10km of health infrastructure pathways friendly to P wD constructed.

20) 3 Health facilities connected to on grid electricity.

21) 17 Community Health workers (CHW) 3.2 Strengthen and Support Community Cooperatives supported. Health workers (CHW) Cooperatives

3.2 Increased contraceptives 22) 60% of contraceptives used 3.3 Promote family planning programs and prevalence. reproductive health.

23) 100% of the population covered under 3.4 mobilize the Community to join community based health insurance community Health Insurance scheme (MUSA)

4. Enhancing 4.1 Increased access to pre- 24) 7 ECD centers constructed and furnished. 4.1 Increase access to pre-primary education. demographic dividend primary education 25) 301 ECE centers will be Operationalized. through improved access to quality education

4.2 Improved education 26) 176 classrooms constructed. 4.2.1 Improve quality of education at all levels by quality in primary and strengthening school inspections, using ICT based secondary education 27) 415 classrooms renovated. solutions, smart classrooms and increasing adequate infrastructure, internet, water and 28) 2 teachers’ hostels constructed. electricity connections in all schools 29) 756 school latrines constructed.

30) 15km of PWD constructed in Schools.

31) 130 of ICT Smart classrooms equipments provided.

32) 6 school sport facilities (basketball, volleyball and football playgrounds will be constructed).

33) 25 schools connected to Electricity.

4.3 Increased adult literacy 34) 22,989 of population trained in adult 4.3 Literacy education promoted. rates. literacy and numeracy.

5. Moving towards a 5.1 Universal access to basis 35) 47,034 of HHs connected to on-grid 5.1 Access to electricity will be increased Modern Rwandan infrastructure (water, electricity. to 100% by 2024 to cover all the Household. sanitation, electricity, ICT, Community of Rutsiro. shelter) 36) 32,000 of HHs connected to off-grid electricity.

37) 318km of existing Water Supply systems 5.2 Access to water will be increased to rehabilitated. 100% by 2024, to cover all the Community of Rutsiro. 38) 200km of new water supply system constructed.

39) 14,003 of toilets and other sanitary 5.3 Promote Hygiene and sanitation within facilities constructed through Sensitization of the District citizens.

40) 30 Public and Private institutions 5.4 Promote the use of ICT and improve connected to the fiber optic. the coverage of existing access network (IT infrastructures) 50) 181 of Sector and Cell offices provided by IT equipment’s.

51) 41 houses for vulnerable marginalized 5.5 Develop and facilitate decent people constructed. settlements for all the Population including relocating those living in high- 52) 119 Houses of vulnerable genocide risk zones and scattered settlements survivors renovated.

53) 82 Houses of vulnerable genocide survivors constructed.

54) 9 IDP model Villages constructed.

55) 198 of layout plans elaborated and implemented.

56) 82km of existing feeder roads rehabilitated and maintained.

NST- 1 Pillar. Transformational Governance

1 Reinforce Rwandan 1.1 Enhanced unity among 1) 24 itorero sessions in villages and schools 1.1 Promote Rwandan cultural values of culture and values as a Rwandans Conducted. integrity, transparency, fighting injustice foundation for peace and intolerance for corruption within the 2) 100% of Citizen Grievances and court and unity community. judgments will be resolved and executed.

3) 12 accountability days organized.

4) 62 anti-corruption committees trained.

5) 4 Isange one stop centers established.

6) 62 anti-GBV clubs strengthened.

7) 62 unity clubs in Cells trained.

8) 6 dialogues of Unity and reconciliation Forum (Abarinzi b'igihango) held.

9) 30 Ndi umunyarwanda dialogues 1.2 Promote unity and reconciliation conducted in the community. among Community through “Ndi Umunyarwanda” and “Abarinzi

b’Igihango” programs

2. Ensure Safety and 2.1 Enhanced Peace and 10) 62 DASSO security officials recruited and 2.1 Strengthen capacity of DASSO security Security of citizens & Security trained. organ. property. 11) 483 Community Night patrol teams strengthened.

12) 62 Community Policing committees strengthened.

13) 1 Murunda transit center rehabilitated and equipped.

3. Strengthen diplomatic 3.1 Enhanced 14) 6 Security meetings with neighboring DRC 3.1 Promote and ensure good working and international international profile and held to strengthen Security on our borders. relationship with our neighboring cooperation to accelerate reputation of Rwanda Countries to foster security and business Rwanda and Africa’s development.

66 development

4. Strengthen Justice, 4.1 Sustained respect for 15) MAJ services extended to 13 Sectors. 4.1 Support and streamline MAJ services Law and Order human rights and civil to ensure quality and affordable justice, 16) 75 Abunzi committees at Sector and Cell liberties especially to the poor and MAJ outreach levels trained and supported activities expanded to Sector levels.

5. Strengthen Capacity, 5.1 Developed Capacity 17) 6 Sector offices rehabilitated. 5.1 Construct sector and Cell offices with Service delivery and for Public Institutions standard office premises, connected to 18) 62 Cell offices rehabilitated. Accountability of public water, electricity & access to internet with institutions 19) 76 Cell and Sector Offices and health the objective of making a Cell to serve as facilities connected to internet. the Centre of service delivery and develop human resource capacity. 20) 2,850 of District personnel and NBAs trained in different disciplines.

21) 197 Institutions in the district provided equipments.

22) 100% of on line irembo services provided 5.2 Increase satisfaction of service delivery at sectors and cell levels. by providing online services in all sectors and cell levels. 23) 100 of service charters implemented at all levels.

24) 312 Community outreach programs (Inteko z'abaturage/ Governance months

sessions) conducted.

25) 100% of CRC recommendations implemented.

26) District revenues increased from 5.3 Increase districts revenue capacity to 514,148,566frw to 1,015,405,832 frw by finance District development agenda and 2024. public financial management improved.

27) 37 NBAs managed their finances through IFMS by 2024.

28) 3 Institutions obtained unqualified audit opinions.

29) 100% of Audit recommendations implemented.

6.1 Developed Capacity 30) 100% of JADF members engaged and 6.1 Engage media, non-governmental 6. Increased Citizens for Civil Society and the developed capacity to contribute for District organizations (NGOs), FBOs, and the Participation and Media activities. private sector to effectively contribute to Engagement in District development. 31) 100% of Citizens participated through Development Umuganda, Inteko z’abaturage, umugoroba w’ababyeyi etc.

CHAPTER 4: STRATEGIC FRAMEWORK 4.1. Introduction This chapter provides the strategic framework for the district to achieve its vision, mission, goals and therefore, contributing to the country's development. The chapter starts with the presentation of the district vision, mission and core values followed by the analysis of the district contribution to National Strategy for Transformation (NST1) and its three pillars (Economic Transformation, Social Transformation and Transformational Governance) and then it highlights the results chain showing the district outcomes, outputs, policy actions and targets to be delivered by the district during the DDS implementation period of six years (2018-2024).

4.2. District Vision, Mission and Objectives

The District Development Strategy (DDS) designs a roadmap for the district implementation of its priorities and programs. The DDS reflects the vision and mission statements for the district taking into account the national aspirations as expressed in the vision 2050 and the National Strategy for Transformation (NST1). The district vision and mission statements are as follows.

Vision

The vision of Rutsiro District is “a socio-economic prosperous based on modern and specialized agriculture and high value tourism”.

Mission

The general mission of Rutsiro District is to uplift the high standard of living for Rutsiro citizens through provision of socio-economic basic infrastructures with quality services. Mission and responsibilities are found in the law N0 87/2013 of 11/09/2013 Determining the Organization and Functioning of Decentralized Administrative Entities, in its article 123 which states the responsibilities of the District as follows: To implement Government policies adopted; to provide services that are not delivered by other administrative entities; to monitor the administration of Sectors; to plan, coordinate and implement development programs; to maintain infrastructure, handle technical and financial matters; to promote partnership and

69 cooperation with other Districts, cities and other organs; to maintain the safety of people and property in the District; to coordinate planning activities of Sectors; to monitor the implementation of grouped settlement program in the sites indicated and collaborate with Sectors in installing the population in grouped settlements and to put in place programs designed to promote the social welfare.

Rutsiro DDS Core Values:

To achieve the district vision and mission and to successful realize DDS targets, Rutsiro district will be guided by the following core values.  Excellent service Delivery to the people.  Partnership Engagement of all District Stakeholders.  Sustainability for Accomplished.  Aim at high standard of living to transform the lives of Rutsiro households and individuals. DDS Contribution to the NST1.

Rutsiro District like any other District in the Country is one of the implementing entities of the National Development Agenda. It is therefore imperative to state that Rutsiro DDS has been weaved based on the building blocks of National Strategy for Transformation (NST1) pillars. In addition, the DDS has taken into account the outstanding EDPRS 2 priorities as well as unaccomplished strategic actions of Rutsiro District Development plan (DDP2013-2018). Rutsiro DDS is committed to contribute to the achievement of all NST1 Pillars.

The goal for Economic Transformation is to “Accelerate inclusive economic growth and development founded on the private sector, knowledge and Rwanda’s Natural Resources”. For Social Transformation is to “Develop Rwandans into a capable and skilled people with quality standards of living and stable and a secure Society”. And for Transformational Governance is to “Consolidate Good Governance and Justice as, building for equitable National Development”.

DDS also considers a broad range of cross cutting areas that shall be mainstreamed in the district's strategic interventions over the next six years 2018 - 2024. Last but not least, this DDS has strong linkage to all Sector Strategic Plans as their implement arm.

Below is a snapshot of how Rutsiro DDS will contribute to each Pillar of National Strategy for Transformation (NST1).

4.3. Main Priorities at District level Economic transformation pillar

The overall objective of the economic transformation pillar is to “Accelerate inclusive economic growth and development founded on the private sector, knowledge and Rwanda’s Natural Resources. The economic transformation will be achieved through: Creation of off farm decent jobs to promote economic Development of the District, Accelerate Sustainable Urbanization of Rutsiro District, Promote the National commitment of being Knowledge-based Economy, Promote industrialization and tourism in the District, Increase SACCO savings and improved services to contribute to the National commitment of being a hub for financial services to promote Investment, Modernize and increase productivity of Agriculture and livestock and Management of Natural Resources and Environment Protection. Under Economic Pillar, 7 priorities were identified and from each priority, strategic actions were developed in order to effectively implement the identified priorities.

4.3.1. Economic Transformation Pillar: Priority 1: Create 1,500,000 (over 214,000 annually) decent and productive jobs for Economic development. This priority will be attained through performing the following strategic actions:  Develop infrastructures which will accelerate the creation of decent jobs notably, construction of Hotels, meat and dairy processing, agro processing plants Tea and coffee. The District will achieve this strategy in partnership with the responsible Central Government Institutions, Private Sector and District Joint Action Forum (JADF) in general.  Support and empower youth and women to form cooperatives and develop income generating projects which are bankable in order to access bank loans, Micro finances, through BDF guarantee. In addition local NGOs and Civil Society Organizations in this sector will play a great role to promote their social economic development. The bankable projects will be developed with the support of Business Development Advisers at the Sector level. Coach Start-up and growing MSMEs in business development and support them to access finance through BDF products.  Increase the number of Technical vocational centers (TVET) in the district to improve technical skills. Through construction of more TVETS to accommodate the high number of unemployed Youth and Women in the District. And acquire employability skills for employment opportunities or self-employment. To achieve this strategy the District will

partner with the Ministry of Education through WDA, Private Sector and other District Stakeholders whose interventions are fall under this field. Priority2. Accelerate Sustainable Urbanization from 17.3% (2013/14) to 35% by 2024. This priority will be attained by performing the following strategic actions:  Develop and Implement Rutsiro District Master plan to modernize and improve services and quality of life for Rutsiro Community, by development of good road networks, public lighting systems, water treatment plant, Petrol stations, supermarkets, taxi parks and solid and liquid waste management landfills. During the implementation of Master plan focus will be on the environmental protection and climate change resilience. The key District partners to achieve this strategy are Rwanda Housing Authority, LODA as financing Agency, WASAC, REG, MININFRA and RTDA and Private Sector as well. Priority3: Establish Rwanda as a Globally Competitive Knowledge-based Economy. The implementation of this priority includes the following.  Ensure digital literacy for all youth (16 to 30 years) by 2024 by strengthening Knowledge Hub centers at the Sectors, YEGO centers and support Youth IT initiatives in the District. The District will partner with the Private sector, local Companies and Associations in the field of IT. Digital literacy will allow Rutsiro Citizens doing business by using online services to improve service delivery.  Strengthen existing Centers of Excellence and facilitate the creation of new ones focusing on science, technology and innovation. The district will be supported by The Ministry of Education. Priority4: Promote industrialization and attain a structural shift in the export base to High-value goods and services with the aim of growing exports by 17% annually.  Develop and expand home grown initiatives and infrastructures by working with the private sector and other District Partners to increase made in Rwanda products. to promote locally produced materials and “Made in Rwanda” such as Basket weaving through women cooperatives, Arts and crafts, carpentry and metal welding activities through Udukiriro and also transform clay into local construction materials (tiles, bricks).The District will be supported by Private Sector and The Central Government responsible Institutions to implement this strategic action.  Increasing the quality and quantity of exported crops through increasing of quantity of fully washed coffee.  Develop agro processing value chains, to increase exports through establishing Tea and Coffee processing Plants and increase production and productivity of the traditional cash crops. The second Tea processing Plant will be constructed to increase processed tea for export. There will be also an increase of Tea and Coffee area planted to increase volumes of production. This strategic action will be implemented in partnership with National Export and Agricultural Board (NEAB), farmers’ Cooperatives and individual investors.

 Develop and upgrade different Tourist attraction sites in the District to increase the number of tourists visiting the District. Develop hospitality industry by constructing touristic Hotels a long Lake Kivu, implement Kivu Belt master plan and promote ecotourism by protecting Mukura and Gishwati Forests. This strategy will be done through working with Private Sector, NGOs, Community based Organizations, and Faith based organization and the Central Government (RDB).  Increase and Develop mining and quarry products: Through effective use of standard and professional methods of mineral exploitations in order to meet the required International and local market expectations. Technical Trainings will be done to improve the sector. Certifications of the potential miners will be issued and frequent concession inspections to stop illegal mining practices. This strategic action will be implemented in partnership with the community, Private Sector and responsible Government Institutions in charge of mining sector. Priority 5: Increase domestic savings and position Rwanda as a hub for financial services to promote investments.

 Establish incetives to attract Financial Institutions in the District in order to increase financial inclusion and mobilize the community to work with Umurenge SACCOs in order to increase deposits, savings and the number of SACCO members (Financial inclusion).The introduction of new innovative products to attract clients will be strategy.  Facilitate the automation of Umurenge SACCOs to increase transactions done electronically and improve service delivery in order to attract new clients. This will entail developing specialized skills and products provided by Sacco and improve service delivery which will attract people to work with SACCOs. Being the Financial Institutions closer to the people will contribute to the financial inclusion at 100% by 2024. And encourage savings culture within the Community. To implement this strategy the District will be supported by the National Bank of Rwanda, Rwanda Cooperative Agency (RCA), and SACCOs. Priority 6: Modernize and increase productivity of Agriculture and livestock.  Increase the consolidated land and irrigated land to promote agricultural production. The development of marshlands and application of small-scale technologies for irrigation and Hill side irrigation scheme will be promoted in Rutsiro District.  Develop and put in place mechanisms which facilitate production of improved seed varieties locally to replace imported ones. Extension service programs will be expanded through “Twigire-Muhinzi” model. RAB will play important role to ensure locally production of hybrid seeds and replace the imported ones and other agricultural inpunts such as fertilizers.  Strengthen management mechanisms of irrigation waters for sustainability through development of farmers’ and water users’ associations.  Increase the land area covered by radical and progressive terraces and ensures their optimal use.

 Increase the average productivity of key selected crops (Maize, Irish potatoes, beans, wheat, cassava, sweet potatoes, soybeans, vegetables and fruits).  Promote post-harvest handling and storage facilities to avert the loss of the agriculture produce. This will be done with the support of Central Government and mobilization of private investors to construct post-harvest infrastructures to facilitate reduction of post- harvest losses. The District will also promote the production of high-value crops such as horticulture, flowers, vegetables and fruits.  Ensure increase in livestock products focusing on quality, production and productivity of their output. Improvements in breeds through artificial insemination construction of veterinary pharmacies for animal health, construction of modern slaughter houses and certification will be strengthened. Construction of Milk Collection centers by Private sector investors, Fish farming and processing, and Isambaza selling points will be constructed as well. The above interventions will increase the quantity of milk, meat, and fish in the District.Has Rutsiro is around the Kivu Lake, DDS should focused on developing knowledge-based fisheries and aquaculture, and creating institutional capacity to manage and develop fisheries resources in the district.  Integrated plant protection and pest management Efforts focus on maintaining pesticides and other interventions to levels that are economically justified and minimize risks to human health and to the environment.

Priority 7: Sustainable Management of Natural Resources and Environment to Transition Rwanda towards a Carbon Neutral Economy: The following are the specific strategic actions that will be implemented under this priority  Ensure soil protective measures in place planting both forestry and agro forestry trees and reforestation of Mukura and Gishwati forests to restore the ecological systems.  Ensure the effective implementation of District Forestry Management Plan.  Contribute to intergrated water resource management (IWRM) and in rehabilitation of Upper nyabarongo river catchment and land conservation.  Promote sustainable and equitable water use and storage system, rooftoprain water harvesting and through ponds, dams.  Sustainable mining practices  Sensitize the community to adapt mechanisms which minimize the excessive use of firewood as a source of energy for cooking such as improved cooking stove (cana rumwe) and promote the use of renewable energy sources like biogas digesters, solar energy and cooking gas. . Efforts will be concentrated on promoting use of cooking gas in trading centers of the District so that by 2024, a reasonable number of households’ will have switched from the use of firewood to renewable energy. This strategy will be supported by District stakeholders (NGOs, CSO, FBOs and private Investors).

 Ensure Protection of Lake Kivu shores and all River banks within the District by planting bamboo trees and other selected tree species in order to preserve water sources and environment.  Climate smart agriculture has the potential to increase productivity, build resilience to current climate variability and future climate risks and reduce greenhouse gas emissions. These include inter-cropping, cover crops, conservation agriculture, crop residue retention, use of improved vegetated fallows and crop rotation.  The Agroforestry Strategy and Action Plan, aligned to the NST outcome on ‘Sustainable and productive forestry management, for sustainability and economic profitability’, should be the interface and interaction between agriculture and forestry, involving farmers, livestock, trees, and forests at multiple scales; noting this will require joint programming.

4.3.2. Social transformation pillar: The overall objective of the Social transformation pillar is to “Develop Rwandans into a capable and skilled people with quality standards of living and stable and a secure Society”. The Social transformation will be achieved through: Enhance graduation from Poverty and extreme poverty and promote resilience, Eradicating Malnutrition, Ensure access to quality Health for all, improved access to quality education for all and Rutsiro Households with modern basic Infrastructures. Under Social Transformation pillar, 5 priorities were identified and from each priority, strategic actions were determined and described as follows: Priority1: Enhancing graduation from Poverty and extreme and promoting resilience.  Provide the minimum package for graduation (MPG); to all eligible beneficiaries focusing to the Sectors with VUP expanded Public Works and VUP Classic Public Works to support the most vulnerable. The VUP program will be extended to other Sectors and by 2024 to cover the whole District.  One Cow per Poor Family Program to be complemented with other social programs such as acquisition of small livestock to support poor households to graduate from extreme poverty. Effective implementation of this strategy, the District will partner with stakeholders non-governmental organizations (NGOs), Faith-Based Organizations (FBOs), the private sector and Central Government.  Ensure the fully operationalization of the social protection Management Information System throughout the District in order to effectively deliver better services to beneficiaries and accountability. Priority2: Eradicating Malnutrition. The following strategic actions will be implemented in order to realize this priority.

 Strengthen and implement DPEM activities to reduce chronic malnutrition.

 Promote the 1,000 days of good nutrition and care at village level and Sensitize households on good nutrition practices.  Enhance kitchen gardens in each household for dietary and complementary feeding and distribute food and vitamin supplements using Fortified Blended Food (FBF), one Cup of milk per child, to those already affected with acute and chronic malnutrition.  Households will receive explicit nutrition guidance on specific dietary gaps and practical skills training from their local Farmer Promoter and Community Health staff and through Farm Field Schools to ensure that, this support benefits rural vulnerable households with young children and mothers.

Priority 3: Enhancing demographic dividend through ensuring access to quality Health for all.  Ensure Service Delivery and Quality improvement, improving geographical access to health care services by construction and upgrade of Health facilities with adequate infrastructures such as: Access to electricity, water and internet connectivity in all health facilities by 2024. Murunda Hospital will be rehabilitated; 2 health centers located from risky zone, and new Health posts will be builts in remote cells. Hospital ambulances will be bought and different roads connecting health centers and the District Hospitals will be constructed as well and Improve quantity and quality of HRH to respond to health needs by Increasing the number of medical staff in Health Centers and hospitals and train them. Also ensure and sustain the availability of essential medicines (vital and non-vital), vaccines and blood components.  Improve Maternal and Child Health through the improvement and sustainability of quality of Maternal Child Health services; Focusing on decreasing maternal and neonatal mortality; Increasing Ante Natal Care and Postnatal care uptake and improving community mobilization to increase facility delivery.  Promote family planning programs and reproductive health by Integrating education on young and adolescent’s sexual reproductive health and scaling up the integrated management of GBV cases while supporting the social economic reintegration of the GBV victims and improving access on quality FP services with a focus on long term methods.  Ensure disease prevention from the Community through awareness of hygiene and sanitation practices and support vulnerable households to have a decent toilet and other sanitary facilities in the Community coming up with improved WASH services, Food Safety and Hygiene in Food Establishments closely monitored by Community Health Clubs within villages and these paired to promotion of physical exercises for all age groups, and development of physical infrastructures such as play grounds in the District. Partners (CSOs, FBOs, and NGOs) will support the District in the implementation of this strategy.  Ensure strong desease control by Sustaining universal access to HIV testing and treatment; prevention and management of blood borne diseases; effective prevention and efficient management of malaria cases and other parasitic diseases; early detection and effective treatment of TB and other respiratory & lung diseases; early detection of NCDs and

Increase access to specialized NCDs treatment including an increase of Mental Health Services Coverage and access to specialized mental health services and other services to people living with disabilities;  Prevent and fight drug abuse and trafficking especially among the youth and support Youth rehabilitation Centers. In addition, sensitization campaigns in partnership with stakeholders; faith based organizations and use of home grown initiatives such as Umugoroba w’ababyeyi, Itorero which promote Rwandan cultural values will support in this regard.  Strengthen and Support Community Health workers (CHW) programs/Cooperatives in order to discharge effectively their Community roles.  Strengthen Health Information and financing by providing facilities to Synchronize all HIS systems together and link them with EMR to improve the patient management and data use for decision making and Ensure financial sustainability of Health facilities through scaling up PFM and mobilize the Community to join community Health Insurance scheme (MUSA).

Priority 4: Enhancing the demographic dividend through improved access to quality education.  Increase access to pre-primary education so as to increase pre-primary net enrolment rates through establishing ECE and ECD centers. This will be achieved by constructing ECE and ECDs schools in all villages and introduce public-private partnership model for ECE and ECDs to enhance effective management of these schools. The ECD will be established up to cell level (NST1 target).  Improve quality of education at all levels by strengthening school inspections, using ICT based solutions, smart classrooms and increasing adequate infrastructure, internet, water and electricity connections in all schools.  Facilitate people with disabilities to access education through establishment of user friendly infrastructures.  Strengthen mechanisms to promote completion rates especially in primary and secondary education and implement school data management system (SDMS) by introducing student identification numbers to track students’ evolution and fight school dropouts. Priority 5: Moving Towards a Modern Rwandan household.  Access to electricity will be increased to 100% by 2024 to cover all the Community of Rutsiro in collaboration with REG and private investors, focus will be on both off-grid and on grid sources of electricity.  Access to water will be increased to 100% by 2024, to cover all the Community of Rutsiro in collaboration with WASC. By rehabilitating existing water systems which are no longer in use and construct new ones to access water to all users. The management of water sources will be outsourced to private people for sustainable management. Private sector and other District partners will be encouraged to invest in this Sector.

 Promote Hygiene and sanitation within the District: by establishing sanitation infrastructures in homes and public places.  Promote the use of ICT and improve the coverage of existing access network (IT infrastructures) in the district for easing doing business and information access. Raise the awareness and penetration of ICT facilities to the Community and connect fiber optic to all Private and Public Institutions. Provide IT equipment’s to all Sector and Cell offices.  Develop and facilitate decent settlements for all the Population including relocating those living in high-risk zones and scattered settlements. By Construction of IDP model in each Sector, elaboration of rural settlements lay out plans which will increase planned settlement in the District. And provide decent shelter to all vulnerable people In the District (Vulnerable Genocide survivors, marginalized people, People with Disability and other vulnerable people in the District).  Promote recreational activities and sports for all to increase the socioeconomic impact of sports facilities to the citizens. District partners will be engaged in the construction of football, basketball and volleyball playgrounds in different parts of the District to promote sports for all. Develop sport infrastructures in Schools and attract private investors to develop beaches on Lake Kivu.  Strengthen prevention and fight gender-based violence (GBV) and Promote awareness campaigns through Community assemblies (Inteko z’Abaturage), Umugoroba w’ababyeyi, Community outreach by leaders, Anti-GBV clubs, Itorero and Urugerero, develop and strengthen Isenge one stop center in health facilities. Involve Private sector, CSOs, Faith Based Organizations to fighting GBV and child abuse.  Ensure that orphans are raised in families through, awareness campaigns on “Tubarere Mu Muryango” program. Reintegrating and following up children reintegrated as well as building the capacity of family protection volunteers/Inshuti z’Umuryango.  Mainstream Disaster Risk Reduction and Management system into all key strategic actions to mitigate disasters. The District in addition will implement Disaster Management plan.

4.3.3. Transformational Governance pillar. The overall objective of the Transformational Governance pillar is to “Consolidate Good Governance and Justice as, building for equitable National Development”. The Transformational Governance will be achieved through: Reinforce Rwandan culture and values as a foundation for peace and unity, Ensure Safety and Security of citizens and property, Promote diplomatic and international cooperation, Strengthen Justice, Law and Order, Strengthen Capacity, Service delivery and Accountability of District and Non Budget agencies, and increase citizens’ participation and partnership engagement in District.

Under Transformational Governance pillar, 6 priorities were identified and from each priority, strategic actions were developed to implement the identified priorities in the following ways: Priority1: Reinforce Rwandan culture and values as a foundation for peace and unity.  Promote Rwandan cultural values of integrity, transparency, fighting injustice and intolerance for corruption within the community. This will be achieved by conducting “Itorero” sessions at villages and strengthen Itorero committees in schools.  Promote unity and reconciliation among Community through “Ndi Umunyarwanda” and “Abarinzi b’Igihango” programs, create Ndi umunyarwanda dialogue sessions within the Community.  Conduct multiple awareness campaigns on gender equality and ensure equal opportunities for all Women and Men. In order to promote transparency and accountability for sustainable development. All District strategic actions will take into consideration Gender equality in terms of opportunities for Men and Women, Girls and Boys will equally participate in all District social Economic, and Governance issues to determine the development of the District. It will be a Development which leaves no one behind. Priority2: Ensure Safety and Security of citizens and property.  Crime prevention through community policing will be strengthened (Community policing committees and Community night patrol committees).  Strengthen capacity of DASSO security organ. Priority3: Strengthen diplomatic and international cooperation to accelerate Rwanda and Africa’s development.  Promote and raise awareness of importance Rwanda’s home-grown solutions (Umuganda, Gacaca, Girinka, Ubudehe, Abunzi etc) within the Community and even beyond our boaders.  Promote and ensure good working relationship with our neighboring Countries to foster security and business development. Priority4: Strengthen Justice, Law and Order.  Support and streamline MAJ services to ensure quality and affordable justice, especially to the poor and MAJ outreach activities expanded to Sector levels.  Support and strengthen “Abunzi” as a mechanism to resolve Community Disputes and reinforce amicable settlement of disputes.  Implement the Abunzi Management Information System to facilitate data collection and information sharing.  Promote and support efforts to fight corruption within the Community. Organize public accountability days where leaders account to the community of what they are doing on

their behalf and support ant-corruption committees at Cell levels to effectively perform their role. Punish corruption cases and recover embezzled funds.  Enhance awareness campaigns to fight against genocide ideology in the District. (Preserve and protect Genocide sites within the District). Priority5: Strengthen Capacity, Service delivery and Accountability of public institutions  Increase satisfaction of service delivery by providing online services in all sectors and cell levels, by the use of “Irembo” platform. And effectively implement and monitor Service charters at different levels in the district. Construct sector and Cell offices with standard office premises, connected to water, electricity & access to internet with the objective of making a Cell to serve as the Centre of service delivery.  Strengthen the District planning process through participatory and inclusiveness of all District stakeholders.  Improve Public Financial Management: With the objective obtaining unqualified audit opinions on financial statements and compliance with laws and regulations.  Introduce IFMs in NBAs, including sectors (Imirenge), Districts Hospitals and health centers and schools to facilitate the management of public funds within these institutions. The District will work closely with the Ministry of Finance and Economic Planning to implement this strategy.  Increase districts revenue capacity to finance District development agenda, focus on District local economic potentialities and maximization of tax collections. Priority6: Increase citizens’ participation, engagement and partnerships in Development.  Engage media, non-governmental organizations (NGOs), FBOs, and the private sector to effectively contribute to District development.  Support and empower particularly women and youth to effectively contribute to districts planning, implementation and monitoring of District activities.  Encourage use of online platforms and social media to interact with citizen on District development agenda.  Promote the culture of self-reliance and patriotism among the Community specially the youth. 4.4. Results Chain Goal/ Impact 1: Accelerate Inclusive economic growth and development founded on the private sector, knowledge and Rwanda’s Natural Resources: Outcomes: 1. 4500 off farm jobs created annually for economic development. 2. Increased number of population with appropriate skills tailored to labour market

demands. 3. Increased productive jobs for youth and women. 4. Developed and integrated urban and rural road networks. 5. Increased business development services for entrepreneurs 6. Increased exports for high value services 7. Enhanced long term savings and innovative financing mechanisms 8. Increased agricultural production and productivity 9. Increased traditional and non- traditional export crops. 10. Increased financing and infrastructure for agriculture. 11. Improved livestock production 12. Increased sustainability and profitability of forestry management 13. Sustainable and rational land use and improve the quality of mining activities. Outputs: 1. Technical Vocational schools improved. Activities; - To construct and equip TVET Centers - To train people in technical skills - To provide Toolkits to trained people based on gender disaggregation. - To construct Higher education center - To construct Integrated Productive Handicraft centers Outputs: 2. To support Youth and Women in Job creation. Activities; - To support Projects by gender and age (youth & women); - To improve Business incubation centers for women and youth. Outputs: 3. To support People with disability for job creation. Activities; - To support projects of PwD - To support people with disability. Outputs: 4. To Implemented Rutsiro District urban master plan Activities; - To construct Tarmac roads - To construct Murrum roads - To construct Petrol stations - To construct Tax Parks - To construct a Solid waste management land fill - To construct Water treatment plant

- To construct Public lighting lines - To construct Modern markets - To construct IDP model Village - To elaborat Layout plans - To Rehabilitate Feeder roads Outputs: 5. Ensure digital literacy for all youth (16 to 30 years) by 2024. Activities; - To strengthen Knowledge hub and Yego centers - To connect Institutions to internet. - To support Schools of excellent. - To enroll Females and males in Centers of excellence and focus on ICT Outputs: 6. Tourism Infrastructures increased. Activities; - To develop Touristic Sites - To Construct Hotels - To construct Handcraft Centers - To construct Tourism center - To develop cable Cars - To develop Modern Boats - To develop Modern Ports Outputs: 7. To Improve performance of Imirenge Saccos. Activities; - To increase the % of money saved - To increase the number of Sacco members - To increase the % of credit access by gender - To Automate Saccos - To increase New initiatives for enhancing family resilience to shocks Outputs: 8. Production and productivity increased. Activities; - To promote land consolidation - To construct Radical terraces - To construct progressive Terraces - To develop Marshland - To use organic and chemical fertilizers - To use improved seeds - To increase the % of men and women in cash crop production and agro processing activities Outputs: 9. Export production increased. Activities;

- To produce fully washed coffee - To construct Tea processing plants - To Plant sericulture - To plant tea - To plant coffee - To plant horticulture - To construct Selling points Outputs: 10. Livestock Production improved. Activities; - To Inseminate cows - To vaccinate cows - To construct Veterinary pharmacies x - To develop Floating fishing farms - To construct Isambaza selling points - To construct fish processing plant and research - To construct Modern slaughter Houses - To construct MCCs - To construct Milk collection points (MCP) - To construct Forage storage facilities - To construct Animal feed processing plant Outputs: 11. District forest management plan Implemented. Activities; - To plant forest trees - To construct Cooking stoves - To construct and rehabilitate Biogas digesters - To increase the number of HHs using cooking gas as a source of energy - To protect land from soil erosion Outputs: 12. Mining sector is Improved and sustainably managed. Activities; - To consolidate Mining blocks - To construct Mine processing plants and equipp them. - To rehabilitate Mining sites quarries.

Goal/ Impact 2: Develop Rwandans into a capable and skilled people with quality standards of living and stable and a secure Society. Outcomes: 1. Increased graduation from poverty and extreme poverty. 2. Reduced malnutrition among children and pregnant mothers. 3. Improved healthcare services. 4. Family planning programs improved. 5. Increased contraceptives prevalence.

6. Increased access to pre-primary education. 7. Improved education quality in primary and secondary education. 8. Increased adult literacy rates. 9. Universal access to basic water and sanitation infrastructures. 10. Universal access to basic electricity infrastructures. 11. Information Communication Technology (ICT) promoted. 12. Decent Shelter for vulnerable Genocide survivors promoted.

Outputs: 1. Vulnerable Households supported. Activities; - To facilitate eligible HHs to benefit from Minimum package % of men and women graduating from extreme poverty by category include GBV victims. - To distribute small livestock to vulnerable people - To support Beneficiaries in VUP programs by females and males - To finance projects for poor people - To support Ubudehe projects - To distribute cows to vulnerable households - To support eligible beneficiaries benefited from Direct Support program Outputs: 2. Dietary feeding improved. Activities; - To screen children for malnutrition - To provide FBF to children with malnutrition - To construct kitchen Gardens - To reduce chronic malnutrition through DPEM activities. Outputs: 3. Service delivery in Health facilities improved. Activities; - To construct a Hospital - To rehabilitate different health facilities - To relocate/construct health Centers - To construct health posts - To upgrade and medicalize health Centers - To upgrade health Posts to Health centers - To connect health facilities to electricity - To support health workers (CHW) Cooperatives - To recruit and traine Medical staff Outputs: 4. Education quality in Primary and Secondary Schools Improved. Activities; - To renovate and constructe classrooms including libraries and laboratories. - To construct teachers’ hostels - To connect schools to electricity

- To construct pathways for PwD - To construct Different playgrounds - To enroll and increase % of females in TVET. Outputs: 5. Shelter for Vulnerable Households Improved. Activities; - To renovate and construct houses for vulnerable genocide survivors

Goal/ Impact 3: Consolidate Good Governance and Justice as, building for equitable National Development. Outcomes: 1. Enhanced unity among Community. 2. Sustained respect for human rights and civil liberties. 3. Increased innovations and sustainability across Home Grown Solutions. 4. Enhanced Peace and Security. 5. Enhanced international profile and reputation of Rwanda. 6. Developed Capacity for Public Institutions, civil society and the media. 7. Enhanced decentralization system.

Outputs: 1. Unity among the Community Promoted. Activities; - To conduct Itorero sessions to different groups. - To organize ndi umunyarwanda dialogues/ sessions. - To execute citizen grievances solved and court judgments - To conduct accountability days - To strengthen Anti-corruption committees - To support Isange one stop center - To train Anti-corruption and anti-GBV club members Outputs: 2. Security of Citizens and property Enhanced. Activities; - To recruit and traine DASSO - To strengthen community night Patrol teams - To construct/ rehabilitate Transit Centers Outputs: 3. Home grown initiatives increased and promoted. Activities; - To conduct campaigns to raise awareness of importance of Rwanda’s home-grown solutions - To create new home grown solutions

Outputs: 4. Administrative Infrastructures Improved.

Activities; - Sector and Cell offices rehabilitated, constructed and connected to internet, water and electricity. - Capacity building of staff through different trainings. - District institutions provided with appropriate equipments. Outputs: 5. Service Delivery Improved. Activities; - Public services provided using online services. - Service charters Implemented - Community outreach programs (Citizen Assemblies), sessions organized and conducted. Outputs: 6. Public Financial Management Improved. Activities; - To increase own revenues - To support NBAs to manage finances through IFMS - To ensure that Institutions obtain unqualified audit opinions. Outputs: 7. MAJ outreach services improved. Activities; - To scal-up MAJ services in all Sectors. Outputs: 8. District participatory planning increased. Activities; - To ensure that citizens use online services for Development agenda. - To involve different partners in planning sessions. - To encourage women & Men to effectively participate in planning sessions.

4.5. Logical Framework

Table 11: Rutsiro District DDS Priorities In Logic Frame Work

RUTSIRO DISTRICT DDS PRIORITIES IN LOGIC FRAME WORK INDICATOR BASELINE OVERALL TARGET TARGET TARGET TARGET TARGET TARGET MEANS OF ASSUMPTIONS including Unit of TARGET VERIFICATION Measurement (2017/18) 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 PILLAR: Economic Transformation SECTOR: Private Sector Development & Youth Employment Priority 1: Create 1.5m (over 214,000 annually) decent and productive jobs for economic development. Outcome: 1.1 Increased number of Rwandans with appropriate skills tailored to labour market demands. Output 1: Technical Vocational schools improved Number TVET 5 6 2 2 2 Activity Reports Availability of Centers Funds constructed with EIA studies and equipped Number of 13,736 6,600 1,100 1,100 1,100 1,100 1,100 1,100 Alist of Youth Availability of people trained in and women who Funds and strong technical skills have been partnership with coached NEP & Ministry of Youth. Number of 102 222 37 37 37 37 37 37 Alist of people Availability of Toolkits. who received partners to support Provided. Toolkits. it. Number of Higher 0 1 1 Activity Reports Strong partnership education center & Photos of the between Ministry Constructed with constructed of Environment EIA studies. Institution and Natural Resources & the District.

Number of 5 3 1 1 1 Reports Availability of Integrated funds and partners Productive to support this Handicraft activity. centers constructed.

Outcome 2 Increased productive jobs for youth and women Output 2: Youth and Women supported in Job creation Number of projects 570 3080 570 580 585 670 675 Alist of projects Availability of Bankable projects. supported for women & youth supported % of green projects 100% 100% 100% 100% 100% 100% 100% Reports In partneship with other supported institutions

Output 3: People with disability supported for job creation Number of projects 4 44 5 7 8 8 8 8 Alist of projects Availability of Bankable projects. supported for PWD supported % of green projects 100% 100% 100% 100% 100% 100% 100% Reports Availability of partners supported Number of people with 54 135 55 45 35 Alist of PWD Availability of partners disability supported supported SECTOR: Transport Priority 2: Accelerate Sustainable Urbanization from 17.3% (2013/14) to 35% by 2024 outcome 2.1: Developed and integrated urban and rural road networks Output 1: Rutsiro District urban and rural master plan Implemented Number of km of tarmac 0.76 6 4 1 1 Activity reports Availability of funds roads constructed with EIA studies Number of km of earth 7.1 15 5 3 0 7 Activity reports Availability of funds roads constructed with EIA studies Number of feeder roads 0 82 15 12 16 14 13 12 Activity reports Availability funds and strong Rehabilitated partnership with MINAGRI and RTDA

SECTOR: Urbanization and Rural Settlements Priority 2 : Accelerate Sustainable Urbanization from 17.3% (2013/14) to 35% by 2024. outcome 2.1: Developed and integrated urban and rural settlements Output 1: Rutsiro District urban master plan Implemented Number of Petrol 1 2 1 1 Reports Availability of Investors stations Constructed Number of Tax Parks 0 1 1 Reports Availability of partners Constructed Number of Solid waste 0 1 1 Activity reports Availability of funds management land fill and Photos. constructed with EIA studies Number of km of public 2.5 25 5 5 5 5 5 Reports Strong partnership with REG lighting lines constructed Number of Modern 2 3 1 1 1 Activity reports Involvement of Private Sector markets constructed District land use mast plan updated and implemented

Number of awerness 2 12 2 2 2 2 2 2 Reports Availability of funds campaign of updated land use master plan SECTOR : Enegy

Priority 2 : Accelerate Sustainable Urbanization from 17.3% (2013/14) to 35% by 2024.

Outcome: Productive user access to electricity increased Output: Basic electricity infrastractures developed. Number of new kms N/A 115 19 25 28 10 13 20 Reports Availability of funds electrical lines constructed. Sector: Water and Sanitation Priority: Accelerate Sustainable Urbanization from 17.3% (2013/14) to 35% by 2024 Outcome: Increased economic opportunities in urban and rural areas Output 1: Basic water and Sanitation infrastructures developed. Number of km of new 421.15 200 66 40 16 47 31 47 Availability of funds and strong water system partnership with WASC

89 constructed

Number of water 0 1 1 Activity reports Availability of funds treatment plant and Photos. constructed with EIA studies SECTOR : ICT Priority 3 : Establish Rwanda as a Globally Competitive Knowledge-based Economy. Outcome : Developed anchor firms and entrepreneurs in priority value chains and new sector Output: Ensure digital literacy for all youth (16 to 30 years) by 2024; Numbers of Knowledge 4 6 1 2 2 1 A list of Partnership with private sector. hub and Yego centers knowledge hub strengthened centers fully operational. Number of institutions 34 169 20 30 25 39 30 25 Activity reports Availability of funds connected to internet. Numbers of boarding 4 4 1 1 1 1 Reports Availability of funds schools supported.

SECTOR: Private Sector Development & Youth Employment Priority 4 : Promote Industrialization and attain a Structural Shift in the export base to High-value goods and services with the aim of growing exports by 17% annually Outcome : Increased exports of high-value services Output 1: Tourism Infrastructures increased Number of Touristic Sites 4 22 1 4 5 5 3 4 Alist of Tourist Strong partnership with Private developed sites developed Sector and RDB Number of Hotels 2 3 1 1 1 Activity reports Involvement of Private investors Constructed with EIA studies Number of Tourism 0 2 1 1 Activity reports Availability of funds and strong center Constructed partnership with RDB Number of Cable Cars 0 2 1 1 Achievement Strong involvement with Private Developed reports Investors Number of Modern 0 2 1 1 Activity reports Strong involvement with Private Boats Developed Investors

Number of water gaming 0 1 Actvity reports Strong involvement with Private sports sites developed Investors Number of Modern Ports 0 2 1 1 Activity reports Strong involvement with Private Developed with EIA Investors studies SECTOR: Financial Sector Development Priority 5: Increase Domestic Savings and position Rwanda as a hub for financial services to promote investments Outcome :5.1 Enhanced long-term savings and innovative financing mechanisms OUTPUT 1: Uptake and usage of financial services increased % of money saved 51% 10% 12% 25% 45% 48% 51% Reports indicating % of money Strong increased. mobilization strategies in 2,262,950,496 place. Number of Sacco members increased 109,514 4,5% 3% 5% 5,5% 5% 4,5% 4,5% A list of new members Strong mobilization strategies in place. Percentage (%)of adult population 78% 100% 82 85 90 94 97 100 Finscope survey financially included (formal and Informal) Percentage of Umurenge SACCOs 0 100% 50% 70% 90% 100 Project report automated and district SACCOs set up % Number of new initiatives for enhancing 0 13 2 2 2 2 2 3 Actvity reports Availability family resilience to shocks of budget

Number of financial institutions operated in 1 2 1 1 Actvity reports Strong the District partnership with Private Sector OUTPUT : Mobilised members subscribed to LTSS Number of subscribers to Long Term Saving 0 21,611 3,602 7,204 District and MINECOFIN DATA Scheme 10,805 14,4 18,0 21,611 07 09 Output 1: Savings and access to agriculture credit by women and Men increased.

Number of agriculture credit increased N/A 26 3 3 4 4 6 7 list of farmers received agriculture credits by women and Availability of Men budget

SECTOR: Agriculture Priority 6: Modernize and increase productivity of Agriculture and livestock. outcome: 6.1 Increased agricultural production and productivity output: Production and productivity increased Number of Hectares of land 37,049 37,149 37,099 37,149 37,149 37,149 37,149 37,149 Activity Partnershi consolidated reports p with MINAGRI Number of hectares of 3,121 735 100 165 125 145 100 100 Activity Availability Radical terraces constructed reports of funds.

Number of hectares of 11,323 13,551 13,550.70 13,550.70 13,550.70 13,550.70 13,550.70 13,550.70 Activity Strong progressive Terraces reports involveme developed. nt of farmers Number of hectares of 18 100 25 25 20 24 6 A list of Availability Marshland Developed marshlands of funds. developed Metric tons of organic and 734.85T 4840 750 775 800 825 840 850 Reports Strong chemical fertilizers used by involveme men and women nt of farmers Metric tons of improved 84 650 100 100 150 150 150 A list of Strong seeds used farmers involveme distributed nt of with farmers improved seeds Outcome 6.2 Increased traditional and non-traditional export crops Output 2: Export production increased Metric tons of fully washed 1551 10,566 1,859 1,668 1,857 1,665 1,853 1,6 Activity reports Strong coffee produced 64 partnership with NAEB

Number of Tea processing 1 1 1 Reports and Involvemen plants constructed photos t of private investors

Number of hectares of 5,5 94 8 9 12 22 20 23 Activity reports Availability sericulture planted of private investors Number of hectares of tea 1,626 2,000 300 350 300 350 400 30 Reports and Availability planted 0 photos of land Number of hectares of coffee 2,224 100 20 20 10 20 20 10 Reports and Availability planted photos of land

Number of hectares of 1320 2400 600 600 600 600 600 60 Activity reports Availability horticulture planted 0 of markets

Number of selling points 2 6 2 2 2 Activity reports Involvemen constructed t of private investors Outcome 6.3 Increased financing and infrastructure for agriculture Output 3: Mechanization machines purchased and in use to irrigate 85ha. Number of hectares of land 10 85 10 15 15 15 15 15 Reports and Availability irrigated land photos of water for irrigation Number of cooperatives 0 4 2 2 A list of strong farmers of water users Cooperatives involvemen strengthened t of farmers Outcome 6.4 Improved livestock sector Output 4: Animal genetic and production improved. Number of cows Inseminated 14,871 20,435 2,280 2,508 3000 3580 4012 50 Activity reports strong 55 involvemen t of farmers Number of cows vaccinated 36,005 260,240 38,280 40,780 42,800 44,900 45,500 47, Activity reports availability 98 of vaccines 0 Number of veterinary 4 4 1 1 1 1 reports Partnership pharmacies constructed with the private sector Number of floating cages 15 100 10 25 25 20 15 5 Activity reports Partnership developed with RAB

Number of Isambaza selling 3 3 1 1 1 reports Involvemen points constructed with EIA t of Private studies Sector and availability of Funds. Number of fish processing 0 1 1 Activity reports Involvemen plant constructed with EIA t of studies Isambaza dealers Number of modern slaughter 1 2 1 1 reports Partnership Houses constructed with EIA with studies Private farmers Number of MCCs constructed 3 7 2 1 1 1 1 1 Activity reports Availability with EIA studies of funds Milk collection points 2 13 3 3 3 2 2 Activity reports Availability (MCP)constructed of funds

Number of forage storage 0 4 1 2 1 reports Partnership facilities constructed with the private sector Number of animal feed 0 2 1 1 Activity reports Partnership processing plant constructed with with EIA studies Private farmers SECTOR: Environment and Natural Resources Priority 7. Sustainable management of natural resources and environment to transition Rwanda towards a carbon neutral economy Outcome: Increased sustainability and profitability of forestry management.

Output 1: District forest management plan Implemented

Number of hectares 15,084 1200 200 200 200 200 200 200 Activity Availability of of forest planted reports funds Number of hectares 1754 170 340 352 339 373 180 Activity Availability of of Agro forestry reports. funds planted. Outcome 7.1 Minerals, oil and gas sector promoted.

Output 2 :Renewable energy and other alternative sources promoted. Number of cooking 25000 2000 5500 5000 4500 4500 3500 reports Involvement of stoves Constructed Citizens Number of biogas 291 54 10 12 12 10 10 reports Availability of digesters materials constructed and rehabilitated Number of cooking 92 3305 195 1140 180 220 270 1300 List of people Strong gas increased. using cooking partnership with Gas Private and Citizens Output 3: Soil erosion protected Number of ha of 11,323 13,551 13,550.70 13,550.70 13,550.70 13,550.70 13,550.70 13,550.70 reports Strong land protected from partnership with soil erosion by REMA prohressive terraces Output 6: Integrated and sustainable water resource management (IWRM) to maximize reliable, efficient and productive investments for all % of Rehabilitation of 60 80 10 20 15 10 20 5 Reports Availability of up Nyabarongo funds & watershade engagement of Partners.

% of people involved 20 40 30 35 37 38 39 40 % of people in IWRM measures involved in per catchment IWRM measures per catchment % of household Non 50 10 15 20 30 40 50 % of equipped with Rain applicable household Water harvesting equipped with Rain Water harvesting Outcome : 7.2 Sustainable and rational land use and Improve the quality of mining activities. Output 8: Mining sector is Improved and Sustainably managed. Number of mining 0 1 1 Activity Availability of blocks consolidated reports funds

Number of Mine 0 1 1 Mining Availability of processing plants processing funds constructed and plant equipped with EIA established. studies. Number of mining 31 31 6 5 6 5 5 4 Mining sites Availability of sites quarries quaries funds rehabilitated rehabilitated Amount of dollars 5,962,962$ 48,962,267$ 8,762,962$ 17,562,962$ 24,862,962$ 32,062,962$ 40,162,968$ 48,962,267$ Strong earned partnership with private sector PILLAR: Social Transformation: SECTOR: Social Protection Priority 1. Enhancing graduation from extreme Poverty and promoting resilience Outcome: 1.1 Increased graduation from Extreme poverty (from 23.6% to 10%). Output 1: Vulnerable Households supported Number of users of (MIS) 100% 100% 100% 100% 100% 100% 100% A list of Availability of funds increased. services and strong partnership provided with LODA using MIS. % of men and women 23.6% 10% 22.6% 20% 17% 15% 12% 10% A list of Availability of funds and graduating from extreme beneficiaries strong partnership with poverty. of Minimum LODA package

Number of HH benefited 473 962 1,874 3,858 4,200 4,555 4,790 A list of Availability of funds and from Minimum package 20,239 beneficiaries strong partnership with of Minimum LODA package

Number of small livestock 5,440 39,446 5,455 6,040 6,150 7,001 7,125 7,675 A list of the Availability of partners Distributed beneficiaries of the program

Number beneficiaries 6,757 29,168 6,790 6,857 6,957 3,757 2,757 2,050 List of Timely disbursement of benefited from VUP program beneficiaries funds ( females &males)

Number of projects financed 481 6076 593 783 883 980 1,287 1,550 A list of Availability of projects projects financed Number of ubudehe projects 483 2898 483 483 483 483 483 483 A list of Availability of projects supported projects financed Number of cows distributed 9,003 7,183 1,295 1,295 1,150 1,150 1,338 1,338 1,050 1,050 1,140 1,140 1,210 1,210 A list of Partnership with private beneficiaries. individuals

Number of beneficiaries 2,722 2,722 2,722 2,722 2,722 2,722 2,722 2,722 A list of Availability of funds. benefited from DS beneficiaries

Number of IGAs supported 7 144 12 16 20 25 31 40 A list of Partnership with private Cooperatives sector for PWD supported SECTOR: Health Priority: 2 Eradicating Malnutrition Outcome: 2.1 Reduced malnutrition among children. Output 1: Fortified Blended Food (FBF) supplied to all beneficiaries for stunting prevention % of children Screened for 92% 95% 95% 95% 95% 95% 95% 95% A list of Awareness of the malnutrition malnutrition Citizens cases % of adequate latrine NA 100% 100% 100% 100% 100% 100% 100% A list of HHs Awareness of Citizens constructed for families with Decent and involvement of under I&II ubudehe latrines. Partners categories % of beneficiaries of FBF NA 100% 100% 100% 100% 100% 100% 100% Reports Availability of funds

Number of Kitchen Gardens 22,292 2,898 483 483 483 483 483 Reports Strong mobilization of constructed. citizens

% of chronic malnutrition 45.80% 30% 38% 30% Reports Awareness of Citizens. reduced due to DPEM activities done

Priority :3. Enhancing demographic dividend through ensuring access to quality health for all. outcome: 3.1 Improved healthcare services Output 2: Service delivery in Health facilities improved. Hospital constructed with EIA 1 1 1 Reports Availability of funds study Number of health facilities 2 7 1 2 1 1 1 1 Activity Availability of funds rehabilitated with EIA study reports Number of Health Centers 2 2 1 1 Activity Availability of funds relocated/constructed with reports EIA study Number of Health posts 12 35 8 6 8 4 5 4 Activity Availability of funds constructed reports Number of Ambulances 3 5 1 2 2 Activity Availability of funds Provided reports Number of HC upgraded and 0 2 1 1 Activity Availability of funds medicalized reports

Number of Health Posts 0 4 1 1 1 1 Activity Availability of funds upgraded to Health centers reports

Number of Km of 2 5 1 2 2 Activity Availability of funds infrastructure pathways reports constructed Number of health facilities 15 4 1 1 1 1 Activity Availability of funds connected to electricity reports

Health workers (CHW) 17 17 17 17 17 17 17 Alist of Involvement of partners Cooperatives supported Cooperatives supported Number of medical staff Doctor/pop/ratio: Doctor/p Health Availability of funds recruited and trained 1/40,630. op/ratio: personel 1/7000. report

Nurse/pop/ratio:1/ Nurse/p 2,066 op/ratio: 1/800 Midwife/pop/ratio: Midwife 1/28,128. /pop/rati o: 1/2,500. Phn/pop/ratio: Phn/pop 1/121,889. /ratio: 1/15,500 . LT/pop/ratio: LT/pop/r 1/11,427. atio: 1/7,500. Outcome: 3.2 Increased contraceptives prevalence Output 3: Family planning programs improved % of people used 48 60 54.6 57.6 58.6 59 59.5 60 Reports Awareness of Citizens contraceptives %Youth sensitized in Sensitization Awareness of youth. reproductive health. reports. Output 4: Community Health Insurance (MUSA) scheme Improved. % of the population that 77,7% 100% 100% 100% 100% 100% 100% 100% Activity Awareness of Citizens adhere to CBHI reports and availability of funds SECTOR: Education Priority: 4. Enhancing demographic dividend through ensuring access to quality education. Outcome: 4.1 Increased equitable access to education programmes. Output 1: ECD centers and ECE promoted Number of ECD constructed 1 7 1 2 2 2 Activity Partnership with Private and furnished reports Sector

Number of ECE 182 301 51 50 54 60 55 31 Activity Partnership with Private operationalized reports Sector Outcome : 4.2 Improved education quality in primary and secondary education Output 2: Education quality in Primary and Secondary Schools Improved. Number of classrooms constructed 372 176 26 39 26 20 30 35 Activity Involvement of reports Partners and Citizens.

Number of classrooms renovated/replaced 153 385 80 70 80 75 80 Activity Involvement of reports Partners and Citizens. Number of teachers' hostels constructed 13 2 1 1 Activity Availability of reports funds Number of schools connected to electricity 25 25 13 12 0 0 0 0 Reports Availability of funds Number of latrines constructed 1,154 636 120 96 120 120 140 160 Activity Availability of reports funds and involvement of Citizens Number kms of pathways for PWD constructed. 3 10 1 2 1 2 2 2 Activity Availability of reports funds Number of libraries constructed 18 18 3 3 3 3 3 3 Activity Strong reports partnership with MYICT Number of laboratories constructed 2 6 1 1 1 1 1 1 Activity Strong reports partnership with MYICT Number of playgrounds constructed 2 6 1 1 1 1 1 1 Reports Involvement of Partners Number of reintegrated boys in secondary 12.6% 12.6% 2.1% 2.1% 2.1% 2.1% 2.1% 2.1% Reports Partnership with school NMINEDUC

% of females enrolled in TVET. 31% 40% 32% 34% 36% 38% 39% 40% Reports Partnership with NMINEDUC and WDA % of schools greened and beautified N/A 100% 100% 100% 100% 100% 100% 100% Reports Partnership with NMINEDUC and WDA Outcome: 4.3. Increased adult literacy rates Output 3: Literacy education promoted Number of Adults trained and 27,012 21,928 6750 7589 7589 Reports Involvement of disaggregated by sex. partners

SECTOR: Water and Sanitation Priority: 5. Moving towards a Modern Rwandan Household Outcome: 5.1 Universal access to basic water and sanitation infrastructures

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Output 1: Basic water and Sanitation infrastructures developed. Number of km of existing water 317 318 78 112 68 20 21 19 Activity reports Availability of systems/lines rehabilitated funds

Output 2: Hygiene and sanitation Improved within the Community

Number of toilets constructed 14,003 14,003 14,003 Reports Involvement of Citizens and partners SECTOR: Energy

Priority: 5. Moving towards a Modern Rwandan Household. Outcome: 5.1 Universal access to basic infrastructure (water, sanitation, electricity, ICT, shelter). Output: Basic electricity infrastractures developed. Number of HH connected to on grid 17,220 23,376 290 Reports Availability of 7,792 7,474 4,724 2,096 1,000 funds and strong partnership with REG. Number of HH connected to off grid 3,192 32,000 3,013 5,087 6,024 5,979 6,031 5,866 Reports Availability of funds and strong partnership with Private sector.

SECTOR : ICT

Priority 3 : Promote the National commitment of being Knowledge-based Economy.

Outcome : Information Communication Technology (ICT) promoted.

Output 1: Ensure the use of ICT in most of Public and Private institutions.

Number of Public and 5 30 8 8 5 5 4 Reports Availability of Private Institutions funds Connected to fiber optic. Number of IT Equipments 112 181 93 25 20 18 15 10 Reports Availability of distributed. funds Output 2: Bridge the Gender digital divide and attain parity in ICT access, usage and innovation

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Number of females and 6078 Girls and 9480 7278 Girls 6278 6478 6678 6878 Girls 7078 7278 Reports Availability of males with certified ICT boys and 11680 Girls and Girls and Girls and and 10480 Girls and Girls and funds literacy boys 9680 9880 boys 10280 boys 10880 11680 boys boys boys boys % of industrial 10 25 10 12 15 18 22 25 Reports Availability of certification funds Sector: Urbanization and Rural Settlements Priority: 5. Moving towards a Modern Rwandan Household. Outcome 1: Decent Shelter for vulnerable Genocide survivors and other vulnearable people promoted. Output 1: Shelter for Vulnerable Households Improved Number of houses 97 41 5 6 8 7 9 6 Activity reports Availability of constructed funds Number of houses 54 119 13 15 18 21 25 27 Activity reports Availability of renovated funds Number of houses 412 1,804 130 335 334 334 334 337 Activity reports Availability of constructed funds

Output 2: Rutsiro District rural settlements developed Number of IDP model 5 9 2 3 2 2 Activity reports Availability of Funds Village constructed with EIA study Number of layout plans 118 198 99 99 Alist of layout District to partners with RHA elaborated and plans developed implemented Outcome: Facilitated development of affordable and social housing and access housing and access to housing

Output: Lighting arrestors installed on public and private institutions and public open spaces

Number of Lighting 61 195 10 25 30 35 40 45 Availability of funds arrestors installed Activity reports

PILLAR: Transformational Governance

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SECTOR: Sport and Culture Priority 1: 1. Reinforce Rwandan culture and values as a foundation for peace and unity. Outcome1.1: : Enhanced unity among Rwandans Out put : Unity among the Community Promoted Number of Itorero session 3 24 4 4 4 4 4 4 Activity reports Involvemen conducted to different groups t of Community and Schools Number of ndi umunyarwanda 5 30 5 5 5 5 5 5 Activity reports Involvemen dialogues/ sessions organized t of Community. Number of open days 1 12 2 2 2 2 2 2 Activity reports Community conducted awareness

Number of anti-corruption 14 62 62 62 62 62 62 62 Reports Involvemen committees Strengthed t of Community Number of children reintegrated 273 120 60 60 reports school from child labour.

Number of Unity Clubs trained. 14 62 20 22 20 A list of trainees Involvemen t of partners Sector: Governance and Decentralization Priority 2: Ensure Safety and Security of citizens and property. Outcome 1.2 Increased innovations and sustainability across Home Grown Solutions Output: Home grown initiatives increased and promoted Number of Campaigns to raise 12 24 4 4 4 4 4 4 Reports Availability awareness of importance of of funds Rwanda’s home-grown solutions conducted. Output: Security of Citizens and property Enhanced. Number of DASSO recruited and 55 62 26 11 10 6 5 4 Alist of DASSO Availability trained recruited and of funds Trained

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Number of community night 483 2898 483 483 483 483 483 483 Reports Community Patrol teams Strengthened involvemen t Number of committees 62 310 62 62 62 62 62 Reports Community strengthened involvemen t Number of Transit Centers 1 1 1 Reports Availability Constructed. of funds

Priority 3: Strengthen diplomatic and international cooperation to accelerate Rwanda and Africa’s development. Outcome: 3.1 Enhanced international profile and reputation of Rwanda. Output 1: Good relations with neighboring Countries enhanced. Number of cross border security 0 6 1 1 1 1 1 1 Reports Availability meetings Held. of funds Number of businesses 570 600 100 100 100 100 100 100 Activity reports Developed. Priority 4: Strengthen Justice, Law and Order

Outcome 4.1: Strengthened Judicial System (Rule of Law).

Output 1: All judgements and enforceable decisions are timely executed at 100%.

% of grievances solved and 91.1 100% 100 100 100 100 100 100 Activity reports Community court judgments executed awareness % of resolved domestic conflicts. 95% 100% 97% 98% 99% 99% 99% 100% Umugoroba w’ababyeyi reports. Number of Community outreach 52 52 52 52 52 52 52 52 Reports Community programs (Inteko awareness z'abaturage).sessions conducted per year Output 2: MAJ outreach activities decentralized. number of sectors with MAJ 0 13 13 Reports Availability services of funds Outcome 4.2 : Sustained respect for human rights and civil liberties

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Output 1: Campaigns for Awareness and respect of human rights organised and conducted.

Number of Isange one stop 1 4 1 1 1 1 Reports Availability center supported of funds Number of GBV committes 1 4 1 1 1 1 Reports Availability strengthened. of funds Priority 5: Strengthen Capacity, Service delivery and Accountability of public institutions. Outcome: 5.1: Developed Capacity for Public Institutions Output 1: Administrative Infrastructures Improved. Number of Sector 6 6 2 2 2 Reports Availability of offices rehabilitated funds Number of Cells offices 20 62 0 10 20 12 20 Reports Involvement of rehabilitated Community Number of offices 76 76 10 24 20 22 Reports Availability of Connected funds Number of people 24 2365 455 475 470 485 480 485 Reports Availability of trained funds Number of District 241 155 12 32 36 35 40 42 Reports Availability of institutions provided funds with required equipments. Outcome 5.2 : Enhanced accountability across public institutions

Output1: Enhanced Citizen Participation, empowerment and inclusiveness

Number of 1 12 2 2 2 2 2 2 Activity Community accountability days reports awareness conducted Out come 5.3: Reinforced efficient service delivery

Output 2: Service Delivery Improved. Number of providers of 14 62 62 62 62 62 62 62 Reports Community online services awareness (Irembo). % of services charters 78% 100% 100% 100% 100% 100% 100% 100% Reports Involvement of Implemented Community Priority 6. Increased Citizens Participation and Engagement in Development.

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Outcome: Enhanced decentralization system Output : Citizen participation in the development activities increased. % of Citizens used online 7.80% 60% 30 40 50 60 Reports services for Development agenda

Outcome 6.2 Developed Capacity for Civil Society and the Media Output. District participatory planning Increased % of partners involved in 70% 98% 80% 85% 90% 93% 95% 98% Plans produced planning process.

% of women & 25% 80% 40% 50% 60% 70% 75% 80% Plans produced Men/Number of women and youth involved in planning process.

Sector: Public Financial Management Output: Public Financial Management Improved Amount of revenues 514,148,566 1,015,405,832 615,000,000 755,248,500 818,888,566 851,410,075 966,788,566 1,014,5 Revenue Maximize tax increased 54,420 reports collections Number NBAs used 2 37 13 17 7 Alist of NBAs Strong IFMS using IFMS partnership with MINECOFIN Number of Institutions 0 3 1 1 1 A list of Availability of obtained unqualified Institutions(N Institutions audit opinions BAs)

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4.6. Cross-Cutting Areas

4.6.1. Gender and family promotion.

Rutsiro's DDS has embraced all the priority aspirations of (NST1), therefore has positioned Gender and Family promotion as a sustainable development drive that cross cut all its strategic pillars. With the aim of ensuring equal opportunity for all, men and women, girls and boys, social inclusion and equitable benefits will be enshrined in all program implementation at local level during the period of (2018-2014).

Strategic actions towards economic transformation journey will mainly focus on job creation and business development in District, where emphasis is put on women and youth for business coaching and incubation. The District will also attract sustainable investments in its key development drivers namely; agro-mining and tourism industries whereby social inclusion and equity shall be key principles especially in agriculture value chains.

Rutsiro District will contribute to social transformation: as second poorest district in the West Province, by enhancing women graduation from poverty and extreme poverty as female dominate 51.4% of the poor population with 23.6 % extreme-poor and to promote families’ resilience. Besides, response to the youth unemployment issue very pronounced for young boys will drop from 13 to 5%. The district will address the high dropout rate for boys in secondary school, strengthen adult literacy hubs for females and specifically equip its TVET and VTC with a business plan to increase girl’s enrolment in TVET and VTCs by three-fold by 2020. The digital literacy being at its lowest (2.5%, EICV4 2015) finds in this strategy, its penetration and access for all. The modern Households package in Rutsiro to equip women and men with skills for use modern and improved cooking stoves, adequate sanitation, rainwater harvesting and ensure 100% water access by all that has impact on women and girls particularly.

Lastly, the District strategic approach to gender equality lies in enhancing accountability and coordination of key actors in fighting Gender Based Violence. Hence, families, including parents and children will find peace and live in conflict free environment. Establishment of Early Childhood Development will be scaled up to Cell level to enhance children safety and health but also boost women’s participation in other transformative economic activities. Collaborative mechanism will be established for eradicating the trending issue of human trafficking and school drop out by holding parents accountable. The men’s engagement and role and to end GBV will be the sustainability factor in this journey.

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4.6.2. HIV/AIDS and Non Communicable Diseases. The elaboration of Rutsiro DDS undertook its contributions to prevention of HIV/AIDS and non communicable diseases in the District. The strategy will focus on the mobilization of the population of Rutsiro District to fight against HIV/AIDS and NCDs diseases. This will be done by including basic informations in various projects and community programs. In addition, Specific projects and programs will be also developed by undertaking the following important actions: Intensive community sensitization and awareness of causes, controls and impact of HIV/AIDS on human kind, facilitate regular free testing services, train medical practitioners and district leaders on counseling ethics and ensure that all health facilities have the right tools and equipments to reduce the spread of hese diseases.

4.6.3. Environment and climate change . Under this DDS, Environment and climate change will be mainstreamed through increasing forest cover. Degraded forest ecosystems will be rehabilitated through aforestation, re-aforestation and forestry resources sustainably managed and water resource management improved.

The implementation of this DDS, will comply with environment conservation standards through ensuring that mining companies in thier mining activities promote and protect a clean environment in mined areas. Mining related activities will ensure sustainable exploitation of mineral and quarry resources. Mine sites will have efficient water and waste management system. The district programs will be designed in such holistic approach, to preserve environment including sensitization of private operators and general public on the benefits of environmental protection, conservation, adaptation and mitigation measures.

4.6.4. Disaster management. The DDS considers and undertakes activities like reduction of flooding prospective through erosion control and assessment of potential hazards in the district such as prolonged droughts, unpredectitable floods, massive land slides, frequent lightening disasters mitigation measures for disasters have been integrated in this document. Re-locations of people living in high risk zones, tree plantation, construction of terraces through mobilisation of the population to get involved in the implementation the disaster mitigation measures will be enhanced.

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4.6.5. Capacity building. The Rutsiro DDS recognizes the limited capacity and skills gaps within and across almost all the district services including human resource capacities. However Rutsiro DDS have been developed to address these skills and capacity gaps in terms of trainings of district staff in specific areas of strategic planning, project design and formulation and monitoring and evaluation, cooperative management, entrepreneurship, water resources management and service delivery. At the organizational and institutional level capacity gaps will also be closed in order for the district effectively discharges its roles and responsibilities in the six year period of this strategy.

4.6.6. Disability and social integration Social inclusion means that all groups enjoy their rights, such as the right to health and education, and that all have equal opportunities to markets, jobs and participation in decision making. With this DDS, all vulnerable groups such as the extreme poor, people with disability, people living with HIV/AIDS, historically marginalized groups, vulnerable genocide survivors, orphans and other vulnerable children, the elderly will be given a special support through the social protection interventions. Disabled people especially the youth will be encouraged to join vocational training to enable them to be able to create jobs for themselves.

4.6.7. Regional Integration The district's labour force has limited skills to compete regionally strategies to enhance skills and knowledge development of the District citizens will be undertaken in order to take hold of the regional employment opportunities and motivate regional private firms to operate within the district through increased and modernization of agriculture production will motivate the development of trade exchange of Rutsiro District with neighboring districts and neighboring DRC congo which will be facilitated by the infrastructure development such as construction of modern ports on the Lack Kivu, cross border trade, improved water transport by the introduction of modern boats to promote trade with DRC. Kivu belt road connecting Rutsiro with districts on Rusinzi, Nyamasheke, Karongi and Rubavu plays a great role in this area.

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CHAPTER 5: IMPLEMENTATION OF THE DISTRICT DEVELOPMENT STRATEGY As per the MINECOFIN DDS elaboration guidelines, this chapter will elaborate much on the following key features which will facilitate the implementation of the District Development Strategy. Sequencing of interventions, the details of the interdependencies between programs or projects and how they should be implemented in the 6-years, roles and responsibilities of partners and stakeholders in the District during the implementation of DDS, mechanisms for coordination and information sharing between stakeholders and partners in the District, analysis and discussion for risk mitigation strategies and communication and marketing strategy for the District.

5.1. Introduction As it has been cited from the above, the implementation of Rutsiro district development Strategy will require a strong coordination mechanism which will bring together all district stakeholders and development partners on board so that no ones's intervention is left behind. The process of elaboration of this Stratagy has been inclusive and participatory where by each and every District partner was consulted and actively participated in the elaboration of this document. Therefore the District Development Stratagy is a product of ideas, recommendations and decisions of the District authorities and all her stakeholders, which is going to guide and drive the development of Rutsiro District in the next six years (2018-2024). It is imperative to consider the concerted and joint efforts of all District players during the phase of implementing, monitoring and evaluation of this strategy in order to achieve its objectives.

5.2.Sequencing of Interventions During the elaboration of Rutsiro DDS, priorities, outcomes strategic actions, indicators and targets were formulated for the whole period of six years. Since DDS was developed as an integral document, its implementation should be captured through annual action plans considering targets defined in the DDS logical framework. To successful achieve DDS objectives, it necessitates starting with the transformation of rural settlment which is one of the factors to increase agriculture land and gradually, the availability of land will be a solid foundation for the development of private sector. The strategic interventions should focus to the most strategic areas which have a multipler effects or spillover capacity to accelerate development in other different areas.

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The aim of this chapter therefore, is to highlight the roles and responsibilities of everyone who intervenes in the development of the district, starting with the organs of the District such as the District Council which makes by-laws, takes decisions and monitors the implementation of all District plans and programs, the District Executive Committee that has the main task of executing the planned and approved plans and projects with the support of the technical arm of the District which is the executive Secretariate composed of all district staff. However the district does not perform these tasks in isolation, but rather supported by various District stakeholders as briefly described below:

5.3.The roles and responsibilities of stakeholders in the District. Rutsiro District greatly acknowledges stakeholder’s efforts to design DDS Strategies and their targets. This was possible due to the fact that the elaboration process of DDS was owned by all stakeholders. It therefore values its stakeholders as key players right away from the planning, implementation, monitoring and evaluation phases of the District Development Strategy.

Each stakeholder whether from the Central Government, Civil society, Private Sector and the district itself has certain roles to play if the DDS is to be transformed from theory into practice. The Central Government shall mainly provide policy guidance and orientations, build and develop technical capacity of the district staff and mobilize the necessary resources to enable the district undertake the strategies laid down in this document. Other stakeholders shall intervene either by providing financial resources, undertaking the activities themselves or conducting sensitizations and advocacy towards the realization of the districts priorities.

5.3.1 The role of the province The role of the Province as a deconcetrated entity of central government is to provide capacity building of Local Government Institutions; it plays the advisory role to District and coordinates the implementation of all Government policies and programs in the Districts. In addition, it monitors and evaluates progress and annual district imihigo performance and it coordinates and monitors the works of all the district development partners to ensure that their operations are in line with government polices and district priorities.

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5.3.2 The role of Ministry of Local Government (MINALOC).

The Ministry of Local Government has the mandate of coordinating Districts; it ensures that all guidelines and directives from the Central Government are fully disseminated to districts and it oversees their implementation and sets policy orientations, provides guidance, performs routine monitoring of the performance of all decentralized entities and works closely with all other central Government Ministries and Agencies to ensure that all the required resources to enable districts implement their functions are available. Further more in collaboration with the Ministry of Finance and Economic planning together with office of the Prime minister coordinates Annual Imihigo preparations to ensure linkage with DDS and Performance Contract evaluation as well to enhance effective and efficient service delivery and rapid economic development.

5.3.3. Ministry of Finance and Economic Planning (MINECOFIN)

The role of the Minstry of Finance and economic planning is to provide guidance to the Districts in the strategic planning processes and coordinates the resource mobilization of Central Government grants such as earmarked transfers, block grants and development budget that is transferred to the Districts to finance specific sector activities to be implemented at the District level. It will ensure that key ministries with upstream district responsibilities prioritize and allocate sufficient funds to up streamed activities to the district level. Finally, MINECOFIN will ensure that the district's annual action plans and Imihigo are in harmony with DDS, Sector Strategic plans, NST1 Priorities, goals and targets.

5.3.4 The role of the Ministry of Agriculture (MINAGRI).

The Ministry of Agriculture will play a key role in the implementation of Rutsiro District Development Stratagy as most of the economic drivers of the district are from the agriculture sector services. Agriculture sector in Rutsiro district will be developed in partnership with the Ministry of agriculture through her agency institutions such as Rwanda Agriculture Board (RAB) and National Agriculture and Export Board (NAEB) that have to work hand in hand towards agriculture and livestock development within the district.

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5.3.5 The role of the Ministry of Infrastructure (MININFRA). The Ministry of Infrastructure (MININFRA) is in charge of public infrastructures, especially, transport (roads), energy, water, offices, hospitals and health centers, schools, etc. Rutsiro district has given priority to roads, energy, settlement and water and sanitation. With regard to national roads connecting a district to another or a district to another country, it shall be within the responsibility of the Ministry of Infrastructure (MININFRA). Where certain roads need rehabilitation that can be monitored at district level, MININFRA through the fund for Road Rehabilitation shall provide the necessary budget and guidance on the exact roads to be rehabilitated. Electricity roll out plans and water distribution plans shall still be within the mandate of MININFRA through her Agencies of REG and WASC respectively. The Ministry, through Rwanda Housing Authority (RHA) will also provide technical capacities to the district staff especially to fast track the District rural senttlement program and implementation of Rutsiro master plan.

5.3.6 The role of District Development Partners (JADF).

Development partners play a great role in the district development. Their operations are coordinated through JADF and the district will facilitate them in having a joint planning and budgeting of their plans and activities and linking them to DDS. Joint monitoring and evaluation of their performance is a key in developing ownership and avoiding duplication of activities. Review meetings will be the basis for review planning and will be done on quarterly basis.

In addition, the partners will also provide financing and technical assistance support to the strategy implementation process especially in terms of capacity building of the district staff as well as improved project management expertise to the district entrepreneurs. Specifically, the development partners will provide financial means through budget support and technical support to targeted interventions in the Districts. Finally they will contribute to the financing of programmes, projects or any other community development activities towards the successful implementation DDS.

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5.3.7 The role of the Community (Citizenery).

The local Community has been actively involved in elaboration of District Development Stratagy; this means that they have a key role to play in the implementation of the planned activities to supplement the meager District budget. The role of local leaders is very important in this area especially in programs that need massive action such as adherence to community health insurance scheme, Construction of Schools, land consolidation, soil erosion protection, radical terracies and public works will need high level mobilization of the Community in order to actively participate and own the District development programs.

5.4 Coordination mechanisms and information sharing. Joint planning (inter-sectoral planning)

Beyond the regular planning cycle at the district level, current national priorities increasingly require collaboration across sectors, in areas such as water management, environment, trade, education, transport, social protection, health, youth, and land administration. Therefore, under DDS joint planning takes a central role, with district and other sector organisations consulting and working closely with stakeholders to develop joint programmes and projects, including farmers and the private sector.

It is vital to state that having many resources to use is not enough, it has to be accompanied by agood coordination mechanisms to regulate and direct its optimal use, to avoid resource duplication and wastful. Therefore Coordination comes in to enhance synergies for effective delivery for the common objective. The district administration will champion the coordination aspects of the development players in the district during the implementation, monitoring and evaluation phases.

The district has established Joint Action Development Forum (JADF), it is a forum where all stakeholders meet to plan, monitor and evaluate together the district performance, in order to harmonize different interventions and limit duplication.

This forum will play a critical role by ensuring effective coordination of different interventions to avoid inappropriate duplications of actions to effectively realize value for money. Strengthened JADF will support other efforts of the district by obtaining feedback from district

114 development players on how program implementation need to be improved and address the identified challenges. The successful implementation of DDS will highly depend on the effective coordination and communication strategies in place.

The coordination role will be facilitated by an effective communication strategy that values consultation and engagement of stakeholders including the citizenry.

The district shall conduct a detailed stakeholder mapping and consultatively develop user friendly reporting tools and define reporting frequencies: This will enable the district to know who does what and where and how much is invested and also be in a position to capture all the information towards changes in the livelihoods of the Citizens who are the beneficiaries of these programs. At this level different communication fora such as the district’s websites, Community outreach Assemblies, District open days, Governance months, Radio communications, community works and other available channels shall be greatly used. This will promote citizen participation thus greatly contributing to the aspirations of DDS.

Mainstreaming is the integration of cross-cutting areas into development planning and policy, rather than implementing as stand-alone activities. Cross-cutting areas of importance under DDS such as nutrition, gender, youth, and resilience (climate and environment) are also reflected across other sectors and in the NST.

Roles and responsibilities

To strengthen internal coordination of DDS within district, outcome leaders are identified for each Priority Area. The responsibilities of these outcome leaders are to: operationalize results chain at different levels; build synergy among priority areas; support output implementation by the various actors; streamline synergies between different partners through increased functional guidance; and inform annual planning by through feedback on implementation lessons learnt and best practices.

5.5 Risks and mitigation strategies: The implementation of Rutsiro District Development Strategy will require concerted efforts from various players such as; Ministries, Agencies, Western Province, District Council, District Executive Committee, JADF, Private sector, NGOs, Civil society organisations and the entire

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Community of Rutsiro. Such multiplicity of involved stakeholders, each with different strengths, opportunities and challenges, this DDS has been elaborated taking into account that certain risks likely to jeopardize achievement of the desired goals and targets in the stipulated time could be encountered by the district. Accordingly, possible risks likely to surface and measures to prevent them have been well embedded in this strategy. The risks could emerge from within the District or from external environment, in different forms such as: Financial, human resources, natural environment and operational constraints to mention a few. These risks could emerge from within the District or from the external environment to the district and could surface in different facets be it; financial, human resource, natural environment, operational constraints, just to mention but a few.

In order to mitigate the occurrence of the risks and their likely adverse effect on the implementation of DDS, the district has designed a risk management framework in a table form for simplicity purposess. It shows the likely source of risk, the possible risk itself, and possible ways on how to rectify that risk. It is important to note that it shall continuously be re adapted or adjusted to take into account of any new emerging challenges during the implementation phase.

Table 12. Rutsiro District Risk Management Framework Potential Source Risk level Risk Mitigation strategy of risk description Risks which High Staff Turn Over Put in place staff retention strategies that emanet within the involve humana resource capacity building, District. goodworking environment, building teamwork spirit, remuneration incentives and other rewards to performers.

Limited number of staff The District should ensure that all required as per organization chart District staff are recruited and all the positions

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of Rutsiro district. on organization chart are filled. Limited technical skills by Technical training should be organized to most of District staff to district staff to have the same understating of understand and DDS and how it has to be implemented. Each implement DDS. staff must also commit to work for the completion of the DDS as prepared.

Limited Knowledge and Each technical department to make regular capacity of staff to monitoring of its sector performance and the effectively monitor and reports produced on monthly and quarterly evaluate the basis. The planning depertment to consolidate implementation of this activities related reports to inform the DDS. leadership.

Limited own revenues to Strong strategies to maximize local tax meet the district needs. collections, mobilize funds from District partners and engage Citizens to participate in development activities such as construction of schools, Community works etc.

Central Delays in Closely work with central Government to Government dissembursement of ensure that Earmarked Transfers are timely Agencies earmarked transfers to delivered and also guidelines of how to use local Government such funds reflect District context.

Un planned and urgent Make use of efficient Communication priorities which affect the Dialogues such as central & local government implementation of planners to meet and agree on the District plans. wayforward.

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District Delays or even failure to Strengthen advocacy among Development Development fulfill their financial Partners to respect their Commitments. Partners Commitments to the District.

Civil Society Duplication of Resources Conduct a stakeholder Mapping to know who Organizations does what and where within the District in (CSOs) order to promote Synergy. And regular JADF meetings to discuss such issues.

Private Sector Poor execution of Strengthen contract formulation and contracts or abandoning management at district level. agreed upon tasks with the district

Lack of Sufficient Work closely with the private sector (PSF) and Facilities to Promote or other Sectors such as energy, urbanization, Incentivize the Private transport, water etc to ensure that adequate Sector facilities to attract investors are established in the district.

Other external Adverse soil erosions, Continue with soil erosion control measures sources e.g. land slides that deplete such as terraces across the affected areas of climate change the district's soil fertility. the district, and tree planning as well. related risks

5.6. District Communication and marketing strategy. Knoweldge Management.

Under DDS the sector’s capabilities in knowledge management and institutional learning are strengthened. Continuous learning and knowledge building is crucial to the effective implementation of the programmes and especially in achieving their objectives. DDS facilitates

118 results-based management through effective and efficient monitoring and evaluation systems, and trend analysis, which will inform decisions for future planning and implementation.

As highlited from above, the implementation of DDS involves different stakeholders from different perspectives whose actions must be tapped by a very good marketing strategy of various projects for funding and attract potential investors in the District. Among the marketing strategies to be used include but not limited to the publication of DDS projects on District Website, organize potential investor’s meetings and disseminate information, Publicise the DDS document on different media oral and print. In addition create investment climate through improvement of service delivery. The rationale of effective information sharing is to build the culture of ownership of the strategies, credibility to the district and a sense of accountability.

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CHAPTER 6: MONITORING AND EVALUATION. The development of monitoring and evaluation framework (M&E) is an instrumental tool that will enable all District partners involved in the implementation of this DDS to determine the level of achievements towards the set objectives and goals of the District Development Strategy. The M&E framework shall be driven by an Evidence- Based Monitoring and Evaluation through a mechanism that facilitates regular generation of reports indicating early warning indicators of any possible challenges which require urgent attention by the District management for smooth implementation process.

6.1 Monitoring and Evaluation mechanisms

This DDS should be extensively disseminated and well communicated to all District Stakeholders including citizens so that each of them understands its roles and responsibilities during the implementation process of this Strategy. Monitoring and evaluation will be effective, if the District sets up a permanent a monitoring and evaluation team, which may be composed of the Director of planning, M&E specialist, statistician, Director of finance, JDAF permanent secretary, key representatives of JADF members and the District Executive Secretary who should be the head of this team. The district can add any other person deemed important to this team. The role of this team is to regularly monitor the implementation process and prepare monthly, quarterly and annually progress reports to inform the leadership of the District the implementation status and decision making where need be.

With the help of working with and through the District stractures and its organs, the team will monitor and evaluate at the District level, sector and cell levels, Village and at the Community levels to see whether the implementation is being done according to the planned activities, this includes also the activities of the District partners. JADF as the major forum of district stakeholders will be involved in the measurement of the District priority achievements. Since different partners will be funding some development activities, they will be interested to know if their funds are being utilized well and in line with the development activities of the district. The monitoring aspects shall focus on providing feedback on the implementation status while the evaluation process shall provide feedback to stakeholders on the overall results of the planed interventions, highlight the lessons learned to inform policy makers at Local and

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National levels on the strategies for the future.

6.2 . Indicators, Data Collection and Reporting. The selected performance indicators to be used for evaluation and monitoring the progress of implementation and results have been well integrated as it sets the foundation of what data ought to be gathered and reported against. The logical framework matrix developed above will be the basis for Rutsiro’s M&E framewok as it elaborates well district performance indicators, priority actions , key programmes and projects , baselines and targets that will be monitored and evaluated frequently (monthly, quarterly or on an annual basis) within the timeframe for this DDS (2018/19 – 2023/24).

It is however, important to note that frequency for the data collection shall depend on the availability and source of information given the fact that some data is availed on regular basis while others are not the case. Based on this fact, the district shall set up specific timelines for data and information gathering by designing appropriate and specific data collection tools and templates in order to capture all the data and information required at any given time.

Monitoring is the ongoing process by which DDS stakeholders obtain regular feedback on progress towards achieving the set results. Evaluation aims at assessing the impact of the DDS. Both monitoring and evaluation processes enhance the effectiveness of DDS implementation and contribute to its revision and update.

The DDS will strengthen the capacity to conduct M&E under all Priority Area. Many of the output indicators will be tracked through MINAGRI’s MIS, DHS MoH, DHS MoEwhich serves as an important source of verification. Other important agriculture statistics are provided by NSIR, including through the Seasonal Agriculture Surveys and Integrated Household Living Conditions Surveys (EIVC). MINECOFIN provides important growth and macro-level statistics.

Roles and Responsibilities regarding M&E

The overall responsibility for M&E of the DDS will rest with Planning Unit which is also in charge of coordinating its implementation and will collaborate with line ministries and agencies, NISR among others, other members of JADF.

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Reporting

The timing of the reporting on the DDS will be timed in such a way to serve as inputs to the forward and backward looking Annual Joint meetings.

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CHAPTER 7: COST AND FINANCING OF THE DISTRICT DEVELOPMENT STRATEGY

The following is the stimated budget for Rustiro DDS for the implementation DDS projects and programes. The funding will come from central Government, own district revenues and mobilization of funds from local partners and international partners/donors.

Table 13.DDS costing

DDS: Costing Template (2018 - 2024) Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 DDS Output 201 201 202 202 202 202 8/2 9/2 0/2 1/2 2/2 3/2 Tot DDS Outcome Activity Input 019 020 021 022 023 024 al

10, 14, 15, 16, 17, 19, 92, 382 002 031 747 523 036 723 ,55 ,67 ,12 ,29 ,59 ,51 ,27 7,6 8,8 6,0 1,9 9,4 9,9 4,0 Total 33 84 84 74 87 74 36

7,0 8,2 9,7 10, 7,9 11, 54, Pillar1: Economic 22, 24, 86, 088 80, 292 396 Economic Transformation Transformation 446 796 161 ,90 749 ,95 ,01 ,82 ,51 ,51 8,0 ,55 2,0 4,3 9 0 0 00 0 00 99

Priority area 1.1: Create 2,8 1.5m (over 214,000 325 299 411 371 725 762 95, annually) decent and ,24 ,69 ,18 ,95 ,06 ,06 205 productive jobs for 5,0 5,0 0,0 8,0 5,0 2,0 ,00 economic development 00 00 00 00 00 00 0 DDS Outcome: Increased number of Rwandans with 44, 209 72, 249 303 290 1,1 appropriate skills tailored 300 ,80 350 ,90 ,90 ,00 70, to labour market demands ,00 0,0 ,00 0,0 0,0 0,0 250

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0 00 0 00 00 00 ,00 0

Output: 1 1,1 Technical 44, 209 72, 249 303 290 70, Vocational 300 ,80 350 ,90 ,90 ,00 250 schools ,00 0,0 ,00 0,0 0,0 0,0 ,00 improved 0 00 0 00 00 00 0 Activity: Construct 141 171 221 201 736 and equipe ,45 ,50 ,50 ,55 ,00 6 TVET 0,0 0,0 0,0 0,0 0,0 Centers - 00 - 00 00 00 00

Sub activity: 100 150 150 200 600 Prepare Bills ,00 ,00 ,00 ,00 ,00 of Quantities 0 0 0 0 0

Sub activity: 200 Tender 50, 50, 50, 50, ,00 process 000 000 000 000 0

90, 100 150 120 460 Sub activity: 000 ,00 ,00 ,00 ,00 Constraction ,00 0,0 0,0 0,0 0,0 works 0 00 00 00 00

50, 70, 70, 80, 270 000 000 000 000 ,00 Sub activity: ,00 ,00 ,00 ,00 0,0 Equipment 0 0 0 0 00

1,2 1,2 1,2 1,2 4,8 Sub activity: 00, 00, 00, 00, 00, supervision 000 000 000 000 000 Sub activity: Acceptance 100 100 100 100 400

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,00 ,00 ,00 ,00 ,00 0 0 0 0 0

Activity: Train 6,600 44, 68, 72, 78, 82, 88, 434 people in 300 350 350 400 400 450 ,25 technical ,00 ,00 ,00 ,00 ,00 ,00 0,0 skills 0 0 0 0 0 0 00 Sub activity: Indentificatio 300 350 350 400 400 450 2,2 n of training ,00 ,00 ,00 ,00 ,00 ,00 50, beneficiaries 0 0 0 0 0 0 000

44, 68, 72, 78, 82, 88, 432 Sub activity: 000 000 000 000 000 000 ,00 Training ,00 ,00 ,00 ,00 ,00 ,00 0,0 activities 0 0 0 0 0 0 00

DDS Outcome: Increased productive 264, 71,4 319, 101, 398, 449, 1,605 jobs for youth and 745, 35,0 090, 148, 985, 912, ,315, women 000 00 000 000 000 000 000

Output: 2 Youth and 264, 71,4 319, 101, 398, 449, 1,605 Women supported 745, 35,0 090, 148, 985, 912, ,315, in Job creation 000 00 000 000 000 000 000

Activity: Provide 222 8,05 18,4 25,6 32,0 32,7 43,2 160,2 Toolkits to Youth and 5,00 55,0 55,0 55,0 55,0 55,0 30,00 Women 0 00 00 00 00 00 0 Sub activity: Indentification 255, 255, 255, 255, 255, 255, 1,530 of beneficiaries 000 000 000 000 000 000 ,000

Sub activity: 7,80 18,2 25,4 31,8 32,5 43,0 158,7 Tender process 0,00 00,0 00,0 00,0 00,0 00,0 00,00 and distribution 0 00 00 00 00 00 0

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Activity: Constructe 3 227, 257, 318, 318, 1,121 Integrated Productive 690, 695, 220, 220, ,825, Handicraft centers 000 - 000 - 000 000 000

5,00 5,00 5,00 5,00 Sub activity: 0,00 0,00 0,00 0,00 20,00 Feasibility study 0 0 0 0 0,000

40,0 50,0 60,0 60,0 210,0 Sub activity: 00,0 00,0 00,0 00,0 00,00 Expropriation 00 00 00 00 0

Sub activity: 40,0 45,0 70,0 70,0 225,0 Tender 00 00 00 00 00

Sub activity: 180, 200, 250, 250, 880,0 Construction 000, 000, 000, 000, 00,00 works 000 000 000 000 0

2,50 2,50 3,00 3,00 Sub activity: 0,00 0,00 0,00 0,00 11,00 Supervision 0 0 0 0 0,000

Sb activity: 150, 150, 150, 150, 600,0 Acceptance: 000 000 000 000 00

Activity: Support 3080 29,0 29,6 35,7 41,1 48,0 58,0 241,5 Youth and Women 00,0 00,0 40,0 90,0 10,0 10,0 50,00 Projects 00 00 00 00 00 00 0 Sub activity: Indentification 200, 250, 270, 290, 310, 310, 1,630 of beneficiaries 000 000 000 000 000 000 ,000 Sub activity: Coaching 300, 350, 370, 400, 450, 450, 2,320 activities 000 000 000 000 000 000 ,000 Sub activity:

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projects support 28,5 29,0 35,1 40,5 47,2 57,2 237,6 00,0 00,0 00,0 00,0 50,0 50,0 00,00 00 00 00 00 00 00 0 Activity: Establish 3 business incubation 23,3 27,9 30,4 centers for women and 80,0 03,0 27,0 81,71 youth - 00 - 00 - 00 0,000

3,00 4,00 4,50 Sub activity: 0,00 0,00 0,00 11,50 Feasibility study 0 0 0 0,000

18,0 21,0 22,5 Sub activity: 00,0 00,0 00,0 61,50 Expropriation 00 00 00 0,000

Sub activity: 40,0 43,0 47,0 130,0 Tender 00 00 00 00 Sub activity: Construction 160, 180, 200, 540,0 works 000 000 000 00

2,00 2,50 3,00 Sub activity: 0,00 0,00 0,00 7,500 Supervision 0 0 0 ,000 Sb activity: Project 180, 180, 180, 540,0 acceptance: 000 000 000 00

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DDS Outcome: Improved hands-on 16,2 18,4 19,7 20,9 22,1 22,1 119, skills among youth, women and 00,0 60,0 40,0 10,0 80,0 50,0 640, PWDs outside regular education 00 00 00 00 00 00 000

Output: People with 16,2 18,4 19,7 20,9 22,1 22,1 119, disability supported 00,0 60,0 40,0 10,0 80,0 50,0 640, for job creation 00 00 00 00 00 00 000

Activity: 44 Projects 15,5 17,6 18,6 19,7 20,7 20,8 113, of people with 50,0 00,0 70,0 30,0 90,0 50,0 190, disability supported 00 00 00 00 00 00 000

Sub activity: 1,34 Indentification of 200, 200, 220, 230, 240, 250, 0,00 beneficiaries 000 000 000 000 000 000 0

Sub activity: 2,85 Coaching in projects 350, 400, 450, 500, 550, 600, 0,00 preparation 000 000 000 000 000 000 0

Sub activity: 15,0 17,0 18,0 19,0 20,0 20,0 109, Financing the 00,0 00,0 00,0 00,0 00,0 00,0 000, projects 00 00 00 00 00 00 000

1,07 1,18 1,39 1,30 6,45 Activity: Monitor 650, 860, 0,00 0,00 0,00 0,00 0,00 the Projects 000 000 0 0 0 0 0 Sub activity: Review of Projects 1,05 implementation 150, 160, 170, 180, 190, 200, 0,00 status 000 000 000 000 000 000 0 Sub activity: Field

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visit 500, 700, 900, 1,00 1,20 1,10 5,40 000 000 000 0,00 0,00 0,00 0,00 0 0 0 0

DDS Outcome: Improved hands-on 16,2 18,4 19,7 20,9 22,1 22,1 119, skills among youth, women and 00,0 60,0 40,0 10,0 80,0 50,0 640, PWDs outside regular education 00 00 00 00 00 00 000

Output: People with 16,2 18,4 19,7 20,9 22,1 22,1 119, disability supported 00,0 60,0 40,0 10,0 80,0 50,0 640, for job creation 00 00 00 00 00 00 000

Activity: 44 Projects 15,5 17,6 18,6 19,7 20,7 20,8 113, of people with 50,0 00,0 70,0 30,0 90,0 50,0 190, disability supported 00 00 00 00 00 00 000

Sub activity: 1,34 Indentification of 200, 200, 220, 230, 240, 250, 0,00 beneficiaries 000 000 000 000 000 000 0

Sub activity: 2,85 Coaching in projects 350, 400, 450, 500, 550, 600, 0,00 preparation 000 000 000 000 000 000 0

Sub activity: 15,0 17,0 18,0 19,0 20,0 20,0 109, Financing the 00,0 00,0 00,0 00,0 00,0 00,0 000, projects 00 00 00 00 00 00 000

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visit 500, 700, 900, 1,00 1,20 1,10 5,40 000 000 000 0,00 0,00 0,00 0,00 0 0 0 0

535,000 535,000, Activity: Construct 1 Tax Park - ,000 - - - - 000

10,000,0 10,000,00 Sub activity: Feasibility study 00 0

75,000,0 75,000,00 Sub activity: Expropriation 00 0

Sub activity: Construction works 450,000, 450,000,0 and management - 000 00

Activity: Construct Solid waste 228,000 228,000 456,000, management land fill - - ,000 - - ,000 000

8,000,00 8,000,00 16,000,00 Sub activity: Feasibility study 0 0 0

20,000,0 20,000,0 40,000,00 Sub activity: Expropriation 00 00 0

Sub activity: Construction works 200,000, 200,000, 400,000,0 and management 000 000 00

Activity: Construct water 303,000 303,000 606,000, treatment plant - - - ,000 - ,000 000

8,000,00 8,000,00 16,000,00 Sub activity: Feasibility study 0 0 0

15,000,0 15,000,0 30,000,00 Sub activity: Expropriation 00 00 0

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Sub activity: Construction works 180,000, 180,000, 360,000,0 and management 000 000 00

100,000, 100,000, 200,000,0 Sub activity: Provide Euipment 000 000 00

Activity: Construct 25 kms of public 291,000 271,500 293,500 304,500 315,500 275,500 1,751,50 lighting lines ,000 ,000 ,000 ,000 ,000 ,000 0,000

7,000,00 8,500,00 8,500,00 8,500,00 8,500,00 8,500,00 49,500,00 Sub activity: Feasibility study 0 0 0 0 0 0 0

14,000,0 13,000,0 15,000,0 16,000,0 17,000,0 17,000,0 92,000,00 Sub activity: Expropriation 00 00 00 00 00 00 0

Sub activity: Construction works 270,000, 250,000, 270,000, 280,000, 290,000, 250,000, 1,610,000 and management 000 000 000 000 000 000 ,000

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Output: Rutsiro District rural settlements 1,079,5 2,251,5 2,445,6 2,630,4 2,735,5 2,957,0 14,099, developed 00,000 11,510 51,510 80,000 00,000 00,000 643,020

Activity: Elaborate 150,00 183,90 333,900 198 layout plans - 0,000 0,000 - - - ,000 Sub activity: Site indentification and 1,200,0 15,000, 16,200, Delimitation 00 000 000

Sub activity: Layout plan 148,50 168,50 317,000 elaboration 0,000 0,000 ,000

Sub activity: validation 300,00 400,00 session 0 0 700,000

Activity: Construct 9 375,00 544,00 586,00 632,00 630,00 641,00 3,408,0 IDP model Villages 0,000 0,000 0,000 0,000 0,000 0,000 00,000

Sub activity: Feasibility 2,000,0 2,000,0 2,000,0 2,000,0 2,000,0 2,000,0 12,000, study 00 00 00 00 00 00 000

80,000, 70,000, 80,000, 88,000, 88,000, 89,000, 495,000 Sub activity: Expropriation 000 000 000 000 000 000 ,000

Sub activity: Construction 292,00 470,00 501,00 540,00 540,00 548,00 2,891,0 works and management 0,000 0,000 0,000 0,000 0,000 0,000 00,000

1,000,0 2,000,0 3,000,0 2,000,0 2,000,0 10,000, Sub activity: Equipment 00 00 00 00 00 000

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Activity: Construct 5 Modern 751,251, 771,251, 792,000,0 800,000,0 810,000,0 3,924,503 markets - 510 510 00 00 00 ,020

10,000,0 10,000,0 12,000,00 10,000,00 10,000,00 52,000,00 Sub activity: Feasibility study 00 00 0 0 0 0

60,000,0 70,000,0 80,000,00 70,000,00 70,000,00 350,000,0 Sub activity: Expropriation 00 00 0 0 0 00

Sub activity: Construction works 681,251, 691,251, 700,000,0 720,000,0 730,000,0 3,522,503 and management - 510 510 00 00 00 ,020

Activity: Construct 3 Petrol 1,760,00 stations - 0 - 1,980,000 - - 3,740,000

1,500,00 Sub activity: Mobilisation 0 1,600,000 3,100,000 Sub activity: follow up 260,000 380,000 640,000

Activity: Rehabilitate 85Kms 704,500, 804,500, 904,500, 1,204,500 1,305,500 1,506,000 6,429,500 of feeder roads 000 000 000 ,000 ,000 ,000 ,000

4,500,00 4,500,00 4,500,00 29,500,00 Sub activity: Feasibility study 0 0 0 4,500,000 5,500,000 6,000,000 0

Sub activity: Rehabilitation works 700,000, 800,000, 900,000, 1,200,000 1,300,000 1,500,000 6,400,000 and management 000 000 000 ,000 ,000 ,000 ,000

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25,2 51,6 55,4 72,5 68,9 75,6 349, 50,0 50,0 00,0 00,0 50,0 50,0 400, 00 00 00 00 00 00 000

DDS Outcome: Developed anchor firms 25,2 51,6 55,4 72,5 68,9 75,6 349, and entrepreneurs in priority value 50,0 50,0 00,0 00,0 50,0 50,0 400, chains and new sectors 00 00 00 00 00 00 000

Output: Ensure 25,2 51,6 55,4 72,5 68,9 75,6 349, digital literacy 50,0 50,0 00,0 00,0 50,0 50,0 400, for all youth 00 00 00 00 00 00 000

Activity: strengthen 13 23,4 24,4 26,4 28,4 30,4 133, Knowledge hub and 00,0 00,0 00,0 00,0 00,0 000, Yego centers - 00 00 00 00 00 000

Sub activity: 2,00 Needs 400, 400, 400, 400, 400, 0,00 assesment 000 000 000 000 000 0

8,00 9,00 10,0 11,0 12,0 50,0 Sub activity: 0,00 0,00 00,0 00,0 00,0 00,0 Equipment 0 0 00 00 00 00

Sub activity: 15,0 15,0 16,0 17,0 18,0 81,0 Training 00,0 00,0 00,0 00,0 00,0 00,0 activities 00 00 00 00 00 00

25,2 28,2 31,0 46,1 40,5 45,2 216, Activity: Connect 169 50,0 50,0 00,0 00,0 50,0 50,0 400, institutions to internet 00 00 00 00 00 00 000 Sub activity:

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Needs 250, 250, 250, 250, 250, 250, 1,50 assesment 000 000 000 000 000 000 0,00 0

Sub activity: 25,0 28,0 30,7 45,8 40,3 45,0 214, Connection to 00,0 00,0 50,0 50,0 00,0 00,0 900, Internet 00 00 00 00 00 00 000

8,95 579,8 788,3 653,7 300,1 905,0 3,236, 0,00 90,00 40,00 00,00 50,00 00,00 030,0 0 0 0 0 0 0 00

DDS Outcome: 8,95 579,8 788,3 653,7 300,1 905,0 3,236, Increased exports of 0,00 90,00 40,00 00,00 50,00 00,00 030,0 high-value services 0 0 0 0 0 0 00

Output: Tourism 8,95 579,8 788,3 653,7 300,1 905,0 3,236, infrastructures and master 0,00 90,00 40,00 00,00 50,00 00,00 030,0 plan developed 0 0 0 0 0 0 00

Activity: 8,15 200,1 260,1 280,1 300,1 350,1 1,398, Develop 22 0,00 50,00 50,00 50,00 50,00 50,00 900,0 Touristic Sites 0 0 0 0 0 0 00

Sub activity: Site 150, 150,0 150,0 150,0 150,0 150,0 900,0 identification 000 00 00 00 00 00 00

Sub activity: site 8,00 200,0 260,0 280,0 300,0 350,0 1,398, development 0,00 00,00 00,00 00,00 00,00 00,00 000,0 activities 0 0 0 0 0 0 00 Activity: Construct 3 800, 1,200 1,700 3,700, Hotels 000 ,000 ,000 - - - 000 Sub activity: Private - - -

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sector Mobilisation 800, 1,200 1,700 3,700, 000 ,000 ,000 000

Activity: 236,2 236,2 271,2 743,7 Construct 3 40,00 40,00 50,00 30,00 Tourism centers - 0 0 0 - - 0

Sub activity: Site 240,0 240,0 250,0 730,0 identification 00 00 00 00

Sub activity: 7,000 7,000 7,000 21,00 Feasibility study ,000 ,000 ,000 0,000

Sub activity: 26,00 26,00 28,00 80,00 Expropriation 0,000 0,000 0,000 0,000

Sub activity: 190,0 190,0 220,0 600,0 Construction works 00,00 00,00 00,00 00,00 and management 0 0 0 0

Sub activity: 13,00 13,00 16,00 42,00 Equipment 0,000 0,000 0,000 0,000

142,300, 142,300, 284,600, Activity: Develop 2 Cable Cars on Rivers - 000 - - - 000 000

Sub activity: Site identification - 700,000 - - - 700,000 1,400,000

16,000,00 Sub activity: Feasibility study - 8,000,000 - - - 8,000,000 0

46,600,00 46,600,00 93,200,00 Sub activity: Expropriation - 0 - - - 0 0

Sub activity: Construction works and 87,000,00 87,000,00 174,000,0 management - 0 - - - 0 00

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Activity: Develop 1 Water gaming sports 102,300, 102,300, 204,600, on Lake Kivu - - - 000 - 000 000

Sub activity: Site identification - - - 300,000 - 300,000 600,000

12,000,00 Sub activity: Feasibility study - - - 6,000,000 - 6,000,000 0

20,000,00 20,000,00 40,000,00 Sub activity: Expropriation - - - 0 - 0 0

Sub activity: Construction works and 76,000,00 76,000,00 152,000,0 management - - - 0 - 0 00

290,250, 310,250, 600,500, Activity: Construct 2 modern Boats - - 000 - - 000 000

Sub activity: Site identification - - 250,000 - - 250,000 500,000

10,000,00 10,000,00 20,000,00 Sub activity: Feasibility study - - 0 - - 0 0

80,000,00 80,000,00 160,000,0 Sub activity: Expropriation - - 0 - - 0 00

Sub activity: Construction works and 200,000,0 220,000,0 420,000,0 management - - 00 - - 00 00

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2,8 46,2 49,1 3,7 7,0 4,5 113, 80, 80,0 80,0 80, 80, 80, 780, 000 00 00 000 000 000 000

DDS Outcome: Enhanced long- 2,8 46,2 49,1 3,7 7,0 4,5 113, term savings and innovative 80, 80,0 80,0 80, 80, 80, 780, financing mechanisms 000 00 00 000 000 000 000

Output:Performance 43,1 45,7 3,0 91,8 of Financial 00,0 00,0 00, 00,0 institutions Improved - 00 00 - 000 - 00

40,6 45,7 86,3 Activity: Automate 13 00,0 00,0 00,0 Saccos - 00 00 - - - 00

Sub activity: 1,30 Indentification 600, 700, 0,00 and mobilisation 000 000 0 Sub activity: Connect all 40,0 45,0 85,0 SACCOs to 00,0 00,0 00,0 electricity 00 00 00 Activity: Attract commercial bank to 2,50 3,0 5,50 operate in Rutsiro 0,00 00, 0,00 District - 0 - - 000 - 0

2,50 3,0 5,50 Sub activity: 0,00 00, 0,00 Mobilisation 0 000 0

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2,88 3,18 3,48 3,78 4,08 4,58 Output: Saving and access to agriculture 0,00 0,00 0,00 0,00 0,00 0,00 21,98 credit by women and men Increased 0 0 0 0 0 0 0,000

2,12 2,22 2,32 2,42 2,52 2,82 Activity: Increase 0,00 0,00 0,00 0,00 0,00 0,00 14,42 Agriculture credit 0 0 0 0 0 0 0,000 Sub activity: Mobilisation of Finiacial Institutions and 320, 320, 320, 320, 320, 320, 1,920, Fermers 000 000 000 000 000 000 000 Sub activity: Training in preparation of bankable 1,80 1,90 2,00 2,10 2,20 2,50 Projects and financial 0,00 0,00 0,00 0,00 0,00 0,00 12,50 management 0 0 0 0 0 0 0,000

1,16 1,36 1,56 1,76 Activity: Increase 760, 960, 0,00 0,00 0,00 0,00 7,560 fermers savings 000 000 0 0 0 0 ,000

160, 160, 160, 160, 160, 160, 960,0 Sub activity: Mobilisation 000 000 000 000 000 000 00

1,00 1,20 1,40 1,60 Sub activity: Train Farmers in 600, 800, 0,00 0,00 0,00 0,00 6,600, Saving culture 000 000 0 0 0 0 000

139

366, 687, 720, 708, 780, 444, 3,708, 370, 900, 650, 980, 120, 460, 480,0 000 000 000 000 000 000 00

DDS Outcome: 59,0 75,2 86,3 97,4 108, 119, 546,4 Minerals, oil and gas 70,0 00,0 50,0 80,0 620, 760, 80,00 sector promoted 00 00 00 00 000 000 0

Output 2 :Renewable energy 41,4 56,4 66,4 76,4 86,5 96,5 423,8 and other alternative source 00,0 30,0 60,0 90,0 20,0 50,0 50,00 promoted 00 00 00 00 00 00 0

20,3 25,3 30,3 35,3 40,3 45,4 197,2 Activity: Construct 50,0 60,0 70,0 80,0 90,0 00,0 50,00 cooking stoves 00 00 00 00 00 00 0 Sub activity: Identification of 200, 210, 220, 230, 240, 250, 1,350, beneficiaries 000 000 000 000 000 000 000

Sub activity: 150, 150, 150, 150, 150, 150, 900,0 Mobilization 000 000 000 000 000 000 00

20,0 25,0 30,0 35,0 40,0 45,0 195,0 Sub activity: 00,0 00,0 00,0 00,0 00,0 00,0 00,00 Financial support 00 00 00 00 00 00 0

Activity: Construct and 20,3 30,3 35,3 40,3 45,3 50,4 222,2 rehabilitate 54 biogas 50,0 60,0 70,0 80,0 90,0 00,0 50,00 digesters 00 00 00 00 00 00 0 Sub activity: Identification of 200, 210, 220, 230, 240, 250, 1,350, beneficiaries 000 000 000 000 000 000 000 Sub activity:

140

Mobilization 150, 150, 150, 150, 150, 150, 900,0 000 000 000 000 000 000 00

20,0 30,0 35,0 40,0 45,0 50,0 220,0 Sub activity: 00,0 00,0 00,0 00,0 00,0 00,0 00,00 Financial support 00 00 00 00 00 00 0

Activity: Increase HHs 700, 710, 720, 730, 740, 750, 4,350, using cooking gas 000 000 000 000 000 000 000 Sub activity: Identification of 200, 210, 220, 230, 240, 250, 1,350, beneficiaries 000 000 000 000 000 000 000

Sub activity: 500, 500, 500, 500, 500, 500, 3,000, Mobilization 000 000 000 000 000 000 000

141

Output: Integrated and sustainable water resource 17,6 18,7 19,8 20,9 22,1 23,2 122, management (IWRM) to maximize reliable, efficient 70,0 70,0 90,0 90,0 00,0 10,0 630, and productive investments for all 00 00 00 00 00 00 000

1,80 1,90 2,00 2,10 2,20 2,30 12,3 Activity: Manage water 0,00 0,00 0,00 0,00 0,00 0,00 00,0 resource 0 0 0 0 0 0 00

2,52 Sub activity: 420, 420, 420, 420, 420, 420, 0,00 Mobilization 000 000 000 000 000 000 0

1,38 1,48 1,58 1,68 1,78 1,88 9,78 Sub activity: 0,00 0,00 0,00 0,00 0,00 0,00 0,00 follow up 0 0 0 0 0 0 0

Activity: Equppe 270 15,3 16,3 17,3 18,3 19,4 20,4 107, household with Rain 70,0 70,0 90,0 90,0 00,0 10,0 330, 270 Water harvesting 00 00 00 00 00 00 000

2,33 Sub activity: 370, 370, 390, 390, 400, 410, 0,00 Mobilisation 000 000 000 000 000 000 0

Sub activity: 15,0 16,0 17,0 18,0 19,0 20,0 105, support to 00,0 00,0 00,0 00,0 00,0 00,0 000, Vulnerable HHs 00 00 00 00 00 00 000

Activity: Involve private 3,00 actors in sustaible 500, 500, 500, 500, 500, 500, 0,00 environment management 000 000 000 000 000 000 0 Sub activity: Mobilisation 500, 500, 500, 500, 500, 500, 3,00

142

000 000 000 000 000 000 0,00 0

DDS Outcome: Increased 307, 612, 634, 611, 671, 324, 3,162, sustainability and profitability of 300, 700, 300, 500, 500, 700, 000,0 forestry management 000 000 000 000 000 000 00

District forest 307, 612, 634, 611, 671, 324, 3,162, management plan 300, 700, 300, 500, 500, 700, 000,0 Implemented 000 000 000 000 000 000 00

Activity: Plant 204, 408, 422, 407, 447, 216, 2,107, 3,509 hectares of 950, 350, 750, 750, 350, 350, 500,0 forest 000 000 000 000 000 000 00

Sub activity: Site 130, 130, 130, 130, 130, 130, 780,0 identification 000 000 000 000 000 000 00

Sub activity: 50,0 50,0 50,0 50,0 50,0 50,0 300,0 Tender 00 00 00 00 00 00 00

Activity: Plant 102, 204, 211, 203, 224, 108, 1,054, 1754 hectares of 350, 350, 550, 750, 150, 350, 500,0 Agro-forest 000 000 000 000 000 000 00

Sub activity: Site 130, 130, 130, 130, 130, 130, 780,0 identification 000 000 000 000 000 000 00 Sub activity: Tender 50,0 50,0 50,0 50,0 50,0 50,0 300,0

143

00 00 00 00 00 00 00

Sub activity: Seed 102, 204, 211, 203, 223, 108, 1,052, bed preparation & 000, 000, 200, 400, 800, 000, 400,0 planting 000 000 000 000 000 000 00 Sub activity: Monitoring of 170, 170, 170, 170, 170, 170, 1,020, planted trees 000 000 000 000 000 000 000

DDS Outcome: Increased 307, 612, 634, 611, 671, 324, 3,162, sustainability and profitability of 300, 700, 300, 500, 500, 700, 000,0 forestry management 000 000 000 000 000 000 00

District forest 307, 612, 634, 611, 671, 324, 3,162, management plan 300, 700, 300, 500, 500, 700, 000,0 Implemented 000 000 000 000 000 000 00

Activity: Plant 204, 408, 422, 407, 447, 216, 2,107, 3,509 hectares of 950, 350, 750, 750, 350, 350, 500,0 forest 000 000 000 000 000 000 00

Sub activity: Site 130, 130, 130, 130, 130, 130, 780,0 identification 000 000 000 000 000 000 00

Sub activity: 50,0 50,0 50,0 50,0 50,0 50,0 300,0 Tender 00 00 00 00 00 00 00

Sub activity: Seed 204, 408, 422, 407, 447, 216, 2,105, bed preparation & 600, 000, 400, 400, 000, 000, 400,0 planting 000 000 000 000 000 000 00 Sub activity: Monitoring of 170, 170, 170, 170, 170, 170, 1,020, planted trees 000 000 000 000 000 000 000 Activity: Plant 1754 hectares of 102, 204, 211, 203, 224, 108, 1,054, Agro-forest 350, 350, 550, 750, 150, 350, 500,0

144

000 000 000 000 000 000 00

Sub activity: Site 130, 130, 130, 130, 130, 130, 780,0 identification 000 000 000 000 000 000 00

Sub activity: 50,0 50,0 50,0 50,0 50,0 50,0 300,0 Tender 00 00 00 00 00 00 00

Priority area 1.6: Modernize 1,531 2,282 1,828 1,836 2,080 2,271 11,83 and increase productivity of ,480, ,370, ,260, ,010, ,540, ,700, 0,360 Agriculture and livestock 000 000 000 000 000 000 ,000 DDS Outcome: Minerals, oil and 1,244 1,397 1,171 1,189 1,273 1,237 7,516 gas sector 1.6.1: Increased agricultural ,970, ,970, ,220, ,970, ,970, ,970, ,070, promoted production and productivity 000 000 000 000 000 000 000

1,244 1,397 1,171 1,189 1,273 1,237 7,516 Output: Productivity increased ,970, ,970, ,220, ,970, ,970, ,970, ,070, and resilience strengthened 000 000 000 000 000 000 000 Activity: Consolidate 37,149h Hectares of 1,700 1,700 1,700 1,700 1,700 1,700 10,20 land ,000 ,000 ,000 ,000 ,000 ,000 0,000

Sub activity: Site 400,0 400,0 400,0 400,0 400,0 400,0 2,400 identification 00 00 00 00 00 00 ,000 Sub activity: Farmers 1,300 1,300 1,300 1,300 1,300 1,300 7,800

145

Mobilisation ,000 ,000 ,000 ,000 ,000 ,000 ,000

Activity: construct 360,1 378,1 420,1 450,1 474,1 498,1 2,580 1,735 hectares of 60,00 60,00 60,00 60,00 60,00 60,00 ,960, Radical terraces 0 0 0 0 0 0 000

Sub activity: Site 160,0 160,0 160,0 160,0 160,0 160,0 960,0 identification 00 00 00 00 00 00 00

Sub activity: 360,0 378,0 420,0 450,0 474,0 498,0 2,580 Construct works 00,00 00,00 00,00 00,00 00,00 00,00 ,000, and management 0 0 0 0 0 0 000 Activity: Construct 13,551 hectares of 6,360 6,360 6,360 6,360 6,360 6,360 38,16 progressive Terraces ,000 ,000 ,000 ,000 ,000 ,000 0,000

Sub activity: Site 160,0 160,0 160,0 160,0 160,0 160,0 960,0 identification 00 00 00 00 00 00 00 Sub activity: Construct works 6,200 6,200 6,200 6,200 6,200 6,200 37,20 and management ,000 ,000 ,000 ,000 ,000 ,000 0,000

Activity: Develop 153.7 hectares of 450,16 585,16 311,41 300,16 360,16 300,16 2,307,2 Marshland 0,000 0,000 0,000 0,000 0,000 0,000 10,000

160,00 160,00 160,00 160,00 160,00 160,00 Sub activity: Site identification 0 0 0 0 0 0 960,000

Sub activity: Construct works and 450,00 585,00 311,25 300,00 360,00 300,00 2,306,2 management 0,000 0,000 0,000 0,000 0,000 0,000 50,000

Activity: Use 4840 Metric tons of 360,25 360,25 360,25 360,25 360,25 360,25 2,161,5 organic and chemical fertilizers 0,000 0,000 0,000 0,000 0,000 0,000 00,000 Sub activity: Farmers Mobilization

146

250,00 250,00 250,00 250,00 250,00 250,00 1,500,0 0 0 0 0 0 0 00

Sub activity: Distribute 4840 Tons of 360,00 360,00 360,00 360,00 360,00 360,00 2,160,0 organic and chemical fertilizers 0,000 0,000 0,000 0,000 0,000 0,000 00,000

Activity: Use 650 Metric tons of 66,340, 66,340, 71,340, 71,340, 71,340, 71,340, 418,040 improved seeds 000 000 000 000 000 000 ,000

Sub activity: Improved seeds 65,000, 65,000, 70,000, 70,000, 70,000, 70,000, 410,000 multiplication 000 000 000 000 000 000 ,000

Sub activity: Follow, management and 1,340,0 1,340,0 1,340,0 1,340,0 1,340,0 1,340,0 8,040,0 distribution 00 00 00 00 00 00 00

DDS Outcome: Increased 67,3 334, 302, 358, 327, 333, 1,722 traditional and non- 10,0 640, 440, 190, 040, 040, ,660, traditional export crops 00 000 000 000 000 000 000

Output: Production 67,3 334, 302, 358, 327, 333, 1,722 of traditional export 10,0 640, 440, 190, 040, 040, ,660, crops increased 00 000 000 000 000 000 000

Activity: Produce 25,3 25,3 25,3 25,3 25,3 25,3 151,8 10,002 Metric tons of 00,0 00,0 00,0 00,0 00,0 00,0 00,00 fully washed coffee 00 00 00 00 00 00 0

Sub activity: Mobilise 300, 300, 300, 300, 300, 300, 1,800 farmers 000 000 000 000 000 000 ,000

25,0 25,0 25,0 25,0 25,0 25,0 150,0 Sub activity: Provide 00,0 00,0 00,0 00,0 00,0 00,0 00,00 chemical pestcides 00 00 00 00 00 00 0 Sub activity: Train

147

Farmers cooperatives 1,00 1,00 1,00 1,00 1,00 1,00 6,000 0,00 0,00 0,00 0,00 0,00 0,00 ,000 0 0 0 0 0 0

Sub activity: Enforce 700, 700, 700, 700, 700, 700, 4,200 zoning program 000 000 000 000 000 000 ,000

4,20 Activity: Construct 1 0,00 4,200 Tea processing plant - - - - 0 - ,000

2,50 Sub activity: Private 0,00 2,500 Sector Mobilasation - - - - 0 - ,000

Sub activity: Monitoring 1,70 the construction of Tea 0,00 1,700 processing plant - - - - 0 - ,000

85,8 90,8 95,8 100, 105, 480,2 Activity: Plant 94 880, 80,0 80,0 80,0 880, 880, 80,00 hectares of sericulture 000 00 00 00 000 000 0

Sub activity: Mobilise 600, 600, 600, 600, 600, 600, 3,600 Farmers 000 000 000 000 000 000 ,000

85,0 90,0 95,0 100, 105, 475,0 Sub activity: seedling 00,0 00,0 00,0 000, 000, 00,00 preparation - 00 00 00 000 000 0

280, 280, 280, 280, 280, 280, 1,680 Sub activity: Monitoring 000 000 000 000 000 000 ,000

148

Activity: Plant 2000 hectares 1,100,0 86,100, 91,100, 96,100, 101,100, 106,100, 481,600, of tea 00 000 000 000 000 000 000

4,200,00 Sub activity: Farmers mobilization 700,000 700,000 700,000 700,000 700,000 700,000 0

85,000, 90,000, 95,000, 100,000, 105,000, 475,000, Sub activity: seedling preparation - 000 000 000 000 000 000

2,400,00 Sub activity: Monitornig 400,000 400,000 400,000 400,000 400,000 400,000 0

Activity: Plant 100 hectares of 2,290,0 92,470, 92,670, 92,770, 92,870,0 92,970,0 466,040, coffee 00 000 000 000 00 00 000

3,720,00 Sub activity: Farmers mobilization 620,000 620,000 620,000 620,000 620,000 620,000 0

1,320,0 1,500,0 1,700,0 1,800,0 1,900,00 2,000,00 10,220,0 Sub activity: Farmers training 00 00 00 00 0 0 00

90,000, 90,000, 90,000, 90,000,0 90,000,0 450,000, Sub activity: seedling preparation - 000 000 000 00 00 000

2,100,00 Sub activity: Monitornig 350,000 350,000 350,000 350,000 350,000 350,000 0

Activity: Plan 2400 hectares of 2,290,0 2,390,0 2,490,0 2,590,0 2,690,00 2,790,00 15,240,0 horticulture 00 00 00 00 0 0 00

3,720,00 Sub activity: Farmers mobilization 620,000 620,000 620,000 620,000 620,000 620,000 0 Sub activity: Farmers training

149

1,320,0 1,420,0 1,520,0 1,620,0 1,720,00 1,820,00 9,420,00 00 00 00 00 0 0 0

2,100,00 Sub activity: Monitornig 350,000 350,000 350,000 350,000 350,000 350,000 0

Activity: Construct 6 selling 35,450, 42,500, 45,550, 123,500, points 000 000 - 000 - - 000

Sub activity: Site identification 250,000 250,000 250,000 - - 750,000

7,000,0 7,000,0 7,000,0 21,000,0 Sub activity: Expropriation 00 00 00 - - 00

Sub activity: Construction activities 28,000, 35,000, 38,000, 101,000, and management 000 000 000 - - 000 Sub activity: Monitoring 200,000 250,000 750,000

DDS Outcome: 17, 16, 18, 18, 20, 20, Increased financing and 410 610 410 610 410 610 112, infrastructure for ,00 ,00 ,00 ,00 ,00 ,00 060, agriculture 0 0 0 0 0 0 000

17, 16, 18, 18, 20, 20, Output: Mechanization 410 610 410 610 410 610 112, machines purchased and ,00 ,00 ,00 ,00 ,00 ,00 060, in use to irrigate 85ha 0 0 0 0 0 0 000

16, 16, 17, 18, 19, 20, 410 410 410 410 410 410 108, Activity: purchase and use ,00 ,00 ,00 ,00 ,00 ,00 460, irrigation equipments 0 0 0 0 0 0 000

Sub activity: 280 280 280 280 280 280 1,68 Farmers ,00 ,00 ,00 ,00 ,00 ,00 0,00 mobilization 0 0 0 0 0 0 0

150

Sub activity: 16, 16, 17, 18, 19, 20, Support to 000 000 000 000 000 000 106, Irrigation ,00 ,00 ,00 ,00 ,00 ,00 000, equipments 0 0 0 0 0 0 000

130 130 130 130 130 130 Sub activity: ,00 ,00 ,00 ,00 ,00 ,00 780, Monitoring 0 0 0 0 0 0 000 Sub activity: Sub activity:

Activity: Strengthen cooperatives farmers of 1,0 200 1,0 200 1,0 200 3,60 Irrigation system and water 00, ,00 00, ,00 00, ,00 0,00 use 000 0 000 0 000 0 0

Sub activity: 200 200 200 200 200 200 1,20 Identification of ,00 ,00 ,00 ,00 ,00 ,00 0,00 beneficiaries 0 0 0 0 0 0 0

Sub activity: 800 800 800 2,40 Train farmers ,00 ,00 ,00 0,00 cooperativees 0 0 0 0

DDS Outcome: 201,7 533,1 336,1 269,2 459,1 680,0 2,479, Improved livestock 90,00 50,00 90,00 40,00 20,00 80,00 570,00 sector 0 0 0 0 0 0 0

Output:Animal genetic 201,7 533,1 336,1 269,2 459,1 680,0 2,479, and production 90,00 50,00 90,00 40,00 20,00 80,00 570,00 improved 0 0 0 0 0 0 0 Activity: Inseminate 16,90 31,90 18,90 19,90 20,90 3,900 112,40 20,435 cows 0,000 0,000 0,000 0,000 0,000 ,000 0,000

151

Sub activity: Identification of cows to 600,0 600,0 600,0 600,0 600,0 600,0 3,600, be inseminated 00 00 00 00 00 00 000

Sub activity: Farmers 1,300 1,300 1,300 1,300 1,300 1,300 7,800, mobilisation ,000 ,000 ,000 ,000 ,000 ,000 000 Sub activity: provide toolkits to Sector 15,00 15,000 veterinary - 0,000 - - - - ,000

Sub activity: 15,00 15,00 17,00 18,00 19,00 2,000 86,000 Insemination activities 0,000 0,000 0,000 0,000 0,000 ,000 ,000

250,0 250,0 250,0 250,0 250,0 250,0 1,500, Sub activity: Monitoring 00 00 00 00 00 00 000 Activity: Vaccinate 5,000 11,50 7,000 8,000 9,000 12,00 52,500 260,240 cows ,000 0,000 ,000 ,000 ,000 0,000 ,000 Sub activity: Identification of cows to 600,0 600,0 600,0 600,0 600,0 600,0 3,600, be vaccinated 00 00 00 00 00 00 000

Sub activity: Farmers 250,0 250,0 250,0 250,0 250,0 250,0 1,500, mobilisation 00 00 00 00 00 00 000 Sub activity: provide toolkits to Sector 5,500 2,000 7,500, veterinary - ,000 - - - ,000 000

Sub activity: Vaccination 3,900 4,900 5,900 6,900 7,900 8,900 38,400 activities ,000 ,000 ,000 ,000 ,000 ,000 ,000

250,0 250,0 250,0 250,0 250,0 250,0 1,500, Sub activity: Monitoring 00 00 00 00 00 00 000

Activity: construct 4 veterinary 60,770, 95,550, 110,580, 125,580, 392,480, pharmacies - 000 000 - 000 000 000

152

230,00 230,00 Sub activity: Identification of sites 0 0 230,000 230,000 920,000

220,00 25,000, 30,000,0 35,000,0 90,220,0 Sub activity: Expropriation 0 000 00 00 00

Sub activity: Construction activities 60,000, 70,000, 80,000,0 90,000,0 300,000, and Equipments 000 000 00 00 000

320,00 320,00 1,340,00 Sub activity: Monitoring 0 0 350,000 350,000 0

Activity: Develop 15 floating 56,180, 60,470, 75,550,0 192,200, cages - 000 - 000 - 00 000

Sub activity: Mobilize private 1,000,0 270,00 1,570,00 investors 00 0 300,000 0

Sub activity: Construction activities 55,000, 60,000, 75,000,0 190,000, and Equipments 000 000 00 000

180,00 200,00 Sub activity: Monitoring 0 0 250,000 630,000

Activity: Constuct 5 Isambaza 19,050, 12,900, 14,100, 15,500,0 61,550,0 selling point 000 - 000 000 - 00 00

350,00 400,00 500,00 1,950,00 Sub activity: Identification of sites 0 - 0 0 700,000 0

Sub activity: Construction activities 18,000, 12,000, 13,000, 14,000,0 57,000,0 and Equipments 000 - 000 000 00 00

700,00 500,00 600,00 2,600,00 Sub activity: Monitoring 0 - 0 0 800,000 0 Activity: Construct 3 fish - - -

153 processing plant 47,000, 51,500,0 57,000,0 155,500, 000 00 00 000

4,000,0 4,500,00 5,000,00 13,500,0 Sub activity: Feasibility study 00 0 0 00

10,000, 12,000,0 15,000,0 37,000,0 Sub activity: Expropriation 000 00 00 00

Sub activity: Construction activities 28,000, 30,000,0 32,000,0 90,000,0 and Equipments 000 00 00 00

Sub activity: Monitor the 5,000,0 5,000,00 5,000,00 15,000,0 implementation activities 00 0 0 00

Activity: Construct 4 modern 64,250, 75,280, 81,300,0 87,350,0 308,180, slaughter Houses - 000 - 000 00 00 000

5,000,0 5,000,0 5,000,00 5,000,00 20,000,0 Sub activity: Feasibility study 00 00 0 0 00

14,000, 15,000, 16,000,0 17,000,0 62,000,0 Sub activity: Expropriation 000 000 00 00 00

Sub activity: Construction activities 45,000, 55,000, 60,000,0 65,000,0 225,000, and Equipments 000 000 00 00 000

Sub activity: Monitor the 250,00 280,00 1,180,00 implementation activities 0 0 300,000 350,000 0

104,290 52,790, 53,290, 58,790, 64,290, 69,790, 403,240 Activity: Construct 7 MCCs ,000 000 000 000 000 000 ,000

170,00 170,00 170,00 1,020,0 Sub activity: Sites identification 170,000 170,000 0 0 0 170,000 00 Sub activity: Farmers mobilisation

154

220,000 220,000 220,00 220,00 220,00 220,000 1,320,0 0 0 0 00

7,500,0 4,000,0 4,000,0 4,000,0 4,000,0 4,000,0 27,500, Sub activity: Feasibility study 00 00 00 00 00 00 000

15,000, 7,000,0 7,500,0 8,000,0 8,500,0 9,000,0 55,000, Sub activity: Expropriation 000 00 00 00 00 00 000

Sub activity: Construction 80,000, 40,000, 40,000, 45,000, 50,000, 55,000, 310,000 activities and Equipments 000 000 000 000 000 000 ,000

1,400,0 1,400,0 1,400,0 1,400,0 1,400,0 1,400,0 8,400,0 Sub activity: Monitor 00 00 00 00 00 00 00

Activity: Construct 13 Milk 20,700, 19,700, 25,700, 32,700, 35,700, 40,700, 175,200 collection points (MCP) 000 000 000 000 000 000 ,000

130,00 130,00 130,00 Sub activity: Sites identification 130,000 130,000 0 0 0 130,000 780,000

250,00 250,00 250,00 1,500,0 Sub activity: Farmers mobilisation 250,000 250,000 0 0 0 250,000 00

Sub activity: Construction 20,000, 19,000, 25,000, 32,000, 35,000, 40,000, 171,000 activities and Equipments 000 000 000 000 000 000 ,000

320,00 320,00 320,00 1,920,0 Sub activity: Monitor 320,000 320,000 0 0 0 320,000 00

Activity: Construct 4 forage 35,850, 75,850, 75,850, 85,850, 273,400 storage facilities 000 000 000 - 000 - ,000

150,00 150,00 Sub activity: Sites identification 150,000 150,000 0 0 600,000

Sub activity: Farmers mobilisation 300,000 300,000 300,00 300,00 1,200,0

155

0 0 00

Sub activity: Construction 35,000, 75,000, 75,000, 85,000, 270,000 activities and Equipments 000 000 000 000 ,000

400,00 400,00 1,600,0 Sub activity: Monitor 400,000 400,000 0 0 00

Activity: Construct 2 animal feed 160,210 192,710 352,920 processing plant - ,000 - - - ,000 ,000

Sub activity: Sites identification 170,000 170,000 340,000

Sub activity: Farmers mobilisation 220,000 220,000 440,000

4,500,0 5,000,0 9,500,0 Sub activity: Feasibility study 00 00 00

15,000, 17,000, 32,000, Sub activity: Expropriation 000 000 000

Sub activity: Construction 140,000 170,000 310,000 activities and Equipments ,000 ,000 ,000

Sub activity: Monitor 320,000 320,000 640,000

156

3,21 5,47 5,01 6,41 9,28 7,41 36,8 Pillar 2: Social Social 4,49 9,74 9,04 6,41 5,22 0,54 24,9 Transformation Transformation 1,97 2,37 4,57 3,97 9,93 7,97 70,8 4 4 4 4 7 4 07

Priority area 2.1: 1,39 1,68 1,49 1,84 1,99 2,14 10,5 Enhancing graduation 2,20 3,55 4,34 8,95 1,20 5,90 56,1 from extreme Poverty 8,57 8,57 7,57 8,57 8,53 8,57 90,4 and promoting resilience 4 4 4 4 7 4 07

DDS Outcome: 1,39 1,68 1,49 1,84 1,99 2,14 10,5 Increased 2,20 3,55 4,34 8,95 1,20 5,90 56,1 graduation from 8,57 8,57 7,57 8,57 8,53 8,57 90,4 Extreme poverty 4 4 4 4 7 4 07

Output: 1,39 1,68 1,49 1,84 1,99 2,14 10,5 Vulnerable 2,20 3,55 4,34 8,95 1,20 5,90 56,1 Households 8,57 8,57 7,57 8,57 8,53 8,57 90,4 supported 4 4 4 4 7 4 07

Activity: Increase 11,4 11,5 10,4 11,9 12,2 12,9 70,4 users (MIS) 00,0 50,0 39,0 50,0 00,0 00,0 39,0 Increased 00 00 00 00 00 00 00

Sub activity: 1,30 1,35 1,45 1,50 1,80 7,53 Identification of 0,00 0,00 139, 0,00 0,00 0,00 9,00 beneficiaries 0 0 000 0 0 0 0 Sub activity: Data entry of 2,60 2,60 2,60 2,60 2,60 2,60 15,6 beneficiaries in the 0,00 0,00 0,00 0,00 0,00 0,00 00,0 MIS system 0 0 0 0 0 0 00 Sub activity: Train MIS users 6,50 6,50 6,50 6,60 6,70 7,00 39,8

157

0,00 0,00 0,00 0,00 0,00 0,00 00,0 0 0 0 0 0 0 00 Sub activity: Monitoring of the 1,00 1,10 1,20 1,30 1,40 1,50 7,50 data entry in the 0,00 0,00 0,00 0,00 0,00 0,00 0,00 system 0 0 0 0 0 0 0 Activity: Distribute Minimum 32,6 32,8 32,8 32,8 32,8 32,8 196, package to 962 40,0 40,0 40,0 40,0 40,0 40,0 840, Vulnerable HHs 00 00 00 00 00 00 000

Sub activity: 1,80 Identification of 300, 300, 300, 300, 300, 300, 0,00 beneficiaries 000 000 000 000 000 000 0

Sub activity: 32,0 32,0 32,0 32,0 32,0 32,0 192, Tender of animals 00,0 00,0 00,0 00,0 00,0 00,0 000, and other items 00 00 00 00 00 00 000 Sub activity: Distribution of animals & other 2,20 items to 200, 400, 400, 400, 400, 400, 0,00 beneficiaries 000 000 000 000 000 000 0 sub activity: Monitoring of the implementation of 140, 140, 140, 140, 140, 140, 840, the program. 000 000 000 000 000 000 000

170,7 201,7 246,7 268,7 281,7 1,193, 60,03 60,03 23,66 60,03 60,00 60,03 460,18 Activity: Destribute 39,446 small livestock 7 7 0,037 7 0 7 5 Sub activity: Identification of beneficiaries 600,0 600,0 600,0 600,0 600,0 600,0 3,600,

158

00 00 00 00 00 00 000

169,1 200,1 245,1 267,1 280,1 1,183, Sub activity: Tender of small 10,03 10,03 22,01 10,03 10,00 10,03 560,18 stock 7 7 0,037 7 0 7 5

Sub activity: Distribution of 350,0 350,0 350,0 350,0 350,0 350,0 2,100, animals to beneficiaries 00 00 00 00 00 00 000

Sub activity: Monitoring of the 700,0 700,0 700,0 700,0 700,0 700,0 4,200, achievements. 00 00 00 00 00 00 000

Activity: Provide works to 29,168 Vulnerable 501,0 501,0 501,0 501,0 501,0 501,0 3,006, Households through VUP program ( females, 23,99 23,99 23,99 23,99 23,99 23,99 143,97 males) 6 6 6 6 6 6 6

Sub activity: Identification of 1,300, 1,300, 1,300, 1,300, 1,300, 1,300, 7,800, beneficiaries 000 000 000 000 000 000 000

Sub activity: Public works 2,600, 2,600, 2,600, 2,600, 2,600, 2,600, 15,600 projects identification 000 000 000 000 000 000 ,000

495,4 495,4 495,4 495,4 495,4 495,4 2,972, Sub activity: Financing of public 23,99 23,99 23,99 23,99 23,99 23,99 543,97 works projects. 6 6 6 6 6 6 6

Sub activity: Monitoring & 1,700, 1,700, 1,700, 1,700, 1,700, 1,700, 10,200 evaluation of the achievements. 000 000 000 000 000 000 ,000

121,4 131,4 141,4 151,4 161,4 171,4 Activity: finance 6,076 projects from financial 50,00 50,00 50,00 50,00 50,00 50,00 878,70 servises 0 0 0 0 0 0 0,000

Sub activity: Mobilization of the 650,0 650,0 650,0 650,0 650,0 650,0 3,900, beneficiaries 00 00 00 00 00 00 000 Sub activity: Financing of the

159

projects in FS/VUP Program 120,0 130,0 140,0 150,0 160,0 170,0 870,00 00,00 00,00 00,00 00,00 00,00 00,00 0,000 0 0 0 0 0 0 Sub activity: Monitoring and evaluation of the 800,0 800,0 800,0 800,0 800,0 800,0 4,800, implementation status 00 00 00 00 00 00 000

Activity: Support 2,898 166,106 236,106 196,106 216,106 226,106 257,106 1,297,64 ubudehe projects ,725 ,725 ,725 ,725 ,725 ,725 0,350

3,900,00 Sub activity: Mobilization of Citizens 650,000 650,000 650,000 650,000 650,000 650,000 0

Sub activity: Capture of ubudehe 1,300,0 1,300,0 1,300,0 1,300,0 1,300,0 1,300,0 7,800,00 projects into MIS 00 00 00 00 00 00 0

163,906,7 233,906,7 193,906,7 213,906,7 223,906,7 254,906,7 1,284,44 25 25 25 25 25 25 Sub activity: Financing of projects. 0,350

Sub activity: Monitoring of the 1,500,00 implementation status. 250,000 250,000 250,000 250,000 250,000 250,000 0

Activity: Distributed 136,498 316,498 336,498 436,498 536,498 636,498 2,398,98 15,540 cows ,221 ,221 ,221 ,221 ,221 ,221 9,326

Sub activity: Identification of 2,100,00 beneficiaries 350,000 350,000 350,000 350,000 350,000 350,000 0

135,498 315,498 335,498 435,498 535,498 635,498 2,392,98 Sub activity: Tendering ,221 ,221 ,221 ,221 ,221 ,221 9,326

Sub activity: Distribution of the animals 2,400,00 to the beneficiaries 400,000 400,000 400,000 400,000 400,000 400,000 0 Sub activity: monitoring and evaluation. 250,000 250,000 250,000 250,000 250,000 250,000 1,500,00

160

Activity: Provide DS to 252,329 252,329 252,329 252,329 252,329 252,329 1,513,97 2,722 beneficiaries ,595 ,595 ,595 ,595 ,595 ,595 7,570

Sub activity: Identification of the 2,600,0 2,600,0 2,600,0 2,600,0 2,600,0 2,600,0 15,600,0 beneficiaries 00 00 00 00 00 00 00

Sub activity: Capture of the 3,900,0 3,900,0 3,900,0 3,900,0 3,900,0 3,900,0 23,400,0 beneficiaries into MIS 00 00 00 00 00 00 00

244,829 244,829 244,829 244,829 244,829 244,829 1,468,97 Sub activity: Provide DS ,595 ,595 ,595 ,595 ,595 ,595 7,570

Sub activity: Monitoring of the 1,000,0 1,000,0 1,000,0 1,000,0 1,000,0 1,000,0 6,000,00 implementation of the program 00 00 00 00 00 00 0

Priority 53, 53, 53, 53, 53, 53, 323 area 2.2: 950 950 950 950 950 950 ,70 Eradicating ,00 ,00 ,00 ,00 ,00 ,00 0,0 Malnutrition 0 0 0 0 0 0 00 DDS Outcome: 53, 53, 53, 53, 53, 53, 323 Reduced 950 950 950 950 950 950 ,70 malnutritio ,00 ,00 ,00 ,00 ,00 ,00 0,0 n 0 0 0 0 0 0 00

Output: Fortified Blended 45, 45, 45, 45, 45, 45, 273 Food (FBF) supplied to all 500 500 500 500 500 500 ,00 beneficiaries for stunting ,00 ,00 ,00 ,00 ,00 ,00 0,0 prevention 0 0 0 0 0 0 00 Activity: supply Fortified Blended Food (FBF) to all 45, 45, 45, 45, 45, 45, 273 beneficiaries for stunting 500 500 500 500 500 500 ,00 prevention ,00 ,00 ,00 ,00 ,00 ,00 0,0

161

0 0 0 0 0 0 00 Sub activity: Identification 300 300 300 300 300 300 1,8 of ,00 ,00 ,00 ,00 ,00 ,00 00, beneficiaries 0 0 0 0 0 0 000

45, 45, 45, 45, 45, 45, 270 000 000 000 000 000 000 ,00 Sub activity: ,00 ,00 ,00 ,00 ,00 ,00 0,0 Provide FBF 0 0 0 0 0 0 00

Sub activity: 200 200 200 200 200 200 1,2 Monitoring of ,00 ,00 ,00 ,00 ,00 ,00 00, the program 0 0 0 0 0 0 000

50, Output: Model kitchen 8,4 8,4 8,4 8,4 8,4 8,4 700 gardens established at 50, 50, 50, 50, 50, 50, ,00 village level 000 000 000 000 000 000 0

50, Activity: Establish 483 8,4 8,4 8,4 8,4 8,4 8,4 700 Model Kitchen gardens at 50, 50, 50, 50, 50, 50, ,00 village level 000 000 000 000 000 000 0

Sub activity: 250 250 250 250 250 250 1,5 Mobilization ,00 ,00 ,00 ,00 ,00 ,00 00, of Citizens 0 0 0 0 0 0 000

48, 8,0 8,0 8,0 8,0 8,0 8,0 000 Sub activity: 00, 00, 00, 00, 00, 00, ,00 Construction 000 000 000 000 000 000 0 Sub activity: Monitoring of 200 200 200 200 200 200 1,2 the ,00 ,00 ,00 ,00 ,00 ,00 00,

162

achievements 0 0 0 0 0 0 000

Priority area 2.3: Enhancing 266 452 296 693 3,11 356 5,17 demographic dividend through ,45 ,87 ,15 ,90 3,61 ,86 9,84 ensuring access to quality 0,0 0,0 0,0 0,0 0,00 0,0 0,00 health for all 00 00 00 00 0 00 0

DDS Outcome: 265 451 294 692 3,11 355 5,17 Improved ,15 ,57 ,85 ,60 2,31 ,56 2,04 healthcare 0,0 0,0 0,0 0,0 0,00 0,0 0,00 services 00 00 00 00 0 00 0

Output: Service 259 445 289 686 3,10 349 5,13 delivery in ,30 ,72 ,00 ,75 6,46 ,71 6,94 Health facilities 0,0 0,0 0,0 0,0 0,00 0,0 0,00 improved. 00 00 00 00 0 00 0 Activity: Construct 120 2,80 2,92 Second ,60 2,50 500 3,60 District 0,0 0,00 ,00 0,00 Hospital - - - 00 0 0 0

20, Sub activity: 000 20,0 Feasibility ,00 00,0 study 0 00

100 ,00 100, Sub activity: 0,0 000, Expropriation 00 000

Sub activity: 500, 500, Tendering 000 000 Sub activity: Construction 2,80 2,80

163

works 0,00 0,00 0,00 0,00 0 0 Sub activity: monitoring of 600 2,00 2,60 construction ,00 0,00 0,00 works 0 0 0

Sub activity: 500 Acceptance of ,00 500, works 0 000

Activity: 16, 15, 15, 15, Rehabilitate 7 8,6 820 630 630 15,6 630 87,9 health 30, ,00 ,00 ,00 30,0 ,00 70,0 facilities 000 0 0 0 00 0 00 Sub activity: BoQ 350 500 350 350 350 2,25 preparation ,00 ,00 ,00 ,00 350, ,00 0,00 and tendering 0 0 0 0 000 0 0

16, 15, 15, 15, 8,0 000 000 000 15,0 000 84,0 Sub activity: 00, ,00 ,00 ,00 00,0 ,00 00,0 Rehabilitate 000 0 0 0 00 0 00 Sub activity: Monitoring of 280 320 280 280 280 1,72 construction ,00 ,00 ,00 ,00 280, ,00 0,00 works 0 0 0 0 000 0 0

164

Activity: Relocate Rutsiro and Murunda 112,85 250,35 363,20 Health Centers 0,000 - - 0,000 - - 0,000

Sub activity: Site 200,00 200,00 400,00 identification 0 - - 0 - - 0

Sub activity: Feasibility 7,000,0 7,500,0 14,500, study 00 - - 00 - - 000

120,00 120,00 240,00 Sub activity: tendering 0 - - 0 - - 0

60,000, 62,000, 122,00 Sub activity: Expropriation 000 - - 000 - - 0,000

Sub activity: Construction 45,000, 180,00 225,00 works 000 - - 0,000 - - 0,000

Sub activity: monitoring of 350,00 350,00 700,00 construction works 0 - - 0 - - 0

Sub activity: Acceptance of 180,00 180,00 360,00 works 0 - - 0 - - 0

101,07 151,07 201,07 101,07 101,07 101,07 756,42 Activity: Construct 39 Health posts 0,000 0,000 0,000 0,000 0,000 0,000 0,000

Sub activity: Site 300,00 300,00 300,00 300,00 300,00 300,00 1,800,0 identification 0 0 0 0 0 0 00

150,00 150,00 150,00 150,00 150,00 150,00 900,00 Sub activity: tendering 0 0 0 0 0 0 0

40,000, 60,000, 80,000, 40,000, 40,000, 40,000, 300,00 Sub activity: Expropriation 000 000 000 000 000 000 0,000

165

Sub activity: Construction 60,000, 90,000, 120,00 60,000, 60,000, 60,000, 450,00 works 000 000 0,000 000 000 000 0,000

Sub activity: monitoring of 320,00 320,00 320,00 320,00 320,00 320,00 1,920,0 construction works 0 0 0 0 0 0 00

Sub activity: Acceptance of 300,00 300,00 300,00 300,00 300,00 300,00 1,800,0 works 0 0 0 0 0 0 00

Activity: Provide 4 Ambulances to Health 45,250, 90,300, 90,300, 225,85 Hospital and Health Centers - 000 - 000 - 000 0,000

250,00 300,00 300,00 850,00 Sub activity: Tendering 0 0 0 0

Sub activity: Delivery of 45,000, 90,000, 90,000, 225,00 the Ambulances 000 000 000 0,000

Activity: Upgrade and medicalized 2 26,300,0 31,500,0 57,800,0 Health centers - 00 - 00 - - 00

Sub activity: Bills of quantities (BQ 1,000,00 )preparation and tendering 500,000 500,000 0

25,000,0 30,000,0 55,000,0 Sub activity: Rehabilitate 00 00 00

Sub activity: Monitoring of construction 1,400,00 works 600,000 800,000 0 Sub activity: Acceptance of works 200,000 200,000 400,000

Activity: Upgrade 4 Health Posts to 30,050,0 35,050,0 40,050,0 45,050,0 150,200, Health centers - 00 00 00 00 - 000 Sub activity: Bills of quantities (BQ )preparation 1,500,00 1,500,00 1,500,00 1,500,00 6,000,00

166

0 0 0 0 0

2,000,00 Sub activity: tendering 500,000 500,000 500,000 500,000 0

25,000,0 30,000,0 35,000,0 40,000,0 130,000, Sub activity: Construction works 00 00 00 00 000

1,400,00 Sub activity: monitoring of construction works 350,000 350,000 350,000 350,000 0

4,000,00 4,000,00 4,000,00 4,000,00 16,000,0 Sub activity: Provide equipments 0 0 0 0 00 Sub activity: Acceptance of works 200,000 200,000 200,000 200,000 800,000

Activity: Construct 5 Kms of pathways 138,980, 140,980, 140,980, 420,940, infrastructure - 000 - - 000 000 000

1,200,00 Sub activity: Site identification 400,000 400,000 400,000 0 Sub activity: Tender 260,000 260,000 260,000 780,000

138,000, 140,000, 140,000, 418,000, Sub activity: Construction works 000 000 000 000 Sub activity: monitoring of construction works 200,000 200,000 200,000 600,000 Sub activity: Acceptance of works 120,000 120,000 120,000 360,000

Activity: Connecte 4 health facilities 36,020, 36,020,0 36,020, 36,020, 144,080, with electricity 000 00 000 000 - - 000

Sub activity: Identification and 500,00 500,00 2,000,00 BoQ Preparation 500,000 500,000 0 0 0

167

120,00 120,00 Sub activity: Tender 120,000 120,000 0 0 480,000

Sub activity: Electricity 35,000, 35,000,0 35,000, 35,000, 140,000, connection 000 00 000 000 000

Sub activity: Monitoring of 400,00 400,00 1,600,00 works 400,000 400,000 0 0 0

Activity: Support 17 Health workers 1,230,00 1,230,0 1,230,0 1,230,00 1,230,00 6,880,00 (CHW) Cooperatives 730,000 0 00 00 0 0 0

Sub activity: Identification of 230,00 230,00 1,380,00 cooperatives 230,000 230,000 0 0 230,000 230,000 0

Sub activity: Support 1,000,00 1,000,0 1,000,0 1,000,00 1,000,00 5,500,00 Cooperative members 500,000 0 00 00 0 0 0

3,9 3,9 3,9 3,9 3,9 3,9 23,4 Output: CBI attended 100% every 00, 00, 00, 00, 00, 00, 00,0 Year 000 000 000 000 000 000 00

3,9 3,9 3,9 3,9 3,9 3,9 23,4 Activity: Mobilize 00, 00, 00, 00, 00, 00, 00,0 citizens for MUSA 000 000 000 000 000 000 00

2,6 2,6 2,6 2,6 2,6 2,6 15,6 Sub activity: 00, 00, 00, 00, 00, 00, 00,0 Mobilization of Citizens 000 000 000 000 000 000 00

Sub activity: Monitoring 1,3 1,3 1,3 1,3 1,3 1,3 7,80 of implementation of 00, 00, 00, 00, 00, 00, 0,00 the program 000 000 000 000 000 000 0

168

Output: Persons diagnosed with HIV 1,9 1,9 1,9 1,9 1,9 1,9 11,7 infection receiving sustained ART 50, 50, 50, 50, 50, 50, 00,0 increased from 85 to90% 000 000 000 000 000 000 00

Activity: Mobilize 1,9 1,9 1,9 1,9 1,9 1,9 11,7 Citizens for HIV 50, 50, 50, 50, 50, 50, 00,0 Testing 000 000 000 000 000 000 00

1,3 1,3 1,3 1,3 1,3 1,3 7,80 Sub activity: 00, 00, 00, 00, 00, 00, 0,00 Mobilization of Citizens 000 000 000 000 000 000 0

650 650 650 650 650 650 3,90 Sub activity: Monitoring ,00 ,00 ,00 ,00 ,00 ,00 0,00 of the program 0 0 0 0 0 0 0 DDS Outcome: Increased 1,3 1,3 1,3 1,3 1,3 1,3 7,80 contraceptives 00, 00, 00, 00, 00, 00, 0,00 prevalence 000 000 000 000 000 000 0

1,3 1,3 1,3 1,3 1,3 1,3 7,80 Output: Contraceptives prevalence 00, 00, 00, 00, 00, 00, 0,00 Increased 000 000 000 000 000 000 0

Activity: Increase 1,3 1,3 1,3 1,3 1,3 1,3 7,80 contraceptive 00, 00, 00, 00, 00, 00, 0,00 prevalence use 000 000 000 000 000 000 0

Sub activity: 650 650 650 650 650 650 3,90 Mobilization of the ,00 ,00 ,00 ,00 ,00 ,00 0,00 Citizens 0 0 0 0 0 0 0

Sub activity: Monitoring 650 650 650 650 650 650 3,90 the implementation of ,00 ,00 ,00 ,00 ,00 ,00 0,00 the program 0 0 0 0 0 0 0

169

246,89 1,098,0 625,00 1,068,0 1,180,8 1,273,2 5,492,1 3,400 73,800 7,000 15,400 71,400 39,400 00,400 DDS Outcome: Increased equitable access to education 5,630,0 24,680, 5,630, 39,680, 39,680, 39,680, 154,98 programmes 00 000 000 000 000 000 0,000 ECD centers and ECE 5,630,0 24,680, 5,630, 39,680, 39,680, 39,680, 154,98 Output: promoted 00 000 000 000 000 000 0,000 Activity: construct 7 19,050, 34,050, 34,050, 34,050, 121,20 ECD - 000 - 000 000 000 0,000

Sub activity: 2,500,0 2,500,0 2,500,0 2,500,0 10,000, Feasibility study 00 00 00 00 000

Sub activity: 7,000,0 14,000, 14,000, 14,000, 49,000, Expropriation 00 000 000 000 000

Sub activity: 130,00 130,00 130,00 130,00 520,00 Tendering 0 0 0 0 0

Sub activity: 8,000,0 16,000, 16,000, 16,000, 56,000, Construction works 00 000 000 000 000 Sub activity: monitoring of 300,00 300,00 300,00 300,00 1,200,0 construction works 0 0 0 0 00 Sub activity: Acceptance of 120,00 120,00 120,00 120,00 480,00 works 0 0 0 0 0 Sub activity: Provision of 1,000,0 1,000,0 1,000,0 1,000,0 4,000,0 equipments 00 00 00 00 00 Activity: Operationalize 5,630,0 5,630,0 5,630, 5,630,0 5,630,0 5,630,0 33,780, 301 ECE 00 00 000 00 00 00 000 Sub activity:

170

Mobilization of 400,00 400,00 400,00 400,00 400,00 400,00 2,400,0 Citizens 0 0 0 0 0 0 00 Sub activity: Provision of 5,000,0 5,000,0 5,000, 5,000,0 5,000,0 5,000,0 30,000, equipments 00 00 000 00 00 00 000 Sub activity: Monitoring of the 230,00 230,00 230,00 230,00 230,00 230,00 1,380,0 activities 0 0 0 0 0 0 00

DDS Outcome: Improved 5,29 education quality in 234,3 1,066, 612,5 1,021, 1,134, 1,226, 5,88 primary and secondary 90,00 520,40 03,60 462,00 318,00 686,00 0,00 education 0 0 0 0 0 0 0

5,29 Output: Education quality 234,3 1,066, 612,5 1,021, 1,134, 1,226, 5,88 in Primary and Secondary 90,00 520,40 03,60 462,00 318,00 686,00 0,00 Schools Improved. 0 0 0 0 0 0 0

Activity: 1,23 Construct 136,9 190,0 2,56 176 20,00 284,59 33,60 146,39 219,12 255,49 0,00 classrooms 0 0,400 0 2,000 8,000 6,000 0

1,50 Sub activity: 250,0 250,00 250,0 250,00 250,00 250,00 0,00 Identification 00 0 00 0 0 0 0

Sub activity: 150,0 150,00 150,0 150,00 150,00 150,00 900, Tendering 00 0 00 0 0 0 000

1,22 Sub activity: 136,0 189,1 7,04 Construction 00,00 283,67 13,60 145,47 218,20 254,57 0,00 works 0 0,400 0 2,000 8,000 6,000 0 Sub activity: monitoring of 260,0 260,00 260,0 260,00 260,00 260,00 1,56

171

construction 00 0 00 0 0 0 0,00 works 0

Sub activity: 1,56 Acceptance of 260,0 260,00 260,0 260,00 260,00 260,00 0,00 works 00 0 00 0 0 0 0

Activity: renovate/replace 416 320,920,0 280,920,0 320,920,0 300,920,0 320,920,0 1,544,600, classrooms - 00 00 00 00 00 000 Sub activity: Identification 250,000 250,000 250,000 250,000 250,000 1,250,000 Sub activity: tendering 150,000 150,000 150,000 150,000 150,000 750,000

320,000,0 280,000,0 320,000,0 300,000,0 320,000,0 1,540,000, Sub activity: Construction works 00 00 00 00 00 000 Sub activity: monitoring of construction works 260,000 260,000 260,000 260,000 260,000 1,300,000 Sub activity: Acceptance of works 260,000 260,000 260,000 260,000 260,000 1,300,000

Activity: construct 2 teachers' 53,600,00 57,600,00 111,200,00 hostels - - - - 0 0 0

Sub activity: Expropriation 8,000,000 9,000,000 17,000,000 Sub activity: Tendering 200,000 200,000 400,000

45,000,00 48,000,00 Sub activity: Construction works 0 0 93,000,000 Sub activity: monitoring of construction works 260,000 260,000 520,000 Sub activity: Acceptance of works 140,000 140,000 280,000

172

Activity: Connect 25 schools to 19,080,0 36,180,0 45,600,0 100,860, electricity 00 00 - 00 - - 000 Sub activity: Identification 360,000 360,000 720,000 Sub activity: Tendering 120,000 120,000 240,000

18,000,0 35,000,0 45,000,0 98,000,00 Sub activity: Connection works 00 00 00 0 Sub activity: monitoring of construction works 400,000 500,000 600,000 1,500,000 Sub activity: Acceptance of works 200,000 200,000 400,000

9,370,00 11,370,0 13,370,0 15,370,0 17,370,0 19,370,0 86,220,0 Activity: Construct 636 latrines 0 00 00 00 00 00 00

Sub activity: Identification 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 Sub activity: Tendering 120,000 120,000 120,000 120,000 120,000 120,000 720,000

8,600,00 10,600,0 12,600,0 14,600,0 16,600,0 18,600,0 81,600,00 Sub activity: Construction works 0 00 00 00 00 00 0 Sub activity: monitoring of construction works 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 Sub activity: Acceptance of works 100,000 100,000 100,000 100,000 100,000 100,000 600,000

Activity: Construct 15 kms of 281,440, 36,160, 381,160, 421,280, 451,280, 1,571,320 pathways for PWD - 000 000 000 000 000 ,000

Sub activity: Site identification 400,000 400,000 400,000 400,000 400,000 2,000,000

Sub activity: Tender 260,000 260,000 260,000 260,000 260,000 1,300,000

280,160, 35,000, 380,000, 420,000, 450,000, 1,565,160, Sub activity: Construction works 000 000 000 000 000 000 Sub activity: monitoring of construction works 500,000 500,000 500,000 500,000 500,000 2,500,000

173

Sub activity: Acceptance of works 120,000 120,000 120,000 360,000

69,020, 132,020, 92,020, 112,020, 122,020, 122,020, 649,120,0 Activity: Construct 6 playgrounds 000 000 000 000 000 000 00

Sub activity: Site identification 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000

Sub activity: Tender 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000

26,000, 26,000,0 26,000, 26,000,0 26,000,0 26,000,0 156,000,0 Sub activity: Expropriation 000 00 000 00 00 00 00

42,000, 105,000, 65,000, 85,000,0 95,000,0 95,000,0 487,000,0 Sub activity: Construction works 000 000 000 00 00 00 00 Sub activity: monitoring of construction works 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 Sub activity: Acceptance of works 120,000 120,000 120,000 120,000 120,000 120,000 720,000

DDS Outcome: 6,87 6,87 6,87 6,87 6,87 6,87 Increased adult 3,40 3,40 3,40 3,40 3,40 3,40 41,24 literacy rates 0 0 0 0 0 0 0,400

Output: Access to adult 6,87 6,87 6,87 6,87 6,87 6,87 basic education 3,40 3,40 3,40 3,40 3,40 3,40 41,24 Increased 0 0 0 0 0 0 0,400

Activity: Train 22,989 6,87 6,87 6,87 6,87 6,87 6,87 Peaple in adult 3,40 3,40 3,40 3,40 3,40 3,40 41,24 literacy 0 0 0 0 0 0 0,400 Sub activity: Mobilization of 150, 150, 150, 150, 150, 150, 900,0 Citizens 000 000 000 000 000 000 00 Sub activity: Renumeration of 5,22 5,22 5,22 5,22 5,22 5,22 31,34

174

facilitaters 3,40 3,40 3,40 3,40 3,40 3,40 0,400 0 0 0 0 0 0

1,50 1,50 1,50 1,50 1,50 1,50 Sub activity: Provision 0,00 0,00 0,00 0,00 0,00 0,00 9,000 of Training materials 0 0 0 0 0 0 ,000 Sub activity: Monitoring and 200, 200, 200, 200, 200, 200, 1,200 evaluation. 000 000 000 000 000 000 ,000

1,25 2,19 2,54 2,75 2,94 3,58 4,99 1,29 9,59 1,59 5,59 0,59 15,27 0,00 0,00 0,00 0,00 0,00 0,00 3,140 0 0 0 0 0 0 ,000

DDS Outcome: Universal access to 415, 578, 593, 535, 564, 587, 3,276 basic infrastructure (water, 520, 520, 820, 820, 820, 820, ,320, sanitation, electricity, ICT, shelter) 000 000 000 000 000 000 000 Output: Basic water and Sanitation 389, 552, 593, 535, 564, 587, 3,224 infrastructures 820, 820, 820, 820, 820, 820, ,920, developed. 000 000 000 000 000 000 000 Activity:Rehabilitat e 318 km of 139, 254, 173, 80,3 84,3 82,3 814,3 existing water 390, 390, 390, 90,0 90,0 90,0 40,00 systems 000 000 000 00 00 00 0

12,0 12,0 12,0 12,0 12,0 12,0 Sub activity: 00,0 00,0 00,0 00,0 00,0 00,0 72,00 Feasibility study 00 00 00 00 00 00 0,000

7,00 18,0 25,0 28,0 30,0 32,0 140,0 Sub activity: 0,00 00,0 00,0 00,0 00,0 00,0 00,00 Expropriation 0 00 00 00 00 00 0 Sub activity:

175

Rehabilitation 120, 224, 136, 40,0 42,0 38,0 600,0 works 000, 000, 000, 00,0 00,0 00,0 00,00 000 000 000 00 00 00 0 Sub activity: monitoring of rehabilitation 240, 240, 240, 240, 240, 240, 1,440 works 000 000 000 000 000 000 ,000 Sub activity: Acceptance of 150, 150, 150, 150, 150, 150, 900,0 works 000 000 000 000 000 000 00

Activity: Construct 250, 298, 420, 455, 480, 505, 2,410 200 km of new 430, 430, 430, 430, 430, 430, ,580, water system 000 000 000 000 000 000 000

70,0 70,0 80,0 85,0 90,0 95,0 490,0 Sub activity: 00,0 00,0 00,0 00,0 00,0 00,0 00,00 Expropriation 00 00 00 00 00 00 0

Sub activity: 180, 228, 340, 370, 390, 410, 1,918 Construction 000, 000, 000, 000, 000, 000, ,000, works 000 000 000 000 000 000 000 Sub activity: monitoring of construction 280, 280, 280, 280, 280, 280, 1,680 works 000 000 000 000 000 000 ,000 Sub activity: Acceptance of 150, 150, 150, 150, 150, 150, 900,0 works 000 000 000 000 000 000 00

176

Output: Hygiene and sanitation Improved 25,700, 25,700, 51,400, within the Community 000 000 - - - - 000

Activity: Construct 25,700, 25,700, 51,400, 14,003 toilets 000 000 - - - - 000 Sub activity: Mobilization of Citizens 400,000 400,000 800,000

Sub activity: Financial support to 24,000, 24,000, 48,000, vulnerable HHs. 000 000 000

Sub activity: Monotoring and 1,300,0 1,300,0 2,600,0 evaluation. 00 00 00

DDS Outcome: Household 452, 874, 984, 1,094, 1,154, 1,714, 6,273, access to electricity 760, 260, 260, 260,0 260,0 260,0 560,0 increased to 100% 000 000 000 00 00 00 00

Output: Households 132, 154, 164, 174,2 184,2 194,2 1,003, connected to on and 260, 260, 260, 60,00 60,00 60,00 560,0 off-grid 000 000 000 0 0 0 00

Activity: connecte 90,9 102, 102, 102,9 102,9 102,9 605,4 23,376 HHs to on 00,0 900, 900, 00,00 00,00 00,00 00,00 grid 00 000 000 0 0 0 0

Sub activity: 400, 400, 400, 400,0 400,0 400,0 2,400, Mobilization 000 000 000 00 00 00 000

90,0 102, 102, 102,0 102,0 102,0 600,0 Sub activity: 00,0 000, 000, 00,00 00,00 00,00 00,00 Connection activities 00 000 000 0 0 0 0 Sub activity: monitoring of 500, 500, 500, 500,0 500,0 500,0 3,000, construction works 000 000 000 00 00 00 000

177

Activity: Connect 41,3 51,3 61,3 398,1 32,000HHs to Off- 60,0 60,0 60,0 71,36 81,36 91,36 60,00 grid 00 00 00 0,000 0,000 0,000 0

Sub activity: 360, 360, 360, 360,0 360,0 360,0 2,160, Indentification 000 000 000 00 00 00 000

Sub activity: Tender 36,0 46,0 56,0 366,0 of materials and 00,0 00,0 00,0 66,00 76,00 86,00 00,00 equipments 00 00 00 0,000 0,000 0,000 0

1,00 1,00 1,00 Sub activty: 0,00 0,00 0,00 1,000, 1,000, 1,000, 6,000, Connection activities 0 0 0 000 000 000 000

Sub activity: 4,00 4,00 4,00 Monitoring and 0,00 0,00 0,00 4,000, 4,000, 4,000, 24,00 evaluation 0 0 0 000 000 000 0,000

320, 720, 820, 920,0 970,0 1,520, 5,270, Output: increased 500, 000, 000, 00,00 00,00 000,0 000,0 access to electricity 000 000 000 0 0 00 00

Activity: Construct 320, 720, 820, 920,0 970,0 1,520, 5,270, 115Km new 500, 000, 000, 00,00 00,00 000,0 000,0 electricity lines 000 000 000 0 0 00 00

5,00 5,00 5,00 Sub activity: 0,00 0,00 0,00 5,000, 5,000, 5,000, 30,00 Feasibility study 0 0 0 000 000 000 0,000

15,0 15,0 15,0 Sub activity: 00,0 00,0 00,0 15,00 15,00 15,00 90,00 Expropriation 00 00 00 0,000 0,000 0,000 0,000

178

Sub activity: 300, 700, 800, 900,0 950,0 1,500, 5,150, Construction works 000, 000, 000, 00,00 00,00 000,0 000,0 and management 000 000 000 0 0 00 00

Sub activity: 500, 500, 500, 500,0 500,0 500,0 3,000, Monitoring 000 000 000 00 00 00 000

DDS Outcome: Empowered and 25, 66, 76, 76, 86, 91, transformed digital communities through 260 060 060 060 060 060 420, improved access to information and ,00 ,00 ,00 ,00 ,00 ,00 560, services using ICT 0 0 0 0 0 0 000

Output: Ensure the use 25, 66, 76, 76, 86, 91, of ICT in most of Public 260 060 060 060 060 060 420, and Private ,00 ,00 ,00 ,00 ,00 ,00 560, institutions. 0 0 0 0 0 0 000

Activity: Connect 30 35, 35, 25, 25, 20, Public and Private 800 800 800 800 800 144, Institutions to fiber ,00 ,00 ,00 ,00 ,00 000, optic - 0 0 0 0 0 000

300 300 300 300 300 1,50 Sub activity: ,00 ,00 ,00 ,00 ,00 0,00 Identification 0 0 0 0 0 0

35, 35, 25, 25, 20, Sub activity: 000 000 000 000 000 140, tender of ,00 ,00 ,00 ,00 ,00 000, equipments 0 0 0 0 0 000

Sub activity: 500 500 500 500 500 2,50 Connection ,00 ,00 ,00 ,00 ,00 0,00 activities 0 0 0 0 0 0 Activity: Distribute IT

179

Equipments to NBAs 25, 30, 40, 50, 60, 70, 276, 260 260 260 260 260 260 560, ,00 ,00 ,00 ,00 ,00 ,00 000 0 0 0 0 0 0

150 150 150 150 150 150 Sub activity: ,00 ,00 ,00 ,00 ,00 ,00 900, Identification 0 0 0 0 0 0 000

Sub activity: 25, 30, 40, 50, 60, 70, tender 000 000 000 000 000 000 275, process of ,00 ,00 ,00 ,00 ,00 ,00 000, equipments 0 0 0 0 0 0 000

Sub activity: 260 260 260 260 260 260 1,56 Distribution ,00 ,00 ,00 ,00 ,00 ,00 0,00 activities 0 0 0 0 0 0 0

DDS Outcome: Increased and sustained 361, 672, 895, 1,045 1,140 1,187 5,302 urban and rural households access to 100 450, 450, 450, ,450, ,450, ,450, ,700, % of safe drinking water 000 000 000 000 000 000 000 Output: Shelter for Vulnerable 361, 672, 895, 1,045 1,140 1,187 5,302 Households 450, 450, 450, ,450, ,450, ,450, ,700, Improved 000 000 000 000 000 000 000

Activity: 234, 524, 719, 855,6 919,6 936,6 4,190 Construct 600, 600, 600, 00,00 00,00 00,00 ,600, 123 houses 000 000 000 0 0 0 000

3,00 3,00 3,00 Sub activity: 0,00 0,00 0,00 3,000 3,000 3,000 18,00 Feasibility study 0 0 0 ,000 ,000 ,000 0,000

Sub activity: 70,0 70,0 70,0 70,00 70,00 70,00 420,0 Expropriation 00,0 00,0 00,0 0,000 0,000 0,000 00,00

180

00 00 00 0

Sub activity: 160, 450, 645, 781,0 845,0 862,0 3,743 Construction 000, 000, 000, 00,00 00,00 00,00 ,000, works 000 000 000 0 0 0 000 Sub activity: monitoring of 1,20 1,20 1,20 construction 0,00 0,00 0,00 1,200 1,200 1,200 7,200 works 0 0 0 ,000 ,000 ,000 ,000 Sub activity: Acceptance of 400, 400, 400, 400,0 400,0 400,0 2,400 works 000 000 000 00 00 00 ,000

Activity: 126, 147, 175, 189,8 220,8 250,8 1,112 Renovate 850, 850, 850, 50,00 50,00 50,00 ,100, 119 houses 000 000 000 0 0 0 000 Sub activity:Identificat 250, 250, 250, 250,0 250,0 250,0 1,500 ion 000 000 000 00 00 00 ,000

Sub 200, 200, 200, 200,0 200,0 200,0 1,200 activity:Tendering 000 000 000 00 00 00 ,000

126, 147, 175, 189,0 220,0 250,0 1,107 Sub activity: 000, 000, 000, 00,00 00,00 00,00 ,000, Renovation works 000 000 000 0 0 0 000 Sub activity: monitoring of construction 250, 250, 250, 250,0 250,0 250,0 1,500 works 000 000 000 00 00 00 ,000 Sub activity: Acceptance of 150, 150, 150, 150,0 150,0 150,0 900,0 works 000 000 000 00 00 00 00

181

Transformational 145, 298, 225, 241, 257, 333, 1,502 Governance 618, 140, 920, 970, 620, 020, ,288, 830 000 000 000 000 000 830

41,1 50,8 55,8 57,8 59,8 61,8 327,2 18,8 20,0 20,0 20,0 20,0 20,0 18,83 30 00 00 00 00 00 0

DDS Outcome: 41,1 50,8 55,8 57,8 59,8 61,8 327,2 Enhanced unity 18,8 20,0 20,0 20,0 20,0 20,0 18,83 among Rwandans 30 00 00 00 00 00 0 Output: Unity among the 41,1 50,8 55,8 57,8 59,8 61,8 327,2 Community 18,8 20,0 20,0 20,0 20,0 20,0 18,83 Promoted 30 00 00 00 00 00 0

Activity: Conduct 24 40,4 50,2 55,2 57,2 59,2 61,2 323,4 Itorero session to 98,8 00,0 00,0 00,0 00,0 00,0 98,83 different groups 30 00 00 00 00 00 0

200, 200, 200, 200, 200, 200, 1,200 Sub activity: Mobilisation 000 000 000 000 000 000 ,000

Sub activity: Provide Itorero 40,2 50,0 55,0 57,0 59,0 61,0 322,2 sesions Package (Transport, 98,8 00,0 00,0 00,0 00,0 00,0 98,83 Meals, Training materials,…) 30 00 00 00 00 00 0 Activity: Organize 30 ndi umunyarwanda 620, 620, 620, 620, 620, 620, 3,720 dialogues 000 000 000 000 000 000 ,000

120, 120, 120, 120, 120, 120, 720,0 Sub activity: Mobilization 000 000 000 000 000 000 00 Sub activity: Provide Ndi Umunyarwanda dialogues 200, 200, 200, 200, 200, 200, 1,200 facilities 000 000 000 000 000 000 ,000 Sub activity: monitor the

182

implementation of the program 300, 300, 300, 300, 300, 300, 1,800 000 000 000 000 000 000 ,000

Transformational 145, 298, 225, 241, 257, 333, 1,502 Governance 618, 140, 920, 970, 620, 020, ,288, 830 000 000 000 000 000 830

41,1 50,8 55,8 57,8 59,8 61,8 327,2 18,8 20,0 20,0 20,0 20,0 20,0 18,83 30 00 00 00 00 00 0

Activity: Conduct 24 40,4 50,2 55,2 57,2 59,2 61,2 323,4 Itorero session to 98,8 00,0 00,0 00,0 00,0 00,0 98,83 different groups 30 00 00 00 00 00 0

200, 200, 200, 200, 200, 200, 1,200 Sub activity: Mobilisation 000 000 000 000 000 000 ,000

120, 120, 120, 120, 120, 120, 720,0 Sub activity: Mobilization 000 000 000 000 000 000 00 Sub activity: Provide Ndi

183

Umunyarwanda dialogues 200, 200, 200, 200, 200, 200, 1,200 facilities 000 000 000 000 000 000 ,000

Sub activity: monitor the 300, 300, 300, 300, 300, 300, 1,800 implementation of the program 000 000 000 000 000 000 ,000

62,4 6,70 14,5 10,5 19,3 113,4 - 20,0 0,00 00,0 00,0 00,0 20,00 00 0 00 00 00 0

DDS Outcome: 62,4 6,70 14,5 10,5 19,3 113,4 Enhanced Peace - 20,0 0,00 00,0 00,0 00,0 20,00 and Security 00 0 00 00 00 0

Output: Community 3,90 6,70 9,00 10,5 12,0 policing - 0,00 0,00 0,00 00,0 00,0 42,10 Strengthened. 0 0 0 00 00 0,000

Activity: 28998 Community Night 3,90 6,70 9,00 10,5 12,0 patrol teams supported and - 0,00 0,00 0,00 00,0 00,0 42,10 trained 0 0 0 00 00 0,000

2,60 5,20 7,00 8,00 9,00 Sub activity: Train 0,00 0,00 0,00 0,00 0,00 31,80 Night patrol teams 0 0 0 0 0 0,000

1,30 1,50 2,00 2,50 3,00 Sub activity: Monitor 0,00 0,00 0,00 0,00 0,00 10,30 their activities 0 0 0 0 0 0,000

Output: DASSO 4,70 5,50 7,30 equipped and - 0,00 0,00 0,00 17,50 strengthened 0 - 0 - 0 0,000 Activity:Strengthen DASSO organ to effectively discharge its - 4,70 5,50 7,30 17,50 responsibility 0,00 - 0,00 - 0,00 0,000

184

0 0 0

Sub activity: Recruit 500, 500, 1,000 48 DASSO staff 000 000 ,000

1,20 1,50 1,80 0,00 0,00 0,00 4,500 Sub activity: Train 0 0 0 ,000

3,00 4,00 5,00 Sub activity: Provide 0,00 0,00 0,00 12,00 equipments 0 0 0 0,000

Output: Transit 53,8 Center expanded and - 20,0 53,82 equipped. 00 - - - - 0,000

53,8 Activity: Rehabilitate one transit - 20,0 53,82 Center 00 - - - - 0,000

3,00 Sub activity: 0,00 3,000 Feasibility studay 0 ,000

120, 120,0 Sub activity: Tender 000 00

50,0 Sub activity: 00,0 50,00 Rehabilitation works 00 0,000 Sub activity: Monitoring of 500, 500,0 rehabilitation works 000 00 Sub activity: Acceptance of works 200, 200,0

185

000 00

2,5 3,5 4,5 5,5 6,5 7,5 30,0 00, 00, 00, 00, 00, 00, 00,0 000 000 000 000 000 000 00 DDS Outcome: Enhanced international 2,5 3,5 4,5 5,5 6,5 7,5 30,0 profile and reputation 00, 00, 00, 00, 00, 00, 00,0 of Rwanda 000 000 000 000 000 000 00

Output: Enhance Good relationship 2,5 3,5 4,5 5,5 6,5 7,5 30,0 with neighboring DRC City (Goma) 00, 00, 00, 00, 00, 00, 00,0 and Other foreign Local Authorities 000 000 000 000 000 000 00 Activity:Conduct security meetings 2,5 3,5 4,5 5,5 6,5 7,5 30,0 with our 00, 00, 00, 00, 00, 00, 00,0 neighbours 000 000 000 000 000 000 00

Sub activity: Organize 2,0 3,0 4,0 5,0 6,0 7,0 27,0 and conduct 2 security 00, 00, 00, 00, 00, 00, 00,0 meetings every year. 000 000 000 000 000 000 00

Sub activity: Monitor 500 500 500 500 500 500 3,00 the implementation of ,00 ,00 ,00 ,00 ,00 ,00 0,00 the recommendations 0 0 0 0 0 0 0

13, 15, 16, 19, 21, 23, 050 450 650 450 650 950 110, ,00 ,00 ,00 ,00 ,00 ,00 200, 0 0 0 0 0 0 000

DDS Outcome: 10, 11, 12, 13, 14, Sustained respect for 9,2 900 200 900 900 900 73,0 human rights and civil 00, ,00 ,00 ,00 ,00 ,00 00,0 liberties 000 0 0 0 0 0 00 Output: Campaigns for Awareness

186 and respect of human rights 4,6 5,8 5,6 6,8 7,3 7,8 37,9 organised and conducted 00, 00, 00, 00, 00, 00, 00,0 000 000 000 000 000 000 00

Activity: Support 4 700 700 700 700 2,80 Isange one stop ,00 ,00 ,00 ,00 0,00 center - 0 - 0 0 0 0

200 200 200 200 Sub activity: ,00 ,00 ,00 ,00 800, Identification of needs 0 0 0 0 000

500 500 500 500 2,00 Sub activity: Provide ,00 ,00 ,00 ,00 0,00 Equipments 0 0 0 0 0

Activity: 4,6 5,1 5,6 6,1 6,6 7,1 35,1 Strengthen 62 00, 00, 00, 00, 00, 00, 00,0 GBV committees 000 000 000 000 000 000 00

100 100 100 100 100 100 Sub activity: ,00 ,00 ,00 ,00 ,00 ,00 600, Identification of needs 0 0 0 0 0 0 000

2,0 2,5 3,0 3,5 4,0 4,5 19,5 Sub activity: Provide 00, 00, 00, 00, 00, 00, 00,0 Equipments 000 000 000 000 000 000 00

2,5 2,5 2,5 2,5 2,5 2,5 15,0 Sub activity: Train the 00, 00, 00, 00, 00, 00, 00,0 committees 000 000 000 000 000 000 00

187

Output: MAJ outreach 3,5 4,5 5,5 6,5 7,5 27,5 activities 00, 00, 00, 00, 00, 00,0 decentralized - 000 000 000 000 000 00

Activity: Decentralize 3,5 4,5 5,5 6,5 7,5 27,5 MAJ services from 00, 00, 00, 00, 00, 00,0 District to sector level - 000 000 000 000 000 00

Sub activity: 1,0 1,0 1,0 1,0 1,0 5,00 Provide 00, 00, 00, 00, 00, 0,00 Equipments 000 000 000 000 000 0

Sub activity: 2,0 3,0 4,0 5,0 6,0 20,0 conduct 00, 00, 00, 00, 00, 00,0 Trainning 000 000 000 000 000 00

Sub activity: 500 500 500 500 500 2,50 Monitoring of ,00 ,00 ,00 ,00 ,00 0,00 activities 0 0 0 0 0 0

DDS Outcome: Zero corruption across 1,4 1,6 1,8 2,1 2,6 3,1 12,6 government services and institutions 00, 00, 00, 00, 00, 00, 00,0 achieved and maintained 000 000 000 000 000 000 00

Output: Incidence of 1,4 1,6 1,8 2,1 2,6 3,1 12,6 corruption in the 00, 00, 00, 00, 00, 00, 00,0 District decreased 000 000 000 000 000 000 00

Activity: Strengthen 62 1,4 1,6 1,8 2,1 2,6 3,1 12,6 anti-corruption 00, 00, 00, 00, 00, 00, 00,0 committees Strengthed 000 000 000 000 000 000 00

Sub activity: 300 300 300 300 300 300 1,80 Identification ,00 ,00 ,00 ,00 ,00 ,00 0,00 of the needs 0 0 0 0 0 0 0 Sub activity:

188

Training 800 1,0 1,2 1,5 2,0 2,5 9,00 ,00 00, 00, 00, 00, 00, 0,00 0 000 000 000 000 000 0

Sub activity: 300 300 300 300 300 300 1,80 Monitoring of ,00 ,00 ,00 ,00 ,00 ,00 0,00 activities 0 0 0 0 0 0 0

DDS Outcome: 2,45 2,95 3,65 4,45 5,15 5,95 24,6 Strengthened Judicial 0,00 0,00 0,00 0,00 0,00 0,00 00,0 System (Rule of law) 0 0 0 0 0 0 00

Output: All Judgments and 2,45 2,95 3,65 4,45 5,15 5,95 24,6 enforceable decisions are timely 0,00 0,00 0,00 0,00 0,00 0,00 00,0 executed at 100% 0 0 0 0 0 0 00

Activity: Execute 100% 1,20 1,40 1,70 1,90 2,20 9,30 grievances solved and 900, 0,00 0,00 0,00 0,00 0,00 0,00 court judgments 000 0 0 0 0 0 0

Sub activity: 1,00 1,20 1,50 1,70 2,00 8,10 execution 700, 0,00 0,00 0,00 0,00 0,00 0,00 activities 000 0 0 0 0 0 0

Sub activity: 1,20 Monitoring and 200, 200, 200, 200, 200, 200, 0,00 evaluation 000 000 000 000 000 000 0

1,55 1,75 2,25 2,75 3,25 3,75 15,3 Activity: resolve 100% 0,00 0,00 0,00 0,00 0,00 0,00 00,0 domestic conflicts 0 0 0 0 0 0 00

1,50 Sub activity: 250, 250, 250, 250, 250, 250, 0,00 Field visit 000 000 000 000 000 000 0

189

Sub activity: 1,30 1,50 2,00 2,50 3,00 3,50 13,8 train local 0,00 0,00 0,00 0,00 0,00 0,00 00,0 leaders 0 0 0 0 0 0 00

75,0 146, 117, 109, 127, 184, 760, 50,0 350, 950, 000, 250, 850, 450, 00 000 000 000 000 000 000

DDS Outcome: 3,15 3,35 3,65 4,00 4,65 5,35 24,1 Reinforced efficient 0,00 0,00 0,00 0,00 0,00 0,00 50,0 service delivery 0 0 0 0 0 0 00

Output: Online 3,15 3,35 3,65 4,00 4,65 5,35 24,1 service delivery 0,00 0,00 0,00 0,00 0,00 0,00 50,0 reinforced 0 0 0 0 0 0 00

Activity: Increase 1,55 1,75 2,05 2,25 2,75 3,25 13,6 number of providers of 0,00 0,00 0,00 0,00 0,00 0,00 00,0 online services 0 0 0 0 0 0 00

250, 250,0 250,0 250,0 250,0 250,0 1,500 Sub activity: Mobilization 000 00 00 00 00 00 ,000

1,30 Sub activity: Train providers 0,00 1,500 1,800 2,000 2,500 3,000 12,10 of Online sercices 0 ,000 ,000 ,000 ,000 ,000 0,000

Activity: Implement 1,60 1,60 1,60 1,75 1,90 2,10 10,5 services charters at 0,00 0,00 0,00 0,00 0,00 0,00 50,0 100% 0 0 0 0 0 0 00

Sub activity: Dissiminate 1,30 services charters to all 0,00 1,300 1,300 1,400 1,500 1,600 8,400 Sectors and Cells 0 ,000 ,000 ,000 ,000 ,000 ,000

190

Sub activity: conduct 300, 300,0 300,0 350,0 400,0 500,0 2,150 services charters Inspection 000 00 00 00 00 00 ,000

DDS Outcome: Enhanced 4,70 5,70 5,70 7,10 8,30 9,30 40,8 accountability across public 0,00 0,00 0,00 0,00 0,00 0,00 00,0 institutions 0 0 0 0 0 0 00

Output: Enhanced citizen 4,70 5,70 5,70 7,10 8,30 9,30 40,8 participation and inclusiveness 0,00 0,00 0,00 0,00 0,00 0,00 00,0 for transformation 0 0 0 0 0 0 00

Activity: Conduct 4,70 5,70 5,70 7,10 8,30 9,30 40,8 12 accountability 0,00 0,00 0,00 0,00 0,00 0,00 00,0 days 0 0 0 0 0 0 00

2,80 Sub activity: 400, 400, 400, 400, 600, 600, 0,00 Mobilization 000 000 000 000 000 000 0

Sub activity: 1,00 1,00 1,00 5,40 Accountability day 800, 800, 800, 0,00 0,00 0,00 0,00 Site preparation 000 000 000 0 0 0 0

Sub activity: 3,00 4,00 4,00 5,00 6,00 7,00 29,0 Accountability day 0,00 0,00 0,00 0,00 0,00 0,00 00,0 conducted 0 0 0 0 0 0 00

sub activity: 3,60 Monitoring of 500, 500, 500, 700, 700, 700, 0,00 activities 000 000 000 000 000 000 0

191

DDS Outcome: 54,5 99,7 91,9 79,6 93,3 147,0 566,0 Developed Capacity for 00,0 00,0 00,0 00,0 00,0 00,00 00,00 Public Institutions 00 00 00 00 00 0 0 Output: Administrative 49,3 93,3 84,3 70,8 83,3 135,8 516,8 Infrastructures 00,0 00,0 00,0 00,0 00,0 00,00 00,00 Improved. 00 00 00 00 00 0 0

24,5 30,5 Activity: Rehabilitate 6 00,0 00,0 40,50 95,50 Sector offices - 00 - 00 - 0,000 0,000 Sub activity: Prepare Bills of 500, 500, 500,0 1,500 Quantities - 000 000 00 ,000

Sub activity: 24,0 30,0 Rehabilitation 00,0 00,0 40,00 94,00 activities 00 00 0,000 0,000

24,0 38,5 49,0 38,0 194,5 Activity: Rehabilitate 62 Cells 00,0 00,0 00,0 00,0 45,00 00,00 offices 00 00 00 - 00 0,000 0 Sub activity: Prepare Bills of 500, 500,0 Quantities 000 00

Sub activity: 24,0 38,0 49,0 38,0 194,0 Rehabilitation 00,0 00,0 00,0 00,0 45,00 00,00 activities 00 00 00 00 0,000 0

Activity: Provide 155 District 25,3 30,3 35,3 40,3 45,3 226,8 institutions with required 00,0 00,0 00,0 00,0 00,0 50,30 00,00 equipments 00 00 00 00 00 0,000 0 Sub activity: Needs 300, 300, 300, 300, 300, 300,0 1,800 assessment 000 000 000 000 000 00 ,000

192

Sub activity: 25,0 30,0 35,0 40,0 45,0 225,0 Provide required 00,0 00,0 00,0 00,0 00,0 50,00 00,00 equipment 00 00 00 00 00 0,000 0

Output: An annual 5,20 6,40 7,60 8,80 10,0 11,2 49,2 capacity building plan 0,00 0,00 0,00 0,00 00,0 00,0 00,0 elaborated and executed 0 0 0 0 00 00 00

Activity: Train 2,365 5,20 6,40 7,60 8,80 10,0 11,2 49,2 people in defferents 0,00 0,00 0,00 0,00 00,0 00,0 00,0 domaines 0 0 0 0 00 00 00

Sub activity: 1,20 Identification of 200, 200, 200, 200, 200, 200, 0,00 participants 000 000 000 000 000 000 0

Sub activity: 1,00 1,20 1,40 1,60 1,80 2,00 9,00 Trainning materials 0,00 0,00 0,00 0,00 0,00 0,00 0,00 preparation 0 0 0 0 0 0 0

4,00 5,00 6,00 7,00 8,00 9,00 39,0 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Sub activity: Train 0 0 0 0 0 0 00

DDS Outcome: Enhanced 12,7 37,6 16,7 18,3 21,0 23,2 129, effective Public Financial 00,0 00,0 00,0 00,0 00,0 00,0 500, Management System 00 00 00 00 00 00 000

12,7 37,6 16,7 18,3 21,0 23,2 129, Output: Improved and 00,0 00,0 00,0 00,0 00,0 00,0 500, increased district revenue 00 00 00 00 00 00 000 Activity: Increase Amount of Own 4,00 28,0 6,00 6,50 8,00 9,00 61,5 revenues 0,00 00,0 0,00 0,00 0,00 0,00 00,0

193

0 00 0 0 0 0 00

Sub activity: 2,00 25,0 2,00 2,00 2,00 2,00 35,0 Update regularly a 0,00 00,0 0,00 0,00 0,00 0,00 00,0 list of taxpayers 0 00 0 0 0 0 00

2,00 3,00 4,00 4,50 6,00 7,00 26,5 Sub activity: 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Mobilizition 0 0 0 0 0 0 00

Activity: Increase number of NBAs used 3,100 3,100 3,200 3,300 3,500 3,700, 19,900 IFMS ,000 ,000 ,000 ,000 ,000 000 ,000

2,600 2,600 2,700 2,800 3,000 3,200, 16,900 Sub activity: Train PFM Members ,000 ,000 ,000 ,000 ,000 000 ,000

500,0 500,0 500,0 500,0 500,0 500,00 3,000, Sub activity: Monitor the activities 00 00 00 00 00 0 000

Activity: Increase Number of Institutions 5,600 6,500 7,500 8,500 9,500 10,500 48,100 obtained unqualified audit opinions ,000 ,000 ,000 ,000 ,000 ,000 ,000

Sub activity: Conduct peer leaning in all 2,600 3,000 3,500 4,000 4,500 5,000, 22,600 NBAs ,000 ,000 ,000 ,000 ,000 000 ,000

2,500 3,000 3,500 4,000 4,500 5,000, 22,500 Sub activity: Conduct regular audit ,000 ,000 ,000 ,000 ,000 000 ,000 Sub activity: Follow up the implementation of audit 500,0 500,0 500,0 500,0 500,0 500,00 3,000, recommendations 00 00 00 00 00 0 000

194

13,9 19,6 24,3 35,7 31,9 35,6 161, 00,0 00,0 00,0 00,0 00,0 00,0 000, 00 00 00 00 00 00 000 DDS Outcome: Enhanced 13,9 19,6 24,3 35,7 31,9 35,6 161, decentralisation 00,0 00,0 00,0 00,0 00,0 00,0 000, system 00 00 00 00 00 00 000

Output: Participative planning 8,50 11,0 13,5 16,0 18,5 21,0 88,5 sessions with all District 0,00 00,0 00,0 00,0 00,0 00,0 00,0 stakeholders organized (Imihigo) 0 00 00 00 00 00 00

Activity: Involve all 4,00 5,00 6,00 7,00 8,00 9,00 39,0 partners in planning 0,00 0,00 0,00 0,00 0,00 0,00 00,0 process. 0 0 0 0 0 0 00

1,00 1,00 1,00 1,00 1,00 1,00 6,00 Sub activity: 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Mobilization 0 0 0 0 0 0 0

3,00 4,00 5,00 6,00 7,00 8,00 33,0 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Sub activity: Training 0 0 0 0 0 0 00

Activity: Monitoring 4,50 6,00 7,50 9,00 10,5 12,0 49,5 and evaluation of 0,00 0,00 0,00 0,00 00,0 00,0 00,0 partners activities 0 0 0 0 00 00 00

Sub activity: Organize 2,00 3,00 4,00 5,00 6,00 7,00 27,0 joint review of 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Pertners achievement 0 0 0 0 0 0 00

2,50 3,00 3,50 4,00 4,50 5,00 22,5 Sub activity: Conduct 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Field visit 0 0 0 0 0 0 00 Output: People Participation in planning process and determination

195 of their own targets enhanced 5,40 8,60 10,8 19,7 13,4 14,6 72,5 0,00 0,00 00,0 00,0 00,0 00,0 00,0 0 0 00 00 00 00 00

Activity: Involve 1,30 1,30 1,30 9,00 1,50 1,50 15,9 citizens in all 0,00 0,00 0,00 0,00 0,00 0,00 00,0 planning process 0 0 0 0 0 0 00

8,50 1,00 1,00 12,9 Sub activity: 800, 800, 800, 0,00 0,00 0,00 00,0 Mobilisation 000 000 000 0 0 0 00

3,00 Sub activity: Monitor 500, 500, 500, 500, 500, 500, 0,00 the activities 000 000 000 000 000 000 0

Activity: Involve 4,10 7,30 9,50 10,7 11,9 13,1 56,6 Councils in Planning 0,00 0,00 0,00 00,0 00,0 00,0 00,0 Process 0 0 0 00 00 00 00

Sub activity: Conduct 2,00 5,00 7,00 8,00 9,00 10,0 41,0 consultation for 0,00 0,00 0,00 0,00 0,00 00,0 00,0 citizens needs 0 0 0 0 0 00 00

1,50 1,70 1,90 2,10 2,30 2,50 12,0 Sub activity:Validate 0,00 0,00 0,00 0,00 0,00 0,00 00,0 Planning priorities 0 0 0 0 0 0 00

3,60 Sub activity: Monitor 600, 600, 600, 600, 600, 600, 0,00 the activities 000 000 000 000 000 000 0

196

References: Republic of Rwanda: 7 Years Government Programme: National Strategy for Transformation (NST1), 2017-2024, Kigali, Rwanda. Ministry of Local Government; Governance and Decentralization Sector Strategic Plan 2018/19-2023/24. Draft 2v 4, Kigali, 03 October 2017. Republic of Rwanda; Justice, Reconciliation, Law and order Strategic Plan 2018/19- 2023/24, Kigali, Rwanda. Ministry of Natural Resources; Draft Strategic Plan for the Environment and Natural Resources Sector, 2018-2024, August, 2017. Ministry of Sports and Culture; Sector Strategic Plan for Sports and Culture, 2018/19-2023/24, October, 2017. Ministry of Infrastructure; Water and Sanitation, Sector Strategic Plan 2018-2024. Draft report September, 2017. Sustainable Development Goals , 2035. The East African Vision 2050. The African Union Agenda 2063. Ministry of Infrastructure; Urbanization and Rural Settlement, Sector Strategic Plan, 2018/19-2023/24, Draft, Kigali- Rwanda. Ministry of Infrastructure; Draft II Transport Sector Strategic Plan; September, 2017, Kigali- Rwanda. Ministry of Infrastructure; Draft Energy Sector Strategic Plan, 2018/19-2023/24, September 2017, Kigali – Rwanda. Ministry of Education; Education Sector Strategic Plan 2018/19-2023/24, Final Draft 3rd October 2017, Kigali-Rwanda. Ministry of Youth and ICT; ICT Sector Strategic Plan 2018/19-2023/24, Draft I, September 2017, Kigali-Rwanda. Ministry of Health; Fourth Health Sector Strategic Plan; 2018/19-2023/24, Kigali-Rwanda. Ministry of Agriculture and Animal Resources; Strategic Plan for Agricultural Transformation 2018/19-2023/24 (PSTA4), Draft II, Kigali- Rwanda. National Strategy for Transformation 1, Social Protection Sector Strategic Plan. (SPS-SP), September 2017.

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