Volume I: Investment Prospectus Rwanda Electricity Sector Access ...

• Long-term secondments from international companies (such as the Tunisian utility,STEG) that are paid according to their home base salary and conditions, with alocation related uplift• Hiring people with the required skills on fixed-term contracts that meet marketexpectations, and• Hiring local or international specialists and supplementing public sector packageswith additional compensation from third party sources, such as developmentpartners.6.2 Capacity in the Access Programme DirectorateA separate programme directorate (the “directorate”) will be established within the nationalelectricity utility to implement the access programme. This will help to ensure that theprogramme remains a focus for the organisation and has sufficient resources to manage theprogramme effectively.The Government and managers at Electrogaz have thought carefully about the corecapacities that the unit will need to effectively manage and implement the access programme.These capacities will come from a combination of staff hired directly into the directorate(either from Electrogaz or externally) and technical assistance:• Planning capability—The directorate will need to progressively take on thenetwork planning and system development, currently undertaken with the assistanceof contractors and development partners. The directorate will need the capability toengage in a systematic planning process, based on inputs such as this Prospectus andthe Electricity Master Plan. This planning process will need to generate accurate loadforecasts and turn the priorities identified in the technical planning for thisProspectus into coherent work schedules• Procurement skills—The directorate will need to procure supplies and contractorson time and in the correct sequence to meet planning targets and maintain thereliability of the electrical network. The directorate will also need to understand thework required to maintain new facilities and service new customers, although otherstaff within the utility will be directly responsible for these functions• Finance and stakeholder management—The directorate will need skills in financeand accounting to interface with development partners and finance experts to ensurethat donor requirements are met, future funding for this programme is secured andany bridging finance required is available to ensure that cash inflows matchprocurement needs• Technical skills—The directorate will need to build capacity in both the short-termand long-term for wiring and metering technicians through partnerships with localinstitutions, such as the Kigali Institute of Science and Technology (KIST).An overview of the initial staffing requirements for the directorate is shown in Figure 6.2. Itis expected that the directorate will start with around 20–30 full time staff, which will growas the programme increases its scope. The directorate leader will be on the seniormanagement team of the utility, ensuring that the access programme has visibility at thehighest level of the company. The directorate will also be able to leverage other resourceswithin the utility, such as legal, audit and administrative resources employed in other teams.60