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

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• 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
Figure 6.2: Overview of Programme Management UnitElectrogaz has existing staff responsible for planning and implementing new connectionprojects that will be transferred into the programme directorate. The directorate willsupplement these existing capabilities with critical new skills in procurement, stakeholdermanagement and programme communications.• Procurement—The directorate’s procurement specialist will have a track-recordat planning and sourcing required programme materials, ideally within theelectricity sector. The procurement specialist is particularly important given theneed to bring down programme costs. As discussed in Box 5.1 above, Electrogazis already reviewing technical specifications for new investments, and theprocurement specialist will need to continue this process and ensure that leastcostsupply options are used• Stakeholder management—The stakeholder management expert and safeguardspecialists will undertake necessary studies on the environmental impacts of theprogramme and any compensation required for affected parties• Communications and monitoring—The team member responsible forcommunicating programme goals and outcomes will have a proven ability tocommunicate with a range of knowledgeable stakeholders.As the programme implements new connection projects, it will be important that localdynamics in different parts of Rwanda are understood. In particular, some communities maybe prepared to contribute resources to the programme in order to accelerate electricityconnections. Rather than maintain a pure, engineering-driven approach to electrification, thedirectorate will respond to local initiatives and maintain some flexibility while striving tomeet the Government’s targets. The stakeholder management expert and other directorateteam members will work to investigate possible roles for community leaders and localorganisations in the electrification process.The directorate will also provide support to off-grid connection projects, where required.This will help to ensure that the grid and off-grid components of the programme are well61
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Rwanda ElectricitySector AccessProg
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Table of Contents1 Purpose of Prosp
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Figure 2.2: Comparative Data from A
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Glossary of TermsAbbreviations and
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Executive SummaryThe Government of
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A series of important conclusions o
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There are three sources of funds fo
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1 Purpose of ProspectusThe Governme
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2 Access Programme is a Critical Pa
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supply capacity is available as exp
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Table 2.2: EDPRS Targets for Expand
Page 25 and 26: important for the access programme,
Page 27 and 28: Central GovernmentThe Government’
Page 29 and 30: 3.4 Energy Sector Legislation and R
Page 31 and 32: Figure 4.1: Overview of Approach to
Page 33 and 34: Table 4.1: Variables Considered in
Page 35 and 36: Figure 4.3: Location of Administrat
Page 37 and 38: In order to provide a realistic vie
Page 39 and 40: The planning approach compares the
Page 41 and 42: • Presidential priorities for ele
Page 43 and 44: Figure 4.8: Least Cost Grid Priorit
Page 45 and 46: Figure 4.12: Least Cost Grid Priori
Page 47 and 48: Figure 4.14: Least Cost Grid Priori
Page 49 and 50: Off-grid micro hydro systemsThe com
Page 51 and 52: Table 4.4: Social Institutions Elec
Page 53 and 54: Figure 4.17 (below) indicates the l
Page 55 and 56: Figure 4.19: Overall Electrificatio
Page 57 and 58: 5 Funding for the Access ProgrammeT
Page 59 and 60: The average contract size is expect
Page 61 and 62: Estimates of the capital cost of th
Page 63 and 64: ased on how much is needed to meet
Page 65 and 66: which estimate 370GWh of domestic e
Page 67 and 68: Table 5.5: Capital Cost of Sector I
Page 69 and 70: on approximately 75 percent of resi
Page 71 and 72: • The capital costs of the access
Page 73 and 74: • EPC contracts for half of the n
Page 75: Managing Director of RECO will then
Page 79 and 80: The electricity utility is well-pla
Page 81 and 82: To account for funds committed to t
Page 83 and 84: Impact on funding requirements-US$1
Page 85 and 86: 7.3 Management of Development Partn
Page 87 and 88: ReferencesColumbia Earth Institute.
Page 89: T: +1 (202) 466-6790F: +1 (202) 466
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