Building capacity to develop and diffuse appropriate technologies experience from Rwanda Frans Doorman Gerard Hendriksen

2 Setting Kigali Institute of Science and Technology: KIST, created in 1998 Kigali Institute of Science and Technology: KIST, created in 1998 Appropriate technology development at the Centre of Innovation and Technology Transfer: CITT, created in 2002 Appropriate technology development at the Centre of Innovation and Technology Transfer: CITT, created in 2002

3 Support projects for CITT DFID - UK, 2002 – 2006 DFID - UK, 2002 – 2006 Nuffic – The Netherlands, Nuffic – The Netherlands, Technical assistance provided a.o. by: Gerard Hendriksen (both projects) Gerard Hendriksen (both projects) Frans Doorman (Nuffic project). Frans Doorman (Nuffic project).

4 Concept of appropriate technology development and transfer: CITT identifies, procures or builds, tests and if needed, adapts relevant technologies – then transfers to the private sector for production and marketing CITT identifies, procures or builds, tests and if needed, adapts relevant technologies – then transfers to the private sector for production and marketing NGOs / CBOs support marketing through awareness raising NGOs / CBOs support marketing through awareness raising

5 Present situation at CITT: Well-equipped workshop - CITT built over 30 prototypes Well-equipped workshop - CITT built over 30 prototypes CITT has had major success with designing and building institutional biogas installations. CITT has had major success with designing and building institutional biogas installations. Of some ten technologies CITT produced and marketed from a few to a few dozen units Of some ten technologies CITT produced and marketed from a few to a few dozen units No technology has yet been transferred to the private sector for production and marketing No technology has yet been transferred to the private sector for production and marketing Some success with wood saving cook stoves introduction and training artisans Some success with wood saving cook stoves introduction and training artisans

6 Problems / weaknesses CITT - operational: No systematic planning – priority setting for technology development No systematic planning – priority setting for technology development No systematic search - identification of technological options No systematic search - identification of technological options No market analysis– feasibility assessment (benefits-costs for end- user and for producer) No market analysis– feasibility assessment (benefits-costs for end- user and for producer)

7 Problems / weaknesses CITT – operational - contnd: Focus on building prototypes instead of sourcing from producers Focus on building prototypes instead of sourcing from producers Prototypes are not systematically tested - no assessment of economic performance Prototypes are not systematically tested - no assessment of economic performance No linkages with the private sector: transfer to take place by showing prototype on CITT premises No linkages with the private sector: transfer to take place by showing prototype on CITT premises

8 Problems / weaknesses CITT – operational - contnd: No stimulus – support for SMEs: CITT engages in production itself No stimulus – support for SMEs: CITT engages in production itself Success in biogas leads staff time being spent on project implementation instead of development and transfer Success in biogas leads staff time being spent on project implementation instead of development and transfer Overall: CITT has become project implementing agency that competes with private sector, rather then an agency for technology identification, testing, and transfer to the private sector Overall: CITT has become project implementing agency that competes with private sector, rather then an agency for technology identification, testing, and transfer to the private sector

9 Problems / weaknesses CITT - institutional: Staff: almost all technical, large number for workshop Staff: almost all technical, large number for workshop Low salaries, significant salary cut in 2006 led to reduced motivation and those with marketable experience and skills leaving Low salaries, significant salary cut in 2006 led to reduced motivation and those with marketable experience and skills leaving Tedious administrative procedures inhibit effective response to clients’ demands Tedious administrative procedures inhibit effective response to clients’ demands

10 Proposed way forward for CITT: CITT should refocus: Reduce focus on building prototypes – technology development, refocus on identifying, sourcing, testing and if need be, adapting already developed technologies Reduce focus on building prototypes – technology development, refocus on identifying, sourcing, testing and if need be, adapting already developed technologies In technology transfer: from implementer of released technologies to facilitator of the private sector in testing, producing and marketing relevant technologies In technology transfer: from implementer of released technologies to facilitator of the private sector in testing, producing and marketing relevant technologies

11 CITT structure and mode of operation should change: Spin-off of company for project implementation (biogas, solar, etc), with staff on private contracts Spin-off of company for project implementation (biogas, solar, etc), with staff on private contracts Leasing of workshop to private entrepreneur – income generation Leasing of workshop to private entrepreneur – income generation CITT to focus on technology identification, testing and transfer, with third party financing CITT to focus on technology identification, testing and transfer, with third party financing

12 CITT structure and mode of operation should change - contnd: CITT staff to receive topping up on salaries by charging fees for services CITT staff to receive topping up on salaries by charging fees for services New staff to be contracted with commercial orientation, project development - management skills, and communication – networking skills New staff to be contracted with commercial orientation, project development - management skills, and communication – networking skills Partner with private consultants and others for project development and implementation Partner with private consultants and others for project development and implementation

13 Capacity building focus on: Analytical skills: for needs identification, feasibility assessment (technical, economic, social) of technology options, prioritising technology development Analytical skills: for needs identification, feasibility assessment (technical, economic, social) of technology options, prioritising technology development Project conception, formulation, acquisition and management skills Project conception, formulation, acquisition and management skills Communication and marketing skills to co-opt SMEs in technology building, testing, production and marketing Communication and marketing skills to co-opt SMEs in technology building, testing, production and marketing Commercial skills: approaching clients, negotiating, charging for services, etc. Commercial skills: approaching clients, negotiating, charging for services, etc.

14 Summary – CITT refocusing - institutional development: CITT focus on effectively linking Rwandan enterprises with the international body of technological knowledge, by identifying and making available relevant technologies and by supporting SMEs to produce and market them. CITT focus on effectively linking Rwandan enterprises with the international body of technological knowledge, by identifying and making available relevant technologies and by supporting SMEs to produce and market them. CITT to create mechanisms for income generation to top up staff salaries, and develop analytical capacity, skills in communication, (project) acquisition and management, and marketing CITT to create mechanisms for income generation to top up staff salaries, and develop analytical capacity, skills in communication, (project) acquisition and management, and marketing

15 Lessons - World Bank policy for capacity building: CITT main problems – low salaries, lack of entrepreneurial staff, weak links with private sector not unique. CITT main problems – low salaries, lack of entrepreneurial staff, weak links with private sector not unique. In conditions such as in Rwanda, focus should be less on technology development than on identifying and using existing technology In conditions such as in Rwanda, focus should be less on technology development than on identifying and using existing technology Staffing - focus in capacity building less on research/technical skills - more on commercial skills, marketing, communication, networking, project acquisition, formulation, management Staffing - focus in capacity building less on research/technical skills - more on commercial skills, marketing, communication, networking, project acquisition, formulation, management

16 World Bank / other donors to promote capacity building by: Lesser focus on MScs and PhDs in developed nations: too specialised, technical, beneficiary often finds other employment afterwards. Lesser focus on MScs and PhDs in developed nations: too specialised, technical, beneficiary often finds other employment afterwards. Have selected training institutions develop an interactive training package, on internet and CD-ROM – DVD, aimed at developing above-mentioned skills (analytical, commercial, communication) Have selected training institutions develop an interactive training package, on internet and CD-ROM – DVD, aimed at developing above-mentioned skills (analytical, commercial, communication)

17 World Bank / other donors to promote capacity building by: Formation of a worldwide network of training institutions that would Formation of a worldwide network of training institutions that would 1.adapt training package to local conditions (a.o. translation ) 2.form teams of trainers to promote and support use of the packages, and 3.use packages and trainers for short term training - long distance learning – including BSc and MSc degrees

Thank you for further exchange of ideas contact: