Building capacity to develop and diffuse appropriate technologies experience from Rwanda

1. Building capacity to develop and diffuse appropriate technologiesexperience from Rwanda Frans Doorman Gerard Hendriksen

2. Setting • 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

3. Support projects for CITT • DFID - UK, 2002 – 2006 • Nuffic – The Netherlands, 2004-2008 Technical assistance provided a.o. by: • Gerard Hendriksen (both projects) • 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 • NGOs / CBOs support marketing through awareness raising

5. Present situation at CITT: • Well-equipped workshop - CITT built over 30 prototypes • 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 • 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

6. Problems / weaknesses CITT - operational: • No systematic planning – priority setting for technology development • No systematic search - identification of technological options • 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 • 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

8. Problems / weaknesses CITT – operational - contnd: • 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 • 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 • 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

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 • 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 • Leasing of workshop to private entrepreneur – income generation • 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 • 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

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

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. • 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 • adapt training package to local conditions (a.o. translation ) • form teams of trainers to promote and support use of the packages, and • use packages and trainers for short term training - long distance learning – including BSc and MSc degrees

18. Thank you for further exchange of ideas contact: gerard.hendriksen@gmail.com agdev@orange.nl (f.j.doorman@gmail.com)