The Kigali

Water Supply Masterplan

（Draft）
Prepared under
The Project for Water Supply Master Plan for City of Kigali, JICA, September 2020
 The Kigali Water Supply Masterplan

Table of Contents
CHAPTER 1. Introduction......................................................................................................................................... 1-1
Background ..................................................................................................................................................... 1-1
WASAC’s Scope of Works and Its Challenges ................................................................................................ 1-1
Objectives of the Kigali Water Supply Masterplan ......................................................................................... 1-2
Target Area of the Kigali Water Supply Masterplan ........................................................................................ 1-2
CHAPTER 2. Masterplan Formulation ...................................................................................................................... 2-1
General ........................................................................................................................................................... 2-1
History in Brief ................................................................................................................................................ 2-2
Working Team, JCC and Stakeholders ............................................................................................................ 2-2
Relevant and Governing Plans/Studies ............................................................................................................ 2-4
CHAPTER 3. General Features of the Study Area .................................................................................................... 3-1
Natural Conditions........................................................................................................................................... 3-1
Topographical Feature .............................................................................................................................. 3-1

Socio-economic Conditions ............................................................................................................................. 3-3

Rapid Economic Development and Consideration for Poverty ................................................................ 3-3
Extreme Economic Discrepancy between Urban and Rural Residents .................................................... 3-4
Risk of Water Source Contamination due to Urbanization ....................................................................... 3-5
Existing Water Supply System ........................................................................................................................ 3-6
Water Supply Coverage and Supply Area ................................................................................................ 3-6
Water Sources ........................................................................................................................................... 3-8
Water Treatment Plants .......................................................................................................................... 3-11
Transmission and Distribution Facilities ................................................................................................ 3-13
Financial Situation of WASAC ...................................................................................................................... 3-20
Profit and Loss (P/L) .............................................................................................................................. 3-20
Balance Sheet (B/S) ............................................................................................................................... 3-21
Cash Flow (C/F) ..................................................................................................................................... 3-23
Water Tariff ............................................................................................................................................ 3-23
Operation Costs ...................................................................................................................................... 3-24
WASAC Organization ................................................................................................................................... 3-25
WASAC Organizational Structure .......................................................................................................... 3-25
WASAC Head Office ............................................................................................................................. 3-25
WASAC Branches .................................................................................................................................. 3-29
Summary of Existing Challenges .................................................................................................................. 3-31
Summary of Challenges Related to Existing Water Supply Systems ..................................................... 3-31
Issues Related to Financial Aspects ........................................................................................................ 3-32
Issues and Suggestions Related to Organizational and Institutional Aspects ......................................... 3-33
Strategies and Actions to Tackle Challenges .......................................................................................... 3-39
 The Kigali Water Supply Masterplan

CHAPTER 4. Future Population and Water Demand ................................................................................................ 4-1

The Study Area’s Development towards 2050 ................................................................................................ 4-1
Trend of Development for the City of Kigali ........................................................................................... 4-1
Water Demand Projection ................................................................................................................................ 4-3
General ..................................................................................................................................................... 4-3
Basic Conditions for the Water Demand Projection ................................................................................. 4-3
Projected Water Demand and the Targets ................................................................................................. 4-5
CHAPTER 5. Water Supply Vision towards 2050 ..................................................................................................... 5-1
Water Supply Vision ........................................................................................................................................ 5-1
Safely Managed Drinking Water Services in The Local Context .................................................................... 5-2
Reducing Serious Water Shortages towards 24/7 Water Supply ...................................................................... 5-3
Organizational Development of WASAC ........................................................................................................ 5-5
WASAC as a Government Utility............................................................................................................. 5-5
New Utility Entity run by professional workers ....................................................................................... 5-5
CHAPTER 6. Principles of The Masterplan .............................................................................................................. 6-1
Quality Investment .......................................................................................................................................... 6-1
Preparation of the Future Plan .................................................................................................................. 6-1
Improvement of Design and Construction Supervision ........................................................................... 6-2
Preparation of Technical Criteria.............................................................................................................. 6-2
Investing Efficiency: Reorganization of Existing Facilities ............................................................................ 6-2
Prioritizing NRW Reduction .................................................................................................................... 6-3
Improving Energy Efficiency ................................................................................................................... 6-4
Controlling Pressures and Flows: Block Distribution System ................................................................. 6-6
Sustainable Water Resource Development ...................................................................................................... 6-9
Introduction .............................................................................................................................................. 6-9
New Water Sources for Water Supply in the Study Area by 2050 ........................................................... 6-9
Water Resources Development Potential for the Study Area’s Water Supply by 2050 .......................... 6-11
Characteristics of Water Sources and Issues on Development ............................................................... 6-12
Water Resources Management Plan for the Water Supply in the Study Area......................................... 6-13
Vulnerabilities and Adaptation Measures of Water Resources against Flooding and Droughts ............. 6-14
Environmental Consideration ........................................................................................................................ 6-15
Measures Against Climate Change ................................................................................................................ 6-16
Measures for Poor Families (Pro-poor Plan) ................................................................................................. 6-17
CHAPTER 7. Master Scenario towards 2050 ............................................................................................................ 7-1
Decision Process and Evaluation Criteria ........................................................................................................ 7-1
Future Water Supply Area ............................................................................................................................... 7-2
Roadmap to Meet the Demand ........................................................................................................................ 7-4
Supply-Demand Strategy ......................................................................................................................... 7-4
Water Production Facilities ...................................................................................................................... 7-6
Transmission Pipelines: Grand Design ..................................................................................................... 7-7
 The Kigali Water Supply Masterplan

Transmission Pipelines: Measures for Energy Improvement ................................................................... 7-8

Distribution Systems: Focusing on NRW Reduction ............................................................................... 7-9
The year 2025 ................................................................................................................................................ 7-12
The year 2035 ................................................................................................................................................ 7-14
The year 2050 ................................................................................................................................................ 7-16
Update Schedule of SEA (Strategic Environment Assessment ...................................................................... 7-16
CHAPTER 8. The 15-Year Investment Plan .............................................................................................................. 8-1
Projects and Investment Staging ...................................................................................................................... 8-1
Cost Principles ................................................................................................................................................. 8-7
Investment Plan ............................................................................................................................................... 8-7
Priority Project .............................................................................................................................................. 8-11
CHAPTER 9. Economic Evaluation and financial Consideration on the 15-Year Investment Plan .......................... 9-1
Economic Evaluation....................................................................................................................................... 9-1
Economic Cost ......................................................................................................................................... 9-1
Benefits .................................................................................................................................................... 9-2
Results of Economic Evaluation .............................................................................................................. 9-3
Financial Consideration ................................................................................................................................... 9-4
Financial Evaluation................................................................................................................................. 9-4
Project Cost Funding ................................................................................................................................ 9-5
Study on Costing and Rating for Tariff Setting ........................................................................................ 9-8
CHAPTER 10. Strategy for Implementation ........................................................................................................... 10-1
Creating new WASAC Unit and Coordination with Ministries, Agencies and the City of Kigali ............... 10-1
Establishing One Strategic Team (OST) as the Program Management Unit) in WASAC .................... 10-1
Coordination with the government ministries and agencies ................................................................. 10-1
Financial support for low income customers by the government/City of Kigali .................................. 10-2
Strategic Cooperation ........................................................................................................................... 10-4
Key Performance Indicators ........................................................................................................................ 10-4
Development Partners ................................................................................................................................. 10-5
Private Investment in Water Sector ............................................................................................................. 10-7
Need for Investment Promotion by Private Funds in the Water Sector ................................................ 10-7
Possibility of Application to the Projects listed in 15-Year Investment Plan ..................................... 10-11
Developing Local Private Sectors for Better Construction and Procurement ............................................ 10-12
Service Connection ............................................................................................................................ 10-12
Other Services to be Outsourced ........................................................................................................ 10-14
District Owned Facilities and Private Operators ....................................................................................... 10-15
CHAPTER 11. Recommendations ........................................................................................................................... 11-1
 The Kigali Water Supply Masterplan

APPENDIX
APPENDIX 1 Minutes of Meeting on JCC for ITR
APPENDIX 2 Water Balance of the Study Area
APPENDIX 3 Characteristic of Possible Water Sources for Water Supply in the Study Area
APPENDIX 4 Candidate Activities for Organizational Development
APPENDIX 5 Technical Standards and Criteria
APPENDIX 6 List of Development Project
APPENDIX 7 Project Identification Sheets
APPENDIX 8 Economic Evaluations
APPENDIX 9 Financial Evaluations
APPENDIX 10 Projections of Country-Wide Recurrent Costs
 The Kigali Water Supply Masterplan

Glossary

CoK M/P City of Kigali Masterplan

AfDB M/P National Water Supply and Sanitation Masterplan by AfDB
The City of Kigali and its adjacent seven sectors, namely the Sectors of Shyorongi,
The Study Area
Runda, Rugarika, Ntarama, Muyumbu, Gahengeri, and Nyakaliro
The Kigali Water Supply
The Water supply Masterplan that is being developed with the working team members
Masterplan (the
of the WASAC and the JICA Study Team under assistance of the JICA
Masterplan):
Rationing Program Planned water outage, the scope and period of which are announced in advance
Intermittent water supply including unintentional water outage (due to water leak or
Intermittent Water Supply
insufficient pressure)

Abbreviation

AfDB African Development Bank

ATP Affordability-To-Pay
B/C Benefit-Cost Ratio
BOO Build Own Operate
BOT Build Operate Transfer
BROT Build, Rehabilitate, Operate, Transfer
BW Billed Water
CACRO Customer Account Collection and Recovery Operation
CAPEX Capital Expenditure
CBD Central Business District
C/F Cash Flow
CoK City of Kigali
C/P Counterpart
CPI Consumer Price Index
DB Design, Build
DBB Design Bid Build
DBFO Design Build Finance Operate
DBO Design Build Operate
D/D Detailed Design
DIP Ductile Iron Pipe
DFID Department for International Development
DF/R Draft Final Report
DMA District Metered Area
EAC East African Community
EAIF Emerging Africa Infrastructure Fund
EC Electricity Charge
EDCL Energy Development Corporation Limited
EIA Environmental Impact Assessment
EICV Fourth Integrated Household Living Conditions Survey
EIRR Economic Internal Rate of Return
EWSA Energy Water and Sanitation Authority
FIRR Financial Internal Rate of Return
F/R Final Report
FS, F/S Feasibility Study
FTZ Free Trade Zone
FY Fiscal Year
 The Kigali Water Supply Masterplan

GDP Gross Domestic Products

GOR Government of Rwanda
IBRD International Bank for Reconstruction and Development
IDA International Development Association
IEE Initial Environmental Examination
IFC International Finance Corporation
IT/R Interim Report
IMF International Monetary Fund
IRR Internal Rate of Return
IWA International Water Association
IWMP Integrated Water Management Policy
IWRM Integrated Water Resource Management
IWTR International Water Treatment Rwanda
JCC Joint Coordination Committee
JICA Japan International Cooperation Agency
JST JICA Study Team
JV Joint Venture
KPI Key Performance Indicator
MINALOC Ministry of Local Government
MINEDUC Ministry of Education
MININFRA Ministry of Infrastructure
MINECOFIN Ministry of Finance and Economic Planning
MoE Ministry of Environment
MoH Ministry of Health
MP (M/P) Masterplan
M/P R Masterplan Report
MUSD Million United States Dollars
NA Non Applicable
ND (DN) Nominal Diameter (Diamètre Nominal)
NGO Non-Governmental Organization
NISR National Institute of Statistic of Rwanda
NNYL Lower Nyabarongo Catchment
NPV Net Present Value
NR National Road
NRW Non-Revenue Water
NTU Nephelometric. Turbidity Unit
NWRMP National Water Resources Masterplan
NWSPIS National Water Supply Policy Implementation on Strategy
O&M (OM) Operation and Maintenance
OIML International Organization of Legal Metrology
OJT On-the-Job Training
OPEX Operating Expense
PBT Pressure Break Tank
PG/R Progress Report
P/L Profit and loss
PM Planning Management
PMU Program Management Unit
PPI Public-Private Infrastructure Advisory Facility
PPIF Public-Private Infrastructure
PPP Public Private Partnerships
PR Public Relations
PRV Pressure Reduce Valves
PS Permanent Secretary
PVC Polyvinyl Chloride (Pipe)
 The Kigali Water Supply Masterplan

QA Quality Assurance
QC Quality Control
RC Reinforced Concrete
REG Rwanda Energy Group
REMA Rwanda Environment Management Authority
RLMUA Rwanda Land Management and Use Authority
RSB Rwanda Standards Board
RTDA Rwanda Transport Development Agency
RURA Rwanda Utilities Regulatory Authority
RW Raw Water
RWF Rwanda Franc
RWFA Rwanda Water and Forestry Authority
SCADA Supervisory Control and Data Acquisition
SEA Strategic Environmental Assessment
SEZ Special Economic Zone
SEZAR Special Economic Zones Authority of Rwanda
SDGs Sustainable Development Goals
SGP Steel Galvanized Pipe
SHM Stakeholder Meeting
SP Steel Pipe
SPIU Single Project Implementation Unit
TBD To be Determined
TBS To be Scheduled
TOR Terms of Reference
TSFI Tariff System and Financial Improvement
UNICEF United Nation Children Fund
USD United States Dollar
UWSSD Urban Water and Sewage Service Department
VAT Value Added Tax
VGF Viability Gap Funding
VOMC Variable Operation and Maintenance Charge
WASAC Water and Sanitation Cooperation
WASH Water, Sanitation and Hygiene
WB World Bank
WHO World Health Organization
WRD Water Resources Development
WRM Water Resources Management
WTP Water Treatment Plant
WTP Willingness-to-Pay
WSA Water Supply Area
The Kigali Water Supply Masterplan
 The Kigali Water Supply Masterplan

CHAPTER 1. INTRODUCTION
BACKGROUND

Urbanization is an emerging trend in Rwanda including the City of Kigali, the capital city. It was anticipated
that the population of the City of Kigali would increase rapidly from around 1.1 million in 2012 to 3.8
million in 2050 due to the large migration from rural areas. The City of Kigali Masterplan (CoK M/P),
which was updated by the end of 2019, adopts the city’s actual development trends. In addition, seven
sectors adjacent to the City of Kigali, namely Shyorongi, Runda, Rugarika, Ntarama, Muyumbu, Gahengeri
and Nyakaliro, are being rapidly developed mainly for residential purpose due to availability of land at
lower cost compared to those within the city.

According to the Fifth Integrated Household Living Conditions Survey (EICV5, 2016/2017) carried out in
the country, the coverage of water supply in the City of Kigali is around 87%. Meanwhile, the big challenges
that lie ahead in the future for the Study Area1 pertain to catching up with the emerging demand due to the
rapid-growing population in this area and to improve the quality of the water supply to a satisfactory level
for the users. For example, insufficient water production, a large volume of water leakages that brings about
intermittent water supply in some areas, and the deterioration of water sources that provoke a greater burden
on water production.

WASAC’S SCOPE OF WORKS AND ITS CHALLENGES

The Water Supply and Sanitation Corporation (WASAC) has the responsibility for providing water and
sanitation in Rwanda. As for the Study Area, there are three main water treatment plants and more than
4,000 km of pipelines that need to be operated and maintained. One of the most important geographic
features of the City of Kigali is its large elevation differences. The existing facilities were developed
incrementally to catch up with the social demand. However, they still have plenty of room for improvement
and for meeting the challenges. For instance, the present water supply system in the Study Area was
developed without a comprehensive water supply plan and design criteria; therefore, a comprehensive plan
is awaited for a long time duly considering various aspects including:
- The fact that the current distribution system, which lacks proper zoning arrangement according to the
difference of elevation, forces WASAC to face difficulties while managing water distribution pressure
adequately.
- The operation of some water reservoirs is unstable, and water cannot reach certain areas within the
Study Area.
- The current water supply facilities have too complicated networks that cause difficulty in operation and
maintenance.
- There is also a concern that the Study Area may face a lack of water source due to the rapid increase in
water demand in the near future.

1The City of Kigali and its adjacent seven sectors, namely the Sectors of Shyorongi, Runda, Rugarika, Ntarama, Muyumbu,
Gahengeri, and Nyakaliro

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OBJECTIVES OF THE KIGALI WATER SUPPLY MASTERPLAN

Under the above-mentioned circumstances, it is indispensable for WASAC to have one comprehensive
Masterplan for the improvement of the existing water supply facilities and new facilities in order to meet
the rapid increase of water demand in the Study Area as well as for the sake of ensuring quality water supply
service effectively and efficiently over a long period of time.

The objective of the Kigali Water Supply Masterplan is to provide a blueprint of the future water supply
system by 2050 and steps to be taken by the Rwandan side for achieving the same. The Masterplan consists
of the Master Scenario until 2050 and the 15-Year Investment Plan. Based on the Masterplan, feasibility
studies on the priority projects will be conducted. In addition, technology transfer to the counterpart staff
from WASAC is also being pursued during the course of preparation of the Masterplan and the feasibility
studies.

TARGET AREA OF THE KIGALI WATER SUPPLY MASTERPLAN

The Study Area, that is the target area of the Masterplan, covers the City of Kigali and its seven adjacent
sectors, i.e., Shyorongi, Runda, Rugarika, Ntarama, Muyumbu, Gahengeri, and Nyakaliro which are the
existing water supply area of 6 WASAC branches. The target area of the Masterplan is shown in Figure
1.4-1. The sectors covered by the 6 branches are listed in Table 1.4-1.

Source: JST

Figure 1.4-1 Target Area of the Kigali Water Supply Masterplan

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Table 1.4-1 List of Branches and their Covered Area

WASAC Partially Covered
District Covered Sectors
Branch Name Sectors
Kacyiru Gasabo Gisozi, Kacyiru, Kimihurura Kinyinya
Remera Bumbogo, Gikomero, Kinyinya, Ndera,
Gasabo, Kicukiro Kimironko, Nduba, Remera, Kicukiro, Niboye
Rutunga
Gikondo Gahanga, Gatenga, Gikondo, Mageregere
Kicukiro Kagarama, Kicukiro, Kigarama,
Niboye
Nyamirambo Mageregere, Nyakabanda, Kigali, Kimisagara
Nyarugenge
Nyamirambo, Rwezamenyo
Kanombe Gasabo, Kicukiro, Ndera, Rusororo, Kanombe, Muyumbu,
Rwamagana Masaka, Nyarugunga Nyakariro
Nyarugenge Gitega, Kanyinya, Kimisagara, Kigali, Shyorongi
Nyarugenge, Gasabo,
Muhima, Nyarugenge, Gatsata,
Kamonyi, Rulindo
Jabana, Jali, Rugalika, Runda
*The names of districts or sectors outside of Kigali are red-colored
Source: JST

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CHAPTER 2. MASTERPLAN FORMULATION

GENERAL

During the course of this study for the Masterplan, Progress Reports (PG/R) and Interim Report (IT/R)
were prepared and submitted to WASAC. This Masterplan Report is prepared based on the contents of these
past reports which were accepted by WASAC. The major contents of the reports are listed as below.

- Progress Report (PG/R), July 2019

 General features of the study area
 Government and related development plans
 Condition of the existing water supply system
 On-going projects
 Capacity development
 Framework of the Masterplan

- Interim Report (IT/R), February 2020

 General features of the study area (updated from PG/R)
 Government and related development plans (updated from PG/R)
 Condition of existing water supply systems (updated from PG/R)
 Financial situation of WASAC
 On-going projects (updated from PG/R)
 Capacity development (updated from PG/R)
 Framework of the Masterplan (updated from PG/R)
 Water resources development plan
 Socio-economic survey
 Strategic environment assessment (SEA)
 Master scenario
 Candidate project for investment plan

- Masterplan Report (MP/R), September 2020 (this report)

 General features of the study area (updated/summarized from IT/R)
 Future population and water demand (updated from IT/R)
 Water supply visions towards 2050 (updated from IT/R)
 Principles on 15-year investment plan
 Master scenario towards 2050 (updated from IT/R)
 15-Year Investment Plan
 Economic evaluation and financial condition of the plan
 Strategies for implementation
 Recommendations

Major points described under this MP/R are “Master Scenario Towards 2050” and “15 Year Investment

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 The Kigali Water Supply Masterplan

Plan” together with its economic and financial aspects.

Upon acceptance and approval of the MP/R, the JST will proceed to undertake the feasibility study on the
identified priority projects and the study results will be compiled under the Final Report.

HISTORY IN BRIEF

Following are the history and background of the processes for developing the Masterplan:
- December 2017: In response to WASAC’s official requested to the JICA for developing the Kigali
Water Supply Masterplan, Records of Discussion were exchanged between the JICA and WASAC.
- March 2019: The study to develop the Masterplan was commenced. Kickoff meeting (Inception
meeting) with Rwandan side was held.
- July 2019: A Joint Coordinating Committee (JCC) meeting was held to discuss on the contents of the
Progress Report that covered the socio-economic framework including the water demand projection,
which were the basis for determining the Master Scenario 2050.
- August 2019: Stakeholder meeting (SHM) was held to share the above contents with the concerned
stakeholders.
- October 2019: Discussion on the priority projects with WASAC’s executives was held.
- February 2020: JCC meeting was held to discuss on the contents of the Interim Report that covered
the Master Scenario toward 2050 and to finalize the same. At this JCC meeting, several comments were
raised including that the Water Resource Development Plan should include water balance study in the
Study Area. The comments that were raised at the JCC meeting are shown in the Appendix-1, and the
result of water balance study is presented as Appendix-2.
- June/July/August 2020: “Minutes of Meeting Concerning Covid-19 Response within the Framework
of the Project for Water Supply Master Plan for City of Kigali and the Project for Strengthening Non-
Revenue Water Control in Kigali City Water Network”were agreed between WASAC and JICA.
Through the above discussion, it was decided that a business continuity plan (BCP) for WASAC will
be jointly prepared by WASAC’s taskforce members for the BCP activities and the JICA Study Team
(JST) under the Project for Water Supply Master Plan for the City of Kigali.

WORKING TEAM, JCC AND STAKEHOLDERS

The Masterplan has been prepared through collaborative work by the members of WASAC and the JICA
Study Team, creating working teams according to the field of specialties as shown in Table 2.3-1, with
reflecting decision and directions given by the members of the JCC as shown in Table 2.3-2 as well as the
comments given by the concerned stakeholders including representatives from the regional government
office who can be regarded as the representative of the users in its respective area and mass media who can
widely distribute information related to the Masterplan to general public as listed in Table 2.3-3.

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Table 2.3-1 List of Working Team

Working Team
PM Team: Planning Management
WRD Team: Water Resource Development
WTP Team: Water Treatment Plant
RTD Team: Reservoirs, Transmission/Distribution
ESC Team: Environment and Social Consideration
TSFI Team: Tariff System and Financial Improvement
OMHRD Team: Operation and Maintenance, Human Resource Development
Source: JST

Table 2.3-2 List of JCC Members

Category Organization
Management of WASAC including CEO as Project Director,
Project Director of UWSS as Project Manager,
Team Personnel from Counterpart team
Members from JICA Study Team
Embassy of Japan
Japanese
JICA Rwanda Representative
Side
JICA Tokyo Head Office
MININFRA
Ministry of Environment
REMA
RWFA
RURA
Rwandan
RTDA
Side
REG
Kigali City
AfDB
Districts of Bugesera, Gasabo, Kamonyi, Kicukiro, Nyarugenge,
Rulindo, and Rwamagana
Source: JST

Table 2.3-3 List of Stakeholders

Organization
JCC members
Rwanda Housing Authority
University of Rwanda, School of Science & Technology
Local Administrative Entities Development Agency (LODA)
Institution of Engineers Rwanda
NGOs: Water Aid, Water for People
Development Partners
MINECOFIN
Rwanda Development Board (RDB)
Source: JST

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RELEVANT AND GOVERNING PLANS/STUDIES

The relevant and governing plans /studies that were reviewed in order to prepare the Masterplan are
summarized in Table 2.4-1.

Table 2.4-1 Summary of the Key Relevant/Governing Plans/Studies

Plan/Policy Key Contents Water Sector
Rwanda Vision 2020  Original vision: prepared in 1998- Access to clean water (of the population)
(2012) (including 1999  52% in 2010
Vision 2050 currently  Revised vision: prepared in 2012  74.2% in 2012 (current status)
being revised)  Target year: 2020  100% in 2020
 48 indicators (original 47 indicators)
National Strategy for  Target year: 2024 7 Years Government Programme:
transformation and National Strategy for transformation (NST1)-
seven (7) Years 2017-2024.
Government
Programme: (NST1)-
2017-2024.
 Target year: 2040  Water demand unit rate:
CoK M/P (2013)  Population projection: 120 lpcd (urban area)
 Low scenarios: 3.5 million 80 lpcd (rural area)
 Medium scenarios: 4.2 million  Non-revenue water (NRW):
 High scenarios: 5.0 million 30% (2025)
 GDP projection: 12.29-21.28 trillion 15% (2040)
RWF  Projected water demand:
369,000 m3/d (2025)
622,000 m3/d (2040)
 Target year: 2050  Water demand unit rate:
CoK M/P  Population projection: 120 lpcd (urban area)
(update 2019)  Low scenarios: 3.2 million 80 lpcd (rural area)
 Medium scenarios: 3.5 million  Non-revenue water (NRW): Not given
 High scenarios: 3.8 million  Projected water demand:
 GDP projection: 12.3-29.8 trillion 573,000 m3/d (2050, high population
RWF growth scenarios are applied and NRW is
not included), of which 443,000 m3/d for
domestic (77%) and 130,000 m3/d for no-
domestic (23%).
National Water  Target year: 2050  Water demand unit rate: 120 lpcd
Supply and  Population projection: 3.8 million  Non-revenue water (NRW): 15%
Sanitation (basically, same as high scenarios of  Projected water demand (only for
Masterplans by AfDB CoK M/P) domestic):
(AfDB M/P) 443,000 m3/d (NRW is not included)
(excerpted from the 509,000 m3/d (NRW is included)
relevant part on the  Projected wastewater generation (only for
City of Kigali) domestic):
420,000 m3/d (95% of domestic water
consumption)
Economic  Target year: 2018  Urban households within 200m of an
Development and  Average GDP growth: 11.5 % by 2018 improved water source
Poverty Reduction  GDP per capita: $1,240 by 2020 86.4% in 2012 (baseline)
Strategy II (EDPRS  Poverty rate: 30% (2018), 20% (2020) 100% by 2018
II), 2013-2018 (2013)
Water and Sanitation  Target year: 2018  Raise rural water supply coverage to 100%
Sector Strategic Plan  Develop fully and implement to 100% by 2017/2018, and implementing public-
2013/14 - 2017/18 of the sector’s institutional and private partnership (PPP) arrangements
(2013) capacity building framework by  Ensure 100% safe, reliable and affordable
2017/18. urban water supply services by 2017/18
 Total budget: RWF 382.3 billion

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Plan/Policy Key Contents Water Sector

National Water  Target year: 2020  % of rural households within 500m of an
Supply Policy  Total budget: RWF 337 billion improved water source:
Implementation 47.3% in 2015 (baseline, EICV 4)
Strategy (NWSPIS) - 100% by 2020
December 2016  % of urban households within 200m of an
improved water source:
60.5% in 2015 (baseline, EICV 4)
100% by 2020
 % non-revenue water (NRW):
35% in 2015 (baseline)
20% by 2020
Integrated Water  Sustainable management of water  Management of water on both demand and
Management Policy resources of Rwanda supply side and also integrates the other
(IWMP) policies on forests, wetland, agriculture and
land
Rwanda National  Target Year: 2040  Water demand unit rate:
Water Resources  Coverage: Nation-wide For Urban: 60/70/80/100 lpcd for
Masterplan 2012/2020/2030/2040
For Rural: 40/60/80/100 for
2012/2020/2030/2040
Development Plan  Enacted in 2011 which specifies the -
for Special Economic guidelines for SEZs to operate, the
Zone (SEZ) structures and their roles of key
players that are regulator, developer
and operator.
Climate Change  Following Vision 2020 target  Impact recognized by climate change were
Adaptation Increase of demand for water supply
increase of water temperature (water quality
deterioration by algal bloom)
Fourth Population  Conducted in August 2012 by NISR -
and Housing Census  This is the basis of the population
- 2012 projection for CoK M/P
EICV 5 - Rwanda  Conducted from 2016 to 2017 -
Poverty Profile  Main indicators are referred in the
Report 2016/17 demand projection of the Kigali
Masterplan.
EICV: Integrated Household Living Conditions Survey
Source: JST

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CHAPTER 3. GENERAL FEATURES OF THE STUDY AREA

NATURAL CONDITIONS

Topographical Feature

The Study Area is a hilly area having extreme vertical difference of over 200 m. There are hill-tops where
many houses and buildings exist to lower areas where there are water sources including rivers and wells.
Without having proper zoning, it is difficult for WASAC to maintain an adequate pressure range. This is a
major cause for damaging distribution pipelines that result in generating considerable number of leakage
cases where pressure is excessively high. Further, pumping up water from water sources at lower area to
the reservoirs located at higher areas is one of the major factors resulting in higher energy cost.

Water Source in the Study Area

As presented in Figure 3.1-1, major available water source in the Study Area is limited to the Nyabarongo
River (the name changes to the Akagera River at its downstream) as well as to the boreholes along the river
for its sub-surface water (groundwater). The Nyabugogo River originates from the Muhazi Lake, crosses
the northern part of the Study Area, joins with the Yanze River and finally joins with the Nyabarongo River
before flowing into the Mugesera Lake which is located outside of the Study Area. The Akagera River then
flows down and cross the border with Burundi. The Study Area has seasonal rainfall pattern as shown in
Figure 3.1-2. This affects raw water quantity (e.g., decrease of river flow volume during dry periods) as
well as quality (e.g., high turbidity during rainy season). Following are specific problems/challenges
pertaining to the existing water sources:

- Groundwater along the Nyabarongo River: Yield volume has been decreasing due to the maintenance
problem of boreholes. Compared with the Nyabarongo River, the turbidity in the groundwater along
the river is quite low, however it often faces various water quality problems such as presence of high
ammonia, iron (Fe) and manganese (Mn) content.
- Nyabarongo River: Although the river water is of poor water quality especially presence of high
turbidity during wet seasons, it has a high potential to supply water. The minimum flow at the
Nyabarongo River ranges from 37 to 44 m3/sec during the dry seasons.
- The Yanze River: Quality is relatively good, however the quantity is limited especially during dry
seasons.
- The Mugesera Lake: Quantity is sufficient. However, it is located far away from the City of Kigali.
Eutrophication of the lake and high chemicals consumption for algae treatment..

In addition to the above major water sources, there are springs (14 sources are in use currently) and wells
(3 sources are in use currently). These are sources having relatively good quality. However, their protections
are not necessarily sufficient in case that springs and well depths are relatively shallow. Therefore, as a
whole, they are at a risk of contamination.

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 The Kigali Water Supply Masterplan

Source: JST

Figure 3.1-1 Location of Major Water Sources in Study Area

Total rainfall (mm) Number of rain days

200 20
Rain season
Number of rain days

150 15
Total rainfall (mm)

100 10

50 5

0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Source: Kigali State Environment and Outlook Report 2013

Figure 3.1-2 Total Rainfall and Number of Rain Days of City of Kigali

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 The Kigali Water Supply Masterplan

SOCIO-ECONOMIC CONDITIONS

Details on the existing socio- economic conditions at the study area are available in the “Interim Report,
the Project for Water Supply Masterplan for the City of Kigali, February 2020”.

Rapid Economic Development and Consideration for Poverty

From the year 2014 onwards, Rwanda has continuously achieved over 6% of economic growth. Especially,
this economic growth has happened in the City of Kigali since service sector (around 45% of GDP)
concentrated in the urban area. As a result, number of establishments increased by 33% in the City of Kigali
(compared with the figures from 2014 and 2017, Establishment Census, 2014 and 2017, NISR), which is
almost 10% more than the national average increase of 23.3%.

Source: GDP at Current Price NISR, Establishment Census, 2014 and 2017, NISR prepared by JST

Figure 3.2-1 Economic Growth in Rwanda and City of Kigali

A significant decrease of the poverty rate has been observed in the City of Kigali area while comparing
between the City of Kigali and other Provinces (EICV4 and EICV5). If economic growth keeps on
increasing, the positive trend of decreasing poverty will continue in this area. However, there is an emerging
risk that a rapidly accumulating population would cause environmental degradation. It is necessary to have
consideration for the remaining poverty sector, especially for the people who do not have access to the
improved water sources.

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 The Kigali Water Supply Masterplan

50.0 43.1 47.1 45.9

45.2
38.2 43.7
45.0 41.4 42.3 37.4
39.1 38.4 38.0
40.0
Total Poverty (%)

35.0
30.0
2015
25.0 15.8 (EICV4)
20.9
20.0 15.9 2017
13.9 (EICV5)
15.0
10.0
5.0
0.0
Rwanda Urban Rural City of Southern Western Northern Eastern
Kigali

Source: EICV4, EICV5, NISR prepared by JST

Figure 3.2-2 Poverty Headcount Rates by Province

Extreme Economic Discrepancy between Urban and Rural Residents

According to EICV4 and EICV5, as shown in Figure 3.2-2, poverty rate in rural areas2 is more than two
(2) times of that in urban areas. Expansion of the water supply service area by WASAC shall increase the
probability to face clients living in poverty sector. Economic discrepancy between the urban and rural
residents shall be huge and this will, in turn, risk the financial security of WASAC in case of haphazard
business development.

The people who do not have access to the improved water source spend only around 20,000 RWF as
expenditure per month from the socio-economic survey carried out by the JST3 Normally 5% to 10% of
the monthly expenditure is considered as spend for light, fuel, and water expenses. Therefore, those people
have very small capacity for paying water supply. However, as for the willingness to pay for water-supply
service, almost 90% of the people who do not have connection said they would pay for the service.

Monthly expenditure about 20,000 RWF is less than half of the expenditure per month by the people who
have access to improved water source, which is around 52,000 RWF. Compared with urban residents
(expenditure of 93,000 RWF per month), expenditure carried out by rural residents (expenditure of 31,000
RWF per month) is almost less than three (3) times. There is no certain amount which specifies the
affordable to pay by these people, but this amount shall be much lower than the affordable to pay amount
of the current client (residents of urban areas).

2
Definition of Urban and Rural were set same as EICV4, and EICV5, following General Population Census Atlas (NISR).
3
Due to limited number of the samples, the result does not represent general figure of rural residents or people who do not have access to
improved water. It shows existence of such population in the region. To figure out comprehensive figure of the such population, more large scale
surveys are needed to be done. In the Socio-Economic Survey, sampling was planned in following Sectors Bumbogo (30), Jali (40), Kanyinya
(30), Kinyinya (20), Muhima (20), Nduba (50), Rwezamenyo (10), in Kigali City (200). Gahengeri (40), Muyumbu (40), Ntarama (30),
Nyakaliro (40), Nyakaliro (40), Rugarika (20), Runda (40) in 7 adjacent Sectors (210). As a result of survey, including same backup answers,
total 412 samples are collected. Collection rate including backup answers were 100%.

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 The Kigali Water Supply Masterplan

0.3 0.0
1.3 100% Not Specified
3.4 5.5 4.2
140,000 12.8 7.8
8.7 10.5 90%
15.5 160K + RWF
120,000 16.9 80%
16.5 18.6 18.5
93,255 70%
100,000 80K-160K
28.7

Percent (%)
60% RWF
28.4 19.6
80,000
31.0 50% 50K-80K RWF
60,000 52,403 40%
46,474 49.7
74.0
27.5 30K - 50K
30%
40,000 31,335 RWF
42.2 20,073 20%
34.9
20,000 0-30K RWF
19.6 10%

0 0%
Average
All Area Rural Urban Improved Not
Monthly
Water Improved
Expenditure
Source: Socio-Economic Survey by JST

Figure 3.2-3 Average Monthly Expenditure of the Residents

Risk of Water Source Contamination due to Urbanization

Following photos show the settlement development occurring above the water source (spring) and
discharge of gray/black water. There are houses that are newly developed along the road (ridge line) and
upstream side of the valley. These houses do not have septic tanks or such facilities to minimize
environmental load on discharging gray/black water. The spring water users are facing the risk of pollution
due to water contamination. In order to secure these risked population, provision of the house connection
is necessary.

View from backyard of the houses (upstream of spring) seeing Non-treated gray/black water is discharged to the environment
spring.At Bumbogo Sector Masizi (downstream). At Bumbogo Sector Masizi
Source: JST

Figure 3.2-4 Photos of the Spring and Settlements Discharging Gray/Black Water

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 The Kigali Water Supply Masterplan

EXISTING WATER SUPPLY SYSTEM

Water Supply Coverage and Supply Area

Water supply coverage in the Study Area is summarized in Table 3.3-1. The water supply coverage in the
Study Area, including for both piped and non-piped water supply and as provided in the NST1 is 85%.
Meanwhile, WASAC’s coverage is estimated to be 645,000 populations, which is around 41% to 49% of
the City’s total population; the remaining population may be covered by natural springs, shared tap from
neighbors or private wells.

Table 3.3-1 Water Supply Coverage in the Study Area

NISR
CoK Projection Population served
Projection*4
Population in City of Kigali in 2018 1,305,286 1,582,659 -

Population in adjacent 7 sectors*5 217,522 -

Total Target Population 1,522,808 1,800,181 -

Covered by on-plot piped water supply*1, 2 29% 25% 388,100

Covered by Public Stand-pipe*1,3 20% 16% 256,900
Coverage by WASAC 49% 41% 645,000
Shared water use or non-WASAC 36% 44% -

Total Coverage*6 85% 85% -

Note:
*1: Based on the number of domestic/public tap connections in March 2019 (Domestic: 9,7022 nos. / Public tap: 734).
*2: 4.0 population/household (EICV5, 2016/2017)
*3: 350 customers/public tap
*4: Based on NISR population increase rate, estimated by AfDB M/P
*5: Estimated in this study based on the population projection from each district office
*6: Provision by 7 Years Government Programme: National Strategy for Transformation (NST1)

The water supply areas covered by the existing WTPs are presented in Figure 3.3-1. The three major water
production facilities (the Nzove, the Kimisagara, and the Karenge) cover most of the Study Area. The
Karenge WTP covers the eastern areas, including the Muyumbu and Nyakaliro in the Rwamagana district,
and the Rusororo, the Masaka, the Ndera, and the Nyarugunga sectors in the city. The Kimisagara WTP
covers the CBD and the surrounding area (Kimisagara to Biryogo), Gatsata by Gravity, a part of the
Kimihurura and the Gikondo. Note that the distributed water from reservoirs under the Kimisagara WTP
service area is a mixture of the water from the Kimisagara (13,000 m3/day) with the transmitted water from
the Nzove WTP (approx. 3,000 m3/day, June 2019). The Nzove WTP supplies water to the remaining areas,
which extend from the western Runda and the Rugarika in the Kamonyi district to the southern Mageregere
and the Gahanga sectors, the northern Kinyinya and the Bumbogo sectors.

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 1% 6%
37% 23%

60% 66% 5%
2%

9%

47%
40%

4% Billing Category

1%
37%
60%
3-7

2%

5%

The Kigali Water Supply Masterplan

25%
0%18%
6% 67% 3%
76%

Source: JST (Data from WASAC)

Note: Water consumption is based on the data from March 2019 to October 2019
Figure 3.3-1 Existing Service Areas and Water Consumption
 The Kigali Water Supply Masterplan

Water Sources

Specific problems/challenges pertaining to the water sources that are currently being used by WASAC’s
WTPs are shown in Table 3.3-2.

Table 3.3-2 Water Sources Used by WASAC (WTPs)

WTP Water Source Quantity Quality Problems/challenges
It is relatively low
Thirty-one boreholes
turbidity compared to
drilled in 2006. At the
the Nyabarongo River.
moment, 9 boreholes do
Sometimes high
Nzove 1WTP not work. Current Maintenance of boreholes
concentrations of
capacity for 22
ammonia, iron (Fe)
Groundwater (river boreholes is around
and manganese (Mn)
bed water) 25,000 m3/d.
are detected.
Sometimes the
maximum turbidity of
Nzove 2 and Nyabarongo river can Water Treatment cost is
the Nyabarongo River
New Nzove 1 secure a considerable high because of high
was over 10,000 NTU
WTPs amount of water. turbidity. .
which results in intake
River (Nyabarongo) stop.
It has better quality
Presence of sand, mud,
Yanze is a small river than the Nyabarongo
stones and gravels at Yanze
Kimisagara and cannot produce River since the
intake leads to the clogging
WTP much water compare to environment around
of raw water transmission
the Nyabarongo river. the river has been
pipelines.
River (Yanze) protected.
Water quality varies
depending on the The lake is located in the
time, but turbidity eastern part of the City of
increases in the rainy Kigali and is quite far from
No specific issues in
Karenge WTP season. Eutrophic the town. The Karenge
terms of quantity
conditions due to high WTP is built near the lake.
level of total-nitrogen, Algae is always the
Lake (Mugesera)
total-phosphorus, and problem during treatment.
pH.
Turbidity is lower Although turbidity is lower
than that of rivers than that of rivers, water
(<100 NTU), iron, quality is not good
Analysis of 12 pumping
manganese and compared to deep
test data on Nyabarongo
Kanzenze ammonia are as high groundwater because it is
Groundwater (river flood plain shows that it
WTP (under as river water. From river bed water. In the
bed water) is possible to withdraw
construction) the pumping test floodplain of the
1,200 - 1,400 m3/day per
results, the turbidity Nyabarongo River there are
borehole.
tends to rise as the places where the clay layer
pumping time is thickly deposited, and
increases. there is not a good aquifer.
Source: JST

In addition to the WTPs, there are some pumping stations that use independent water sources such as springs
and wells. The water from such sources are connected to water tanks located at the pumping stations and
are chemically treated at the site before its use.

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 The Kigali Water Supply Masterplan

Table 3.3-3 Water Source Used by WASAC (Non-WTP)

Water source Quantity Quality Problems/challenges
Water quality is relatively good
Springs (14 sources One spring can produce around 50- Quality can be
but difficult to protect the area
used) 70m3/day deteriorated easily.
due to urbanization.
It cannot be estimated since water
Water quality is relatively good Depth is shallow
from wells can be mixed with
Wells (3 sources used) but difficult to protect the area (around 13m) and can
treated water from Kimisagara
due to urbanization. be contaminated easily.
WTP.
Source: JST

In order to confirm the suitability as a drinking water source, water quality survey on surface water and
groundwater has to be conducted both during the wet season and dry season. As of August 2020, only
surface water quality along the Nyabarongo/Akagera River during the dry season has been conducted, and
the sampling locations are shown in Figure 3.3-2. The results of the survey are summarized in Table 3.3-4.

Source: JST

Figure 3.3-2 Sampling Locations of Surface Water Quality Survey

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 The Kigali Water Supply Masterplan

Table 3.3-4 Results of Water Quality Survey on Surface Water (Dry Season)
S-1 S-2 S-3 S-4
Sampling No. (Up- (Middle- (Down- (Mugesera WHO
No. Unit stream) stream) stream) Lake) RDWQS 1) Guideline
(2017)
Sampling Date 2019/09/12 2019/09/12 2019/09/12 2019/09/12
1 pH - 7.55 7.35 7.09 8.93 6.5-8.5 -
2 Turbidity NTU 477 474 512 10.5 5 5
3 BOD5 mg/L 9.0 8.7 10.8 12.0 - -
Ammonia nitrogen
4 mg/L 0.19 0.17 0.23 0.05 0.5 -
(NH4-N)
Nitrate nitrogen
5 mg/L 0.42 0.20 0.16 <0.01 10 11.3
(NO3--N)
Nitrite nitrogen
6 mg/L <0.002 <0.002 <0.002 0.016 0.001 0.9
(NO2--N)
7 Fluoride (F-) mg/L 0.41 0.59 0.32 0.49 1.5 1.5
8 Manganese (Mn) mg/L 0.100 0.023 0.015 0.254 0.1 0.4
9 Iron (Fe) mg/L 0.13 0.18 0.16 0.41 0.3 0.3
10 Zinc (Zn) mg/L 0.43 0.43 0.18 0.21 - -
11 Calcium (Ca) mg/L 8.0 8.4 5.6 17.8 150 -
12 Magnesium (Mg) mg/L 9.0 6.3 8.3 13.3 100 -
Standard plate count
13 cfu/ml 5 x 104 8 x 104 5 x 104 1 x 104 1 x 102 -
bacteria
cfu/100
14 E. coli 5 x 101 9 x 101 4 x 101 1 x 101 Nil Nil
ml
15 Cyanide (CN-) 3) mg/L <0.001 <0.001 <0.001 <0.001 0.01 0.5
16 Chromium (Cr6+) 3) mg/L <0.005 <0.005 <0.005 <0.005 0.05 0.05
17 Cadmium (Cd) 3) mg/L <0.0003 <0.0003 <0.0003 <0.0003 0.003 0.003
18 Lead (Pb) 3) mg/L 0.007 0.007 0.007 <0.001 0.01 0.01
19 Mercury (Hg) 3) mg/L <0.00005 <0.00005 <0.00005 <0.00005 0.001 0.006
Source: JST
1) RDWQS: Rwanda Drinking Water Quality Standard
2) 8.93 means the value exceeding Rwanda Drinking Water Quality Standard
3) Items which are analyzed in Japan.

Based on the results of surface water quality survey conducted during the dry season, it was observed that
there were no major differences regarding water quality between upstream, midstream and downstream of
the Nyabarongo/Akagera River, and the main areas of concern related to the water quality were turbidity,
organic matter and bacteria. As for the Mugesera Lake, except for the characteristics of low-turbidity and
high-pH which may imply a higher level of eutrophication, other water quality items were not much
different from that observed along the Nyabarongo River water.

Basically, it is considered that the surface water is treatable with conventional treatment processes to
achieve the Rwandan standard and WHO guideline values pertaining to drinking water supply even if few
of the parameters slightly exceed the standard values.

Present challenges encountered while utilizing the existing water sources by type are summarized in Table
3.3-5.

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 The Kigali Water Supply Masterplan

Table 3.3-5 Problems of Water Sources

Water Source Development Potential Challenges
River water High Poor water quality, cost of treatment is high
Groundwater Moderate to Low Need O&M of borehole and monitoring of water level regularly.
Extra maintenance cost for borehole rehabilitation.
Springwater Low Difficult to protect around spring area due to urbanization
Lake water High Difficult to estimate sustainable amount to use and need the
permission to use from RWFA
Source: JST

Water Treatment Plants

As of March 2020, there are four existing water treatment plants (WTPs) in the City of Kigali, namely the
Nzove, the Kimisagara, the Karenge and the Kanzenze. As shown in Table 3.3-6, the total capacities of
these WTPs at current and in future (around 2020) are 142,000 m3/d and 207,000 m3/d respectively.

Table 3.3-6 Summary of the existing WTPs in the Study Area

Average Status
Capacity Rehabilitation
WTP Production in (Construction Water Source
(m3/d) By 2050
2019（m3/d） Year)
Existing Well (infiltrated water of Yes
Nzove 1 25,000
(2009) Nyabarongo River) (FS on-going)
Existing
Nzove 2 40,000 55,000 Nyabarongo River No
Nzove (2016)
Existing
40,000 Ditto No
New Nzove 1 (2017)
(25,000) 0 Future Ditto No
Existing Yanze River (a tributary
Kimisagara 22,000 22,000 Yes
(1981/1988) of Nyabarongo River)
Existing Yes
Karenge 15,000 15,000 Mugesera Lake
(1985/2008) (FS on-going)
Under
Well (infiltrated water of
Kanzenze (40,000) 0 construction No
Nyabarongo River)
(End of 2020)
Current Total 142,000 92,000
Future Total 207,000
Source: WASAC
* WTP: Water Treatment Plant
Problems/challenges pertaining to WASAC’s WTPs can be summarized as shown in Table 3.3-7.

Table 3.3-7 Summary of the challenges/problems of WTPs in the Study Area

WTP Challenges/ problems
• Shortage of raw water quantity (design capacity is 40,000 m3/d while current capacity is
only 25,000 m3/d due to the insufficient number of wells.)
Nzove 1 • Deterioration of treatment facilities
• High unit power consumption
Nzove
• Low treatment efficiency of Fe and Mn of biological contact oxidation
Nzove 2 • Inundation damage risk of intake facilities during flooding period
• High turbidity, organic matters and ammonia of raw water
New Nzove 1
• Capacity shortage of transmission pipe

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 The Kigali Water Supply Masterplan

WTP Challenges/ problems

• Limited raw water amount during dry season and presence of sand, mud, stones and gravels
at Yanze intake leads to the clogging of raw water transmission pipelines
• Heavy metals issues of raw water quality (It was reported that barium, lead and cadmium
Kimisagara
had exceeded the standard.)
• Deterioration of treatment facilities (some tube settlers have fallen off due to excessive
sludge.)
• Risk of inundation of intake of pumping station
• High chemicals consumption for algae treatment
Karenge
• Insufficiency of forwarding infrastructures
• High OM cost, especially high unit power consumption
Source: WASAC

The desired water supply capacity to meet the water demand in the future should be backed up by the
sustainable use of the existing WTPs. The masterplan presumes that all existing/ongoing WTPs should
sustain until 2050. For sustainable use of existing WTPs, continuous maintenance practices as well as the
investment for capital maintenance, are necessary. The year of construction and the capital maintenance
investment for the existing and on-going WTP facilities are summarized in the Table 3.3-8. There are some
highlighted facts; Kimisagara WTP and Karenge WTP are getting old in terms of the standard durability
period. Thus, it needs capital maintenance as soon as possible. The fact was also reinforced that mechanical
equipment is deteriorating (tube settlers and pumps) at Kimisagara. Those rehabilitation and improvement
should be dealt with the depreciation as a reserved fund for capital investment. The estimated amount of
capital maintenance investment is presented in Chapter 8, the 15-year investment plan.

Table 3.3-8 Necessity for Capital Maintenance of Existing/ On-going WTP Facilities
Capacity Year of S tandard Large Capital
Current
WTP Completi S tructures Durability Maintenance should
Condition
3
(m /d) on Period be considered in…

2009 Structures/Buildings 60 After 2035

Nzove 1 25,000 Existing 2009 Pumps 25 2034
2009 Electrical 20 2029
2016 Other M echanical 12 2028
Nzove Nzove 2 40,000 Existing
2016 Pumps 25 After 2035
40,000 Existing 2017 Other M echanical 12 2029
New
2017 Other M echanical 12 2029
Nzove 1 25,000 On-going
2017 Pumps 25 After 2035
1981 Intake Well 20 ASAP
1988 Structures/Buildings 60 After 2035
Kimisagara 22,000 Existing 1988 Pumps 25 ASAP
1988 Other M echanical 12 ASAP
1988 Electrical 20 ASAP
1985 Structures/Buildings 60 After 2035
2008 Pumps 25 2033
Karenge Karenge1 15,000 Existing 2008 Other M echanical 12 ASAP
2008 Electrical 20 2028
2008 Structures/Buildings 60 After 2035

Source: JST

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 The Kigali Water Supply Masterplan

Transmission and Distribution Facilities

The “Rationing Program (Planned Intermittent Water Supply)” is being implemented continuously by all
the branches in the Study Area. The case is particularly severe for the water supply system from the Karenge
WTP. The system cannot supply 24/7 water as the absolute water supply amount is short compared to the
water demand in the supply area.

There are two major pipelines from the Karenge going to the Remera having diameter ND 300mm; the
northern line covers the Rusororo, the Ndera and a part of the Bumbogo sector including the free trade
zones, and the southern line covers the Masaka, the Nyarugunga and the Kanombe sectors. Both the lines
end at the Remera reservoir pouring the remaining water supply of the demand on the way. As of April
2019, the northern line supplies four days a week while the southern line supplies three days a week. The
line for water supply is switched through valve manipulation manually. Due to the rationing program, water
is not available for customers at some areas. Especially, the Masaka, the Nyarugunga, and the Kanombe
sectors are seriously in short of water as there are not enough reservoirs having the capacity to store water
for two-to-three days for meeting the demand.

8%
7%

12%
Everyday
7% 65% Every two days
Twice a week
Kacyiru: Gishushu, All Kacyiru area, Every week
Kicukiro, Bumbogo
Less than once a week
Figure. Availability of water supply in City of Kigali
(Entire city including rural area)*

Nyarugenge: Gihohwe, Jari, Gihara,

Kanombe: Karenge, Azam, Golf8,
Karenge, Azam
Kininya Bas, Kibagabaga area

Especially... Karenge System

Gikondo: Sahara, Yepfo, Ruguru, Kanserege,Muyange,
Murege, Gaseke, Sante center, Byimana, Mwijuto, Gatenga,
4 days per week: Line to Remera
Ngoma, Zinia, Kagarama, Gashyereko, Sabaganga, Murambi 3 days per week: Line to Kanombe
center, Petit prince, Bisambu

*Source: Baseline Report, National Watsan Masterplan,

WASAC Website (Rationing Program Jan to Feb 2020)

Source: Baseline Data Report of the Development of National Integrated Water Supply and Sanitation Masterplans
(Availability of water supply) and WASAC (Karenge system)
Figure 3.3-3 Intermittent Water Supply (Rationing)

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 The Kigali Water Supply Masterplan

The aged pipelines cause leakages and reduction of water supply capacity. Figure 3.3-4 shows the ratio of
the aged pipes in and adjacent to the City of Kigali. As the city’s pipe network was constructed from the
early 1970s, many of the existing pipes are now aged and not being replaced.

In general, the pipes over 40 years old tend to cause more leakages and accidents. The aging of pipes is
also affected by their materials, joints, and corrosive property. In the Study Area, 21km out of the total
353km (6%) were installed before 1983, which require an assessment for replacement. In addition, some
newly installed PVC pipes having low-quality standards require an immediate replacement due to the
damage caused by the heavy traffic or the natural deterioration due to aging.

Before 1983
3%
Ratio of Aged Pipes (≥ND150) 19% 10% ND150
ND160
6% ND200
3%
Before 1983 ND225
ND300
1984 to 2001 ND600
26%
2002~
Not identifiable 2%
40%
Total: 20 km
49%
1984 to 2001
42% 15%
ND160
0%
ND200
ND250
Total: 353 km

Total: 11 km
85%

Source: JST

Figure 3.3-4 Ratio of Aged Pipes

Figure 3.3-5 shows the record and locations of recent pipe breaks having large diameters. There are also
pipelines that suffer from frequent leakages, information on which were obtained from the qualitative
analysis carried out by WASAC managers apart from the above-mentioned data. A clear relationship is
observed in some pipelines between the incidents pertaining to pipe breaks and their age. Specifically, the
Nyarugenge sector has many old pipes that were constructed before 1983 and as shown in Figure 3.3-5.
The southern portion of the sector, especially from the Kwanyiranuma to the Rwezamenyo, has repeatedly
experienced many leakage incidents due to existing aged pipes.

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 The Kigali Water Supply Masterplan

Pipe breaks

Aged Pipes installed

before 1983

Source: JST

Figure 3.3-5 Relationships between Pipe Breaks and Aged Pipes near the CBD

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Box 1. Importance of Service Connections

66% of the leakage cases are occurring at the service connections and tertiary pipelines, where the pipe
diameter is less than 48 mm. The top two reasons for the leakages are Technical problems including use
of sub-standard materials (48%) and High Pressure (28%). This means sub-standard materials of service
connections cause the leakages, and the lack of pressure control aggravates the leakages, especially in
the high-pressure areas such as the low-elevation households.

Many successful utilities have also experienced the same phenomena, such as in Tokyo; they estimated
that 92% of the leakages are from the service connections in 1980 when the NRW ratio was 15%. The
successful approach they took was to improve the standard of material of service connections.

Recommendation:
- Establishment of Standards for Service Connections including the material standards and
procurement & installation systems.
- Replacement of problematic service connections focusing on sub-standard materials and high-
pressure zones.

140-160mm 200mm and over

1.4% 0.7%

100-125mm No Data
6.6% 5.9%

75-90mm
8.2%
Leakage cases in
50-63mm Diameter
in 2018/2019
11.3% (n=5,334)
25-48mm
65.9%

Source: JST
Figure 3.3-6 (Left) Ratio of Leakage Cases by Diameter
(Right) Leakage Case in Small Diameter

High electricity cost is the critical matter for the financial management of WASAC and being a risk on the
sustainable operation of the utility. In the Study Area, the electricity cost dominates is 51% of the production
cost as of the year 2018 (Figure 3.3-7). Although the percentage is flat to slightly decreasing trend from
the past year (2016), the absolute cost per m3 is increasing. In particular, the cost for water transmission
and distribution in the Study Area is inevitable due to its hilly geographical characteristics and the location
of the water sources at the lower areas.

The electricity costs for three major water supply systems are 174 RWF/m3 for the Nzove, 129 RWF/m3 for
the Kimisagara and 259 RWF/m3 for the Karenge which constitute 47% to 53 % of the total production cost
for the respective three systems (WASAC Annual Report, 2017/2018). These are equivalent to 1.17kWh/m3

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 The Kigali Water Supply Masterplan

for the Nzove, 0.87kWh/m3 for the Kimisagara, and 1.74 kWh for the Karenge as per water produced
(Figure 3.3-8).
2018
2016

43% 49% 51%

57%
Electricity Cost
Total
Other Expenditure

Production Cost 288 (RWF/m3) 342 (RWF/m3)

Electricity Cost 148.1 (RWF/m3) 148.7 (RWF/m3)
*35.7GWh, Per capita electricity consumption: 42kWh/year (MININFRA, 2015)

Source:JST

Figure 3.3-7 Electricity Cost Dominates the Production Cost for Water

Ntora
0.98 kWh/m3
(147 Rwf/m3)

Nzove
1.17 kWh/m3
(174 Rwf/m3)

Kimisagara
0.87 kWh/m3
(129 Rwf/m3)

Karenge
Mont-Kigali 1.74 kWh/m3
(via new line) (259 Rwf/m3)
2.11 kWh/m3
(315 Rwf/m3)

Source: JST

Figure 3.3-8 Energy Consumption by Production Facilities and Specific Pipelines

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Followings are the summary of the present conditions and practices regarding house connections, public
taps and water meters:
- Materials for the household connection except water meters are borne and owned by the customers.
The customer may buy the materials either from WASAC’s store or from the private shops.
- There is no license or registration system for the shops and contractors who provide the materials and
labors for house connections. Labors for house connections are mostly provided and charged by
WASAC.
- Standards for customer water meters are controlled by the Rwanda Standard Board (RSB) - RS-OIML-
R 49: 2013, which is equivalent to the international standards by the OIML. There are no clear
statements specifying the meter accuracy class (e.g., Class “B” or “C”) acceptable by WASAC.
- There are approximately 600 nos. of existing kiosks /public taps in the Study Area. Public taps are
metered individually and charged monthly. Note that there are some public kiosks that are inactive and
are not in current use.

Non-Revenue Water (NRW) reduction unit of the UWSSD is responsible for its activities in co-operation
with the JICA’s technical cooperation project for NRW reduction. Under the cooperation scheme, the “Five
years’ strategic plan for NRW reduction” was published in 2017. The five years’ strategic plan is aimed at
providing the general framework for NRW reduction activities. The plan provides the target for NRW at
38% in the year 2017/18 and is progressively reduced to 25% by 2022/23 (Table 3.3-9).

Table 3.3-9 Target for Non-Revenue Water Ratio

Year 2018/19 2019/20 2020/21 2021/22 2022/23

NRW (%) Target 35% 32% 30% 28% 25%

Source: WASAC

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Box 2. Use of Kiosks/Public Taps and Transition

WASAC is supplying water to the private or public owned water points called “Kiosks” or the “public
taps.” The supplied water is charged at a discounted rate (a special tariff category for the Kiosks) in order
that the operators make a profit from the retail business. As seen in many areas of Kigali, customers are
buying water in a Jerrycan (20L) for 50-100 RWF. Although WASAC counts the access of water to the
Kiosks/Public Taps as 350 customers per Kiosk, the actual number of customers as well as the practices
adopted at the Kiosks are unknown because they are out of WASAC’S control.
From the billing record of the 2019/2020 annual report, approximately 600 kiosks are working in the
Study Area. Some 200 nos. of the registered Kiosks do not look to be working because the water use is
too small. Besides, half of the working 600 kiosks are not active as they are selling less than 100 Jerrycans
per day. In addition, the shops do not care the sanitary aspects of water delivery sufficiently; the Jerrycan
is not washed; the hands for the operation are not cleaned. They need to do a lot to make their business
more attractive and profitable.
The Kiosks serve as the “Last-one-mile” of water supply for the customers who are not connected to the
piped water supply system. Although WASAC is aiming for 100% piped water supply as its goal, it is a
long way to go; it is inevitable to cooperate with the kiosks as a means of water supply from a long-term
perspective. Therefore, the dissemination of decent and profitable Kiosks/Public Taps are essential from
the customer point of view.
Recommendation:
Identify and disseminate decent/successful Kiosks: Identify good practices with high customer
satisfaction to disseminate and expand the services. The first step is to study the status-quo of kiosks
practices and customers.
Accelerate business innovation: Establish a business platform to improve the kiosks’ services to be
more safe, smart, and user-friendly.
Smooth transition to service connection: Enhance public relations focusing on the existing kiosk
customer to think that WASAC’s water is reliable and not expensive. Subsidies and/or installation of
payment for the connection is necessary to increase access to service connection.

Number of Customers
0 200 400 600 800 1000

Registered

In Use (>10 m3/year)

Not working as
kiosks?
Working (>15 customers/day) 26% (230 nos.)
Not actively
Actively working (>100 customers/day) used
314 nos.

Source:JST
Figure 3.3-9 (Left) Number of Kiosks which are not working and not active (Right) Typical Kiosks

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FINANCIAL SITUATION OF WASAC

This chapter presents the financial results of WASAC over the last 5 financial years from FY 2014/15
through FY 2018/19. This includes 1) Profit and Loss statement, 2) Balance Sheet and 3) Cash Flow
Statement. In addition, the water tariff table and the operational costs are described as well.

Profit and Loss (P/L)

Table 3.4-1 presents the actual P/L from FY 2014/15 up to FY 2018/19 and the estimated P/L for FY
2019/20 budget, which are characterized as below:
 The revenue of FY 2018/19 increased due to tariff revision carried out in February 2019. Moreover,
the operating profit before depreciation (no. 6) recorded positive results for the first time since FY
2015/16. This indicates an increase in the working capital during the year.
 However, the final profit for FY 2018/19 (no. 13) has recorded negative results due to the substantial
depreciation of the fixed-assets.
 The turnover for FY 2019/20 budget is expected to soar due to the full months’ contribution to the
tariff revision carried out during February 2019. Moreover, the operating profit before depreciation
(no. 6) is estimated to increase significantly, by 3 times larger than that of the previous year.
 On the other hand, the operational profit (no. 8) for FY 2019/20 budget is expected to be positive for
the first time during the last 6 years overcoming the heavy depreciation; nevertheless the final profit
for the period (no.13) is forecasted to be negative due to the bank loan interest as described in the P/L
account item no. 9 and shown in Table 3.4-1 below.
 Other income (no. 4) was mostly from the subsidies received from the Government. This was, so-to-
speak, a nominal account as this income is offset by the districts’ network development expenses which
are represented as other expenses (no.5).

Table 3.4-1 Profit and Loss Statement (RWF in million)

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
P/L Account
Actual Actual Actual Actual Actual Budget
1. Revenue 11,727.8 15,116.8 15,565.8 15,060.0 18,452.5 25,280.9
2. Cost of Sales 7,635.1 12,671.7 14,372.0 13,964.1 15,284.2 15,565.8
3. Gross Profit =1-2 4,092.7 2,445.1 1,193.8 1,095.9 3,168.3 9,715.1
4. Other Income 7,373.7 10,989.8 11,016.7 26,737.1 29,985.3 2,465.5
5. Other Support to district networks 3,868.9 9,975.6 9,566.9 24,768.5 26,996.2 1,840.0
expenses Administrative Exp. 5,323.0 3,163.4 3,532.6 7,059.3 5,382.1 5,128.4
Total 9,191.9 13,139.0 13,099.5 31,827.8 32,378.3 7,968.4
6.Operating Profit b/depreciation =3+4-5 2,274.5 295.9 -889.0 -3,994.8 775.3 4,203.2
7. Depreciation/amortization 3,129.4 3,404.0 3,424.4 3,277.5 3,353.2 3,353.2
8. Operating Profit =6-7 -854.9 -3,108.1 -4,313.4 -7,272.3 -2,577.9 850.0
9. Income 848.4 1,205.1 1,217.8 13.1 12.9 -
Financial Expenses 1,002.7 1,205.1 1,240.9 75.1 45.0 2,097.0
Total -154.3 0.0 0 -62.0 -32.1 -2,097.0
10.Provision Write-back 0 596.5 0 0 0 0

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 The Kigali Water Supply Masterplan

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

P/L Account
Actual Actual Actual Actual Actual Budget
11. Profit and Loss b/Tax =8+9+10 -1,009.2 -2,511.6 -4,336.5 -7,334.3 -2,610.0 -1,247.0
(-) Deferred tax
12.Tax -285.9 -459.6 275.1 155.1 0 0
liabilities
13. P/L for the period =11-12 -723.3 -2,052.0 -4,611.6 -7,489.4 -2,610.0 -1,247.0
Note: 2018/19 Statement is subject to approval by the Board.
Source: Financial Statements of WASAC

Balance Sheet (B/S)

Table 3.4-2 presents the B/S of WASAC.

Table 3.4-2 Balance Sheet (RWF in million)

Note: 2018/19 Statement is subject to approval by the Board.

Source: Financial Statements of WASAC

The characteristics of the B/S are summarized as below:

 Inventory: it is noted that WASAC has been reducing the operational stock every year, particularly
chemical stores. Meanwhile, it should be noted that WASAC had made a provision for obsolete
stock during the past years as a result of which an amount of 2,623 million RWF has been
accumulated by the year-end.
 Receivables: this account derives mostly from the customers’ due amount, which showed an

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 The Kigali Water Supply Masterplan

increase of around 15% during the FY 2018/19 despite a decrease during the previous year. The
tariff was raised in February 2019 which resulted in the increase of the receivable amount.
Meanwhile, WASAC made a provision for the bad and doubtful customers’ arrears during the past
years, as a result of which an amount of 3,133 million RWF has been accumulated by the year-end.
 Fixed assets:
 Property & equipment: No significant changes during the last 5 years. Around 3 to 5 billion RWF,
which is likely the same amount for annual depreciation, is disbursed every year for investment
such as new acquisition, renewal and replacement.
 Development projects: this is a nominal account for the districts’ network development.
 Concession financial assets: this pertains to the government-owned properties, mostly WTPs and
transmission lines. Nominally, these assets are accounted here vis-à-vis “concession obligation”
under the fixed liabilities.
 Long-term borrowings: this is the first drawing from the bank loan (Bank of Kigali), which was
arranged in March 2019 with the Government comfort letter under the following conditions:
Bank commitment line: 17 billion FRW, loan period: 10 years, interest rate: 15% per annum
(Reference: 10-years’ government-bonds coupon: around 13%)
 The current ratio (current assets / current liabilities) for 5 years’ average shows 134%, which is
beyond 100%. This indicates a financial soundness in the short-term. The cash and banks account
soared during the year 2018/19 due to the increase in tariff implemented during February and the
bank loan, despite showing a sharp decrease during the previous year.

Table 3.4-3 Current Ratio (assets / liabilities) of WASAC

2014/15 2015/16 2016/17 2017/18 2018/19 Average
618% 165% 100% 81% 132% 134%
Source: JST

 The ratio of fixed assets to long-term capital (fixed assets / (capital + fixed liabilities)) on average
for the last 5 years indicates 95%. This secures the financial soundness where appropriate long-term
financing for fixed assets is required.

Table 3.4-4 Fixed Assets to Long-Term Capital Ratio of WASAC

2014/15 2015/16 201 6/17 2017/18 2018/19 Average
83% 92% 100% 104% 95% 95%
Source: JST

 The structure of the equity account composed of paid-in capital and reserves is presented in Table 3.4-
5. The equity ratio (equity / (equity + liabilities)) has been falling every financial year in line with the
decrease of retained earnings caused due to the negative profit for the periods.

Table 3.4-5 Equity Ratio of WASAC

2014/15 2015/16 2016/17 2017/18 2018/19
71% 54% 46% 48% 43%
Source: JST

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 The Kigali Water Supply Masterplan

Cash Flow (C/F)

Table 3.4-6 illustrates the C/F of WASAC. The last 2 years of FY 2016/17 and FY 2017/18 resulted in
negative C/F. However, the C/F for FY 2018/19 soared significantly and turned into positive.
The C/F for FY 2019/20 budget is not available; however, the net C/F at the year’s end, estimated from the
said P/L, may get slightly balanced with another drawing from the bank loan.

Table 3.4-6 Cash flow Statement (RWF in million)

2014/15 2015/16 2016/17 2017/18 2018/19
Activities Account
Actual Actual Actual Actual Actual
1. 1) Net income before tax -1,009.1 -2,511.5 -4,611.4 -7,334.3 -2,610.0
Operational 2) Adjustment:
-Depreciation & amortization 3,129.4 3,823.3 3,424.4 3,277.5 3,353.2
-Re-organization adjust. -2,586.8 -265.2 0.0 0 0
-Changes in current assets 9,076.4 6,227.3 7,619.9 5,870.6 -3,890.7
-Provision of write-back 0 -596.5 0 0 0
-Realized grants -27.8 0 0 0 0
Total of adjustment 9,591.2 9,188.9 11,044.3 9,148.1 -537.5
3) Operational Net CF = 1) - 2) 8,582.1 6,677.4 6,432.9 1,813.8 3,147.5
2. Investing Purchase of property & equip. -8,902.9 -14,269.3 -11,959.9 8,404.3 3,091.3
3. Financial Proceeds from grants/bank loan 2,752.3 8,927.1 4,993.4 -10,590.0 10,426.5
4. Net CF generated in the Period =1+2+3 2,431.5 1,335.2 -533.6 -371.9 4,187.7
Note: 2018/19 Statement is subject to approval by the Board.
Source: WASAC

Water Tariff

The tariff was revised first in 2015, and lately in February 2019. This is shown in Table 3.4-7. It is
observed that the average tariff has soared by 40% to 730 RWF/m3 (average of the period from March 2019
until February 2020) compared with around 520 RWF/m3 during the previous periods. Meanwhile, WASAC
had assumed the average tariff of 736 RWF/m3 throughout the period in the budget for FY 2019/20

• Rwanda Utilities Regulatory Authority (RURA) is the organization to regulate the public utilities,
including tariff and charges. RURA, during the tariff setting, considers the balancing of the interests
of all water beneficiaries as well as financial sustainability and service delivery of water supply in
Rwanda.
• The current water tariffs, which were effective from February 2019, significantly raised that of
residential customers with a consumption range of 6–50m3. On the contrary, the tariffs for the
industrial customers and the public water taps were unchanged. According to RURA, this was done
in order to attract investors and to cater to affordability issues.
• WASAC sends to its customers the monthly bills and the customers pay the due amount usually at
banks or at WASAC’s commercial office.

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 The Kigali Water Supply Masterplan

Table 3.4-7 Tariffs of Water Users

Effective Date
Consumption Before Aug.
Customer Category Sept. 1st, 2015 Feb. 1st, 2019
Band 31, 2015
RWF RWF Rise RWF Rise
1.Industries - 593 736 24% 736 Unchanged
2.Public tap - 240 323 35% 323 Unchanged
3.Residential 0 – 5 m3 240 323 35% 340 5%
6 - 20 300 331 10% 720 117%
21 - 50 400 413 3% 845 105%
51 - 100 650 736 13% 877 19%
>101 740 847 14% 877 4%
4.Non-residential 0 - 50 - - - 877 -
>51 - - - 895 -
Source: WASAC

Operation Costs

The operation costs of WASAC are summarized in Table 3.4-8. Sector-wise, the total of production plus
distribution reached almost 60% of the operation cost. This is followed by the administrative sector. By
cost items, the energy costs are dominant (around 30%).

Table 3.4-8 Summary of Operation Costs (RWF in million)

Sectors Cost Items 2015/16 2016/17 2017/18 % 2018/19 %
Chemical 712.6 1,410.3 1,742.3 1,754.1
Energy 4,703.5 5,771.3 5,769.5 23.7 7,026.6 29.3
1.Production Repair &
351.5 159.5 117.9 206.7
maintenance
Total 5,767.6 7,341.1 7,629.7 31.4 8,987.4 37.4
Salaries 2,519.7 2,583.9 2,792.5
2,369.7
Labor Wages 998.7 1,064.5 850.2
Repair &
2.Distribution 1,508.0 811.4 776.0 801.2
maintenance
Others 386.7 672.4 566.0 549.6
Total 4,264.4 5,002.2 4,990.4 20.5 4,993.5 20.8
Salaries 1,619.8 970.5 995.3 1,075.7
Rent 85.6 247.1 261.1 197.1
3.Commercial Advertisement 81.7 65.8 67.1 16.7
Others 852.6 745.3 20.6 13.8
Total 2,639.7 2,028.7 1,344.1 5.5 1,303.3 5.4
Salaries 2,298.5 1,802.9 2,019.9 3,287.7
4.Administrative Others 864.9 1,719.7 *5,059.4 2,094.4
Total 3,163.4 3,522.6 7,079.3 29.1 5,382.1 22.4
5.Depreciation and Amortization 3,475.3 3,424.4 3,277.5 13.5 3,353.2 14.0
Total 15,835.1 21,319.0 20,932.3 100.0 24,019.5 100.0
Note: * contains provision for bad/doubtful debts (1,224.7) and obsolete stock (1,535.4)
Source: WASAC

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 The Kigali Water Supply Masterplan

WASAC ORGANIZATION

WASAC Organizational Structure

WASAC is the main service provider pertaining to water supply and sanitation services in the City of Kigali
and at the district level. The Energy Water and Sanitation Authority (EWSA) was responsible for the water
works in the City of Kigali up to August 2014. Since then, the water and sanitation department of the
organization became independent as WASAC, which is wholly owned by the government. WASAC is solely
responsible for the water supply business in the City of Kigali with its head office, branches and water
treatment plants (WTP).

WASAC provides water supply service by conducting planning, surveys, maintenance, and guidance on
water supply projects in the City of Kigali. It has around 110,000 customer connections as of 2019.

Total number of full-time staff is 8644 (297 at Head Office, 363 at Branches and 204 at WTPs). WASAC
also employs overall casual workers5 of around 700 who are specially deployed for field works at the
branches and the WTPs. The staff allocation including the full-time staff and casual workers are depicted
in Figure 3.5-1.

Full-time Staff Casual Workers

864

710
363

350

300
297

204
60

HEAD QUARTER BRANCH WATER TREATMENT WASAC TOTAL

PLANT STAFF

Source: JST based on WASAC data

Figure 3.5-1 WASAC Staff Number and Allocation

WASAC Head Office

WASAC is administered by the MININFRA and is managed by seven board members, including the CEO
in charge of overall business and the Deputy CEO in charge of the Rural Water and Sanitation Services. Its
regular business decision making and activities are implemented by six directors who are responsible for

4
The number of full-time staff as of June 2019.
5
The number of casual workers fluctuated all throughout the year due to the seasonal business factors.

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 The Kigali Water Supply Masterplan

its technical and general services under overall supervision of CEO and DCEO.

The current organization structure of WASAC Head Office is presented in Figure 3.5-2 below. Head office
consists of around 300 full-time staff within the job grade 1~5 6 . These grades are defined based on
qualifications of officer and engineer such as senior engineer, manager, and directors. Main administration
and engineering works are implemented by the senior managers and engineers of each Directorate with a
support of around 60 casual workers.

WASAC has a high demand for staff ability, as staff who do not meet the job requirement level are treated
under temporary dismissal sometimes. In addition, WASAC's upper management constantly considers the
optimal organizational structure with a desire to improve work.

MININFRA
Full-time Staff (297)
Casual Staff (Around 60)
Board of
Directors

CEO CEO office

(1) Unit (22)
Deputy CEO (1)
/Rural Water & Single Project
Sanitation Services Implementation
Unit Coordinator
(30)*

Directorate Directorate Directorate of Directorate Directorate Directorate of

of O&M of Finance Urban Water & of Support of Water and
(29) (21) Sewage Services Commercial Sanitation
(54) (94) (16) Development (29)
Casual
Casual Workers
Workers
(around 30)
(around 30)

*Number of SPIU staff is dependent on the scale of on-going projects by development partners.
Source: JST based on WASAC data
Figure 3.5-2 WASAC Head Office Organizational Structure

6
WASAC job grade #1: CEO, DCEO, grade #2: Directors, SPIU Coordinator, grade #3: Manager, Head of Unit, grade #4:
Specialist, Senior Engineer, Senior Officer, grade #5: Engineer, Officer, grade #6: Operator, grade #7: Support staff, grade #8:
Technical helper

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 MINIINFRA Board of
Directors

CEO

Deputy CEO/
Rural Water &
Sanitation
Service Corporate Internal Advisory Div.
Planning &
Strategy Div. Compliance Section/Public
Relation

Director of Director of Director of Director of Single

Director of Director of
O&M Finance Support & Commercial Project
Urban Water &
Water & Service Implementa
Sanitation
Sewage Billing & tion Unit
O&M Unit Finance Development
Management Revenue Div. Coordinator
Controller Accountant Human Procurement Administrati
IT Div.
Water Sewage Water Non Quality Utility Resource Management on &
Delegated Operation Manageme Div. Metering Water &
Operation Production Revenue Assurance Project Logistic Div. Program
Water Management Water Div. nt Div. Unit Sanitation
Div. Div. Div. Treasurer Finance Infrastructu Manager:
Manageme Div.
IT Infrastructure Logistics & Revenue re Planning Water
nt Unit Leak
Sewage Standards & Support Unit Estate Collection Div. Project
Water Operation WTP Unit Detection & Career
Control Unit Manageme Unit
Rural Distribution Unit Pressure Development
Resource Manageme nt Unit Water
& Network & Performance
Mobilization Maintenanc Sewage nt Unit Sanitation Management Billing Unit Supply
Unit Maintenanc General Planning Program
e Unit Central Unit General Manager:
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e Unit Maintenanc Laboratory Stores Unit Unit

e Unit Theft Sanitation
Rural Call Center
Zoning & Inspection Project
Resource Sewer
Mapping Unit Personnel Sanitation
Mobilization Works Unit
Unit Management Marketing Planning
Unit Water
Unit Unit Unit
Resource
Manageme
Extension nt & Head of
Works Unit Production Branch Investment
Statistics & Resource
Report Unit
Manageme
nt Unit

The Kigali Water Supply Masterplan

Project
Finance
Manager

Source: JST based on WASAC data

Figure 3.5-3 Detailed WASAC’s HQ Organization Chart
 The Kigali Water Supply Masterplan

Core Function of Each Directorate

WASAC has a Human Resource Manual which describes the role and function of each directorate. The core
function of each directorate is described in the following Table 3.5-1.

Table 3.5-1 WASAC Head Office Core Functional Structure

Name of Directorate Core Functions
CEO Office The CEO heads WASAC and is responsible for ensuring its efficient functioning. The CEO
reports to the Board of directors.
The following divisions and units are managed by the CEO;
• Company Secretary
• Legal functions
• Internal Audit
• Public Relations and Communication Units
• Legal Advisory Services
• Corporate Planning and Strategy Division
Deputy CEO Office The Deputy CEO is in charge of rural water and sanitation services, also acts on behalf of the
CEO in his/her absence.
Rural Water and Sewage Under the Deputy CEO management, it operates and manages all aspects of production, quality
Service control and distribution of water and sanitation service and collection of revenue, planning and
installing new water and sanitation infrastructure in the rural areas of the country. Includes the
following units;
• Community Mobilization Services Unit
• Resource Mobilization Services Unit
• Rural Operations Unit
• Rural Water Services Management Units
Single Project The SPIU Coordinator is responsible for all aspects of the project implementation and directly
Implementation Unit (SPIU) reports to the CEO.
Finance Responsible for budgeting and accounting, collection and disbursements, financial reporting
and coordinating the annual audit process.
Develops and advises on appropriate fiscal management systems and procedures. Includes the
following units;
• Management accountants
• Financial controller
Urban Water and Sewage Operates and manages all aspects of production, quality control and distribution of water and
Services sewerage services and collection of revenue, planning and installing new water and sewerage
connection in the urban areas of the country. It includes the following units;
• Water Operation Services
• Sewerage Operation Services
• Non-revenue Water Control Services
• Quality Assurance Services
• Water Production Services
Support Services Responsible for the following divisions;
• Human Resource Management
• Information and Communication Technology
• Procurement Management Services
• Administration and Logistic Services
Commercial Services Operates and manages all aspects related to customer services, which include billing, revenue
collection and marketing of WASAC products and services. It includes the following units;
• Marketing and Customer Care Services
• Billing and Revenue Management Services
Water and Sanitation Responsible for planning and implementation of water and sanitation projects development.
Development Service Includes the following units;
• Infrastructure planning unit
• Water Project Implementation Unit
• Investment Unit
• Sanitation Project Implementation Unit
Source: JST based on WASAC HR Policy & Procedure Manual (2018)

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WASAC Branches

There are six WASAC branches in charge of the City of Kigali (Nyarugenge, Nyamirambo, Gikond, Remera,
Kacyiru and Kanombe branch). Each branch manages around 20,000 connections (Table 3.5-2). One
branch has approximately 40〜50 staffs, of which around 20~25 are full-time in charge of office work
pertaining to the customer connections/support and around 20~30 are casual workers.

Table 3.5-2 Number of connections managed by the six branches (Dec. 2019)
Branch Nyarugenge Kachiru Remera Kanombe Gikondo Nyamirambo

Number of
21,824 19,718 20,165 23,647 20,580 10,013
connections

Source: JST based on WASAC data

The standard branch structure is shown in Figure 3.5-4 below. It has reporting lines to the Branch Head
from the Commercial Service Officer, the Water Distribution Officer and the Accounting Officer.

Accountant (1)

Commercial Field
Commercial Service Billing Supervisor CACRO*
Officer
Branch Officer (1) (2) (8〜10)
(17〜19)
Head (1)

Technician
(5〜10)
Water Distribution
Officer (1)
Manpower*
(5〜7)

*CACRO and Manpower are short term employment staffs.

Source: JST based on WASAC data.
Figure 3.5-4 WASAC Branches’ Structure

Meter maintenance and reading are handled by the Commercial Field Officer and the CACRO by short-
term staffs. Meter-readers visit their customers with their own transport to read the meter-index and report
the index to the concerned officer without going back to the branch. Average number of the index being
read by one reader in one month is for 1,000 connections. Technicians and manpower are utilized for
carrying out various field works such as setting/repairing pipes, digging of ground.

Main functions of the branches pertain to the following activities.

 General customer support for the existing connection, such as service complaint, water leakage
 Marketing activity for new connection
 O&M of the connection, such as repairing pipes and setting up new pipes

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 Meter reading, including setting and maintenance of meter device

 Billing analysis and issuing an invoice based on the meter reading result.

Apart from issuing an invoice, collection of water charge bill is not a function of the branch. All payments
are made by the customer directly through WASAC-bank account or mobile money; no money is physically
paid to branch staff.
Water supply is stopped if payment is not received within 15 days after issuing the invoice and is
commenced only after payment is confirmed.

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SUMMARY OF EXISTING CHALLENGES

The current issues pertaining to water supply in the Study Area are summarized in the following subsections.

Summary of Challenges Related to Existing Water Supply Systems

The challenges related to the existing water supply system can be summarized as follows:
- Inappropriate management of water resource & intakes:
There is no flood mitigation plan at the water intake facilities. In addition, there is no management
plan to protect water sources. Further, there is no groundwater specialists for the management of
boreholes. Those issues hinder effective and sustainable use of water resource.
- Water Shortage:
Lack of water production capacity and the fact that nearly 40% of produced water is being lost are the
major constraints that hinder steady water supply. This situation imposes the restriction of having
steady water supply including rationing (i.e., intermittent water supply) on the residents, especially in
the eastern and the southern area of the Study Area.
- Inappropriate distribution system:
In order to maintain a distribution system properly (e.g., with monitoring its in/out flow volume, and
maintaining pressure within a reasonable range in order for ensuring minimum pressure at a user’s end
as well as preventing from damaging a pipe), it should be divided into several blocks according to the
ranges of elevations and locations. However, the existing distribution system in the Study Area is not
divided into blocks according to elevation and this results in low pressure causing intermittent water
supply as well as major leakages in the low lying areas and the locations where aged pipes are dominant.
- Aged pipes, and faulty arrangement of pipelines and valves:
The distribution system in the Study Area suffers from a numbers of challenges including dominance
of aged pipes, faulty arrangement of pipelines as well as absence of valves where it should be needed
for proper operation and maintenance work including responding to possible accidents. This situation
brings about leakages and water supply interruption.
- Lack of pressure management:
As mentioned in the “Inappropriate distribution system” above, lack of pressure management in the
existing distribution system brings about high pressure areas and energy inefficiency.
- NRW issues:
WASAC sets targets for reducing NRW in its 5 Years Strategic Plan. However, it is a long way to
achieve and there is a requirement of a great deal of efforts to achieve the targets. Further, maintaining
NRW at lower level needs another effort.
- Low quality of service connection material & works:
Low quality of the service connection and poor workmanship of its installation work are major causes
for water loss.
- High energy cost for transmission and distribution system:
High energy cost for the existing transmission and distribution system are major constraints in
WASAC's O&M.

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To cope with the above challenges, following approaches can be taken.

- Manage intake & water resource issues
- Reduce water shortage area.
- Realize 24/7 water supply everywhere.
- Realize resilient and stable water supply minimizing the effect by accident.
- Implement appropriate block systems and pressure control.
- Integrate O&M cost into facility planning.
- Install service connections in a proper manner, using high quality material.
- Accelerate non-revenue water reduction.
- Consider re-organizing transmission and distribution system for existing ones, and best-efficient way
for new transmission & distribution system in the facility planning of the Masterplan

Issues Related to Financial Aspects

The issues related to the financial aspects can be focused on tariff setting.
Current tariff
 The tariff of WASAC was revised first in 2015, and lately in February 2019.
 It is observed that the average tariff has soared by 40% to 730 RWF/ m3, calculated based on the
total consumption and the billed amount issued to the customers over the period from July 2019
to February 2020, compared with 520 RWF/m3 of the previous periods.
 The revised tariff may enable WASAC to hold an adequate level of net profits for some years and
to ensure the sustainable operation and maintenance.
Foreseeable increase of water demand and O&M costs
 The water demand will increase according to the growing population and expanding economic
activities.
 To correspond the above, the facilities’ expansion will be essential.
 In parallel with the expansion, the operation/maintenance cost will increase.
 The increased costs should be reflected in the tariff table.
Suggestion: Periodical revision of tariff
To cope with the above increasing costs, the following are suggested.
 WASAC will study and scrutinize the entire operation and maintenance costs including
administration costs at least once in every half a year and share the data at the board meetings and
with MININFRA/RURA.
 RURA is a legal entity to regulate the public utilities, including tariff and charges, by considering
the balancing of the interests of all water beneficiaries as well as financial sustainability and
service delivery of WASAC.
 RURA will analyze the data periodically together with WASAC and study the possibility of
reviewing the tariff if necessary.
 When envisaging the MP implementation, it is stressed that the tariff should be revised in every

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3 to 5 years as discussed in 9.2.3, “Study on Costing and Rating for Tariff Setting”,

Issues and Suggestions Related to Organizational and Institutional Aspects

Development of WASAC organizational structure and operation are suggested. Detailed target activities for
the organizational development are listed in Appendix 4.

Enhancing the function of Water Resource Management Section

Operational management for sustainable water sources and water intake facilities to protect the production
capacity and maintenance on water resources and well are not being implemented due to the lack of
WASAC’s engineers and experts having expertise in groundwater.

 Enhancing a function Water Resource Management Section by the following measures;

 Deploy engineer for regular groundwater level observation and maintenance of water intake.
 Deploy engineer of hydraulic geology study for geophysical exploration.
 Centralized management of design, construction, and maintenance information related to water
sources (Including drawings, well core excavation results, pumping test records, etc.).
 Coordinate with Rwanda Water Resource Board for strategic proposal of water resource
development and water resource allocation.
 Assist capacity development planning of water intake and well management for the WTPs and
provincial branches.

Source: JST
Figure 3.6-1 Functional Enhancement of Water Resource Management Section
Adding new Data Management Section under CEO Office
Setting up a section that manages documents, drawings and archive registration systems is necessary. Data

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pertaining to water purification plants, distribution reservoirs, pump stations, and completion drawings for
water transmission and distribution pipelines are not properly maintained and are lost sometimes.
 Establish a Data Management Section that specializes in data management under the CEO Office.

Service connection work

The pipe material standards are not specified. As a result, inexpensive and low-quality pipes are installed.
It thus becomes much difficult to deal with the increase of water leakage without significantly improving
material and service connection installations. Moreover, activities carried out during service pipe
installations, such as location and earth cover, are not always appropriate.
The following activities are suggested;
 Creating a system for designated/ registered contractors for water service connection in order to
respond to the dramatic increase in the number of service connections,
 Consider outsourcing of service connections by establishing a monitoring system for outsourced
contractors. Using records from service connections are necessary as the status of current service
connections is not available.
 Specify the standard of service connection materials to eliminate low quality materials.

Project management and Supervision

Supervision on the design and construction of large-scale projects are facing challenges due to an enormous
burden on design confirmation. The contractors usually lack incentives and capacities to prioritize the
quality and efficiency of the water supply system. The number of personnel and technical capabilities
involved on specific projects are insufficient to lead them on those aspects.

The following activities are suggested;

 WASAC needs to hire an experienced consultant for conducting F/S and D/D.
 Improve the ability to supervise/ monitor the consultant for conducting F/S & D/D, and the contractor
based on the design.
 Clarify the project approval procedure and create a manual.

Environmental and social considerations & Public relations

It is necessary for the overall WASAC staff to enhance their understanding on the necessity of
environmental and social considerations such as surrounding environment of WASAC. It is essential to
conduct businesses with environmental and social considerations, even when competing with private
companies for profits.

The following activities are suggested;

 Setting policy and manual for environmental and social considerations and manage and monitor the
execution as a public utility organization.
 Increase the number of WASAC PR staff together with budget allocation for training and promotion

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of PR activities with corporate commitment and to the SDGs.

GIS Data Management

Data in the GIS are not regularly updated with customer meters and pipeline. The reason for stagnation is
due to the lack of purpose-oriented operation of the GIS system.
The following activities are suggested;
 Establish Pipeline Referencing System in order that the Contractor for pipeline, city developers,
road authority and local government agencies as well as NRW reduction team and all of the
WASAC’s departments and branches can refer and utilize for the planning and coordination during
design and construction.
 Increase the number of staff in the GIS department and regularly conduct GIS skill trainings. The
GIS skill trainings also aim at accelerating communication between GIS section in HQs (for Rural
Scheme and SPIU) and that in UWSSD.
 Set up the data updating Standard Operation Procedure involving branches and commercial
department

Financial & Accounting management

It is important for each department to recognize the entire costs related to water supply: separately at the
water resource level, at the production level, at the distribution level, at the commercial level and at the
administration level.

The following activities are suggested;

 Introduce a cost management system for monitoring cost reduction and financial performance.
 Recognize the importance of reconciliation between the register book and the ledger to avoid
mismatching of assets.

Job Function
Job function is not clear as the responsible department that manages the customer meters among the
commercial affairs section and the water distribution section are vague under the current branches structures.
As a result, an accuracy of customer meters has not been confirmed on-site, and charges to customers are
not properly billed sometimes.
 It is necessary to clarify the business structure of the branch office; which section is responsible for
water charge billing, and management of the customer meter replacement / maintenance.

Responsibility for meter reading, maintenance and set-up are not clear among the job roles of the CACRO.
As a result, reading index and maintenance of meter are not implemented properly.

The following activities are suggested;

 Clarify working assignment for the CACRO and Manpower for proper job implementation pertaining
to meter reading and maintenance.

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 New branch structure that separate meter reading and meter maintenance function.

New Branch Structure

The new organizational structure of the branch is depicted below which separates customer support section,
meter connection & maintenance section, water charge billing section, and water distribution section.
Furthermore, replacing the contract of the existing casual staff to outsourcing contracts will be an option
for ensuring effective branch business administration.

Section JOB Function

Accountant Ø Account management
Branch Manager Ø Procurement
Ø Storekeeping
Customer Ø Customer complaint
Support Sec. Ø Customer inquiry
Accountant Ø Application
Ø Leak information
Ø Awareness campaign
Meter Water Charge Ø Billing/meter reading
Customer Billing & Water
Connection & Billing Sec. Ø Billing analysis
Support Collection Distribution
Maintenance Ø Customer inspection
Ø Payment/ balance

Supervisor Technician Technician Meter Connection Ø New connection

& Maintenance Ø Meter replacement
Sec. Ø Meter testing
Ø Disconnection
Commercial Manpower/ Manpower/ Ø Reconnection
Field Officer Outsourcing Outsourcing Ø Illegal case
Water Distribution Ø Leak repair
Ø Pipe extension
CACRO/ Ø Maintenance work
Outsourcing
Ø Rehabilitation work

Source: JST
Figure 3.6-2 Suggested Organizational Structure of the Branch

WASAC has a central laboratory in the City of Kigali and a laboratory in each WTP. The inspectors in the
laboratory inspect and monitor the water quality at each water treatment plant. The data examined by the
simple laboratory are compiled in the central laboratory, and if any abnormalities are observed in the
inspection results, the central laboratory conducts re-inspection and guidance.

There are 204 full-time staff and around 300 casual staff that are deployed. Chemist, Engineers,
Biologists, Technician and Clerk are working as full time base at WTP. They are duly supported by a team
of short-term operators.
Issues and Suggestions: Water quality assurance and control (QA/QC)
The current quality assurance and quality control (QA / QC) procedures pertaining to water quality tests
are not sufficiently implemented at the WTP level.

The following activity is suggested;

 Establishing a system with WASAC’s Central Laboratory. This system controls each WTP’s lab in

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terms of the QA / QC of Central Lab.

The water quality tests are not conducted properly at small-scale water sources, even though there are some
places having potential risk for pollution.

The following activity is suggested;

 Establish a sampling and testing implementation system for the purpose of water quality control for
small-scale water sources.

The current water quality testing results under the distribution system including user’s taps are not always
reflected during its operation and maintenance.

The following activity is suggested;

 Establish a system for collecting, analyzing, and feeding back the water quality testing results of raw
water, treated water, and distribution network including user’s tap.

WASAC has well organized human resource (HR) plan as shown in the Table 3.6-1. The plan acknowledges
that staff capacity development is a key factor for business growth and development.

Table 3.6-1 WASAC Training Plan during the year 2020

N0 of staff Training
Training Modules Categories
(Trainees) Schedule
Surveying Techniques, Instruments and GIS Operators and Engineers 59 January 2020
International Water Quality Standards Operators & Engineers 59 February 2020
Management 20
Computer Essentials, Spreadsheet, Word February &
Officers and Technicians 10
Processing March 2020
Secretaries 9
Waste Water Management and Sludge
Operators & Engineers 59 March 2020
Management Systems
Computer Essentials, Spreadsheet, Word Officers and Technicians 18
March 2020
Processing Secretaries 25
Management 20
Online Essentials, Presentation, Online
Officers and Technicians 10 March 2020
Collaboration
Secretaries 9
Online Essentials, Presentation, Online Officers and Technicians 18
April 2020
Collaboration Secretaries 25
Management 20
Online Collaboration, IT Security Officers and Technicians 10 May 2020
Secretaries 9
Officers and Technicians 18
Online Collaboration, IT Security May 2020
Secretaries 25
Business Analysis Management 3 June 2020
Management 20
NRW Reduction Late 2020
Officers and Technicians 20
Total 203 January to June
Source: WASAC

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Even though organized trainings were implemented in the past, a further capacity development of manager,
engineer and staff are required for the business development. Such trainings that are required for capacity
development are listed in the following Table 3.6-2.

The following activity is suggested;

 Conducting the suggested trainings with developing partners for enhancing job expertise.
Table 3.6-2 Suggested Trainings for Capacity Development
Training Sector and issue Training Module for development
Acquire technology to improve the ability to maintain and manage water sources
Maintenance of water resources
for the Surface water / groundwater monitoring and maintenance of well
and wells
facilities (calculation of well efficiency, grasp of well interference, well
rehabilitation method).
Training for;
・ Basic knowledge to be able to select / review standards for material of
service connection.
・ Basic knowledge for designing and reviewing Plumber's qualification
Service connection work
system and designing and reviewing the system of designated/registered
contractors
・ Upgrade training of many Plumber qualification holders including
contractors
Conduct training to draw WASAC’s executives’ attention to the issues on water
Water quality control quality control (e.g./ for WTP’s managers / managers and their superior
executives) with data sharing and effective data utilization.
Management and utilization of
Register GIS skill training regularly to understand how to use GIS and its value.
pipeline GIS data
Environmental and social Conduct environmental and social consideration training to enhance
considerations understanding the necessity of environmental and social considerations
Organize a seminar for empowerment regularly and monitor an implementation
Empowerment
of employee empowerment.
Source: JST

Upgrading of the operational equipment is necessary for business improvement.

The ongoing plan for upgrading and replacement of the current meter devices is expected to improve
operational efficiency. The installation of Automatic Meter Reading Devices is planned for upgrading the
current meters on which index are being read manually by the meter readers. These new devices would
enable the meter readers to read the index through mobile devices over a short distance.

WASAC plans to install 200,000 devices by 2023. Around 2,000 connections per month are expected to be
read after installation of the devises. The same number of meters is expected to be read in branch even after
the increase of connection due to the improved efficiency of meter reading.

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Source: WASAC

Figure 3.6-3 Example of Automatic Meter Reading Device

Strategies and Actions to Tackle Challenges

1. Manage water resource, intake and WTP issues

In order for effective and sustainable use of water resources, measures for improving operation and
maintenance of water resource, intake and WTP facilities shall be considered in the Masterplan.
Coordination measures for dealing with water resource development license, protecting intake facilities
from flooding, and ensuring sustainability of existing infrastructures up to 2050 shall also be considered
in the Masterplan.

2. Reduce water shortage area

In order to cope with the water shortage, increasing intake volume and capacities of the WTPs in the
Study Area shall be considered in the facility planning of the Masterplan. In addition, construction and
rehabilitation of well shall be conducted. Further, additional transmission and distribution facilities shall
be constructed in line with the new water source development and the WTPs. Those aspects shall be
incorporated in the Masterplan.

3. Realize 24/7 water supply everywhere

There are emerging and persistent needs for pipe replacement and pressure management, which needs
large investment. Strong policy enhancement for ensuring 24/7 (twenty-four-hours-seven-days -a-
week) water supply everywhere shall be incorporated in the Masterplan.

4. Realize resilient and stable water supply, minimizing the effect by accident
Minimizing the water supply interruption by accidents has to be addressed in order to minimize the
effect of pipe breaks. Highlighting the resiliency will enhance the formulation of secondary pipe
network and reservoir capacity. Those aspects shall be incorporated in the facility planning of the
Masterplan.

5. Implement appropriate distribution block systems and pressure control

The strategy for dividing the present distribution system area-wise with seeing ranges of elevation and
locations will be more effective if the distribution block system concept is introduced for enhancing

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efficiency. This concept shall be incorporated in the facility planning of the Masterplan.
6. Accelerate NRW reduction activities and continue sustainably
Dissemination of the experience and continuous implementation are the keys to the NRW reduction
under the current WASAC. To achieve this, “continuous sustainably” is the most important strategy for
accelerating the activities. Those aspects shall be incorporated in the Masterplan

7. Reinforcing organizational and institutional aspects

Approaches for ‘Strengthening the Operational and Maintenance (O&M) capacity’ and ‘Improving
comprehensive organizational system’ shall be undertaken in order for the Masterplan to be on its track.

8. Improving financial status of WASAC

Approaches for the financial improvement including setting out an appropriate water tariff and
undertaking maximum efforts in cost-cutting for achieving the profit sustainably in terms of both ‘Profit
and Loss’ and ‘Cash Flow’ shall also be required for the Masterplan, so that WASAC/MININFRA can
attract development partners and private investors

The above strategies are the basic principles to be incorporated in the Masterplan, and they can be associated
with the three keywords namely, ‘inclusiveness’, ‘efficiency’, and ‘sustainability’. The inclusiveness is the
strategy to supply water to everyone leaving no one left behind in line with the basic discipline of the
Sustainable Development Goals. The ‘efficiency’ is in line with the most important keyword emphasized
in WASAC’s vision. The sustainability is also an important view in implementing the projects and measures
itemized in the Masterplan to expand quality water supply services in the long run.

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Table 3.6-3 Summary for Strategies and Major Actions

Strategies Actions
Sustainability Manage intake & water resource issues - Adding new personnel in charge of O&M of water resource
& intake
- Establish a license management department for water
resource development
Inclusiveness Reduce water shortage area. Expand water supply capacities (water sources and plants)
such as:
- Construct more wells (after verifying yield capacity) and
conduct rehabilitation of existing wells
- Improve pre-treatment process and expansion of
transmission pipe
- Protection of intake facilities from inundation
- Coordinate with authorities in charge of dam operation
Inclusiveness Realize 24/7 water supply everywhere. Increase reservoir capacities for water stability and pressure
control such as:
- Increase capacities where not sufficient.
- Control pressure to maximum allowable
- Construct a model Zone for 24/7 supply
- Optimize energy efficiency
Inclusiveness Realize resilient and stable water supply Implement Intensive pipe replacement and measures to
minimizing the effect by accident. enhance stability and resiliency, for example:
- Target leakage susceptible pipes to replace
- Install shut-off valves
- Install Pressure Reducing Valves
- Plan pipes considering 40 to 60-year O&M cost
Efficiency Implement appropriate block systems Establish SCADA system for monitoring and control of flow
and Pressure control. rate and pressure.
Efficiency Integrate O&M cost into facility Enhance Implementation of policy and guidelines for NRW
planning. reduction, such as:
- Staff and Budget allocation for NRW activity
Efficiency Install service connections in a proper - Specify the standard of service connection material to
manner, using high quality material. eliminate low quality material and introduce qualification
system to WASAC's plumbers
- Consider outsourcing to respond drastic increase of
connections and creating system to registered contractors to
secure quality installation works

Efficiency Accelerate Non-Revenue Water - Continue the measure against NRW in line with the lessons
reduction and continue sustainably. learned from the techical cooperation project under JICA's
assistance.
- Conduct measures including pressure management and
improve quality of material & work for service connections

Efficiency - Re-organizing transmission and Identify appropriate transmission method including route/
distribution system for existing ones diameter/ location of reservoirs & pumping stations, with
- Consider best-efficient way for new seeing initial vs running costs, clear separation of roles
transmission & distribution system (transmission vs distribution),
Sustainability Identify suitable funding sources - Establish transparency in tariff system determination
according to nature/type of project(s), process
with seeing combination of funding - Draw interests of private investors and/or international
sources including PPP development partners
- Prepare a long-term budget planning, with clear division of
responsibilities with MININFRA & WASAC

Sustainability Establish pro-poor measures to Establish support measures (e.g., loan and/or subsidy, by
encourage low-income group having public and/or private funds)
WASAC's water supply services
Sustainability Implement approaches for reinforcing Implement the organizationa and institutional aspects
organizational and institutional aspects including adding new personnel and conducting capacity
development project as specifically itemized in Appendix 4

Source:JST

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CHAPTER 4. FUTURE POPULATION AND WATER DEMAND

THE STUDY AREA’S DEVELOPMENT TOWARDS 2050

Trend of Development for the City of Kigali

Population projection in the City of Kigali is based on the High Growth Scenario of the City Masterplan
(2019). The CoK M/P also presents a phased development plan that is divided into five phases (Phase 1:
2019 – 2024, Phase 2: 2025 – 2031, Phase 3: 2032 – 2038, Phase 4: 2039 – 2045, Phase 5: 2046 – 2050),
and indicating priority areas for development. These are presented in Figure 4.1-1 and Figure 4.1-2.

As shown in the above-mentioned figures, the Masterplan Report of the CoK M/P pointed out that the trend
of development and growth in the City of Kigali would be moving towards the eastern and southern parts
of the city. In addition, development along major roads would also be expected. Further, Sector-wise
populations for the adjacent 7 sectors are based on the information provided by the relevant sector/district
offices.

Legend:
Phase 1 (2019 - 2024)
Phase 2 (2025 - 2031)
Phase 3 (2032 - 2038)
Phase 4 (2039 - 2045)
Phase 5 (2046 - 2050)

Source: Masterplan Report (2019 Edition) of CoK M/P

Figure 4.1-1 Development Phase and Corresponding Sectors

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Source: Masterplan Report (2019 Edition) of CoK M/P

Figure 4.1-2 Transition of Development Phase with Land Use Details

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WATER DEMAND PROJECTION

General

Estimation of current and future water demands toward the year 2050 are determined considering several
factors including population, land use, timing of development, per capita consumption, service level, water
needs, NRW ratio, seasonal peak factor, type of water use, and socio-economic conditions prevailing in the
target area. Hence, the water demand estimates and projections are developed with due consideration to the
above factors. Methodology adopted for the estimation is outlined in Figure 4.2-1.

• Population (i)
Total demand (Day Avg) (x)
• Service ratio (ii)
• Served pop. (iii) = (i) x (ii) Domestic (v) Net
• Per-capita-consumption, lpcd (iv) Demand
Non-Domestic (vii)
x % of Net demand (vi) = (vii) / {(v) +(vii)}
Physical loss (ix)
y % of Total demand based on NRW
reduction target (viii) Day Avg x Seasonal P.F.(xi)

Total demand (Day Max) (xii)

Based on available information including:
• Governing policies/ plans/ studies
• Statistics/ socio-economic development trends
• WSASC’s policies/ strategies/ plans/ OM records/ ongoing projects etc.

Source: JST
Figure 4.2-1 Methodology for the Water Demand Projection

Basic Conditions for the Water Demand Projection

Population in the Study Area is assumed to increase from 1.3 million in 2019 to 4.4 million by 2050 as
explained in Figure 4.2-2.

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5,000,000

4,500,000

4,000,000

3,500,000

3,000,000
Population

2,500,000
Kigali City + 7 Sectors
2,000,000
Kigali City only

1,500,000

1,000,000

500,000

Year
Source: JST
Figure 4.2-2 Population Projection for the Study Area

With reference to the relevant governing plans including the CoK M/P and the AfDB M/P, the unit per
capita consumption in 2050 is set as follows:

 Urban (for piped water users living in urban areas): 120 lpcd
 Rural (for stand post users living in rural areas): 80 lpcd

Trend of unit per capita consumption change with time are assumed as shown under Table 4.2-1 so that the
daily average demand fits closely with the current actual production in the year 2019, which is the starting
point for the demand projection, and they ultimately reaches 120 lpcd for urban area and 80 lpcd by the
year 2050.

Table 4.2-1 Unit Per Capita Consumption Setting (unit: lpcd)

2019 2025 2030 2035 2040 2045 2050
For Urban 80 88 94 101 107 114 120
For Rural 50 56 61 65 70 75 80
Source: Assumed by JST based on discussion with WASAC

Determination of the Baseline Service Coverage Ratio

Since the exact service coverage ratio for estimating the served population in the Study Area is not available,
service ratio is estimated to set the baseline service coverage rate for calculation purpose based on the

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information provided in the EICV 5 and WASAC’s O&M record:

 Coverage ratio of individual house connection as of 2019 (baseline): 25%
(= Served population for piped coverage / Total population at the end of 2018)
 Coverage ratio of houses utilizing public tap as of 2019 (baseline): 16%
(= Served population for public tap / Total population at the end of 2018)

Determination of the Target Service Coverage Ratio

The Vision 2050 is under preparation by the government of Rwanda. The MINECOFIN’s Minister gave a
presentation on the contents of the Vision 2050 in the year 2016. According to this presentation, the Vision
2050 is about ensuring high standards of living for all the Rwandans, including the achievement of universal,
sustainable, and reliable access to water (in houses) and sanitation.
Hence, the target of service coverage ratio is set to achieve 100% for individual house connections by 2050.
 25% of coverage ratio for individual house connection in 2019 increases linearly towards 100% in
2050.
 16% of the coverage ratio for public tap in 2019 decreases linearly to 0% in 2050.

For calculation purposes, 20% of net demand is regarded as percentage of non-domestic use {i.e., 20% =
non-domestic / (domestic + non-domestic)} for the entire period towards 2050, based on the CoK M/P.

Based on the 5 Years Strategic Plan for the NRW Reduction of WASAC, the target NRW rate is set as
shown in Table 4.2-2.
Table 4.2-2 NRW Ratio Toward 2050
2019 2025 2030 2035 2040 2045 2050
NRW Ratio 35% 25% 24% 23% 22% 21% 20%
Source: JST

The seasonal peak factor, which is the ratio of maximum demand to average demand (and expressed as the
reciprocal of the load factor rate) is used to determine the capacity of production facilities. Based on the
O&M record of the WTPs in the Study Area, load factor rate is set as 77% (= seasonal peak factor: 1.3) for
estimating the daily maximum demand. Peak factor is assumed to be constant throughout 2050 in this water
demand projection.

Projected Water Demand and the Targets

Water demand projection towards 2050 with its milestone targets are presented in Figure 4.2-3. As a result
of the water demand projection, the targets for the facility planning under the Masterplan should follow the
following orientation:

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 The Kigali Water Supply Masterplan

 The target water demand in the year 2035 (timing of the 15-Year Investment Plan) shall be the Day
Average Demand (approximately 335,000 m3/d),
 The target water demand in the year 2050 shall be the Day Maximum Demand (approximately
1,070,000 m3/d).

Thus, the facility planning under the Masterplan is planned with the aim to achieve the above targets.

1,200,000

2035 1,070,000 Day Max

(possible timing of 15-
1,000,000
2030 Year Investment Plan)
(possible timing of 10- Day Avg
800,000
Year Investment Plan)
Water volume (m3/d)

Current capacity + New

Nzove 1 + Kanzenze
600,000

Current capacity + New

Nzove 1
400,000

335,000
Current capacity
Target for 15-Year Investment Plan 207,000
200,000

105,000 Current production

100,000

Year
Source: JST

Figure 4.2-3 Projected Water Demand

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 The Kigali Water Supply Masterplan

CHAPTER 5. WATER SUPPLY VISION TOWARDS 2050

WATER SUPPLY VISION

The Masterplan needs a coherent and persistent vision for its execution since the way towards 2050 is a
long journey. WASAC needs to focus not only to increase the production capacity but also to improve the
efficiency of water supply systems through safe and stable water supply systems with continuous expansion
based on more reliable and sustainable management. The vision is in accordance with the One National
Strategy for Transformation (NST-1) as the universal access to safe water for urban areas by 2024.
Considering the limited financial resources, WASAC needs a progressive approach to achieve universal
access to safely managed drinking water services (Figure 5.1-1). The visions for the benchmark years are
as follows;

In 2024: Dramatically increase coverage and decrease rationings by enhancing the efficiency of
water and energy.
In 2030: Safe and stable water supply with continuously expanded facilities and based on more
reliable and sustainable management.
In 2050: Fully achieve inclusive access to piped water supply with ample water capacity.

Dramatically increase coverage and decrease rationings

by enhancing the efficiency of water and energy.

Year 2024 Year 2050 (1,070 MLD)

NRW: 25% NRW: 20%
Basic Access: 100%* Piped on-plot: 100%
Piped on-plot: 87%** Production Capacity: Day-max
Year 2025 Year 2035
(158 MLD) (335 MLD) Full achievement of inclusive access
to piped water supply
with ample water supply capacity
Year 2019 (105 MLD) Year 2030 NRW: 23%
NRW: 38% Piped on-plot: 90%*
Basic Access: 80%
Piped on-plot: 64%*
Safe and stable water supply with continuously expanded
facilities and based on more reliable and sustainable
management.

2019 2025 2035 2050

Source: JST

Figure 5.1-1 Visions for Safely Managed Water Services

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SAFELY MANAGED DRINKING WATER SERVICES IN THE LOCAL CONTEXT

Safely managed drinking water is a universal target under the Sustainable Development Goals as well as
under the NST-1. The water being provided by WASAC needs to be safely managed as well as affordable.
The targets described here are the ones that were identified based on the local context in the study area
(Table 5.2-1). Particularly, the progressive resolution of the severe water shortages caused by intermittent
water supply (rationing program) is the key to enhance the quality and availability of water. The
affordability issue should also be highlighted considering the public health role on water supply; the new
customers in the Masterplan period are not privileged and sometimes belong to the low-income families;
maintaining the affordability is the key strategy to continuously increase the water supply accessibility. The
accessibility issue is centered on the alternative water supply during the emergency periods, including
COVID-19 and torrential rains. The shared connection is not a problem itself at the moment; however,
water use by the customers should be monitored in cooperation with the city and the local communities
since some customers (particularly in a tenant-owner relationship) may have restricted water access due to
economic reasons.

Table 5.2-1 Redefining the Safely Managed Drinking Water Services in the Local Context
Item What we achieved Challenges Target
Quality - Free from Low-pressure areas and - Free from contamination at sources
contamination at the rationing program may cause - 24/7 water supply to prevent negative
source re-contamination at pipelines dynamic pressure
- Continuous Water
Quality Testing
Availability 24/7 water supply at the Rationing programs for all - Resolve serious water shortage (water
city center branches cause severe water supply restriction more than 4 days a week
shortage, which lowers the AND 3 successive days)
people's living standards. - Identify all the customers affected by the
rationing program and actively
communicate with them to maintain their
living standards.
- Progressively decrease the number of
customers affected and the frequency of the
rationing program.
Accessibility Accessible within 200m - Vulnerable people and the - Establish alternative supply method,
as a national requirement. people in remote areas are including tanker water supply.
not accessible in an - Progressively increase the rate of
emergency. individual connection considering the
shared connections.
Affordability Increasing step tariffs are - The rate of lower-income - All the low-income families in the supply
introduced to mitigate the customers will significantly area can access to the subsidies for the
burden of low-income increase. water supply connections.
families. - The poor cannot afford the
connection fee.
Customer Satisfaction (as the surrogate indicator for all factors):
Actively monitor, enhance communication, and continuously increase customer satisfaction.
Source: JST

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REDUCING SERIOUS WATER SHORTAGES TOWARDS 24/7 WATER SUPPLY

Reducing serious water shortages is the key strategy for improving accessibility, availability, quality and
affordability in the SDGs context. Achieving a 24/7 water supply is the key objective to be achieved both
in terms of ensuring the supply quantity and quality. In the study area, 40% of customers were affected by
the rationing program, and 20 % received water for not more than three times a week7. Yet the figure cannot
be considered to be accurate because of lack of monitoring.

Apart from the rationing program, there are some critical locations where WASAC cannot supply enough
water due to lack of pressure. Those areas are located not only at the hilltop regions where booster pumps
are necessary but also at the urban centers (See "Critical Areas" in Figure 5.3-1).

The most important matter is to resolve the existing severe water shortages. The severity can be defined as
the water supply restriction for more than four (4) days a week (supplying water only for three days a week),
and the no-supply -days continue for three (3) successive days due to the rationing program or the pressure
shortages. It is required to set up monitoring indicators (KPIs) for the intermittent water supply and to
progressively achieve 24/7 water supply anywhere in the study area.

Source: JST and WASAC

Figure 5.3-1 Rationing Program and Critical Locations

7
Based on customer data as of March 2019. JST made a rationing map based on the table in February 2020 and the same was confirmed through
interviews with the branch engineers and the UWSSD director.

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Universal coverage for the basic services (Improved drinking water services within 200 m in the city area)
should also be achieved. The Study Area has high access to improved drinking water services (83 to 96%)
as per the EICV5 (Table 5.3-1). The left population are the urban poor or the population living in the
stranded locations. Recently, under the impact of COVID-19, the access to basic services for the poor and
vulnerable population is increasingly important from the social aspect. As it is not only the matter of the
water supply systems, the WASAC needs to cooperate with the national and local government to
dramatically decrease the population without the access to improved drinking water services.

Table 5.3-1 Percentage and Population to an Access to Improved Drinking Water Sources
Estimate* Draft Target
Area Province
2019 2025 2030
City of Kigali 96% 100% 100%
Shyrongi Northern 88% 94% 100%
Runda Southern 88% 95% 100%
Rugarika Southern 88% 95% 100%
Ntarama Eastern 83% 92% 100%
Muyumbu Eastern 83% 92% 100%
Gahengeri Eastern 83% 92% 100%
Nyakaliro Eastern 83% 92% 100%
Estimated Population without an
access to Improved Drinking Water 100,000 18,000 0
Sources (e.g. Surface Water)
* Source: NISR, EICV5.

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ORGANIZATIONAL DEVELOPMENT OF WASAC

WASAC as a Government Utility

WASAC is a government-owned water-supply service utility company under strong control of the
government ministries and regulators. It has the mandate to supply safe and reliable water to the citizens.

Box 3. WASAC Statements, Values and Motto

Mission Statement:
“Providing quality, reliable and affordable water and sewerage services through continuous innovation and
detailed care to our customer’s needs”
Vision Statement;
“To be the most sustainable Water and Sanitation Utility in Africa, exceeding stakeholder’s expectations”
Core Values;
1. Customer oriented
2. Efficiency
3. Integrity
4. Innovation
5. Professionalism
Motto;
WASAC: DIGNIFYING LIFE

Source: WASAC HR Policy & Procedure Manual (2018)

New Utility Entity run by professional workers

WASAC used to run its business with government subsidy in return for passing business independence to
the government. However, the business objective of WASAC should focus on making decent profit with
business independence by making profits through business operation. The sustainable water supply service
requires generation of the enough capital by making profits through efficient business operation without
subsidy from government.

In order to develop businesses that make profits, both management and staff should be motivated to
manage and run the businesses with professional minds as the best utility company in Africa (Figure 5.4-1).

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 The Kigali Water Supply Masterplan

New Utility, run by

profits with business
Utiliy Entity, independence
run with
governmen WASAC
Governm
t subsidy
ent Entity, (Best Utility in
run by WASAC Africa) !
budget (Now)
EWSA
Source: JST
Figure 5.4-1 Business Development for the best utility in Africa

Customer cares for only safe and secured water supply with an affordable price. If these fundamental needs
for water are fulfilled, it does not matter for the customer whether water supply is being operated by a
public utility or by a privatized water company. Therefore, it is important to improve the value proposition
of WASAC business to meet the customer demand. (Figure 5.4-2)

Value Custom er Custom er

Key Partners Key Activities Proposit ion Relationship Segm ent
• Development
• MININFRA • Clean steady
• Treatment water by
• MINECOFIN • Clean, reliable, • Residence
• Distribution demand
affordable
• RURA water on •
• Bill collection • Reliable Industry
• facilities demand
RWFA • Customer support • Agriculture
• City of Kigali Key Resources • Laboratory for
Channel • Government
• Material suppliers • Public quality
and
ownership and innovation • Water service
Municipalities
• Facility providers control of water • Customer
• O&M for
• Service providers • Regulated efficient support
monopoly delivery
business
Cost Structure Revenue Stream s
• Investment in infrastructure • Regulated fee for water service
• Maintenance cost
• Energy
• Security cost • Public financing capital for capital
cost
improvement and operation
• Operation cost • Material cost

Source: JST
Figure 5.4-2 WASAC Business Model

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WASAC business independence needs to be increased to formulate the long-term plans. It is necessary to
strengthen authority of budget preparation and execution capabilities with a view to reinforcing long-term
planning capabilities.

The direction of organizational change is stated in the Figure 5.4-3. These changes are required to WASAC
as it aims to be not just an old government utility but an independent and autonomous business entity of
utility.

Source: JST

Figure 5.4-3 Organizational Culture for New Utility Business

WASAC has a bureaucratic organizational structure to operate its business as part of a government agency.
It has clear reporting line, which is necessary for running business. On the other hand, empowering the staff
team by transferring the operational authority to deal with problems in operation and maintenance is
important for changing the water business environment.

The direction for organizational change is presented under Figure 5.4-4. These changes are required within
the WASAC as it aims not to be just a new government utility but also an independent and autonomous
business entity for utility.

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 The Kigali Water Supply Masterplan

Management system for

Management system for professional worker
government staff
•An organization consisting of
•Have an official structure and experts, staff generally work at
do simple repetitive tasks. The their own discretion. The
manager acts based on clearly manager mainly focuses on
indicated command and order engaging with the outside and
relations. conducting transactions to
• It takes a lot of time to devote support and protect the
to the role of internal control. members.
•It has characteristics of rules •Individuals are relatively free
and procedures, hierarchy of to make decisions.
clear responsibilities and •The authority has been
authorities. decentralized and delegated to
individuals.

Source: JST
Figure 5.4-4 New Management System for Operational Efficiency

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 The Kigali Water Supply Masterplan

CHAPTER 6. PRINCIPLES OF THE MASTERPLAN

QUALITY INVESTMENT

Several projects for construction of facilities, such as water treatment plants, reservoirs and pipelines, are
under planning or construction in order to eliminate significant shortage of water supply and to minimize
rationing in the City of Kigali. In the next step from now on, it is necessary to develop sustainable water
supply system with high stability, flexibility and resiliency. It is required to study proper measures to settle
current serious issues, such as large volume of leakage and pumping energy, and to create sustainable water
supply system. Water pressure control in distribution system is one of the key issues to reduce leakage
together with energy saving in transmission system. Appropriate design and installation are also very
important to realize the target of the plan, paying attention to usage of suitable material and proper
installation of pipes. Quality investment shall be executed through appropriate process of plan, design and
construction with proper supervision. Careful operation and maintenance are also required to maintain the
quality investment. Compliance of design criteria, which shall be prepared, will support the assurance of
quality investment. The Image for Quality Investment is shown in the Figure 6.1-1.

Source: JST

Figure 6.1-1 Image for Quality Investment

Preparation of the Future Plan

High quality water supply system, which suites to the condition of the City of Kigali, shall be developed
based on the future plan to be prepared to satisfy significant increase of water demand and to support
development to the city. The Masterplan and the Feasibility Study aim for not only satisfying future water
demand in line with the city’s development plan but also in creating a high quality water supply system,
which can continuously supply safe and sufficient water to the customers. Introduction of suitable system
and facilities/material is very important to create a sustainable water supply system considering initial and
running costs. It shall also be considered to minimize impact of natural disaster and influence of infection
in the plan.

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Improvement of Design and Construction Supervision

It is important to design and construct high quality facilities based on future development plan for
establishment of a sustainable water supply system to suite to the conditions of the City of Kigali with
available budget and manpower. It will be required to improve current procedure of design and construction
for realizing the future plan, appointing appropriate experts for design and construction supervision, since
it is not easy to supervise and control design build contracts in a proper manner without having clear picture
of future system and design skill of facilities. High quality facility with adequate technology shall be studied
and incorporated during the design stage. Proper supervision is essential for construction of facilities with
effective function and long lifetime. It is also important to consider easiness of future expansion, such as
space and structure, during the construction stage. It shall be noted that lifecycle cost will be reduced when
quality of design and construction supervision are improved.

Preparation of Technical Criteria

Technical design criteria and standards, which indicate the required function and basis of facilities, are
useful for planning and designing high quality facilities in order to enable them to maintain their functions
in a proper manner for a long period. Since there are no unified criteria at present, basic technical criteria
for water supply facilities including water source, intake, raw water transmission, treatment, clear water
transmission, distribution and service connection are prepared as the initial step and shown in the Appendix
5. The Masterplan is being formulated based on the concept of these basic technical criteria. It is important
to improve the basic technical criteria for construction of high quality facilities considering the situation of
the City of Kigali. Technical criteria or standards shall also be updated and revised from time to time
reflecting improvement of technology, change of site conditions and social requirement.

INVESTING EFFICIENCY: REORGANIZATION OF EXISTING FACILITIES

Water supply system in the City of Kigali faces serious problems involving high NRW mainly due to
leakage, areas of water shortage and high operation & maintenance cost, especially electricity cost(See
Chapter 3, Figure 3.3-7). In order to settle the problems, re-organization of existing water supply system
shall be planned and executed together with expansion of water treatment plants, transmission pipes and
distribution facilities. NRW reduction and energy efficiency shall be targeted during planning of the re-
organization of the water supply system. Introduction of block distribution system and planning for optimal
transmission system will be effective for achieving NRW reduction and to ensure improvement of energy
efficiency as shown in Figure 6.2-1.

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Source: JST

Figure 6.2-1 Re-organization of Existing Facilities

Prioritizing NRW Reduction

It is planned to reduce NRW from 35% in year 2019 to 23% and 20% by years 2035 and 2050 respectively.
Since majority of NRW is physical loss in the City of Kigali, reduction of NRW has equivalent effects to
expansion of water supply system such as water treatment plants and water pipes. Improvement of operation
and maintenance, such as “Speed and Quality of Repair” and “Active Leakage Control” are essential
requirement for NRW reduction and the capacity building is presently under execution as the JICA NRW
project. Improvement of organization for proper O&M including re-organization of branch offices also
directly contributes to reduction of leakage. In addition, improvement on pressure management and asset
management of water supply system are also essential requirements for NRW reduction as shown in Figure
6.2-2.

Source: JST based on IWA

Figure 6.2-2 Key Factors in the Aspect of Facilities for Leakage Reduction

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Pressure management is the high priority issue for planning of expansion and reconstruction of water supply
system in the City of Kigali. Careful study and planning are required for introduction of distribution block
system, which will be the most effective and fundamental method for pressure management in the city.
Usage of PRVs or PBTs shall also be considered for some limited area. Elimination of extremely high water
pressure shall be prioritized for re-organization of existing water supply system. It is necessary to pay
attention to the fact that block system can easily be disordered even if it is created in an adequate manner
when pipes are installed or interconnected without proper plan or lacking the concept of the system. Details
are described in Section 6.2.3.

Reorganization of existing facilities shall be proceeded through rehabilitation and replacement of aged
pipes for NRW reduction. Selection and usage of suitable pipe materials including service connection is
one of the most important issues when replacement and expansion are considered. At the same time,
adequate design and proper installation /construction are also expected for NRW reduction. Asset
management shall also be improved when the system is maintained by utilizing GIS. Major issues to be
considered for this asset management are summarized in the Table 6.2-1.

Table 6.2-1 Major issues to be considered for Asset Management

Item Description

Selection and Usage of - Set the standard for pipe material and prepare rules /regulation for usage of quality
suitable pipe materials material especially for service connection
- Select susceptible pipes for replacement from the existing GIS knowledge and
NRW activities
Rehabilitation and
- Install shut-off valves to minimize critical water interruption including plant shut-
replacement of aged pipes
down
- Prepare proper plan, allocate budget, and execute rehabilitation and replacement of
aged pipes and problematic pipes
- Use selected pipe materials and install properly (avoiding movement of soil around
Adequate design and proper
pipe, incorrect installation, excessive road pressure）, especially at slope
installation /construction
- Design proper pipe alignment, pipe protection, shut-off valves, thrust forces
supervision
countermeasures etc. considering limit length of service connection
- Supervise construction to prevent poor quality pipe installation
- Involve qualified plumbers to improve service pipe connection
- Utilize GIS for asset management
Improvement of
- Integrate SCADA system to monitor and control flow rate and pressure
maintenance
- Enhance implementation of policy and guidelines for NRW reduction
Source: JST

Since it requires a long period and huge cost for rehabilitation and replacement of problematic pipes, it is
important to prepare adequate plan taking priority into account.

Improving Energy Efficiency

High electricity cost for water transmission and distribution is destined during water supply in the City of
Kigali due to the existence of hills as well as low lying regions of available water sources. Two major

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approaches should be taken to reduce energy consumption; NRW reduction and appropriation of water
transmission and distribution system. This section explains Appropriation of water transmission and
distribution System while NRW reduction is described in Section 6.2.1 and 6.2.3.

Water transmission and distribution system shall be planned as a long-term approach since it is difficult to
optimize the efficiency of energy consumption when the system is updated hastily to meet the urgent water
demands. Particularly, some transmission routes consume excessive energy, which could be avoided if the
transmission system is optimized.

Key issues to be considered for appropriation of water transmission and distribution system for
improvement of energy efficiency are summarized below.

a. Initial Cost and Running Cost

It is required to consider pipe installation cost (initial cost) and electricity cost (running cost)
comprehensively for preparation of plan when effects of NRW reduction is difficult to evaluate.
Energy consumption will be reduced and running cost will be saved if pipe route is changed and surplus
energy at reservoirs or customers is minimized, but it will require installation of additional pipes for the
development. Transmission route shall be studied considering the initial cost, running cost (energy cost)
and easy maintenance. Water leakage will also be reduced if water pressure in transmission pipes is
reduced.

Transmission route and system shall be carefully planned to avoid high pressure, which cause difficulty in
maintenance especially due to leakage, taking economic development into account of.

b. Separation of Transmission Pipes and Distribution Pipes

When distribution pipes are directly connected to transmission pipes, it is difficult to control high water
pressure in the distribution system, which leads to loss of energy. In addition to this, more energy will
be required to transmit designed quantity of water to reservoirs. Separation of distribution pipes from
transmission pipes contribute to improvement of energy efficiency.

Separation of transmission pipes and distribution pipes are also important for functioning of the
transmission system and pressure control in the distribution system.

c. Exiting Reservoirs with Large Capacity at High Altitude

After revision of transmission route, existing (and under construction) reservoirs at high altitude with
large capacity will be used as storage for power suspension, changing destination of transmission from
the normal operation. It is required to minimize volume of pumping up to high altitude in order to save
energy, but storage at a high place is very useful during emergency cases such as power suspension.
Therefore, usage of reservoir at high altitude shall be carefully studied.

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The utilization methods of existing reservoirs are required to be revised considering the condition.

d. Others
- Small scale power generator
Possibility of usage of the surplus energy at service reservoirs, such as introduction of the in-line
small-scale hydro generator, shall be studied. It is expected at inlet of reservoirs.
- Possibility of usage of Solar power
Solar energy is used in small capacity facility such as tube wells at rural area. The effective usage of
solar energy shall also be studied positively while it depends on the location and circumstance.

Controlling Pressures and Flows: Block Distribution System

PRVs and PBTs are used for prevention of high water pressure in the distribution system in the city of
Kigali but it is difficult to maintain their functions. Considering the requirement for maintain water pressure
within a certain range and minimizing usage of PRVs and PBTs, it is effective to separate the service area
hydraulically into several distribution blocks, which is also efficient for monitoring and control of water
pressure and flow rate in the system.

Key items to consider for creation of distribution block system in the City of Kigali are listed below.

a. Creation of Distribution Block System in Following Manner in the City of Kigali

- Each block shall be hydraulically isolated from others
- The maximum static pressure shall be kept less than 100m
- One distribution reservoir shall be allocated to each block.
- Float valves shall be installed at the inlet of reservoirs to prevent water loss due to overflow and
flow meters shall be installed at the outlet.
- PBTs with float valve will be installed in the case block creation is not suitable due to small size.

Distribution block shall be planed and designed taking into account characteristics of the city of Kigali,
especially its geographic condition.

b. Block System for Monitoring of NRW

A distribution reservoir shall be planned to be allocated to each block. System input volume to the block
can be monitored using flow meters to be installed at outlet of the reservoirs. When consumption of
customer meters in each block is summarized, NRW can be monitored in each block. For the monitoring,
it will be required to modify boundary of branch considering boundary of blocks to know consumption
of each block. Monitoring results of NRW in each block is useful to identify the priority block to take
action for NRW reduction with limited manpower and resources.

Monitoring of NRW becomes easy after distribution block system is developed while billed volume in each
block shall be cumulated without difficulty.

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c. Order of Development

- As the first step, block system will be created along the Nzove-Remera line, where it is relatively
easy to improve the system, to determine cost-benefits, identify difficulties, resolve problems and
requirement /methods for improvement of the action.
- The results and knowledge obtained in the first step will be useful to develop block system in the
next area. It is recommended to introduce block system, as the next step, in the developing area
such as the east area of the city where water supply system will be expanded dramatically and re-
organized.
- In the central area of the city, where water supply system is already developed, introduction of
block system will not be easy due to congestion and complex pipe alignment. Since there are lot of
unknown pipes and connections, hydraulic isolation of the area will be difficult. In addition,
availability of land for reservoirs is very limited. There will also be serious restriction in installation
of new pipes for transmission and distribution. Considering these difficulties, it is recommended to
introduce block system in the area after acquiring knowledge and experience from other areas in
order to reduce time and cost. In this area, replacement of problematic pipes shall be initiated while
it is necessary to consider plan for implementation of the block system.

Time and cost for introduction of block system in complicated and difficult areas will be reduced if
knowledge and experience acquired from other areas are utilized efficiently. It needs to consider the
difficulty for deciding the order of development.

d. Block System and smaller DMAs

It is useful to create smaller DMAs, which are suitable for NRW reduction activities. However, it is
recommended to introduce block system, which is also useful for monitoring NRW in a relatively large
area. Such block system should be created at first to be followed by the creation of DMAs in accordance
with the requirement. Development of block system also contributes to minimizing impact during
emergency such as power suspension and pipe burst.

Introduction of block system has a high priority while it is useful for NRW reduction by separating service
area into smaller DMAs.

e. Separation of Transmission Pipes and Distribution Pipes

Separation of distribution pipes from transmission pipes is important not only for energy efficiency
improvement but also for introduction of the block system. Water shall be supplied to distribution blocks
from a distribution reservoir. When transmission pipes directly feed water to a distribution block it is
difficult to control high water pressure in the distribution system and designed quantity of water will not
be transmitted to reservoirs. In order to ensure proper function of distribution blocks, distribution pipes

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shall be disconnected from transmission pipes even if additional cost for pipes are required. If it is
difficult to separate them, new transmission pipe will be required to be installed, using the existing pipe
as distribution pipe.

Separation of distribution pipes from transmission line also contributes to energy efficiency.

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SUSTAINABLE WATER RESOURCE DEVELOPMENT

Introduction

Water resources are presently being used by various water users including WASAC. The RWB (Rwanda
Water Resources Board) was established in 2020 and it controls all water uses in the country. They give
water permission to water users and suitable allocation for sustainable water resources. On the other hand,
water users including WASAC control the water consumption amount and maintain the permitted water
amount. Various water sources such as river, spring, lake and groundwater are being used for water supply.
Present conditions of each water source are described in Appendix 3.

New Water Sources for Water Supply in the Study Area by 2050

Present permitted amount of water used by water supply is 237,350 m3/day (the RWFA registered record in
2020). This amount can be used as water source for the Study Area.

Table 6.3-1 Permitted Waters for the Study Area’s Water Supply by the RWFA (2020)
Permitted
Category at Total
Amount of each
Hydrological Source Amount Remarks
Source
Cycle (m3/day)
(m3/day)
40,000 for Nzove 2 WTP
40,000 for new Nzove 1 WTP
Nyabarongo River for new Nzove 2 WTP
(25,000) (not yet used but WTP has
Surface water 152,000 license)
Yanze River 24,000 for Kimisagara WTP
Mugesera Lake 48,000 for Karenge WTP
for Eastern Province, not
Muhazi Lake (6,600)
for Kigali
Boreholes at
Groundwater
floodplain of 40,000 for Nzove 1 WTP
(sub-surface
Nyabarongo River
water) - 80,000
Boreholes at
Development at for Kanzenze WTP
floodplain of 40,000
floodplain) ( not yet completed)
Akagera River
Groundwater Springs 4,450
(except 5,350
floodplain) Well 900

Total 237,350
Source: JST
Two types of groundwater are indicated, (1) Groundwater taken from floodplains of the Nyabarongo/ Akagera river by boreholes means that pumped
water is a mixture of alluvium aquifer and river origin, Water taken from these boreholes is licensed as groundwater by the RWFA. (2) Groundwater
except floodplain means water that is extracted only from natural groundwater recharge.
* These amounts are not included the present available water source to use.

Apparently, this amount can’t satisfy the future demand of water supply in the Study Area. Therefore, extra
water sources are needed for future water supply investment plan. Estimated additional water sources are
shown in Table 6.3-2. These amounts were decided by considering the result of water balance study shown

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in Appendix 2 and characteristics of each water source described in Appendix 3. Impact of the
development to each water source is explained in section 6.3.3. At the moment, only limited data is
available, especially for floodplain development through boreholes. Therefore, the plan has to be revised if
new data such as long-term groundwater level measurement data is available.

Table 6.3-2 New Water Sources to be developed by 2050

Raw
Category at Water
Water Period (m3/day)
Hydrological Source Location Supply
Intake Remarks
Cycle
m3/day m3/day 2035 2050
Nyabarongo 25,000 25,000 25,000 Intake place is Nzove *
Nyabarongo or Contingency plan**
River 100,000 110,000 110,000
Akagera (by 2035)
Nyabarongo or Intake points has not decided
380,000 418,000 418,000
Akagera (by 2050) yet**
Nyabarongo, Sites has not decided yet, need
(200,000)
Akanyaru further study**
Surface Water (Dam) Site was recommended by the
Nyabarongo
(130,000) Nyabarongo II Multi-purpose
(Butamwa)
study***
Intake facilities shall be
Mugesera (33,000) (36,000) expanded. Not included for
Lake water source development
Mugesera 50,000 55,000 55,000
Groundwater Floodplain Assumed Masaka and
80,000 88,000 88,000
(sub-surface (Akagera) Gahanga
Boreholes
water) at Floodplain Near Nzove
floodplain) in the 40,000 44,000 44,000
(Nyabarongo)
river flood
plains Floodplain Rutonde, Kanzenze and
(Nyabarongo and 160,000 176,000 176,000 Gahanga
Akagera)
Groundwater Small scale WSS
except Borehole 5,000 5,000 5,000
for remote area
floodplain and Jali, Rutunga, Gikomero****
springs Small scale WSS
10,000 10,000 10,000
for remote area

Allocated
850,000 931,000 228,000 703,000
amount(m3/day)
Source: JST,
The F/S for the Nyabarongo II Multipurpose Development Project, conducted by the EDCL (Energy Development Corporation Limited) refers to
a plan of the Butamwa Dam that involves abstraction of 1.5 m3/d for the Butamwa WTP. However, the Butamwa WTP is purposely excluded from
the Master Scenario 2050 due to its geographical disadvantage for transmission and distribution and concerns over uncertain risk on future water
quality. For this reason, this amount is being considered only as a provisional water source under this Water Resource Development Plan.
* Amount based on the hearing from the RWFA (Permitted amount for abstraction).
** Contingency plan in case the water sources from sub-surface water are not capable. The amount shall be transferred to 2050 development if not
used.
*** The amounts shown in the “Dam” are included in the amount shown in “Nyabarongo or Akagera (by 2050)” of “River” and deemed as possible
sites of “Nyabarongo or Akagera (by 2050)”.
*** Location of these area is explained in the Master Scenario of Chapter 7.

As can be inferred from the table, an amount of 228,000 m3/day will be needed by 2035 in addition to the
present water sources in order to meet the water demand and investment plan. It was suggested by the
RWFA that the location of river intake should be at the downstream of the Nybarongo/Akagera River. In
terms of groundwater extraction, the RWFA suggested that groundwater monitoring networks in the
developed area must be established in order to confirm the sustainability of groundwater use. Furthermore,

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 The Kigali Water Supply Masterplan

extra amount of 703,000 m3/day will be needed to develop from 2035 to 2050 (15 years) to meet the water
demand in the Study Area. It can be also seen from the table that extra water source to be used heavily
depends on water from the Nyabarongo/ Akagera River, both directly and indirectly since there is no water
resource which can contribute large amount of water around the Study Area.

Water Resources Development Potential for the Study Area’s Water Supply by 2050

Water balance studies carried out during the preparation of the NWRMP (National Water Resources
Masterplan) and the Catchment Management Plan by the RWFA indicates that renewable water resources
are available for all water users including the Study Area’s water supply by 2050. The result of water
balance studies is explained in Appendix 2. Table 6.3-3 shows the available water of each water source for
the Study Area’s water supply. Definitions of available water, which can be used of each water source are
explained in Table 6.3-4. As observed, water resource at a scale of individual source is still available after
the development in 2050. Water taken for development from the Nyabarongo / Akagera River by 2050 is
around 27% of the total available amount at river flow and still 73% is available for further use. On the
other hand, available water after development at the Yanze River is only 20%.

Table 6.3-3 Available Water of Each Water Source and its Consumption by 2050
Amount
Present needed by
Estimated permitted 2050 in
Category at available amount of addition Total
Hydrologica Source water water for to present needed % used Remarks
l Cycle (m3/day) water permitted by 2050 to (a)
(a) supply amount (b + c)
(m3/day) (m3/day)
(b) (c)
River including It is assumed that
boreholes at majority of water
floodplain 3,456,000 160,000 785,000 945,000 27% abstracted from
(Nyabarongo/ boreholes in
Akagera) in the floodplains (alluvium
Grater Kigali aquifer) is river origin.
It is difficult to collect
more water from Yanze
River (Yanze) 30,000 24,000 - 24,000 80% and need reservoir
(dam) if need more
Surface water from Yanze***
Water
This amount is for
Lake (Muhazi) 32,000 - - - - Eastern Province and
not for the Study Area

50,000 m3/day is
needed in addition to
Lake present permitted
(Mugesera) N/A* 48,000 50,000 98,000** N/A* amount at The Kigali
water supply plan by
2050.

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Amount
Present needed by
Estimated permitted 2050 in
Category at available amount of addition Total
Hydrologica Source water water for to present needed % used Remarks
l Cycle (m3/day) water permitted by 2050 to (a)
(a) supply amount (b + c)
(m3/day) (m3/day)
(b) (c)
Boreholes for Average discharge 45
small scale WSS 900 10,000 l/min of one borehole.
Groundwater 119,656 20,350 17%
Springs for Average discharge 40
small scale WSS 4,450 5,000 l/min per spring
Total 237,350 850,000 1,087,350
Source: JST
The amount is clear water basis. Extra amount is necessary for the loss in water treatment processes. Water abstraction application (Daily Maximum)
shall be submitted including the extra.
*The data will be available after the on-going study for the Mugesera-Sake Catchment by the RWB.
** Only for the demand in the Study Area. Additional amount should be considered for the demand in the other areas (e.g. the Rwamagana).
***Hydrograph of Yanze River is shown in Appendix 3. Further study is needed to verify the improving storage capacity by reservoir (dam).

Table 6.3-4: Definition of Available Water of Each Water Source

Category at
Hydrological Source Methods of estimation of available water
Cycle
Available water is assumed by the average long time dry flow rate
of the Nyabarongo and the Akagera (50m3/sec) in the Grater
River including boreholes at Kigali minus the environmental flow (20%)、Long time dry flow
floodplain (Nyabarongo/ Akagera) rates of the Nyabarongo and the Akagera are shown in the annual
in the Grater Kigali water status report published by the RWB. This amount can be
extracted throughout the year without any damage to river
environment.
Available amount is estimated by dry flow rate minus
environmental flow rate (20%). Dry flow rate is taken from
River (Yanze) hydrological station data of the Yanze river at the Rwanda Water
Surface Water Portal
The change in water storage with the lake is 11.6 million m3 per
Lake (Muhazi) year. The total amount of water that can be abstracted is about
32,000m3/day without impacting significantly the lake water level.
Catchment management plan including water balance study of the
Mugesera lake has not been completed. Therefore, it is difficult to
estimate available water (renewable water) of the Mugesera lake.
Lake (Mugesera) Lake water level was measured before but only a limited data is
available. It showed the inflow into the lake to be around
90,000m3/day.
Available groundwater to be able to use in the Study Area is
difficult to estimate since no study related to recharge mechanism
Boreholes for small scale WSS has been done yet. Available amount of groundwater here is
assumed to be 10% of average groundwater recharge in the L2
catchments of the Study Area. Previous study (the Groundwater
Recharge and Storage Enhancement in Eastern Province, 2019)
Groundwater concluded that around 10% of groundwater recharge is stored in
the deep aquifer. Amount of aquifer storage depends on the aquifer
type and recharge environment. The NWRMP study also indicated
Springs for small scale WSS
groundwater recharge is 60-70% of outflow at catchment scale
Groundwater resource in the Study Area is difficult to develop due
to its occurrence. Therefore, manageable amount of groundwater
could be less than this amount.
Source: JST

Characteristics of Water Sources and Issues on Development

As described in section 6.3.3, target water sources to be used for the Study Area’s water supply will still be

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available to be utilized after the development in 2050. However, characteristic of each water source has to
be considered before development. Otherwise, sustainable development of water sources cannot be
achieved. The characteristics of each water source and development issues are explained in the following
Table 6.3-5. It can be seen from the table that water source protection from flooding is a main problem
pertaining to river water intake and boreholes at flood plain.

Table 6.3-5: Characteristic and Development Issues of Each Water Source

Water Source Characteristics of water source Development Issues

High potential of development Relatively low cost for

especially after the Kanzenze, Peak development. Protection of the
River
flows are observed during the periods facilities against flood is needed.
(Nybarongo/
of March to May and low flows are In future, river intake facilities
Akagera)
from June to August at hydrological will be constructed in the
station operated by the RWFA. downstream of the river,

High cost for development since

Boreholes at Borehole data at the Nzove and the there is a requirement for
flood Plain Kanzenze show development potential conducting geophysical survey to
along the river to be high. However due to complicated identify the aquifer and drilling
(Nyabarongo/A aquifer distribution, borehole yield is for boreholes. Cost for
kagera) not uniform in the area. rehabilitation of boreholes is also
Surface needed.
Water 70% of river water is already
taken by the Kimisagara WTP.
Low development potential since river
River (Yanze) Therefore, it is difficult to collect
flow rate is small
more water. During peak flow,
intake facility is often damaged.
No water for the Study Area’s
water supply. Present allocated
Lake (Muhazi)
water for water supply is used for
Storage capacity of lakes is high. the Eastern Province.
However, amount of renewable water It is not clear how much extra
source at lakes are small due to no water can be used for water
Lake inflow of rivers into lakes. supply in addition to the present
(Mugesera) permitted amount since there is
no data related to catchment
management plan.
Low potential for development, also Low development cost, need
Springs difficult to protect the recharge area due pipelines from spring sources to
to the urbanization in the Study Area reservoir tank
In order to develop groundwater,
Ground Development potential depends on the aquifer condition has to be
water Boreholes aquifer capacity. Occurrence of investigated and also production
(Deep groundwater is within the fractured or boreholes have to be constructed
Groundwater) weathered zone. Therefore, it is suitable to extract the groundwater. In
for small scale water supply addition, borehole maintenance
cost is needed regularly.
Source: JST

Water Resources Management Plan for the Water Supply in the Study Area

Various water sources such as river, lake and groundwater are being used for water supply in the Study
Area. The management of water resources (implementation and exploitation of resources development
works) are currently being conducted by several private users but implemented without considering other
demand which may easily lead to conflicts and sub optimal use of scarce resources, both of which are

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 The Kigali Water Supply Masterplan

largely preventable (NWRMP). Therefore, in order to maintain those sources, it is important to carry out a
proper water resources management and monitoring both by the regulatory agency and by each water user
including WASAC. Table 6.3-6 shows the possible water resources management actions taken in catchment
scale and water source scale.

Table 6.3-6 Water Resources Management Plan for Catchment and Source Scale
Management actions for sustainability of water resources
Result of water use
by the Study Area’s water supply Regulatory agency of WRM Water users
(RWB)
27% of renewable water source will be Monitoring of rainfall resource,
Catchment scale used by water supply in 2050.and 68% surface water resource, -
will consumed by all water users in groundwater resource,
2050 interventions in the natural
Amount of water for individual water hydrological cycle such as
water abstraction by water Measurement of amount of
Individual source source used by water supply can water to extract (pumping
scale sustain water resources after the users.
rate), monitoring water
development quality
Source: JST

One of the obligations of water users is to inform the management (regulatory) authority at regular time
interval on the user's intervention (volumes abstracted, released, water quality changes, etc.) Table 6.3-7
shows the management plan of each water source.

Table 6.3-7 Water Resources Management Plan for each Source

Category at Management Tasks of Water Management Tasks of
Hydrological Source User Regulatory Agency of WRM
Cycle (RWB)
Monitoring the abstraction rate
River (the Nyabarongo/ Akagera) and not to exceed the permitted Monitoring water usage of all water
amount, regular monitoring of users and check the flow rate and
water quality and river water inform permitted users in the event
River (the Yanze) level at intake place, inform the of any change
result to management authority
Surface Water
Lake (the Muhazi) Check pumping rate and not to Monitoring water usage of all water
exceed the permitted amount, users, and water level
regular monitoring of water Formulate catchment management
level and water quality of lake, plan for the Mugesera/ Sake and
Lake (the Mugesera) inform the result to estimate amount of renewable
management authority water of the lake
Monitoring pumping rate
Groundwater regularly and not to exceed safe Monitoring water usage of water
(sub-surface Boreholes at the Nybarongo./ yield of each borehole. Regular users and groundwater level. If over
water) Akagera River monitoring of water lever and extraction is observed, inform users
quality and inform the result to to reduce the abstraction.
management authority
Boreholes for small scale WSS Monitoring flow rate regularly
Groundwater and inform the RWFA in the Monitoring water usage of all water
Springs for small scale WSS event of any change, regular users.
monitoring of water quality
Source: JST

Vulnerabilities and Adaptation Measures of Water Resources against Flooding and Droughts

Higher temperatures, prolonged droughts, and elevated rates of evapotranspiration have led to disturbances
in the hydrologic cycle and altered river flows. Climate change-associated temperature increases, and

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 The Kigali Water Supply Masterplan

precipitation variability may exacerbate negative impacts on lakes, rivers, and other important sources of
water. This can have implications on the availability of water for distribution by utilities, such as those
serving the Study Area, which are already struggling to meet user needs. Water sources for the Study Area
are heavily depended on the Nyabarongo / Akagera River origin. It is known that the Nyabarongo River
Flow is directly related to rainfall more than anthropogenic water abstractions and such conditions indicate
that the Nyabarongo catchment’s hydrology is vulnerable to any change in climate. It is characterized that
very high peak flows during rainy days cause destructive flood followed by prolonged drought periods
(REMA, 2018). Table 6.3-8 shows the vulnerability and adaptation against flood and drought.

Table 6.3-8 Adaptation Measures of Water Resources against Flooding and Drought
Climate Indicator Impacts & vulnerability Actions to be taken

Less renewable water resources Increase water efficiently,

Warmer temperatures, cause reduced production of maize Promote rainwater harvesting at
prolonged droughts, and higher and beans, livestock losses, and household level, Expansion of
evapotranspiration. shortage of water for water supply water storage and conservation
technique

Increased flood and landslide Flood protection improved by

Changes in rainfall timing and frequency contributing to erosion, the construction of dikes and
amount which can hamper agricultural improving drainage.
production and destroy crops. Construction of embankment
along river banks.
Source: JST

ENVIRONMENTAL CONSIDERATION

Since highly dense population itself can become major source of contamination, urban activities involve a
high risk for environmental destruction. Therefore, urban infrastructure development in general must pursue
not only efficiency of development itself but also prepare measures for preventing negative impacts to the
environment.

Water supply facility development in the 15-Year Investment Plan shall double water supply capacity of
WASAC. It will accelerate the growth for the Study Area and at the same time it will increase wastewater
to be discharged to the surrounding environment. Under the Kigali Masterplan 2050, following issues are
addressed as the expected source and risk pertaining to contamination of the surface water and groundwater.
- Direct discharge of sewage into the existing water bodies
- Contamination of groundwater by pit latrines

To reduce the above-mentioned risks to environmental destruction, development of the sewerage facility
and other prevention measures are planned under the Kigali Masterplan 2050. Parallel to the
implementation of the 15-Year Investment Plan, realization of the following environmental protection
measures is necessary.
- Construction of sewer network and wastewater treatment plant covering existing and future urban area
- Semi-centralized sewerage for high-rise residence and commercial facilities, desludging services, and
development of sludge treatment plant

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 The Kigali Water Supply Masterplan

- Septic tank system for rural/low-density areas

MEASURES AGAINST CLIMATE CHANGE

Rwanda is one of the most densely populated country in Africa. In this regard, rising temperatures and
variable rainfall now-a-days threatens the country. Especially, in the rapidly growing urban areas like the
City of Kigali, competition increases between urban water supply and agriculture water. There are
increasing concerns about water shortages during longer dry spells, and the impact of flooding and
landslides (increase of sediment and turbidity) on the water-intake of the water treatment plant along the
Nyabarongo River.

To cope up with the climate change in this region and to ensure sustainability of the 15-Year Investment
Plan, following aspects are considered to be applied.
- Reducing greenhouse gas emission
- Enhancing adaptive capacity, strengthening resilience and reducing vulnerability

Specifically, measures for reduction of greenhouse gas emission are being studied under the Masterplan
and the 15-Year Investment Plan in the following manner.
- Methods of energy saving is carefully studied during preparation of water supply system, especially
minimization of pumping energy in water transmission system
- Water pressure control and usage of appropriate pipe material is planned for reduction of NRW, which
will contribute to reduction of water intake, purification, transmission and distribution energy,
- Usage of energy and chemicals is reduced in water treatment system using underground water

Influence of drought during dry season and flooding during rainy season on water intake facilities will
increase due to climate change. Following mitigation measures are planned to reduce the risks to the water
supply system.
- Intake from groundwater is planned with high priority considering reliability against drought.
- Drawdown of water table in wells is also considered when designing intake facilities.
- In order to mitigate impact of drought, numerous intake locations are planned. Three main locations
are planned to be developed at upstream, middle, and downstream along the Nyabarong River, namely
the Nzove, the Gahanga, and the Masaka, in addition to the KarengeIntake at the Mugesera Lake.
- Clear water transmission pipelines are planned to interconnect all the above water sources to mitigate
impact of drought.
- Upgrading of intake facilities in the Karenge and the Nzove are planned to mitigate influence of
flooding
- Preventing measures are studied against clogging of transmission pipe from the Yanze River to the
Kimisagara WTP during the rainy season.

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 The Kigali Water Supply Masterplan

MEASURES FOR POOR FAMILIES (PRO-POOR PLAN)

Currently, WASAC has a price policy for supporting poor sector by setting lower price for minimum usage
of the water. However, there are poor households that cannot afford even these lowest price and relay on
unimproved water source such as surface water. Since development of water supply capacity increases
water usage and wastewater discharged to the environment may also increase. To avoid negative impacts
to the poor households who rely on unimproved water source, WASAC should expand its measures for
ensuring due support to the poor families.

So far, most urgent and required pro-poor supporting measure in water supply sector may be house
connections to pro-poor population in peri-urban (semi-urbanized rural) area.

To make such measures successful, together with other utilities, local government and governmental
authorities should make intensive investments so that such pro-poor population turns to be a self-sustainable
economic body.
- Access to services such as water, sanitation, waste management, transportation, shelter, electricity and
protection from natural hazards.
- Access to resources such as financial resources, employment, protection of small sized enterprises.
- Access to decision making which means participation and empowerment through involvement to urban
planning and infrastructure development

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CHAPTER 7. MASTER SCENARIO TOWARDS 2050

The "Master Scenario" gives an overall scenario for water supply in the Study Area up to 2050, considering
the water resources development plan, and appropriate transmission and distribution of water system to
meet the future water demand. The Master Scenario is the basis of the 15-Year Investment Plan.

DECISION PROCESS AND EVALUATION CRITERIA

The Master Scenario was selected in the JCC in July 2020. Various options were considered before the
selection of the master scenario with clear evaluation criteria, namely stability, flexibility, resiliency, and
efficiency: life cycle cost, which includes the capital and O&M costs (Table 7.1-1). The evaluation criteria
were prepared to clarify the ideas and presumptions for selecting the Master Scenario. The efficiency
problem is attributed mainly to the energy cost issue which is currently over 50% of the production cost in
the Study Area. The bottleneck lies in improving the transmission energy efficiency along the route from
the Nzove WTP to the Remera Reservoir as the existing transmission route is traverses through the hilltop
of Ntora and Mont-Kigali. Under this background, as a presumption of the master scenario, the Central
Transmission Main which traverses through the central region of the Study Area is proposed for future
expansion. The water supply should be flexible to the actual city's development and the demand growth. To
enable the water supply system to be flexible, a new route is proposed to meet the emerging demand through
the Remera (Golf 8) reservoir. Considering that the demands are concentrated on the eastern area (e.g. the
Sectors of Ndera, Rusororo and Masaka), the Remera Golf 8 is located in a strategically good place both in
terms of its height and distance from the demands.

Table 7.1-1 Evaluation Criteria for the Master Scenario

Evaluation Criteria Explanation
This criterion is to clarify the risks of the variations of the water quantity and quality for the
Stability; of water sources in terms
major water source under each scenario and to examine whether the water supply will be
of quality and quantity
stable.

Water demand is based on the water demand projection based on the city's development plan
(the CoK M/P in 2019 and the physical plans obtained from sector/district offices). However,
Flexibility; to the Change of
the actual city's development may change from time to time; the water demand is sensitive to
Demand and Development
the change of development location and timing. This criterion intends to clarify the ability to
respond to the change in the water demand; e.g. water supply can be used in the other regions.

The major direct risks on the Climate Change is the change of rainfall pattern, temperature
rising, change of migration pattern. As a result, the water quality and availability affected by
Resiliency; for the preparedness to
urbanization may also affect the water quality of the sources and may accelerate the drawdown
disasters and Climate Change
of the sources. The risks and possible mitigation measures will be clarified in the statement
under this criterion.

Capital and O&M costs for water supply expansions according to the cases. Total costs are
Cost
presented in the yearly averaged costs.

Recommendation Recommendation based on the criteria.

Source: JST

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 The Kigali Water Supply Masterplan

FUTURE WATER SUPPLY AREA

The summary of the water supply regions as set out in this Masterplan is shown in

Table 7.2-1 and Figure 7.2-1. Water supply area is divided into 11 sectors. The minimum unit demand is
defined as a sector. It is reasonable to plan the areas by sector administrative boundary because most of the
boundaries are valley line or spine of each hill. Some sectors which can be supplied from multiple sources
are expressed as the balance (inflow/outflow) under each supply area.

The principles for setting the water supply regions are as follows;
a) Maximize utilization of existing facilities
b) Consider topography
c) Flexibility: Setting "Mixed Area" from multiple water sources

Table 7.2-1 Summary of Future Supply Area

ID Supply Area Sectors Main Supply Strategy Legend
0 Remote Area Rutunga, Gikomero Independent Water Supply
1 North-West Kanyinya, Shyolongi Nzove-Kanyinya route
2 North Bumbogo, Gisozi, Jabana, Kacyiru, Kinyinya, Nduba, Nzove-Ntora
Jali, Jabana
3 Central West Gitega, Kimisagara, Muhima, Nyakabanda, Kimisagara (or Nzove)
Nyarugenge, Gatsata
4 South-West Runda, Rugarika Nzove-Karama
5 South (a) Kigali, Nyamirambo, Mageregere Nzove-Mont-Kigali
6 East Muyumbu, Gahengeri, Nyakaliro Karenge
7 South (b) Gahanga, Kagarama, Kanombe, Niboye, Kicukiro Kanzenze-Gahanga
8 South (c) Ntarama Kanzenze-Bidudu
9 Kanombe- Kanombe, Masaka, Nyarugunga Masaka
Masaka
10 Central East (1) Kimihurura, Kimironko, Remera Remera
(Nzove/Karenge/Kanzen
11 Central East (2) Gatenga, Gikondo, Kigarama
12 New East Ndera, Rusororo Mixed (Remera, Karenge)
Source: JST

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 The Kigali Water Supply Masterplan

Source: JST

Figure 7.2-1 Schematic of Future Supply Area

Table 7.2-2 represents the breakdown of water demand at the proposed/future WSA. For the years 2019 to
2050, the daily average water demand is adopted as the basis of the Master Scenario to make a realistic and
feasible plan and to achieve the demand progressively. For the year 2050, the daily maximum is adopted
for completely satisfying the water demands.

Table 7.2-2 Summary of Water Demand at each Supply Area

Day Average Water Demand (m3/day) Day Max
ID Supply Area Main Supply Scheme
2019 2025 2035 2050 2050
0 Remote Independent Water Supply 3,000 4,000 7,000 16,000 21,000
1 North-West Nzove-Kanyinya 3,000 4,000 7,000 15,000 20,000
2 North Nzove-Ntora 16,000 25,000 51,000 117,000 152,000
3 Central West Kimisagara 15,000 17,000 25,000 36,000 47,000
4 South-West Nzove-Karama 4,000 6,000 13,000 29,000 38,000
5 South (a) Mont-Kigali 6,000 10,000 21,000 54,000 70,000
6 East Karenge 3,000 7,000 18,000 51,000 66,000
7 South (b) Kanzenze-Gahanga 12,000 20,000 48,000 125,000 163,000
8 South (c) Kanzenze-Bidudu 1,000 1,000 4,000 14,000 18,000
9 Masaka Masaka 4,000 6,000 19,000 89,000 116,000
10 Central East Mixed 28,000 39,000 70,000 131,000 170,000
11 New East Mixed (Remera-Karenge) 11,000 20,000 52,000 144,000 187,000
Total 106,000 159,000 335,000 821,000 1,067,000
Source: JST

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 The Kigali Water Supply Masterplan

ROADMAP TO MEET THE DEMAND

For road-mapping, the implementation, supply-demand strategy, construction of transmission pipelines,

and reconstruction of distribution systems for NRW reduction are elaborated here.

Supply-Demand Strategy

- Meeting the Emerging Demand in the East: The City of Kigali Masterplan (CoK M/P, 2019) showed
that there is the emerging demand growth in the east (the Sectors of Remera, Masaka, Ndera, and
Rusororo). The water production from the Karenge WTP and the Kanzenze WTP (the Kigali Bulk Water
Supply) is insufficient to meet the demand. It is necessary to construct the water transmission lines
from west to east in the long-run; however, it is essential to build the water production facility in those
areas to meet the demand instantly.

- Progressive Achievement of NRW Reduction: WASAC set an NRW Target of 25% by 2023, while it is
38.8% in 2020 as the status-quo. Despite the success of WASAC NRW reduction team in the pilot area,
it is difficult to commit an NRW target without the extensive reconstruction of distribution systems.
The reconstruction takes a long time; this M/P set the target year for full achievement in 2030.
Compromising the NRW target means the necessity of additional water production to meet the water
demand since the demand in this study is the production basis. The M/P targets water production until
the year 2025, according to the "Contingency Scenario," as shown in Figure 7.3-1. The contingency
scenario represents the water demand if the NRW ratio remains 39% until the year 2030.

- Decentralization of Production: Three primary water sources (the Nyabarongo River, the Akagera River,
Mugesera Lake) are developed considering their balances. This measure is to keep the flexibility to the
actual city's development and to avoid the risk of large-scale water suspension due to overconcentration.
The Masterplan found out that it is not realistic to construct the single giant source to cover all the
demand in the Study Area, while it is practical to use the local water sources from far and wide regions
around the study area. Under this approach, it can also shift the order of water source development
considering the risk of the change of water quantity due to Climate Change and the raw water quality
deterioration by urbanization.

7-4
 Nyabarongo Source Akagera Source Mugesera Source Others

1,200
Supply
Kanzenze: 40,000 m3/day Gahanga: +40,000 m3/day Day Ave.
Day Max.
Nzove 1 : + 23,000 m3/day* Nzove 3: +40,000 m3/day Contingency Case
1,000 Karenge 3: +50,000 m3/day
New Nzove 1 : + 25,000 m3/day
Daily Water Demand or Production ('000 m3/day)

Remote Area: +13,000 m3/day

Karenge Rehabilitation
Rutonde (1): +40,000 m3/day
800 Masaka: +20,000 m3/day

Karenge 2: +30,000 m3/day

600 Masaka: +20,000 m3/day

Remote Area:
+5,000 m3/day
7-5

Nyabarongo (2):
+120,000 m3/day
400
Gahanga 2 (2):
+120,000 m3/day

Gahanga 2 (1): +120,000 m3/day

Masaka 2 (2):
200 +40,000 m3/day

The Kigali Water Supply Masterplan

Rutonde (2): +40,000 m3/day

Masaka 2 (1): +40,000 m3/day Nyabarongo (1): +120,000 m3/day

NRW Reduction/ Reconstruction: 5 phases
0
2022

2034
2019
2020
2021

2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033

2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
Year
Source: JST

Figure 7.3-1 Supply-Demand Balance as the Roadmap for the Master Scenario
 The Kigali Water Supply Masterplan

Water Production Facilities

The facilities to be constructed towards 2050 are listed in Table 7.3-1 as per the production facility basis.

Table 7.3-1 Facilities to be constructed towards 2050

Name of Facilities Descriptions
Existing Facilities: 162,000 m3/day*1
On-going Facilities: +65,000 m3/day (Total: 227,000 m3/day) *2
Additional Facilities for 2025: +20,000 m3/day (Total: 247,000 m3/day) *3
Additional Facilities for 2035: +98,000 m3/day *4
Gahanga WTP +40,000 m3/day (New)
Masaka WTP +20,000 m3/day (Total: 40,000 m3/day)
Karenge WTP +33,000 m3/day (Expansion plus Rehabilitation)
Small Scale WSS +5,000 m3/day (For remote areas: Rutunga, Gikomero)
Transmission and Distribution Pipelines for the abovementioned facilities
Additional Facilities for Long Term (2050) +754,000 m3/day
Nzove 3 +40,000 m3/day (New)
Rutonde +80,000 m3/day (New)
Nyabarongo +240,000 m3/day (New)
Gahanga2 +240,000 m3/day (New)
Masaka2 +80,000 m3/day
Karenge +50,000 m3/day
Small Scale WSS +10,000 m3/day (For remote areas)
Transmission and Distribution Pipelines for the abovementioned facilities
*1:Nzove 120,000 m3/day, including the rehabilitation, Kimisagara 22,000 m3/day, Karenge 15,000
m3/day, and Small-Scale Water Sources 5,000 m3/day.
*2: Kanzenze (Kigali Bulk Water Supply) 40,000 m3/day, including the demand for Bugesera Airport

(10,000m3/day), which is out of the study area and New Nzove 1 expansion of 25,000 m3/day.
*3: Masaka WTP 20,000 m3/day

Source: JST

7-6
 The Kigali Water Supply Masterplan

Transmission Pipelines: Grand Design

The transmission pipelines to deliver the clear water from the WTP to the Key Reservoirs are shown in
Figure 7.3-2. There are six (6) major clear water transmission systems considering the long-term planning
perspective, namely the Nzove/Ntora, the Karama/MK (Mont-Kigali), the Nzove/Kimisagara, the
Kanzenze/Gahanga, the Karenge/Masaka and the Remera. All these investments are included in the WTP
expansion or the NRW reduction projects, as shown in Table 7.3-2.

Note: Nzove, NT; Ntora, KM; Kimisagara, KR; Karama, MK; Mont-Kigali, GL; Gikondo-Low (Proposed), GP; Gikondo
Premiere, RC; Rebero Carrier, KC; Kicukiro (Golf 7), RM; Remera (Golf 8), GH; Gahanga, KZ; Kanzenze. BH; Bihimbe (from
Karenge), MB; Masoro-bas, ND; Ndera, RU; Rusororo, MS; Masaka, NR; Nyarugunga, KK; Kanombe Rwimbogo KB;
Kanombe Busanza
Source: JST

Figure 7.3-2 Masterplan for Clear Water Transmission Systems (Ultimate Figure of 2050)

Table 7.3-2 Transmission Routes and Construction Framework

Transmission
Descriptions Construction Framework
Scheme
The Nzove/Ntora On-going Expansion: The
The Nzove WTP (Source: the Nyabarongo) is a single water source.
North-ring (On-going) and the
All treated water is transferred to the Ntora Reservoir except the
Ntora-reconstruction (Priority
minor transmission to the Mount-Jali, the Kanyinya and the
project)
Shyolongi.
The line covers the northern area of the entire Kacyiru branch, the
Future Expansion: After 2040
Nyarutarama, Remera, and a part of the Kimironko. The branch of
along with the Nyabarongo
the line covers the future north-ring line to the Nduba and the
WTP (240,000 m3/day two
Bumbogo.
phases)

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 The Kigali Water Supply Masterplan

Transmission
Descriptions Construction Framework
Scheme
Karama/MK The Nzove WTP is a single water source. The water is pumped up to
On-going Expansion: The
the Mont Kigali (MK) reservoir through the Karama Pumping
Karama to the Runda-Rugarika
Station. The major portion of water goes to the Kimisange, the
(On-going)
Nyanza, and reaches the Kicukiro. This is a back-up line to supply
water to the Rwezamenyo and the CBD, while it is not the mainline
Future Expansion: After 2040
due to its low energy efficiency. A part of water goes from the
along with the Nyabarongo
Karama to the Runda and the Rugarika areas and will be the major
WTP
transmission line after the on-going pipeline expansion.
Nzove/Kimisagara The primary water source is the Kimisagara WTP (Source: the Future Expansion:
Yanze) and minor source from the Nzove as on 2020. The major Towards 2036 for the Nzove 3
source will be switched to the Nzove after the alternative and the Rutonde as "the Central
transmission line (Central Mains) is constructed. Main."
Kanzenze/Gahanga On-going Expansion:
Along the completion of the
The new transmission pipelines are constructed from the Kanzenze Kanzenze WTP.
WTP (Bulk water supply) to the Kicukiro, the Remera, the Kanombe-
Kabeza, and the Busanza. The systems will be expanded to the Future Expansion:
southern part of the lower Gahanga in order to meet the new demand By 2032 along with the
for the gateway city to the new airport. Gahanga WTP, After 2040
under the Gahanga 2 and 3
(240,000 m3/day 2 phases)
Karenge/Masaka The Old Karenge I and II systems from the Karenge WTP (Source:
the Mugesera Lake) to the Remera need expansion and rehabilitation.
Future Expansion:
The northern line (the Karenge II) should be reconstructed with the
By 202,5the Karenge II along
expansion of the Karenege WTP to supply water to the Upcountry
with the Karenge 2 WTP
areas (the Nyakaliro, the Muyumbu, and the Gahengeri) and the
Expansion and by 2036 the
Rusororo, the Ndera to the Remera. The southern line (the Karenge
Karenge I for the Karenge 3
I) will be reconstructed for and along with the new Masaka Water
WTP Expansion.
Sources to feed water to the Masaka, the Nyarugunga, a part of the
Rusororo.
Remera Future Expansion: By 2025
The system needs to allocate water from the Remera reservoir to the
along with the NRW reduction
key reservoirs, namely; the Kicukiro, the Kimihurura, the
(the Kacyiru/South and the
Kimironko, the Masoro-bas, and the eastern area (the Ndera).
Kicukiro)
Source: JST

Transmission Pipelines: Measures for Energy Improvement

The recently expanded Nzove–Karama2–Mont-Kigali route consumes more than twice unit power in
comparison with the Nzove–Ntora distribution. Meanwhile, this Nzove–Karama2–Mont-Kigali route
largely contributes to meet the emerging water demand at the Nyakabanda, the Nyanza, the Rwandatel, and
the Kicukiro. However, this could be avoided if the water is planned to be supplied from other routes such
as through the Kimisagara or the lower locations (Central transmission Main). It should be noted that the
Mont-Kigali reservoirs are located at +1,792 m and the highest elevation of the Kimisagara route is around
+1,500 m while demands along the route are mostly located at an elevation between 1,400 m to 1,500 m.
The cost impact of energy savings by changing water transmission route will be large and future water
management must be optimized from the view of energy efficiency in the long run.

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 The Kigali Water Supply Masterplan

When new pipe is installed along the same route with the exiting transmission line, pumping up from the
Nyabubare reservoir (at EL+1566 m) to the Bihenbe reservoir (at EL+1642 m) will be required in addition
to pumping up from the Karenge WTP to the Nyabubare reservoir. When detour route is selected, pumping
up from the Nyabubare reservoir to the Bihenbe reservoir will not be required, but a longer transmission
pipe is required. If water is pumped up to the Bihenbe reservoir, water will be transmitted directly to the
high area in the city of Kigali such as the northern Rusororo and the northern Ndera, but the pressure for
some distance will be very high. Another option is to recover surplus energy (of potential energy at the
Bihenbe) using small scale generator at low area. These options will be compared during the Feasibility
Study considering several factors such as energy efficiency and installation cost. The efficient method of
using the new Bihenbe reservoir with a capacity of 500 m3 will also be studied.

A new reservoir with capacity of 500 m3 at the Masaka Cyimo High (at EL+1564m) will soon be constructed.
Instead of pumping up all of the treated water to the High Reservoir from the new Masaka WTP, it will be
energy efficient to pump up to the new reservoir being planned at lower elevation and boost the limited
volume to the High reservoir. Location of new reservoir and pipe route will be planned during the
Feasibility Study considering initial and running costs.

All the pumps at the Kimisagara WTP are connected with a header pipe and water is transmitted/ distributed
mainly in three directions. Therefore, some pipes have unnecessarily high water-pressure and pump energy
is not effectively used. It will be planned to install pumps having different water head and to re-arrange
header pipe for efficient improvement of energy and reduction of leakage during the Feasibility Study.

Distribution Systems: Focusing on NRW Reduction

NRW reduction through reconstruction of distribution systems is the top priority issue to be tackled within
the early stage of the Masterplan implementation. The impact of water loss on supply capacity is estimated
to be 34,400 m3/day in 2025, 82,700 m3/day in 2035 (Day Average), and 310,000 m3/day in 2050 (Day
max). The additional investment was estimated to be 26.9 MUSD as CAPEX and 4.7 MUSD/year as OPEX
in 2025, and will reach 42.8 MUSD/year as OPEX in 2050 (Figure 7.3-3) if there is no improvement in the
NRW reduction. Comprehensive evaluation should be conducted project-wise; yet, this means NRW
reduction measures are worth the investment, as much as the construction for another WTP.

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 The Kigali Water Supply Masterplan

100 250
Additional Water Loss*, m3/day
238 MLD
Averaged Cost per year (MUSD/Year)
Additional Expenditure if NRW is 38%

90
Additional CAPEX, MUSD/year

Additional Water Loss (MLD)

80 Additional OPEX, MUSD/year 200

70

if NR W 38%
60 150

50 44.8 MUSD/Year

40 100

30 70 MLD 32.9
20 50
34 MLD 12.4 MUSD/Year
10 6.5 MUSD/Year 9.7 11.9
4.7
0 1.8 2.7 0
Year 2025 2035 2050
(Target NRW25%) (Target NRW23%) (Target NRW20%)

Source: JST

Figure 7.3-3 Economic Loss by NOT Achieving NRW reduction Target

The reconstruction of distribution systems is phased in 8 target areas, as shown in Table 7.3-3. Setting up
of the target areas facilitates the implementation to comprehend the system; each target area contains 100
to 200 km of the existing pipeline. The phasing plan is indicated in Figure 7.3-4
.
Table 7.3-3 Target and Phasing of NRW Reduction
Target Areas Reconstruction framework Priority/Phase
Nyarugenge/CBD The CBD and adjacent areas include the Nyarugenge, the Muhima, and the Gitega
sectors, where the pipes are aged and tangled. Extensive replacement of water supply
pipes (e.g., Galvanized pipes and fittings) along with the PVC distribution mains and Phase IV
distribution sub-mains with small diameters. The Kimisagara: Small reservoirs and
pressure control through the block system are necessary to be constructed.
Nyamirambo The area includes the Kimisagara-Rwezamenyo-Nyakabanda to the Mount-Kigali,
where pipes are not capable and possibly suffering from high NRW ratio. This should
Phase IV
also include the reconstruction of existing small-scale water sources (the
Mburabuturo).
Kacyiru/North The area includes the Gisozi, Kinyinya, and a part of the Remera (the Nyarutarama),
which is the supply area of the Ntora-Remera transmission pipeline. The topography
is relatively simple, and the system is not very old. The areas can be portrayed as a Phase I
model for good practices on pressure control and can be disseminated to the other
areas.
Kacyiru/South The area includes the Kacyiru, the Remera, the Kimironko and the Kimihurura. An
old and complicated system where the pipelines from the Ntora, the Remera, the
Phase II
Kimihurura, Kicukiro are tangled. The system’s reconstruction should focus on
hydraulic separation and NRW reduction rather than the new reservoir construction.
Ndera Rusororo Mainly focus on the reconstruction of the FTZ and the FTZII supplying system and
strategic construction of main distribution systems through a new road from the Phase III
Masoro to the Kabuga.
Gikondo The area includes the distribution systems from the Kicukiro reservoir and the
(Kicukiro and Nyanza reservoir. Hydraulic separation considering the elevation, is the key Phase III
lower) consideration.
Runda Rugarika The area includes existing and newly developling areas in the Runda and the
Phase II
Rugarika sectors. Setting small reservoirs, reconstruction of incapably small

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 The Kigali Water Supply Masterplan

Target Areas Reconstruction framework Priority/Phase

diameters and replacement of the supply pipes along with their expansion are the key
considerations for the system.
Kanombe/Masaka Reconstruction of the Masaka existing systems through the Karenge 1 system. Major
system construction should be done in the Masaka WTP F/S in order that the system Phase II
design is along with the Masaka New Water Source.
Source: JST

Source: JST

Figure 7.3-4 Schematic of the Phasing of NRW Reduction Project

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 The Kigali Water Supply Masterplan

THE YEAR 2025

The Master Scenario in the year 2025 is determined as shown in Figure 7.4-1. The estimated demand-
supply balance implies that new water sources are emergently necessary as the water shortages are severe
in the Kanombe and the Gikondo branch areas. The fact conforms to the current situation that there is a
strict "water rationing (only 3-4 days of intermittent water supply)" in this eastern area, as well as the water
demand projection, which shows that the demand is growing urgently. The master scenario simulation
(Figure 7.4-1) is planned based on the Contingency Scenario with the NRW 38.8% as well as the projected
water demand under NRW 25%. The results found that water demand can be fully met with the additional
production capacity.
The policy for the investment toward the year 2025 is as follows;

a. Accelerate NRW reduction measures to achieve WASAC's target (25%) progressively

b. Meeting the demand in the east: To construct a new WTP near the high demand area (the Sectors of
Masaka, and Karenge) or transmit water from the Remera to the east

The specific projects to be implemented according to the policy are as follows;

Extensive Rehabilitation of Distribution Pipes and Block Zonings: Replacement of Customer Pipes and
Meters
The NRW target of "25% in 2025" is a tough target to achieve under normal business operations. It is
necessary to conduct extensive rehabilitation of supply pipes and distribution networks, apart from the on-
going project.

Construction of the Masaka WTP (Phase 1: 20,000 m3/day)

It is necessary to construct the WTP near the demand. The capacity for the WTP is temporary set at 20,000
m3/day to be consistent with the future water demand in 2035. Its capacity shall be re-examined during the
detailed feasibility study considering 1) actual and on-going development plan in and around the Masaka
area, 2) transmission routes to deliver water to surrounding sectors (the Sectors of Ndera, Rusororo and
Nyarugunga).

Table 7.4-1 On-going Project and Additional Facilities for 2025

On-going Projects
Rehabilitation of Nzove 1 +23,000 m3/day (from 17,000 to 40,000 m3/day)
Expansion of New Nzove: +25,000 m3/day (from 40,000 to 65,000 m3/day)
Rehabilitation of Karenge WTP +3,000 m3/day (from 15,000 to 18,000 m3/day)
Additional Facilities for 2025: +20,000 m3/day (Total: 247,000 m3/day)
Masaka WTP and forwarding infrastructures +20,000 m3/day
NRW Reduction Measures Phase 1 to 2
Source: JST

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7-13

The Kigali Water Supply Masterplan

Source: JST

Figure 7.4-1 Master Scenario in 2025

 The Kigali Water Supply Masterplan

THE YEAR 2035

The Master Scenario in the year 2035 is determined as shown in Figure 7.5-1.

- The Nzove-Ntora capacity is regarded as 105,000 m3/day considering the transmission capacity of the
pipelines (ND900).
- The amount in the Karama-Mont-Kigali line will not be expanded and kept 40,000 m3/day as the
existing transmission capacity. This is because this line is not energy efficient. The line can be utilized
as the back-up line in case of the major accidents in other lines.
- The Masaka sector is borne by the new Masaka WTP because it is more efficient than any other supply
methods from the Karenge or the Nzove.
- The demand growth in the South area is so large that the supply capacity from the on-going bulk water
supply project at the Kanzenze will be in short. A minimum of 40,000 m3/day expansion is considered.
- Karenge needs to be rehabilitated first, then expanded to the capacity of the maximum amount of water
permission.
- Remote sectors (the Sectors of Rutunga and Gikomero) need independent Water Supply Schemes
(WSS) by this target year. Each capacity is total of the sector estimated from the CoK M/P and needs
to be examined according to the actual development in those sectors. The existing supply capacities in
those sectors are neglected in this statement because they are rather small when compared to the
demands.

The critical area for further comparison study in 2035 is the Ndera-Rusororo area, where the demand growth
is considered to be significant while there are no existing pipelines to supply the large amount (52,000
m3/day only for the two sectors).

Table 7.5-1 Additional Facilities for 2035

Additional Facilities for 2035: +98,000 m3/day
Gahanga WTP +40,000 m3/day (New)
Masaka WTP +20,000 m3/day (Total: 40,000 m3/day)
Karenge WTP +33,000 m3/day (Expansion plus Rehabilitation)
Small Scale WSS +5,000 m3/day (For remote areas: Rutunga, Gikomero)
Transmission and Distribution Pipelines for the abovementioned facilities:
NRW Project: Phase 3 to 5
Source: JST

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7-15

The Kigali Water Supply Masterplan

Source: JST
Figure 7.5-1 Master Scenario in 2035
 The Kigali Water Supply Masterplan

THE YEAR 2050

The Master Scenario planning in 2050 is aimed at the determination of the mix of the water source by the
given conditions as specified in the City of Kigali Masterplan (Figure 7.7-1). To meet the huge demand of
1,067,000 m3/day (Daily Maximum, Total in the Study Area), new water sources has to be developed from
the Nyabarongo River or upcountry water sources of the Nyabarongo-Akagera River and the Mugesera
Lake. The Master Scenario excluded the water use from the Mutobo water source in Musanze District since
there are requirements for further study at the national level, basin-based integrated water resource
management framework and communications among various stakeholders. Yet, the Nyabarongo and the
Mutobo sources are compatible in terms of clear water transmission inside the study area.

Under this scenario, most of the demand in the Central-east area, the Ndera-Rusororo area and a part of the
water demand in the Masaka sector are borne by the Nyabarongo water source through the Nzove and the
Central Mains. The amount necessary for the Nyabarongo is estimated to be 481,000 m3/day. Majority of
this amount (421,000 m3/day) should be transmitted through the Central Main to the Remera and the eastern
area.

Table 7.6-1 Additional Facilities for the Long Term (2050)

Additional Facilities for Long Term (2050) +754,000 m3/day
Nzove 3 +40,000 m3/day (New)
Rutonde +80,000 m3/day (New)
Nyabarongo +240,000 m3/day (New)
Gahanga2 +240,000 m3/day (New)
Masaka2 +80,000 m3/day
Karenge +50,000 m3/day
Small Scale WSS +10,000 m3/day (For remote areas)
Transmission and Distribution Pipelines for the abovementioned facilities.
Source: JST

UPDATE SCHEDULE OF SEA (STRATEGIC ENVIRONMENT ASSESSMENT)

The SEA has applied to the master scenario in which the Masterplan shall comply with policy level
requirement and select options minimizing the negative impact on the social and the environment. Along
with progress on the preparation of the 15-Year Investment Plan, SEA phase 2 shall be carried out. It will
confirm the consistency of prioritized projects to the Masterplan with more detailed project breakdowns.

As of July 2020, due to the COVID-19 crisis, the result of phase 1 and plan for phase 2 are still under
review. It is not yet agreed between JST and competent agencies such as REMA. JST and WASAC are now
working on detailed explanation to agencies who requires further explanation and it will be explained during
next fieldwork if it is required.

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7-17

The Kigali Water Supply Masterplan

Source: JST

Figure 7.7-1 Master Scenario in 2050

 The Kigali Water Supply Masterplan

CHAPTER 8. THE 15-YEAR INVESTMENT PLAN

The 15-Year Investment Plan is the investment plan to achieve the master scenario. The Plan is divided into
five (5) stages apart from the On-going projects. The stage 5 is aimed at the target after the year 2035 and
is not included in the evaluation of 15-Year Investment Plan shown in Chapter 9.

2020-2025 2026-2030 2031-2035 2036-

Type, Source Name of Project
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
On-going Projects
Nyabarongo Nzove 1 Rehabilitation Fund
Nyabarongo New Nzove 1
Agreement/Procurement

Emergent/Priority Projects: Stage 1 Detail Design/Tenders

NRW/Pipelines Kacyiru/Remera (North) Construction
Akagera Masaka
Karenge Karenge Rehabilitation
Karenge Karenge 2
Future Project: Stage 2
NRW/Pipelines Kacyiru/Remera (South)
NRW/Pipelines Gikondo (Kicukiro and lower)
Future Project: Stage 3
NRW/Pipelines Runda/Rugalika
NRW/Pipelines Nyarugenge CBD
Future Project: Stage 4
Independent Rutunga/Gikomero (Phase 1)
NRW/Pipelines Nyamirambo
NRW/Pipelines Gikondo (High)
NRW/Pipelines Ndera-Rusororo
Akagera Masaka Expansion
Akagera Gahanga
Future Project: Stage 5
Nyabarongo Nzove 3
NRW/Pipelines Central Main

Source: JST

Figure 7.7-1 Implementation Schedule for 15-Year Investment Plan

PROJECTS AND INVESTMENT STAGING

Stage 1 (Procurement from 2021, Completion in 2026): Emergency Project (NRW reduction project
phase 1: the Ntora-Remera), the rehabilitation and expansion of the Karenge WTP and the Construction
of the Masaka WTP.

(1) NRW/Pipelines (Phase 1) Kacyiru/Remera (North)

The area includes the Gisozi, Kinyinya, and a part of the Remera (the Nyarutarama), which is the supply
area of the Ntora-Remera transmission pipeline. The topography is relatively simple, and the system is
not very old. The areas can be portrayed as a model for good practices on pressure control and can be

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 The Kigali Water Supply Masterplan

disseminated to the other areas.

(2) Masaka New Water Treatment Plant (Phase 1: 20,000 m3/day, Phase 2: 20,000 m3/day, Phase
3: 40,000 m3/day Phase 4: 40,000 m3/day)
Water demand growth on the eastern side of the city is urgent and large (i.e., Masaka, Ndera,
Rusororo). The construction during Stage 1 is aimed at the first stage (Approx. 20,000 m3/day, to be
reviewed during F/S) to meet the emerging demand in this area. Due to the insufficiency of the current
supply capacity, residents in this area are facing difficulties to access safe and steady water supply
service. It is more efficient to utilize water source at Masaka near the demand area instead of
conveying water from other existing WTPs. New transmission pipes and distribution reservoirs and
reinforcement of the distribution network are required for the water supply expansion.

a) Well fields and WTP: Construction of new water source and WTP (Phase 1: 20,000 m3/d, Phase 2:
20,000 m3/d)
b) Transmission pipelines and reservoirs: Clearwater transmission pipeline to Masaka (L=6 km,
ND500 x2) Reservoir, Block distribution reservoirs (3 nos.), Clearwater transmission pipeline and
a reservoir in Ndera (L=6km, ND400)
c) Construction of distribution network in Masaka Area

(3) Rehabilitation and Expansion of Karenge WTP and Transmission & Distribution Facilities
- The intake pumps are damaged, overloaded and vulnerable to the flooding risk. The intake pumps are
below the flood level of Mugesera Lake and can be affected by water during the rainy season. An old
raw water intake pipe (ND300) is damaged and is not working properly.
- The existing WTP in under over-load operation; being forced to operate 18,000 m3/day while its
capacity is only 15,000 m3/day. Incidental maintenances of pumps and resulting water supply
interruption is a serious problem since they are fully operated with no standby.
- Demand in the eastern area is as large as 52,000 m3/day in 2025, and 89,000m3/day in 2035 only for
Ndera, Rusororo, Masaka and upcountry three sectors. It is necessary to make the most of the already
acquired water rights for 48,000 m3/day as permitted by RWFA.

a) Rehabilitation of intake facility

- Rehabilitation of Raw Water Transmission pipes (ND300)
- Relocation of the pump house and upgrading the capacity of pumps and motors
- Expansion of WTP capacity from 15,000m3/d to 18,000 m3/d
(Filtration Basins, Clear Water Reservoirs)

b) Expansion of Karenge WTP and forwarding infrastructures

- Expansion of Intake and WTP for 30,000 m3/d
(Intake pumps, Treatment facilities, Clearwater reservoirs and pumps
- Construction of New Transmission Pipelines (ND700, L= 33 km)

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 The Kigali Water Supply Masterplan

Stage 2 (Procurement in 2022, Completion in 2025): Investment on the NRW reduction by reconstruction
of the distribution systems (construction of distribution reservoirs and pressure/flow monitoring systems
and replacement of pipelines) in the prioritized zones (Phase2: the Kacyiru/South, the Runda Rugarika,
the Masaka Kanombe).

(1) NRW/Pipelines (Phase 2) Kanombe/Masaka

Reconstruction of the Masaka existing systems through the Karenge 1 system. Major system construction
should be done in the Masaka WTP F/S in order that the system design is along with the Masaka New
Water Source.

(2) NRW/Pipelines (Phase 2) Runda Rugarika

The area includes existing and newly developing areas in the Runda and the Rugarika sectors. Setting
small reservoirs, reconstruction of incapably small diameters and replacement of the supply pipes along
with their expansion are the key considerations for the system.

Stage 3 (Procurement in 2024, Completion in 2027): Investment on the NRW reduction mainly by
reconstruction of the distribution systems in the prioritized zones (Phase3: the Ndera Rusororo, the
Kicukiro).

(1) NRW/Pipelines (Phase 3) Kacyiru/Remera (South)

The area includes the Kacyiru, the Remera, the Kimironko and the Kimihurura. An old and complicated
system where the pipelines from the Ntora, the Remera, the Kimihurura, Kicukiro is tangled. The system’s
reconstruction should focus on hydraulic separation and NRW reduction rather than the new reservoir
construction.

As an improvement measures for the energy, re-arrangement of pumps form the Kimisagara WTP (See
7.3.4.4 ) should be also included under this rehabilitation project.

(2) NRW/Pipelines (Phase 3) Gikondo

The area includes the distribution systems from the Kicukiro reservoir and the Nyanza reservoir. Hydraulic
separation considering the elevation, is the key consideration.

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Stage 4 (Procurement from 2026, Completion in 2032): Last phase of NRW reduction project to
transform the distribution system to NRW 23%. Two WTP expansions, the Masaka expansion, and the
New Gahanga WTP should be developed to meet the additional demand in the east. New WTP
development should also be considered to meet the growing demand in the remote. The water demand
in the Target year 2035 will be met following development under this stage.

(1) Independent water supply (Rutunga/Gikomero)

Remote sectors (the Rutunga and the Gikomero) need independent Water Supply Schemes (WSS) by this
target year. Each capacity is total of the sector estimated from the CoK M/P and needs to be examined
according to the actual development in those sectors. The existing supply capacities in those sectors are
neglected in this statement because they are rather small when compared to the demands.
Feasibility Study is necessary to compare the water supply from a. Masaka WTP, b. New water sources
from the wells and c. Muhazi Lake. It is also necessary to transit and integrate the new system with the
district-based water supply operated by the private operator.

(2) NRW/Pipelines (Phase 4) Nyamirambo, Ndera-Rusororo, Nyarugenge CBD

Nyamirambo: The area includes the Kimisagara-Rwezamenyo-Nyakabanda to the Mount-Kigali, where
pipes are not capable and possibly suffering from high NRW ratio. This should also include the
reconstruction of existing small-scale water sources (the Mburabuturo).
Ndera-Rusororo: Mainly focus on the reconstruction of the FTZ and the FTZII supplying system and
strategic construction of main distribution systems through a new road from the Masoro to the Kabuga.
CBD: The CBD and adjacent areas include the Nyarugenge, the Muhima, and the Gitega sectors, where
the pipes are aged and tangled. Extensive replacement of water supply pipes (e.g., Galvanized pipes and
fittings) along with the PVC distribution mains and distribution sub-mains with small diameters. The
Kimisagara: Small reservoirs and pressure control through the block system are necessary to be
constructed.

(3) Masaka Expansion (Phase 2: Approx. 20,000 m3/day)

Expansion of the Masaka Water Treatment Plant (Phase 2: Approx. 20,000 m3/day) should be considered
in line with the development in the vicinity area (Masaka, Nyarugunga, Ndera and Rusororo Sectors).
The development under this phase 2 is considered as a simple expansion of the wells, treatment facilities
and transmission pump capacity.

(4) Gahanga (Phase 1: 40,000 m3/day)

Water supply facilities on the left side of the Nyabarongo River. Water source development (groundwater
(subsurface water)) accompanied by its related RW transmission pipes and treatment facilities. Water
source development (surface water) accompanied by its related intake facility, RW transmission pipes
and treatment facilities.
New water source and water supply facilities

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 The Kigali Water Supply Masterplan

- Water Well Field

- Water Treatment Plant
Forwarding infrastructures (Transmission and Distribution Pipes)

Stage 5 (Procurement in 2032, Completion in 2036): This stage is to meet further demand after 2035.
The Nzove 3 and the Karenge 3 should be developed to meet the growing demand. The Central Main
should be constructed to transmit the water from the Nzove to the eastern part of the City of Kigali.

The Stage 5 goes beyond the evaluation period until 2035 while it needs preparation for the demand right
after the 2035.

(1) Central Transmission Main

The availability of the potential water source in the middle- and down-stream of the Nyabarongo River is
limited. Under this circumstance, transmission from Nzove to the eastern side of the city should be
considered. The existing transmission route through Nzove and Mont-Kigali to Remera is inefficient. This
is because they are transmitted from the high elevation mountain as well as the route is diverted from the
city center and thus is a long way to the eastern area

- Transmission Pipeline (Nzove-Kimisagara-Remera) (18.4 km, ND 800-1,000 mm)

- Transmission Pumping Stations and Pumps (Nzove H=70m, Kimihurura H=125m)
- Distribution Reservoirs (Kimisagara, Kimihurura)

(2) Nzove 3
Expansion of the Nzove Water Treatment Plant (Approx. 40,000 m3/day as was planned in the F/S of
Nzove rehabilitation project) should be considered in line with the development of the Central
Transmission Main because of the lack of current water conveyance capacity from the Nzove.

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Stage 1 (Procurement from 2021,

Completion in 2026): Emergency Project
(NRW reduction project phase 1: The
Ntora-Remera), the rehabilitation and
expansion of the Karenge WTP and the
Construction of the Masaka WTP.

Stage 2 (Procurement in 2022, Completion

in 2025): Investment on the NRW reduction
mainly by reconstruction of the distribution
systems (Phase2: the Kacyiru/South, the
Runda Rugarika, the Masaka Kanombe).
Stage 3 (Procurement in 2024, Completion
in 2027): Investment on the NRW
reduction mainly of the replacement of
pipelines in the prioritized zones (Phase3:
the Ndera Rusororo, the Kicukiro).

Stage 4 (Procurement from 2026,

Completion in 2032): Last phase of NRW
reduction project to transform the
distribution system to NRW 23%. Two
WTP expansions, the Masaka expansion,
and the New Gahanga WTP should be
developed to meet the additional demand in
the east. New WTP development should
also be considered to meet the growing
demand in the remote. The water demand in
the Target year 2035 will be met during the
development under this stage.

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COST PRINCIPLES

The costs for the projects were estimated under the pre-feasibility accuracy basis, not considering the
specific routes or the site specificity of the plants and the pipelines. The cost principles are shown in Table
8.2-1 and Table 8.2-2.

Table 8.2-1 Principles on Cost Estimate as per Facilities

Facilities Approaches
The cost was estimated from the past WTP construction project in Rwanda and adjacent countries.
Water Treatment Plant The cost for water source development is included in the WTP construction cost since it is deemed
to be not significant; large structures such as the dams are not included in the development plan.
The cost was estimated from the length of planned routes in the GIS multiplied by the Unit price
Transmission Mains
of the pipelines. The cost includes materials, equipment, labor, construction overhead.
Distribution Mains and
Pipeline length was estimated from the existing pipelines considering the diameter size.
Sub-mains
Customer Water Meters The cost was estimated from the number of new customer connections.
Length estimated from the actual length per customer connection and proportionally increased as
Customer Connections
the number of connections.
Source: JST

Table 8.2-2 Principles on Cost Estimate as per the Cost Items

Cost Items Description
Construction Cost All price as adjusted for June 2020.
Indirect Cost (Construction Overhead) Assume 30% of direct construction costs.
Consulting Services Assumed 10% of the construction cost.
Cost included in the estimated cost: Assumed 10% of each construction cost and
Physical Contingency
the consulting service.
Tax and Levies Not included.
Procurement Administration Cost 5% of the sum of construction cost, consulting services and land acquisition cost.
Land Acquisition Cost Assumed 50 USD/m2 multiplied by the estimated land area.
Source: JST

INVESTMENT PLAN

(1) Capital Expenditure (Capex)

The project costs are shown in Figure 8.3-1. Estimated annual investment on the 15-Year Investment Plan
is 34.3 MUSD/year from the year 2021 to 2035. The capital needs for the 2035 target was estimated to be
443 Million USD (585 Million USD including the up-front investment which should be completed until
2037), which is equivalent to USD 330 per capita investment (Figure 8.3-1). Detailed investment plan is
shown in Appendix 6 and 7.

Note that the Capital Maintenance Expenditure (CapManEx) is included in the capital expenditure mainly
in the form of the project cost of the NRW reduction project. The minor CapManEx such as the replacement
of pumps and motors, pipe repairs, and replacement of pipes with small diameters are included in the
Operational Expenditure

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Source: JST

Figure 8.3-1 Accumulated Capital Expenditure for 15-Year Investment Plan

(2) Operational Expenditure (Opex)

The operational cost will significantly decrease along with the NRW reduction up to 2025. The cost is kept
low at USD 0.32 /m3 up to 2035. Further improvement can be materialized on completion of the Central
Main after 2035 and can be decreased to low as USD 0.30 / m3 (Figure 8.3-2).

Cost principles: Chemical cost, salaries and maintenance costs are based on the yearly averaged cost of
each WTP administrative area (the Nzove, the Kimisagara and the Karenge) of WASAC (WASAC Annual
Report 2018/2019). Electricity costs are calculated assuming the pump head which was calculated based
on the pipeline routes and elevation differences. The topography is based on the WASAC’s GIS data or
Google Earth. Electricity tariff is fixed at the current average tariff paid by WASAC (148.68 RWF/kW).

The incremental O&M cost by the 15-Year Investment Plan was estimated for the financial evaluation
purpose as shown in Table 8.3-1. The O&M costs for the new projects (Karenge, Masaka,
Rutunga/Gikomero) are small compared to the total O&M cost because the existing and on-going
production covers large part of the production facility. The result is transferred to Chapter 9 for the
evaluation.

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80.0 0.50
Accumulated Capital Expenditure (Million USD) Annual Operational Cost (Million USD)* OPEX/ Production (USD/m3)
0.45
70.0
0.40

Cost per production (USD/m3)

60.0
0.35
50.0
0.30

40.0 0.25

0.20
30.0
0.15
20.0
0.10
10.0
0.05

0.0 0.00
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
Year

Source: JST

Figure 8.3-2 Annual Operational Expenditure towards 2050

Table 8.3-1 Incremental Operational Cost by the Projects Listed in the 15-Year Investment Plan
O&M Cost (million RWF)
New Production
Facilities
2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Total
Karenge
340 340 340 340 340 340 340 340 340 340 340 340
Rehabilitation
Karenge 2 3,395 3,395 3,395 3,395 3,395 3,395 3,395 3,395 3,395 3,395

Masaka 1,240 1,240 1,240 1,240 1,240 1,240 1,240 1,240 1,240 1,240 1,240

Masaka Expansion 1,240 1,240 1,240 1,240 1,240 1,240

Rutunga/Gikomero
373 373 373 373 373 373
(Phase 1)
Gahanga 3,182 3,182 3,182

Total 340 1,580 4,975 4,975 4,975 4,975 6,589 6,589 6,589 9,771 9,771 9,771 70.90

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[NEEDS TO BE CHECKED AND REVISED]

Table 8.3-2 Cost of the 15-Year Investment Plan
Incremental Consulting
WTP Construction in RWF
Type, Water WTP Service
Name of Project Capacity Cost (million (billion
Source Capacity (million
(m3/day) USD) RWF)
(m3/day) USD)
Nyabarongo Nzove 1 Rehabilitation 40,000 23,000 26.1 2.6
New Nzove 1 25,000 25,000 3.4 0.3
Nzove 3 40,000 40,000 84.9 8.5
Rutonde (Phase 1) 40,000 40,000 84.9 8.5
Rutonde (Phase 2) 40,000 40,000 84.9 8.5
Nyabarongo (Phase 1) 120,000 120,000 205.3 20.5
Nyabarongo (Phase 2) 120,000 120,000 205.3 20.5
Akagera Gahanga 40,000 40,000 56.8 5.7
Gahanga 2 (Phase 1) 120,000 120,000 205.3 20.5
Gahanga 2 (Phase 2) 120,000 120,000 205.3 20.5
Masaka 20,000 20,000 41.7 4.2
Masaka Expansion 20,000 20,000 32.3 3.2
Masaka 2 40,000 40,000 84.9 8.5
Masaka 2 Expansion 40,000 40,000 84.9 8.5
Karenge Karenge Rehabilitation 3,000 3,000 3.4 0.3
Karenge 2 30,000 30,000 52.5 5.2
Karenge 3 50,000 50,000 102.7 10.3
Independent Rutunga/Gikomero (Phase 1) 5,000 5,000 6.3 0.6
Rutunga/Gikomero (Phase 2) 13,000 13,000 32.4 3.2
NRW/ Central Main 31.4 3.1
Transmission Kacyiru/Remera (North) 22.0 2.2
and Kacyiru/Remera (South) 12.6 1.3
Distribution Gikondo 22.0 2.2
Systems Only Kacyiru/Remera (South) 14.9 1.5
Gikondo 24.4 2.4
Nyamirambo 22.0 2.2
Ndera-Rusororo 17.3 1.7
Nyarugenge CBD 19.7 2.0
Total Cost subject to 2035 evaluation 382.7 (353.4)
Total Cost until 2035 548.9 (506.9)
Total Cost until 2050 1,968.8 (1,818.2)
Average Annual CAPEX from 2020 until 2035 * 34.3 (31.7)
Average Annual CAPEX from 2036 to 2050 94.7 (87.4)
Note: 1) The projects to be included in the financial evaluation for 15 years investment plan is highlighted in blue. 2) Average
Annual CAPEX from 2020 to 2035 includes the projects that are not eligible fro the financial evaluation (On-going projects and
the projects aimed at the target year after 2035 including the Central M ain, Nzove 3 and Karenge 3
3) Capacity of the existing Nzove 1 WTP is assumed to be 17,000 m3/day.
4) The costs include physical contingency (10%) but excludes price escalation.

Source: JST

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PRIORITY PROJECT

The priority projects are the projects to be prepared under this Masterplan. The shortlisted projects are
shown in the Table 8.4-1.

NRW reduction project through pipe renewal and pressure control is the priority project which should be
implemented in a phased manner as shown in the Master Scenario. Its first phase (Phase I) NRW Reduction
for the Ntora-Remera Area: Pressure control and pipe renewal is to be proposed under the Japan’s Grant
Aid (Unsolicited proposal).

Construction of the Masaka WTP and Clear Water Transmission & Distribution Facilities and
Rehabilitation and Expansion of the Karenge WTP and Transmission & Distribution Facilities are selected
to be further studied under the Feasibility Study (F/S) of WASAC/JICA Masterplan Project.

Table 8.4-1 Shortlist and Priority of Development Projects

Priority Project Name Status Remarks
Phase I project will be proposed to
Under Preparation of
Japan’s Grant Aid
NRW reduction project through pressure Proposal
-
control and pipe renewal for Basic Design for Phase I
(Basic Design is not included in
(Ntora-Remera)
WASAC/JICA Masterplan Project)
Construction of Masaka WTP
Under F/S Subject to F/S in WASAC/JICA
1 and Clear Water Transmission &
Financing: To be proposed. Masterplan Project
Distribution Facilities
Under F/S
2 Rehabilitation of Karenge WTP
Financing: To be proposed
Expansion of Karenge WTP and Under F/S
3
Transmission & Distribution Facilities Financing: To be proposed.
Source: JST

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CHAPTER 9. ECONOMIC EVALUATION AND FINANCIAL

CONSIDERATION ON THE 15-YEAR INVESTMENT PLAN
ECONOMIC EVALUATION

The economic evaluation is carried out for the projects described in the Chapter 8 based on the conception
presented in Table 9.1-1. The objective of economic analysis is to assess a project from an economic
viewpoint of a country by applying a cost-benefit analysis. All project components are aggregated in one
component for this analysis; accordingly, the consolidated single “Economic Internal Rate of Return (EIRR)”
as well as “Benefit-Cost Ratio (B/C ratio)” and “Net Present Value (NPV)” are calculated.

Table 9.1-1 Conception for Economic Evaluation

Standard Items for Evaluation Conception
1. Project Costs 1) Financial Cost • The cost is estimated basically at the market price
(Capex + Opex) • The details are presented in the previous chapter
2) Economic Cost • The above financial cost is converted to economic cost by utilizing the
‘Conversion Factor (CF)’.
• Finally, the economic cost is applied for economic evaluation.
• The land cost is generally disregarded in the economic cost.
• See the details presented in the following clause 9.1.1.
2. Benefits • Beneficiaries “Willingness-to-Pay”
• Full capacity operation is assumed after the year of work completion.
• See details presented in the following clause 9.1.2.
3. Opportunity Cost of Capital • Generally, the range between 10% and 12% is used for economic evaluation.
• Set at the lower rate of 10% in this analysis by considering the nature of the
projects from the point of view of basic human needs.
• Referred to the same rate as applied in the “Sustainable Water Supply and
Sanitation Program, 2017, AfDB”.
4. Evaluation Time Horizon 30 years starting from the 1st operation year for a component that is to be year
2024
Source: JST

Economic Cost

As shown in Table 9.1-1, two types of project cost exist, they are, Financial Cost and Economic Cost.
Firstly, the former cost is estimated at market price basis. Secondary, the former cost is converted to the
latter cost by applying the conversion factor as presented in Table 9.1-2. It should be noted that land is
regarded in the financial cost but disregarded in the economic cost because it is deemed as an idle asset.

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Table 9.1-2 Assumptions for Economic Cost Calculation

Items Assumptions Remarks
1.Foreign Exchange Rate I US$ = RWF 923 National Bank of Rwanda: average of medium rate as at
end of month during 6 months from October 2019 up to
March 2020.
2 Conversion Factor (CF) 1) Foreign portion cost: 0.8924
Guideline of MINECOFIN
2) Local portion cost: 0.884
3. Economic Life 1) Water Treatment Plant: 45 years Weighted average years of the below
Composition Life
Facilities 85% 50 years
Machinery & Equipment 15% 15 years

2)Pipeline: 40 years -
4. Replacement cost 50% in every 15 years Machinery & Equipment
5. Salvage Value The residue value of capital cost calculated from the above economic life is salvaged at the last year
of evaluation time horizon.
Source: JST

The cost is composed of 1) capital costs (Capex), and 2) operation and maintenance cost (Opex). Table
9.1-3 presents the economic costs of Capex and Opex that are utilized for economic evaluation of this
project.
Table 9.1-3 Capex and Opex converted to Economic Costs (billion RWF)
Customer
Costs WTP NRW/Pipeline DSM&PR(1) Total
water meters
Capex Economic Cost 99.65 132.78 53.42 16.04 301.89
(ref) Financial Cost 117.51 157.85 60.03 18.03 353.42
(2)
Opex Economic Cost 62.40 - - - 62.40
(ref) Financial Cost 70.90 - - - 70.90
Note: (1) DSM&PR= Distribution Sub-mains and pipes for replacement (2) Opex represents incremental operational cost for the new water
production facilities covered by the 15-Year Investment Plan (Karenge rehabilitation and expansion, Masaka, Rutunga/Gikomero and Gahanga)
Source: JST

Benefits

Incremental water-served beneficiaries generated by the project that are represented in monetary basis are
regarded as project benefits. To calculate the monetary benefit for the MP, an affordability-to-pay (ATP) is
used based on the household income as shown in Table 9.1-4.

It is obvious that the benefits are generally computed from the willingness-to-pay (WTP) of beneficiaries
as well as the reduction of various costs necessary for getting water, as a substituting way for the cost
reduction. The socio-economic survey was conducted in this study to gather these information. However,
the number of location and interviewee were limited, which reveals difficulties in acquiring a useful data
for the study as is usual with such survey. Accordingly, the JST determined the application of ATP for this
study. It is noted for such cases that the “Project Appraisal Manual of International Bank for Reconstruction
and Development (IBRD)” mentioned the utilization of ATP as a substituting way for WTP and cost

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reduction.

(1) Residential
The project benefits are determined by applying the following methodology.

Benefits = Incremental No. of beneficiaries with Projects (X) ATP of beneficiaries (RWF/beneficiary)

The ATP is estimated based on the parameters as presented in Table 9.1-4.

Table 9.1-4 Parameters to estimate Benefits of Residential Beneficiaries

Items Assumptions Remarks
1.Household size 4.0 persons: Kigali
EICV-5, 2016/17
4.4 persons: adj. 7 sectors
2.Household income
1) Kigali Urban 286,000 RWF/month • Kigali City MP: Av. 262,000 RWF/month in 2018
• To adjust the income with CPI: 9% in two years
2) Kigali Rural 30% of Urban Assumed based on the Socio-economic Survey conducted by
JST
3) Adjacent 7 sectors: urban 70% of Kigali urban
4) Adjacent 7 sectors: rural 70% of Kigali rural
3. ATP 4% of household income Referred to “Project Appraisal Manual, IBRD
Sources: JST

(2) Non-residential & Industrial

The project benefits are determined by applying the following methodology

Benefits = Incremental m3 of beneficiaries with Projects (X) ATP of beneficiaries

The ATP is estimated at 840 RWF/m3 based on the following:

• Average of both non-residential tariff and industrial tariff

• Referred to RWF 840 as the vending price to private operators

Results of Economic Evaluation

The economic evaluation is carried out on the basis of the above economic costs and benefits. From the
evaluation, the projects are concluded to be economically feasible as the EIRR of the projects exceed 10%
of the opportunity cost of capital (see Table 9.1-1) as described below. Details are presented in Appendix
8.

• EIRR : 12. 0%
• NPV : 23,080 million RWF
• B/C : 1.11

The minimum variation that makes the EIRR to attain over 10% is studied as follows.
 Benefits: if decreased by more than 10.0%, the EIRR goes down below 10%.
 Capital costs: if increased by more than14.0%, the EIRR goes down below 10%.

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< Sensitivity Analysis >

Table 9.1-5 shows the results of the sensitivity analysis on the economic evaluation of the project. The
benefits are with a slightly higher sensibility than the capex. On the other hand, the capex variation also has
a substantial impact on the EIRR; if costs are reduced by 10%, the EIRR results in 13.8%.

Table 9.1-5 Results of Sensitivity Analysis

Benefits
Variation Items
+10% +5% Base case -5% -10%
-10% 16.1% 15.0% 13.8% 12.7% 11.6%
-5% 15.0% 13.9% 12.8% 11.8% 10.8%
Capex Base case 14.0% 13.0% 12.0% 11.0% 10.0%
+5% 13.1% 12.1% 11.2% 10.3% 9.4%
+10% 12.3% 11. 4% 10.5% 9.7% 8.8%
Sources: JST

FINANCIAL CONSIDERATION

Financial Evaluation

The objective of the financial evaluation is to assess a project from the financial viewpoint of a
private/public firm. The financial evaluation is carried out for the projects described under Chapter 8 based
on the conceptions and assumptions as presented in Table 9.2-1. All project components are combined as
a one component for this analysis; accordingly, the consolidated single “Financial Internal Rate of Return
(FIRR)” as well as “Benefit-Cost Ratio (B/C ratio)” and “Net Present Value (NPV)” are calculated.

Table 9.2-1 Conceptions and Assumptions for Financial Evaluation

Standard Items for Evaluation Conception and Assumptions
1. Project Costs Financial Cost Same as presented in Table 9.1-1
2. Revenues • Incremental revenues generated by the projects
• Served demand with the projects after the year of work completion.
3. Opportunity Cost of Capital Real interest rate of 6.3% is applied, that is generally calculated:
= (long-term interest rate) – (expected inflation.)
 Yields of 7-years’ Rwandan government bond of 2019 quoted at the Rwanda
Stock Exchange in 2020: 11.25%
 Inflation rate estimated by IMF: 5%
4. Evaluation Time Horizon Same as presented in Table 9.1-1
5. Economic Life
6. Replacement cost Same as presented in Table 9.1-2
7. Salvage Value
Source: JST

(1) Financial Costs

The financial costs are estimated and presented in Table 9.1-3.

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(2) Revenues
The revenues generated by the projects are determined by applying the following methodology.

Revenues = Incremental Consumption with Projects (X) Water tariff (RWF/ m3)

To obtain the revenues as mentioned above, the following assumptions presented in Table 9.2-2 are
considered.
Table 9.2-2 Assumptions for Revenue Generation
Items Assumptions
1.Incremental consumption (Entire served demand projected by JST) – (Net supply volume of existing WTPs)

2.Water tariff To apply the base rate of case-2 presented in Table 9.2-11: 840 RWF/m3
Source: JST

(3) Results of Financial Evaluation

The financial evaluation is carried out on the basis of the above project costs and revenues. From this
evaluation, the projects are judged to be financially feasible as the FIRR of the projects exceeds 6.3% of
the opportunity of capital (see Table 9.2-1) as described below. Details are presented in Appendix 9.

• FIRR : 6.8%
• NPV : 12,520 million RWF
• B/C : 1.04

< Variation for Breakeven Point of FIRR>

The minimum variation that makes the FIRR to attain over 6.3% is studied as follows.
 Revenues: if decreased by more than 4.0%, the FIRR goes down below 6.3%.
 Capex: if increased by more than 5.5%, the FIRR goes down below 6.3%

WASAC is a concessionaire to operate and maintenance the facilities owned mostly by the GOR.
Considering this, a large part of the project cost except O&M costs are to be paid and owned by the GOR.
In this context, the FIRR soars to over 6.3% of the opportunity cost of capital.

Project Cost Funding

Table 9.2-3 illustrates the project costs summarized in the 3 periods and the year average of each period as
well. The year average cost reaches RWF 25.27billion during 1st period, RWF 27.17 billion during 2nd
period and RWF 17.61billion during 3rd period.

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Table 9.2-3 Project costs summarized under 3 periods (billion RWF)

1st Period 2nd Period 3rd Period
Project Components
2020-2025 2026-2030 2031-2035
Total of the
1.WTP 55.11 31.20 31.20
Period
2.NRW/Pipelines 67.58 73.84 16.43
3.DSM&PR (1) 17.84 18.62 23.57
4.Customers Meters 5.35 5.59 7.08
Sub-total 145.88 129.25 78.28
O&M 1.92 6.59 9.77
Total 147.80 135.84 88.05
Year Average of 1.WTP 9.19 6.24 6.24
the Period 2.NRW/Pipelines 11.26 14.77 3.29
3.DSM&PR (1) 2.97 3.72 4.71
4.Customers Meters 0.89 1.12 1.42
Sub-total 24.31 25.85 15.66
O&M 0.96 (2) 1.32 1.95
Total 25.27 27.17 17.61
Note: (1) Distribution sub-mains and pipe for replacement, (2) Average of 2 years: 2024 and 2025 only
Source: JST

In principle, the funds for the project cost are expected to be funded from 1) WASAC own funds, 2) the
GOR budget including external grants and loan and 3) private sectors’ participation.

1) WASAC
WASAC is an autonomous legal body that generally enables the company to expand and run the business
with an aggressive strategy. However, WASAC engages in a concessional business operation, and the water
tariffs of WASAC are regulated by the GOR. It should be noted that due to the enormous entire project
costs, WASAC faces substantial business and financial risks as to whether it could recover the entire
projects costs and the likes with the tariffs in future. Meanwhile, it is obviously impossible for WASAC to
bear all projects cost when taking into consideration the severe financial conditions.

Table 9.2-4 shows WASAC’s Cash Flow (CF) during 4 years. Within the amount of the net CF, WASAC
can obviously pay the entire O&M costs and also possibly the customers’ meters costs, which have to be
reflected into the tariffs afterwards. However, the possibility of payment to the DSM&PR costs largely
depends on the revenues generated in the future.

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Table 9.2-4 WASAC Cash Flow (million RWF)

4 years’
FY2016/17 FY 2017/18 FY 2018/19 FY 2019/20
Cash-flow Items Average
Actual Actual Actual Budget (1)
1. Net income before tax -4,611 -7,334. -2,610 -1,247 -
2.Adjustment 11,044 9,148 -538 8,334 -
1) Depreciation & amortization 3,424 3,277 3,353 3,353(2) -
2) Changes in receivables & payables 7,620 5,871 -3,891 4,981(3) -
3.Net CF from operation activities (=1-2) 6,433 1,814 -3,148 7,087 3,046
Note: (1) Estimates based on WASAC Budget, (2) Assumed to be the same as previous year depreciation, (3) Average of 5 years from FY 2014/15
to 2018/19 to avoid distortion
Source: JST

2) Government
Table 9.2-5 shows the GOR’s development budget allocation. The allocation to WASAC is around 4%
during two financial years. The allocated amount includes both WASAC’s utility budget and the districts’
development budget.
Considering the rapid population growth rate and the necessity of water to sustain basic human needs, the
allocation budget needs to be raised to 8% to enable all identified projects to be funded.

Table 9.2-5 Development Budget Allocation (billion RWF)

Government Hierarchy FY2018/19 FY2019/20 FY2020/21 FY2021/22
Development Budget The GOR (a) 897.1 1,152.2
Allocated to: The MININFRA: inclusive WASAC n/a n/a
323.4 402.2
water sector below
(WASAC water sector (b) ) (1) 36.4 43.2 72.1 95.5
% of allocated = (b)/(a) 4.1% 3.7% - -
Note: (1) The allocation specified for WASAC water sector involves allocations to both WASAC itself and to the Districts.
Source: Budget Estimates of the MINECOFIN, Annex II-5, Budget by Agency, Program and Sub-program

Incidentally, the development budget cannot be met totally by the GOR’s own revenue. An additional
amount of around 500 billion RWF to 700 billion RWF is needed to be financed to the GOR’s budget under
foreign/domestic grants and debts as presented in Table 9.2-6. This additional budget covers 60% of the
country’s budget. Meanwhile, it is remarkable to know that the GOR issues bonds and treasuries for long-
term financing and list them under the Rwanda Stock Exchange. They have been issued every year since
2014 and as per the Fitch’s credit rating their issued securities stand at B+. The rating is rather low, however
it should be noted that the GOR has continuously shown an aggressive domestic funding behavior.

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Table 9.2-6 Source of Funds for Development Budget of the GOR (billion RWF)
Sources of Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22
Grants Foreign Government 67.9 76.8 89.9 73.1
Int’l Organization 165.2 183.0 199.2 199.3
Sub-total 233.1 259.8 289.1 272.4
Debts Foreign Loan 153.8 198.3 247.4 294.8
Domestic: Treasury Bonds and Notes 129.1 220.7 98.6 126.2
Sub-total 282.9 419.0 346.0 421.0
Total 516.0 678.8 635.1 693.4
Source: Budget Estimates of the MINECOFIN, Annex I

3) Private Sector
Private sector is expected to join as a business partner during the project implementation. As in the case of
the Kanzenze, PPP for a WTP is possibly considered under a Built-Operate-Transfer (BOT) method. The
possibility of private participation will be researched during the F/S study to determine the feasibility of
participation of foreign/domestic public/private companies or those having interest in the relevant field.

4) Conclusion
From the above discussion, the funding sources that are expected and recommended at present are shown
in Table 9.2-7.
Table 9.2-7 Demarcation of Funding Sources
Project Components WASAC GOR Private Sector
1.WTP -  
2.NRW/Pipelines -  -
3.DSM&PR   -
4.Customers Meters  - -
5. O&M  - -
Source: JST

The capex for the WTPs could be financed solely by the GOR including development partners’ funds, or
some portion of the WTPs could be funded through participation of private entities. The capex for the
NRW/pipelines could be financed solely by the GOR as it neither is financially light for WASAC nor
suitable as a business proposition to attract private participation. The capex for the DSM&PR could be
funded partially by WASAC if it can afford the same through its own cash flow, else it would have to be
financed totally by the GOR. The expenses pertaining to customers’ meters and O&M could be totally
covered by WASAC within its own operational cash flow.

Study on Costing and Rating for Tariff Setting

This chapter studies on a costing and rating model for future tariff setting. The costing contains costs
generated by all the branches and the headquarters of WASAC in the country. The rating is projected as a
base rate for tariff setting on the basis of the costing and is billed in terms of m3. Following two cases are

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studied in this analysis.

• Case-1 : The GOR pays the Capex and transfers or leases the assets to WASAC
• Case-2 : The GOR pays the Capex and owns the assets, which is a similar form to the present concession

The image of ‘Costing and Rating’ is illustrated in Figure 9.2-1 below.

Full Cost

① Customer-oriented Costs ② Fixed Costs ③ Variable Costs

Water meter, reading & bill delivery, Manpower, asset maintenance, Chemicals, electricity, etc.
etc. depreciation, interests, etc.

Distribution of
fixed costs
a. Indirect costs b. Direct costs
Non-consumption-base Costs Consumption-base Costs

Water Rate
Source: JST based on the Japan Water Works Association

Figure 9.2-1 Image of Costing and Rating

Conception
Table 9.2-8 presents the conceptions and assumptions applied to this study.

Table 9.2-8 Conceptions and Assumptions for the Study

Conception and Assumptions Remarks
1. Tariff revision Every 5 years
2. Cost Recovery That is, to disregard profit margin.
3. Depreciation Existing assets The depreciation as of FY 2019/20 is not available at this time. Thus, figures of
FY 2018/19 are used.
On-going projects WTP: 40 years
The Projects WTP: 40 years, Pipeline, etc.: 20 years for rating
Note: Disregard the Nzone 3, the Karenge 3 and the Central main pipeline
because of their water services in the year of 2037.
4. Additional Capex No additional Capex is assumed other than this 15-year Plan
5. Recurrent costs Refer to projection of FY 2019/20 studied under “the Final Costing Model,
2019” of WASAC
Variable costs such as chemical and electricity are adjusted to lower by 10%
considering the difference of projected production between WASAC and the
JST.
In line with the increase (%) of year-wise billed water, physical adjustment by
+20% on the said increase is added to 1) salaries/wages for permanent and
casual staff, and 2) commercial and administrative expenses
6. Bulk water purchase: the Kanzenze From the beginning of 2021: supply of 40,000 m3/day, price of US$ 0.7/m3
7. Repayment of Loans To disregard for tariff setting because the depreciation is already considered,
and this has to be covered with the generated profit.
Source: JST

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Costing
Table 9.2-9 represents the recurrent cost items that are utilized in this study. The overall computed costs
based on Table 9.2-8 are estimated and summarized under 3 periods in Appendix 10.

Table 9.2-9 Recurrent Cost Items

Sources of
Cost Items
Data/Information
WASAC (1) 1.Chemical products
2.Electricity cost (VAT exclusive)
3.Salaries, Wages & Benefits (Casual)
4.Salaries, Wages & Benefits (Permanent)
5.Repair & Maintenance Production
6.Distribution network
7.Commercial expenses
8.Administrative Expenses
9.Depreciation & Amortization Expenses
10.inance costs
11.External Water Quality Analysis
12.Abstraction permit (2frw/m3)
13. Repayment of existing loans
JST 1.Kanzanze: Bulk water purchase
2.Depreciation of existing assets (2)
3.Depreciation of new assets by the on-going works
4.Depreciation of new WTP by the Projects
5.Depreciation of new NRW/Pipelines by the Projects
6.Depreciation of new DSM&PR by the projects
7.Depreciation of new assets: water meters
8.O&M of the Projects
Note: (1) “The Final Costing Model, 2019” of WASAC, (2) FY 2018/19 Financial Statement of WASAC

Billed Water
The following is considered while estimating the county-wide billed water (BW) of WASAC from FY
2020/21 up to FY 2035/36.

Table 9.2-10 Considerations for assuming Billed Water

Year Billed water generated from Remarks
Existing Country-wide of the WSAC Estimation of FY 2019/2020, to avoid COVID-19 impact, as follows:
(BW: from July/2019 to February/2020)+ (BW: March/2020 x 4 months)
(-) Kigali Deduct from the above
FY 2020/21 (+) On-going projects The Nzove 1 rehabilitation, and the New Nzove 2
afterwards (+) Bulk water purchase The Kanzenze
(+) Kigali under JICA projects 15-Year Investment Plan
Source: JST

Rating for Tariff Setting

Based on the above (2) and (3), the base rates for tariff setting of the first period from year 2020/21 to year
2025/26 was projected as presented in Table 9.2-11. WASAC applies a single tariff table equally for the
whole country. It is noted that this is a model for WASAC to determine the customer-wise tariff table at the

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suitable level by considering the affordability of customers and at the adequate operational profit level of
WASAC which is necessary for its business continuity and sustainability..

Table 9.2-11 Results of Study on Rating for Tariff Setting

Cases Study Items Unit 2020/21 – 2025/26

- Billed Water Ton 294,063

Case-1 Costing Mil. RWF 266,269
Base rate for tariff setting RWF/m3 910
Case-2 Costing Mil. RWF 248,125
Base rate for tariff setting RWF/m3 840
Source: JST

The level of the base rate projected above is summarized below.

1. This should be carefully referred to the rate projected by WASAC in 2019 which indicates 736
RWF/m3.
2. Compared to the above, the base rate for the 1st period, respectively Case-1 910 RWF/m3and Case-2
840 RWF/m3, is still higher due to the probable head-heavy investment as indicated in Table 9.2-12.
3. The case-2, where capex is paid for and the assets owned by the GOR, indicates a lower rate.

Table 9.2-12 Comparison between 15-year Investment Plan and WASAC Projection in 2019
Projection Increases
Case Comparison Items (1) (2)
15 Years’ Plan WASAC In figures By times
- Billed water Ton 49,010 35,614 13,397 1.38
Case-1 Costs million RWF 44,378 26,214 18,164 1.69
Base rate RWF/m3 910 736 174 1.24
Case-2 Costs million RWF 41,354 s/a 15,140 1.58
Base rate RWF/m3 840 s/a 104 1.14
Note: (1) 6 years’ average for the 1st period, (2) 2 years’ average for FY 2018/19 and 2019/20

Source: JST

< Recommendation >

The JST recommends to revise the tariff table periodically with an interval of every 3 to 5 years to cope
with the increasing number of customers and new facilities and also to maintain a stable operational profit
and allocate a fair and equity charge to the satisfaction of its customers.

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CHAPTER 10. STRATEGY FOR IMPLEMENTATION

CREATING NEW WASAC UNIT AND COORDINATION WITH MINISTRIES, AGENCIES AND
THE CITY OF KIGALI

The Project implementation requires not only full commitment from the overall WASAC but strong
coordination with important government agencies such as ministries and the City of Kigali.

Establishing One Strategic Team (OST) as the Program Management Unit) in WASAC

WASAC needs to formulate a new unit for enhancing the coordination among its departments during project
implementation.

 Create One Strategic Team (OST) as the program management unit in WASAC
This OST should consist of the UWSSD, the Water & Sanitation Development Dept, the Project and
Corporate Planning & Strategy Division

It is difficult to implement the MP without the formal involvement and coordination with the Water &
Sanitation Development, the SPIU, and the Corporate Planning & Strategy Division of the head office, in
addition to the UWSSD. However, under the present scenario, there is a lack of organized function to work
together and to develop strategies for commencement/maintenance of the long-term investment projects.
Therefore, it is recommended to formulate a OST headed by a director or manager dedicated for this mission.

UWSSD

One
Water & Sanitation
Develpment Dep.
Strategic SPIU
Team

Corporate
Strategy Div.

Source: JST
Figure 10.1-1 Formulation of One Strategic Team

Coordination with the government ministries and agencies

Coordination with various government ministries such as the MININFRA, the MINECOFIN, the RURA,
Rwanda Water Resource Board and the City of Kigali are indispensable for effective implementation of the
15-Year Investment Plan created under the MP.

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 Set up a regular committee consisting of permanent members from WASAC and the related
authority including the MININFRA, the MINECOFIN RURA, Rwanda Water Resource Board and
the City of Kigali for the MP. This committee receives reporting and monitors the progress of MP.

Program Committee

WASAC Management, MININFRA, MINECOFIN, RURA

Rwanda Water Resource Board, CoK
Sharing Progress Coordination/Support
Information
MP PMU
Collaboration for implementation

SPIU
Source: JST
Figure 10.1-2 Formulation of Program Committee

 Create a water tariff guideline in cooperation with the RURA to make the tariff revision process
transparent.
 Deployment of a long-term expert to the MININFRA, which is an organization that supervises the
management of WASAC, to facilitate coordination between water supply policy and operation.
 Strong coordination with the RWFA for resource management is necessary. Work together with the
RWFA to establish and improve the water resource permit / management system.

Financial support for low income customers by the government/City of Kigali

For increasing the connection rate to future water supply services, it is essential to promote connection to
low-income groups. At present, there is no financial support, such as subsidy system, for low income people
to obtain a stable water supply.

 Establish a support loan / subsidy system for low-income people. The subsidy for water bill payment
will be dispatched by the government/City of Kigali.

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Box 4. Pro-poor Measures

Pro-poor measures are essential to achieve progressive achievement of the human rights to water as well
as the water supply expansion targets. The largest challenge on the pro-poor measures is to establish the
effective scheme and its financial sources. Two successful good practices are shown in Table 10.1-1.

a. Revolving Fund (Cambodia)

The bottleneck of individual connection for the poor is the initial cost for the connection because the
tariff itself is already discounted by the increasing step tariff. An internationally famous utility in
Cambodia (PPWSA) established a revolving fund scheme to realize installment payment of the
connection fee for the poor. They used the “Poor ID card” to identify and apply the grant and installment
arrangement. The scheme was established under the support from IDA while its operation was
completely run by the utility, and some portion of the grant were borne by local donations.

b. Bulk supply to the Community (Philippines)

Connections to unplanned/informal settlements have many risks including nonpayment, illegal
connection, and accreditation for the billing. The practices in the capital Manila solved this problem by
putting responsibility to the community organization. The unit of community is called “Barangai” of
which cultural structure is similar to “Umudugudu” in Rwanda. The program could also get a support
from those local government because it improves the people’s living standard.

Recommendation:
Establish the pro-poor measure as a safety-net and social welfare for the human rights to water. WASAC
can lead the investment to promote and disseminate the importance publicly. The capital for the subsidies
should be invested or borne externally outside the tariff. Note that Pro-poor measures are not for the
philanthropy in terms of social consideration but for the market development activities for the future
customers to make water supply business sustainable.

Table 10.1-1 Good Practices of the Pro-poor measures

Country Cambodia Philippines
Water Supply for Poor Program Water for the Poor Communities program

Name of Program

Manila Water Corporation Inc. (Concessionaire

Name of Utility Phnom Penh Water Supply Authority
company)
Poor families with national certificate (“ID
Target Population Families in Informal Settlement
poor”)
Revolving fund for the connection fee
(installment payment: 10-20 months). Major
Install a meter for a community, under the
investment is from domestic philanthropy
Contents of the responsibility of payment and maintenance of
(Donation from the rich) and the grant from
Program Community Based Organization. Fund from the
international donors.
city, municipality, or community association.
30-100% discount of connection fee according to
the poor category.
Capital Gained more than 152,000 connections Served >680,000 urban poor population

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Strategic Cooperation

The establishment of the PMU and PC will facilitate the strategic cooperation before the project
procurement among the stakeholders. The strategic cooperation includes subjects as listed in the Table
10.1-2. The listed subjects need to be discussed during periodical meetings by the permanent team and
committee as they normally require a long time before any decision can be made, especially while they are
dealt with at an ad-hoc basis. These meetings shall facilitate in accelerating the individual project
implementation by avoiding decision delays.

Table 10.1-2 Subjects to be discussed in the PMU and PC as the Strategic Cooperation
Subject Stakeholders Purpose
RWFA (Rwanda Water To get a mutual understanding on the needs for water
Permission for Water Use Board), MININFRA, supply and forecast, detail study is needed to be
WASAC conducted for water resources among the stakeholders.
Preparation process for the budget for MINECOFIN, To propose and keep updating the long-term needs of the
local (Not-eligible-for-the-aid) Portion MININFRA, WASAC local budget.
To share the specific new development plan (real estate,
City of Kigali, public transportation and roads) to be shared in order that
New Development Plan
MININFRA, WASAC the water supply facility can be designed within an ample
period.
City of Kigali, To consult the land selection during the design phase to
Land expropriation
MININFRA, WASAC avoid unnecessarily hard expropriation.

Tariff Revision considering the long- MININFRA, RURA, To consult the tariff incorporating the long-term
term planning WASAC investment plan.
Source: JST

KEY PERFORMANCE INDICATORS

The strategy for water supply facilities shall be monitored and enhanced by targets and key performance
indicators (KPIs). Proposed KPIs are as presented in Table 10.2-1. The KPIs and the target value should be
finalized with the One Strategic Team and the Program Committee.

Table 10.2-1 Proposed targets and key performance indicators

KPI Target in 2050 Target in 2035 Present status Data Source
Operating Ratio TBD TBD TBD WASAC Annual report
Electricity Consumption per m3 water
TBD TBD TBD WASAC UWSSD
produced (kWh/m3)
Water supply capacity
TBD TBD TBD WASAC Annual report
(Daily average, m3/day)
WASAC Annual report
Length of Pipeline Rehabilitated TBD TBD TBD
(New Indicator)
Average Supply Hours 24 hours 16 hours 8 hours WASAC Annual report
Percentage of Households with Severe UWSSD GIS Section
0% 0% TBD
Water Shortages* (New Indicator)
Non-Revenue Water (%) 20% 23% 38.8 (2018) WASAC Annual report
Number of Leakage Repair TBD TBD TBD NRW Reduction Team
Percentage of Population with an
Access to Piped water supply 100% 92% 85% EICV
(population, %)
* Definition: the water supply restriction for more than four (4) days a week (supplying water only for three days a week), and the no-supply -days
continue for three (3) successive days

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DEVELOPMENT PARTNERS

In order to realize all projects itemized in the 15-Year Investment Plan toward 2035 as well as the ones
toward 2050, huge investment is inevitable. However, it cannot be covered by single finance source.
Therefore, it is important to consider how to draw interest of the potential development partners for their
investment on the potential projects (e.g., what is the best mix in terms of type/scale of the projects; whether
to go for loan or grant). Table 10.3-1 outlines major development partners that are presently active in
Rwanda.

Table 10.3-1 Major Development Partners in Rwanda

Dev. Partners Activities in Rwanda in Brief
JICA Outline of development cooperation to Rwanda8:
 Purpose of development cooperation for Rwanda: Consolidation of peace in this region and reduction of
poverty in this country
 Basic policy of Japanese ODA to Rwanda: Promotion of sustainable growth, poverty reduction and job
creation
 Priority areas for ODA:
 Economic Infrastructure Development (Transportation, Trade Facilitation and Energy)
 Agricultural Development (Promotion of Market Oriented and Value Added Agriculture)
 Social Service Improvement (Sustainable Safe Water Supply and Sanitation Service)
 Human Resources Development for Sustainable Growth and Job Creation (Science and Technology
Education and Training)
Major recent projects/programs on water/sanitation in Rwanda9:
 The Project for Water Supply Master Plan for City of Kigali
 Project for Rural Water Supply (Phase 3)
 Project for Strengthening Operation and Maintenance of Rural Water Supply Systems in Rwanda
 Project for Strengthening Non-revenue Water Control in Kigali City Water Network
 Grant Assistance for Grassroots Human Security Project in Water and Sanitation Sector
 JOCVs in the Water and Sanitation sector
 Issue-based Training in the Water and Sanitation sector
AfDB  Sustainable Water Supply and Sanitation Program – Additional Financing
 Sustainable Water Supply and Sanitation Program
 The Kigali Bulk Water Supply Project
 National Water Supply and Sanitation Masterplans

USAID4F It supports an integrated program that improves the sustainable management of water in Rwanda. The program
builds local capacity to monitor and manage water resources and helps develop water and sanitation services to
the public, with a focus on the rural poor.
WB Since 1970, the World Bank (WB) has been operating 145 projects for a total equivalent amount of USD 4,940.40
million. Amongst them, four projects were related to the water supply sector and all these projects were closed
/ completed as on Jun 2019.
UNICEF  Since 1986, it has supported the realization of the rights of every child, especially the most disadvantaged.
Guided by the SDG principle ‘leaving no one behind’,
 The UNICEF’s country program for Rwanda has seven main components, namely, (i) Child Health, (ii)
Nutrition, (iii) Early Childhood Development, (iv) Education, (v) Child Protection, (vi) Water, Sanitation
and Hygiene (WASH), and (vii) Social Policy.
DFID  Rwanda Growth and Poverty Reduction Grant (GPRG)
 General Budget Support to the Rwanda-Second Three Year Phase

KfW  Water Supply for 8 rural Communities / Kigali, Phase I & II

 Water Supply for Bugesera South

8 Japan’s Country Development Cooperation Policy for Rwanda (https://www.rw.emb-japan.go.jp/files/000293362.pdf)

9 Rolling Plan for the Republic of Rwanda (https://www.rw.emb-japan.go.jp/files/000293363.pdf)

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Dev. Partners Activities in Rwanda in Brief

Dutch  The SusWAS Project: PPP-based project that is jointly invested by the Dutch Government and private
Government’ sectors, focusing on NRW issues on some branches in the City of Kigali. It is carried out by the Vitens
Aid Evides International from the Netherlands.
 The SCALE Project: Scaling universal access to safe and climate-resilient water services in Rwanda, with
a focus on small towns, which is an on-going project as of 2020 based on the partnership agreement
amongst WASAC (with finance from the AfDB), the Vitens Evides International and the WaterAid.
Source: JST

To attain the plan towards 2035 and 2050, the GOR is recommended to get financing from the development
partners in case of any difficulty for securing the same within the governmental budget.
• Primarily, the ordinary lines for long-term loans with preferential interest rates and the following
financing schemes are also possible for the water sector, provided they meet the eligibility
requirements.
• Loans through Green Bond Program of the World Bank
• Loans with the Climate Investment Funds (CIF) through the AfDB
• Loans with the Emerging Africa Infrastructure Fund (EAIF) which had financed the Kigali Water
Limited, the special purpose vehicle for the Kanzenze Project.

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PRIVATE INVESTMENT IN WATER SECTOR

Need for Investment Promotion by Private Funds in the Water Sector

The government's budget (or debt) will be enormous if the government tries to cover all the investment
necessary to expand the water business, including water source development with public funds. Therefore,
it is essential to have dependable funding also from the private partner (Figure 10.4-1).

Type Instrument
Syndication PPP PPP Ø Equity

Fund
Syndication Ø Bond
Ø Loan
Ø Guarantee
Ø Insurance

Partnership with
Private Sector
Fund Ø Guarantee
Ø Mezzanine
Grant and Technical Finance
Assistance

Source: JST
Figure 10.4-1 Partnership with Private Sector

 Return & Benefit

• Utilities collect tariffs and other payments (e.g. connection fees) from customers. Tariffs can, but in
practice often do not fully cover operational and maintenance costs and rarely cover capital expenditure.
Improvements in operational efficiency can create more cash flow to invest in service expansion and
increase the customer base and revenues.
• Improved access to water and sanitation services produce a range of valuable benefits for individuals,
communities and the environment, including a reduction in adverse health outcomes, increased
educational attainment (especially for girls) and enhanced labor productivity.

 Risk
• Currency risk (due to mismatch revenue and debt servicing currency), operating risk (weak
performance of utilities), credit risk (inability of counterparty to honor contractual arrangements).
• Due to the long-lived and capital- intensive nature of water and sanitation infrastructure as well as
under-investment in maintenance, performance risks may arise due to aging infrastructure, leakage and
obsolescence of technologies. As water distribution infrastructure is underground and services can
continue despite high levels of leakage, such degradation can go undetected for years, as rehabilitation
and maintenance needs climb significantly.

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Entry into the water supply business by PPPs (Public-Private Partnerships) and successful water PPPs are
usually designed around a mix of funding sources.

In addition to funding, efficient business operation can be expected by introducing technical equipment and
products that are competitive in the market by private businesses. PPPs have proved to be an important tool
in the sustainability of systems, strengthen financial viability, and boost quality of service in an otherwise
monopolistic water and sanitation sector.

 The Kigali Bulk Water Supply Project

The Kigali Bulk Water Supply Project is a Public-Private Partnership Project amongst WASAC, the
Metito (a private company) and the IFC. The project aims at construction and operation of new water
sources and water treatment plant at the Kanzenze. It is a Build-Operate-Transfer (BOT) project with a
contract between WASAC and the Metito and (initially) is coordinated and funded by the IFC. The
construction for the project started in November 2017 and is on-going as of 2020. The operation period
is 25 years, and the assets are set out to be transferred to WASAC after the completion of the operation
period by the operator.
Financing Structure is depicted in the below (Figure 10.4-2).

• DevCo, a facility managed by the IFC and funded by PIDG, provided initial financial support and
technical assistance to the government of Rwanda to cover the legal, financial, technical and
environmental feasibility assessments of the project.
• The Emerging Africa Infrastructure Fund (EAIF) provided USD 19 million as senior debt and USD
2.6 million as junior debt. The EAIF also crowded in the African Development Bank funds amounting
to USD 19 million as junior debt.
• PIDG’s Technical Assistance Facility provided a USD 6.25 million grant to cover upfront capital costs
and avoided an increase in water tariffs as a result of the project.

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Private Infrastructure Development Group

Technical Assistance
AfDB EAI Fund DevCo
Facility

Technical Loan
Assistance
Grant METITO Technical
Assistance
Loan
Equity

KIGALI WATER LTD

WASAC

Source: JST
Figure 10.4-2 Kigali Bulk Water Financing Structure

Lessons learned from the Kigali Bulk Water Supply Project are summarized as follows;
• The project initially had included the transmission and distribution facilities, but the component was
transferred to other AfDB funded projects. The arrangement was agreed because “greater efficiency
could be achieved by allocating (it) to be WASAC”. The project cost by PPP was reduced from 79
MUSD to 61 MUSD by this arrangement.
• Currency negotiations led to significant delays. Currency risk was not only the cost-raising factor
but also a delay factor for this scheme.
• Tariff of PPP contract (Approx. 680 RWF/m3) is much higher than the current production cost (271-
482 RWF/m3, Kimisagara and Karenge in the year 2018). WASAC’s average tariff to the customer
(736 RWF/m3, 2019/2020 budget) barely covers the tariff of PPP. Electricity costs and tariffs are the
major risks in raising the cost since it is borne by WASAC as agreed in the contract.

There is potential to mobilize commercial investors through bond investment.

Social Bonds are any type of bond instrument where the proceeds will be exclusively applied to finance
or refinance in part or in full new and/or existing eligible Social Projects.

 Sustainability Awareness Bond (SAB)

The EIB recently launched its Sustainability Awareness Bond (SAB), which it announced in April 2018.
The new bond product aims at supporting the global goals by contributing to the development of a
sustainable financial system through the financing of water and wastewater projects.

 Social Impact Bond (SIB)

SIB is a scheme that combines performance-based payment by the government and business operators

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and utilization of private funds and is one of the methods of performance-based outsourcing contracts
together with performance-based payment.
Outsources administrative services to private NPOs and companies, conducts business based on the funds
from private fund providers, and the government pays fund providers only when the project achieves the
results agreed in advance.

Make payment Financial return dependent

based on outcome on outcome of operation

Social Impact Bond

Public Sector Investors
Delivery Agency

Investment
Provide performance Provide Fund for
outcome for social Service Operation
benefit to society

Utility Service Provider

Independent
Evaluator
Service

Assessment of
social benefit
Target Population
Customers

Source: JST
Figure 10.4-3 Social Impact Bond Structure

Non-governmental organizations (NGOs) may use donations to blend technical assistance and grants with
commercial financing to increase access to water and sanitation. Water.org, through the provision of
technical assistance and small grants to microfinance institutions (MFIs) fosters the creation of new loan
products WaterCredit Loan suited to the needs of water and sanitation projects and low-income households.

Source: OECD
Figure 10.4-4 WaterCredit Loan Financing Structure

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The use of guarantees is particularly effective in mobilizing commercial finance across sectors through the
mitigation of financial risk resulting in lower cost of capital.

Possibility of Application to the Projects listed in 15-Year Investment Plan

Table 10.4-1 shows the possible financial sources for the projects listed in the 15-Year Investment Plan.
From the knowledge hitherto, the application of PPPs is limited to the bulk water supply project as the
existing Kigali Bulk Water Supply. However, WASAC is open for any proposal of the partnerships with the
private sectors to challenge other forms which will be found effective and feasible.

Table 10.4-1 Possible Financial sources of the Projects listed in 15-Year Investment Plan

Type, Source Name of Project Possible Financial Sources

On-going Projects GoR Grant Loan PPP

Nyabarongo Nzove 1 Rehabilitation ✓
Nyabarongo New Nzove 1 ✓
Emergent/Priority Projects: Stage 1
NRW/Pipelines Kacyiru/Remera (North) ✓ ✓
Akagera Masaka ✓ ✓* ✓ Bulk Supply
Karenge Karenge Rehabilitation ✓ ✓
Karenge Karenge 2 ✓ ✓
Future Project: Stage 2
NRW/Pipelines Kanombe/Masaka ✓ ✓ ✓
NRW/Pipelines Runda/Rugarika ✓ ✓ ✓
Future Project: Stage 3
NRW/Pipelines Kacyiru/Remera (South) ✓ ✓ ✓
NRW/Pipelines Gikondo ✓ ✓ ✓
Future Project: Stage 4
Independent Rutunga/Gikomero (Phase 1) ✓ ✓ ✓
NRW/Pipelines Nyamirambo ✓ ✓ ✓
NRW/Pipelines Ndera-Rusororo ✓ ✓ ✓
NRW/Pipelines Nyarugenge CBD ✓ ✓ ✓
Akagera Masaka Expansion ✓ ✓ Bulk Supply
Akagera Gahanga ✓ ✓ Bulk Supply
Future Project: Stage 5
Nyabarongo Nzove 3 ✓ ✓ ✓
NRW/Pipelines Central Main ✓ ✓ ✓
Source: JST

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DEVELOPING LOCAL PRIVATE SECTORS FOR BETTER CONSTRUCTION AND PROCUREMENT

WASAC needs to increase the number of staff dramatically in the future if all the tasks are executed by
itself since water supply system will expand to meet future water demand. It is recommended for WASAC
to consider outsourcing of some works in addition to improvement of efficiency of the organization.
Considering unavailability of reliable private sectors to outsource some of the works at present, it is required
for WASAC to develop local private sector for several works. Required system for outsourcing shall also
be created.

Service Connection

Among several works, it is especially recommended to develop private sectors for service connection as
the number of connections are planned to increase dramatically in the future. Service connection is
outsourced in several countries. Considering WASAC’s past experience of failure in usage of private
sectors for service connection, it is recommended to develop capable private sectors and to introduce a
registration system of reliable contractors.

In order to avoid outsourcing works to unreliable private sector, it is recommended to introduce a system
of designated contractor for service connection.

For realizing the designated contractor system, authorized plumber system will be required to be introduced
at first.

a. Authorized Plumber:
Authorized Plumber shall be responsible for the service connection work including materials used and
also recording their work. There are several requirements for “authorized plumber”, such as certain
experience levels, finishing training, passing test to be provided and registration. Registration system for
authorized plumber shall be decided through a detailed study.

Recommended license scheme of designated contractors for service connection is summarized below while
details shall be carefully studied before introduction of the system.

b. Recommended License Scheme of designated contractors for service connection works

・ Only designated contractors can work for service connection.
・ Basic Requirement
- Registration of Authorized Plumber to supervise or take responsibility of connection work and sign
the record of connection
- Possession and usage of proper equipment such as pipe cutter, file, threading, pipe wrench, spanner,
dewatering pump, and water pressure testing equipment
・ The license will be disqualified when required and shall be renewed periodically.

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Capable and reliable private sector shall be registered as designated contractors when the system is
established. The designated contractors shall be responsible for the material and installation of service
connection under supervision and control of WASAC. When service connection is outsourced to private
sector, it will be easier to control leakage reduction by avoiding poor quality of material and installation.
Relationship between WASAC and the Designated Contractors are summarized in Figure 10.5-1.

Source: JST

Figure 10.5-1 Relation between WASAC and the Designated Contractors

Actions required to be undertaken by WASAC before and after introduction of the designated contractor
system are listed below.

a. Until introduction of the designated contractor system, WASAC needs to

- Decide criteria/standard of materials and installation of house connection. It is required to prevent
customers to procure inexpensive and low-quality pipes and thereby improve installation
- Select/list up suppliers for quality material
- Prepare water ledger sheets for service connection with GIS incorporation
- Provide trainings to plumbers and certify qualified plumbers

In order to develop reliable private sector, it is required to increase the number of skilled plumbers who can
become qualified plumbers. It is recommended for WASAC to provide education, seminar and on-site
training to increase the number of skilled plumbers. Continuous follow-up training to the qualified plumbers
will also be required. Utilizing international contractors for expansion works shall also be considered for
rendering the requisite trainings.

Required actions for WASAC to undertake after introduction of designated contractor system are listed
below.

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b. When designated contractor system is introduced, WASAC needs to

- Register designated contractors for service connection
- Disqualify the contractors if the quality of material and installation is poor
- Monitor and control the work of the contractors through direct supervision and usage records

Knowledge required to be acquired by WASAC to execute new tasks are listed below
c. WASAC shall be required to acquire
- Basic knowledge for reviewing standards for service connection materials
- Basic knowledge for designing and reviewing plumbers’ qualification system
- Knowledge for registration and disqualification of designated contractors

Other Services to be Outsourced

It will be expected to outsource other services, such as meter reading and maintenance of float valves, pipe
repair and replacement, customer relation (call center) and maintenance of equipment.

If installation of smart meters is not enhanced, outsourcing of meter reading will be required, considering
the dramatic increase of house connections. In this case training and education on meter reading will be
required to be given by WASAC while development of local private sectors will be much simple compared
with the case of service connections. Once installation of smart meters is enhanced meter reading system
will be changed and outsourcing of meter reading will not be required.

Since construction of numerous distribution reservoirs equipped with float valves are planned, number of
float valves will be dramatically increased through development of the distribution block system in the
future. The float valves are prone to malfunction due to continuous fluctuation of water level. Therefore,
periodical checking and repair or replacement of float valves is required to avoid overflow from the
reservoirs. When maintenance is outsourced to reliable contractors along with the responsibility of water
loss due to malfunction of float valves, NRW due to overflow will be reduced with a limited number of
WASAC staff. It will be possible to select private sectors for the maintenance without introducing special
system. Contract for outsourcing the maintenance of float valves shall be carefully managed considering
termination if required but it is not necessary for WASAC to provide education and training.

The local private companies for pipe repair and replacement will be nominated based on the experience of
the company and its personnel in addition to its financial reliability. These contractors will be selected
through tendering for a bulk contract bundling several amounts of the work through the year. These
contracts will improve the capacity of those local company to do the quality works through the supervision
and instruction by the WASAC NRW team, partly backed up by the developing partners.

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There are several examples for outsourcing of customer relations in other countries, especially call center
functions whenever any water supply system is being expanded. Rules and regulation for outsourcing will
be required to be prepared.

Maintenance of electrical and mechanical equipment will be outsourced to supplier or other specialized
companies. In addition, several maintenance works such as removal of soil from sedimentation tanks can
be outsourced whenever it is required. These contractors may be selected through tendering or by direct
appointment, whichever is adequate.

DISTRICT OWNED FACILITIES AND PRIVATE OPERATORS

As regulator, the RURA (Rwanda Utilities Regulatory Authority) has the following criteria for giving
licenses to the service provider. By acquiring a certain scale of operation, the operator can serve as a stable
and quality water supplier.

- Running dedicated laboratory and hiring laboratory staff to ensure quality of the water,
- Having several water sources to ensure stability of supply.

However, apart from the RURA’s intent, countless unauthorized water suppliers occupy the market. At
present, following 3 major companies are licensed authorized service providers. But, they cannot cover the
entire region. Therefore, regional water supply business run by the authorized water supplier has many gaps
which are duly being filled up by countless unqualified water suppliers.

- WASAC (Urban)
- Regie Associatives Des Usagers Des Points D’eau Gasabo Ltd. (Rural)
- Paak Kam (Rural)

So far, the qualified water suppliers’ capacity for supplying water is not enough to fulfil the demand of the
region. Therefore, if there are no problems with water quality, no proactive reasons are envisaged to
withdraw the unauthorized water suppliers. However, increase of the water supply capacity of WASAC
through implementation of the 15-Year Investment Plan shall surely cause an impact on the other water
supply operators. To avoid unnecessary conflict between the other water supply operators, WASAC should
ensure implementation of the 15-Year Investment Plan in a timely manner.

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Box 5. Accelerating Innovation: Water Business Platform

Public Private Partnerships (PPPs) are a broad concept that the private sector can incorporate the vitality
and speed of businesses into the public-led infrastructure utility. Business opportunities of water business
are normally not visible to the business entities and start-ups because of its monopoly nature as the
infrastructure. The invisibility of the business slows down the participation of the business start-ups as
well as the technological innovation. Some utilities in Japan and the developing countries has their
“platforms” to activate the opportunity for the business participation with the water services. The
platforms are normally permanently installed association/committee (with several persons in charge),
being a one-stop facility to discuss and enhance the opportunities for business involvement.

Although WASAC has actively and openly discussed with the private sectors for future business
opportunity, the discussion has been often ad-hoc and dealt with as a sideline. As a result, WASAC may
have wasted their personnel resources in vain or meddled by the unmatured proposals. In addition, it has
been rare that the small businesses or the start-ups proposed the water business because they simply did
not have a prior information and ideas. As the ICT technology that we most expect tends to run by a start-
up, it is necessary to open the gate publicly to welcome them.

Therefore, it is recommended to facilitate the innovation and business participation from private sector,
not only in terms of enlarging the scale of the projects as the Kigali Bulk Water Supply, but also
enhancing the participation of the small start-ups. Establishment of the business platform may contribute
to accelerate such forms of PPPs.

Photo. An example of Water Business Conference at a utility in Asian Country

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CHAPTER 11. RECOMMENDATIONS

1. Considering that the benchmark year of the 15-Year Investment Plan is 2035, it is recommended that
The Kigali Water Supply Masterplan should be reviewed before 2030 (ten years from the preparation
of the Masterplan). Note, however, that in case the governing policies, relevant plans and/or official
surveys are updated (e.g., national water resource master plan, national water supply master plan, city
master plan, national census, EICVs, WASAC’s policies including 5 Years Strategic Business Plan),
the revision of the Masterplan should be examined based on the result of the review of magnitude of
revisions having been done in those governing policies/plans/surveys.

2. Establishment of the One Strategic Team (OST) as a Program Management Unit (PMU) and Program
Committee (PC) in cooperation with the MININFRA, the RURA and the MINECOFIN are key factors
to enhance the implementation and monitoring of the Masterplan. The PMU and PC are not only just
an implementation unit but also serve as the long-term planning facilities to gain the sustainability of
the utility. The 15-Year Investment Plan and KPIs for the monitoring are subject to review and the
approval by the PMU and the PC.

3. It is recommended that WASAC/MININFRA should start discussion with the concerned organizations
including RWFA in order to facilitate obtaining raw water use permission for the required water
resources itemized in the 15-Year Investment Plan as well as the Masterplan.

4. It is recommended that WASAC/MININFRA should keep close communication with the concerned
authorities including EDCL to monitor the progress of large-scale dam projects including Nyabarongo
II Multipurpose Development Project that could potentially impact to the future projects listed in the
15-Year Investment Plan as well as the Masterplan.

5. Establishment of water sources monitoring system is needed. Especially, in order to avoid

overexploitation of aquifer and identify the influence caused by pumping, water level monitoring
boreholes should be constructed in the wellfield and regular monitoring of groundwater level is
recommended.

6. Borehole management should be conducted to sustain the yield. Investigation and rehabilitation of
boreholes should be carried out regularly. In addition, the equipment for the investigation and
rehabilitation of borehole such as borehole camera and rehabilitation tools should be procured and used.

7. It is recommended that WASAC/MININFRA should start to take necessary actions for land acquisition
for the potential project sites listed in the 15-Year Investment Plan as well as the Masterplan.

8. It is recommended that WASAC/MININFRA should widely and actively disseminate the content of the
15-Year Investment Plan to the potential investors including development partners and private investors

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at right occasions. In addition to the Sector Working Group that is organized by MININFRA to share
the content of the water and sanitation projects with the concerned parties, setting up a platform where
concerned parties can exchange such information regularly/continuously could be an option to seek
funding source. Launching and putting such activities on track may be supported by the intervention of
the central government and/or technical assistance program by development partner’s aid. In addition,
such information should be given to existing private operators as well in order to mitigate impact on
their businesses as a part of social consideration.

9. In order for WASAC to increase service ratio as planned in the Masterplan, it is necessary to take the
low-income groups into WASAC’s service as a user. Accordingly, it is recommended that
WASAC/MININFRA, RURA, and other authorities including central government organizations and
regional government bodies to work on the possible pro-poor measures such as subsidies, loans, self-
reliance, job gain, housing, health and so forth support for facilitating low-income groups to be a self-
sustainable economic entity.

10. WASAC should discuss with MININFRA and RURA on the revision of the tariff table periodically
with an interval of every 3 or 5 years in line with the increase of the number of customers and new
facilities, so that WASAC can maintain a stable operational profit, and allocate a fair and equity charge
to the satisfaction of its customers, which will contribute to securing funds for appropriate O&M of
water supply facilities in the long run.

11. WASAC should implement the improvement measures for strengthening the organizational and
institutional aspects as presented in Appendix 4.

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