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Sustainable Development Mining in Rwanda

Sustainable Development of Mining in Rwanda Insert job reference

Prepared for Department for International Development (DFID) - Rwanda June 2018

Sustainable Development Mining in Rwanda Quarter 5 Report

Sustainable Development of Mining in Rwanda

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Contact Information Cardno Emerging Markets (UK) Ltd Oxford House, Oxford Road Thame Oxon UK OX9 2AH Telephone: +44 1844 216500 http://www.cardno.com/

Document Information Prepared for Department for

International Development (DFID) - Rwanda

Project Name Sustainable Development of Mining in Rwanda (SDMR)

Reporting Period April 2018– June 2018 Report Date 30th June 2018

Implemented by: In partnership with: Funded by:

Disclaimer The British Government’s Department for International Development (DFID) financed this work as part of the United Kingdom’s aid programme. However, the views and recommendations contained in this report are those of the consultant, and DFID is not responsible for, or bound by the recommendations made.

http://www.cardno.com/


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Project Title: Sustainable Development of Mining in Rwanda Programme Value: £4,246,681 Date started: April 2017 End Date: March 2020 Report Date: 30th June 2018

Project synopsis SDMR is a 3-year technical assistance programme with a budget of £4,286,681. Cardno Emerging Markets (UK), Ltd., is implementing it.

The key government partner is the Rwanda Mining Petroleum and Gas Board. The Implementation Phase started on 1st October 2017 and will end on 31st March 2020. The implementation started in October 2017.

The SDMR programme aims to contribute to the economically and environmentally sustainable growth of Rwanda’s mining sector, in line with the Government of Rwanda’s Economic Development and the Poverty Reduction Strategy (EDPRS). SDMR will do this by supporting an enabling environment that will increase private sector investment in mining in Rwanda, and by testing the effectiveness of targeted interventions for the ASM such as a new mining services aggregation model as a way of achieving a viable and sustainable mining sector.

Intended results to be delivered include:

1. A more professional, open and transparent mining sector; 2. A more efficient and economically viable mining sector, in line with

environmental best-practice 3. Increased level of private investment in the sector; 4. Improved incomes of artisanal miners.

Disclaimer The British Government’s Department for International Development (DFID) financed this work as part of the United Kingdom’s aid programme. However, the views and recommendations contained in this report are those of the consultant, and DFID is not responsible for, or bound by the recommendations made.


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Abbreviations and Acrynoms ASM Artisanal and small-scale mining

AFR Access to Finance Rwanda

BGR German Federal Institute of Geosciences

BSP Better Sourcing Programme

BTC Belgium Technical Cooperation

DFID Department for International Development

iTSCi ITRI Tin Supply Chain Initiative

IUCN International Union for Conservation of Nature

M4P Making Markets Work for the Poor

RDB Rwanda Development Board

REMA Rwanda Environmental Management Authority

RMA Rwanda Mining Association

RMCA Rwanda Museum for Central Africa

RMB Rwanda Mining Petroleum and Gas Board

RRA Rwanda Revenue Authority

3Ts Tin, Tungsten and Tantalum

UR University of Rwanda

USAID Unites States of America International Development

WDA Workforce Development Agency

WIAMO Women in/and Mining Organisation


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Table of Contents Abbreviations and Acrynoms iv

1 Introduction 6

2 Progress to Date 7 2.1 Key Achievements 7

2.1.1 Mining Regime Review 7 2.1.2 Mineral Value Chain Analysis 9 2.1.3 Access to Finance 9 2.1.4 Geological Information Management System 11 2.1.5 Mineral Resources Information Management System (MRIMS) 13 2.1.6 Mining Services Aggregation Centre Piloting 14 2.1.7 Gender and social inclusion 17 2.1.8 Cross-cutting areas 18

2.2 Progress against the Logframe 20 3 Programme Management 24

3.1 Programme Implementation 24 3.2 Resourcing 24 3.3 Stakeholder Engagement and Communication 24

3.3.1 Stakeholder Engagement 24 3.3.2 Communication plan 27

3.4 Sector outlook 28 3.5 Learning and Development 28 3.6 Monitoring and Evaluation 29 3.7 Challenges and Lessons Learned 29 3.8 Risk management 30

4 Plan for Next Quarter 31 4.1 Planned activities for next quarter 31 4.2 Resourcing in the next quarter 33 4.3 Procurement plan for next quarter: 33 4.4 Managing risk in the next quarter 34

5 Appendices 35

Appendix 1: Environmental recommendations 36

Appendix 2: Mining Services Aggregation Centre Pilot Report 37

Appendix 3: Staff and Experts Mobilisation Report and Projections 38

Appendix 4: Stakeholder Engagement Report 39

Appendix 5: Presentation to a World Bank Conference on Gender: Women in ASM Case Study – Gakenke District, Rwanda 40

Appendix 7: SDMR Policy Briefs 41

Appendix 7: Financial Report 42


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1 Introduction

The Sustainable Development of Mining in Rwanda (SDMR) programme aims to contribute to the economically and environmentally sustainable growth of Rwanda’s mining sector, in line with the Government of Rwanda’s National Strategy for Transformation. It is the first of its kind in aiming to deliver a multifaceted, integrated transformation of the mining sector in Rwanda. Further, it is the first reported attempt at applying the Market Systems Development (MSD) approach to the mining sector, a concept that is usually associated with agriculture and health sectors.

This report comes at the end of Quarter 5 of the SDMR Programme. In Quarter 5, implementation activities began in earnest, working closely with the key partners on execution details for each intervention following the Market Systems Development (MSD) principles, particularly regarding the role of SDMR as a facilitator. At the same time, SDMR continued to render support to RMB as part of an on-going process. This included the following:

! Supporting the organisation of the Thematic Working Group for Mining;

! Supporting collaboration with the Royal Museum of Central Africa (RMCA) on Geo-data management, specifically a mission to Belgium undertaken by an archivist and geologist from RMB and a GIS specialist from SDMR;

! Supporting collaboration with the African Minerals Development Centre (AMDC) in finalising recommendations for the National Mining Policy draft and planning for next steps with respect to lending capacity in the development of the RMB Strategic Plan;

! Facilitating the work of the mining legislation expert seconded from the African Development Bank (AfDB) (under the AfDB “African Legal Support Facility” - ALSF), in the drafting of regulations.

! Implementing the Mining Services Aggregation Centres (MSACs) piloting has also progressed during this last quarter. MSAC Pilot 1 Implementation is underway and the MSAC Pilot 2 Framework was completed and is undergoing review by the key stakeholders, including the Ngororero District authorities and potential partner mining companies, as well as the technical partner - the Water for Growth programme.

To ensure appropriate alignment with RMB, the SDMR Team Leader and Deputy Team Leader continued to seek ways of engaging RMB senior staff through the following channels:

! SDMR participated in RMB Senior Management Meeting and was able to report on progress made during May 2018 and share priorities and plans for June 2018.

! SDMR continued efforts to secure a regular monthly update session with RMB.

! The SDMR Intervention Managers have regular meetings with the RMB Technical Focal persons as well as specific technical interactions with the RMB COO.

! The SDMR staff (and consultant experts) continue to occupy the RMB office space allocated to the programme as part of the embedding process.


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2 Progress to Date

2.1 Key Achievements

The key results from the implementation of the SDMR interventions to date is detailed in the following sections.

2.1.1 Mining Regime Review This intervention has four key components, namely supporting:

! Finalisation of the new National Mining Policy;

! Development of new or amended legislative regime necessitated by the draft mining policy;

! Development of a Beneficiation and Value Addition Strategy;

! Development of a Mine Closure and Environmental Rehabilitation Bond Strategy.

2.1.1.1 Key achievements

Key Activities Key Achievements National Mining Policy

Activity 1: Support AMDC in reviewing the draft national mining policy

o Facilitated AMDC support to provide recommendations for alignment of draft NMP with the Africa Mining Vision (AMV). This included:

x Orienting AMDC on the analysis of the Rwanda mining regime, particularly with respect to the findings of the scoping studies;

x Stakeholder consultations undertaken by RMB to date in the development of the NMP;

x The changes recommended by SDMR to the NMP draft.

o The key changes recommended by AMDC which were approved by RMB include the following:

x Inclusion of a section on “Regional Cooperation”;

x Amendments to the following sections: Governance, ASM, Linkages, Fiscal Regime and Gender sections.

x The layout of the policy document, e.g. to include: Policy Area, Policy Objectives, Challenges and Policy Statements. .”

Mining Regime Updates Activity 1: Gap analysis and identification of key areas for regime update support

o The process of hiring experts to support the development of mining regime priority areas identified by RMB (i.e. Mineral Exploration and Mining Fiscal Regime) was completed and experts have started providing inputs into the regulations.

o RMB provided a list of priority regulations to be supported by SDMR technical Mining Regime Experts.

o SDMR provided inputs on the environmental aspect of the regulations specifically. SDMR environmental expert worked with the RMB team and AfDB legal expert to provide the required support for the gaps identified in the legislation specifically affecting environment.


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Key Activities Key Achievements o The fiscal regime expert has started scoping the assessment, which

included review of the draft law and regulations and engagement of key stakeholders, including RMB, RRA and MINECOFIN. He also met with the UNDP lead for the fiscal regime initiative.

o The SDMR Mineral Exploration expert has provided initial comments (in the form of annotated documented) on the regulations concerned with “quarry and mining licenses, ore sampling, and explosives”. For example, he made recommendations on storage and reporting and recommended the addition of “health and safety” section.

Beneficiation and Value Addition Strategy

Activity 1: Develop Beneficiation and Value Addition Strategy

o Mobilisation of the mineral economics expert has been completed. The approach to the assignment has been agreed on and will include:

x Analysis of data from the compilation of a national database for industrial mineral and construction materials, and their value chains analysis and that of the 3Ts; and

o Evaluation of linkages between mining sector and other sectors of the economy.

Mine Closure and Environmental Rehabilitation Bond Strategy

Activity 1: Drafting of the Mine Closure and Environmental Rehabilitation Bond Strategy

o The Mine Closure and Rehabilitation Bond Strategy was drafted. The work included stakeholder consultation and current regime assessment. The expert consulted with different key stakeholders including RMB, REMA, RDB and FONERWA among others.

o Input drafting of mining regulation was done. Guidance was provided for regulations on tailings storage facilities and closure bond principles with reference to global best practices through presentation on draft regulation A gap analysis was carried out, some of the areas covered include the following:

x Integrated environment and social impact assessment;

x Closure objectives and post-mining land use;

x Climate change;

x Spatial planning frameworks;

x Concurrent rehabilitation;

x Monitoring and reporting.

o The expert has developed an environmental rehabilitation bond strategy (refer to Appendix 1).

2.1.1.2 Challenges and Lessons Learned No challenges to report.

2.1.1.3 Priorities for the next quarter The programme priorities for the next quarter include:


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! Finalising the development of the Mine Closure and Environmental Rehabilitation Bond Strategy and the Bond Calculator;

! Development of a Beneficiation and Value Addition Strategy; ! Conduct comparative analysis of fiscal regimes and provide recommendations; ! Development of Mineral Exploration Strategy and Mineral Exploration Reporting Guidelines.

2.1.2 Mineral Value Chain Analysis This intervention has three key components, namely supporting:

! Development of an Action Plan for beneficiation and value-addition of 3Ts;

! Development of a strategy for development of industrial minerals and construction materials;

! Development and implementation of an Investment promotion strategy.

2.1.2.1 Challenges and Lessons Learned No challenges to report for this quarter.

2.1.2.2 Priorities for the next quarter The key priorities for the next quarter include the following, supporting:

! Development of the 3Ts Value Addition Action Plan;

! Development of a strategy for the development of industrial minerals and construction materials;

! Development of an Investment Promotion strategy;

! Preparation for attendance of tantalum international conference in Kigali.

2.1.3 Access to Finance This intervention is focusing on the development of de-risking interventions and financial products suitable for the sector. The approach is to engage financial institutions to develop and test ideas and products tailored to the mining sector under the controlled environment provided by the mining services aggregation centre (MSAC). The approach will generate products and implement initiatives that will improve access to credit for commercial entities while also improving access to financial products (e.g. banking, insurance etc.) by mine workers.


Key Activities Key Achievements Develop financial products and de-risking initiatives for the mining sector

Activity 1: Participate in promotional events

o SDMR is planning to participate in the tantalum international conference organised by RMA in collaboration with RMB and which will take place from 14-17th October 2018. A draft concept note has been developed, SDMR will be able to showcase the support provided to the mining sector development in Rwanda and to raise the profile of the mining sector in Rwanda..


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Activity 1: Develop initial roadmap for the ‘access to finance’ intervention

o A general approach to the implementation of the intervention has been developed and set out in a concept note, following consultation with AFR, DFID and RMA. The key areas of the intervention will focus on designing products, piloting them and eventual roll-out of the successful ones. Financial institutions and other key stakeholders will be key implementation partners.

Activity 2: Work with financial institutions and other stakeholders to design and implement de-risking initiatives financial products

o Several institutions were engaged by SDMR to support access to finance initiatives in mining. The institutions include: Access to Finance Rwanda (AFR), Business Development Fund (BDF), National Employment Programme and Rwanda Development Bank (BRD) and FONERWA. These engagements centred on how they can collaborate with SDMR/RMB to support extension of financial services to the mining sector: x BRD mentioned that the facility to small enterprises including those

in mining has been transferred to commercial banks and recommended SDMR to approach the following banks to support small-scale miners: I&M, Equity, KCB and BPR.

x BDF/NEP agreed with the idea of including mining in their access to funding initiatives but asked that RMB makes a formal request.

x Several meetings were organised with AFR including a field visit to one mining cooperative. AFR agreed to collaborate with SDMR mainly on technical aspects such as organising a stakeholders’ workshop (including financial services providers) and to share their experiences in supporting access to finance in sectors other than mining.

x RMA was engaged to explore ways of collaborating on ‘Access to finance’ initiatives. The RMA strategic priorities have been mapped against the SDMR interventions to explore points of entry for the collaboration.

x Engagement of FONERWA followed by the development of a collaboration framework by SDMR currently being reviewed by FONERWA. In the envisaged collaboration, FONERWA will be responsible for providing financial resources, designating experienced staff, and participating in the design and implementation of de-risking initiatives.

Activity 2: Design products o A consultation workshop will be organised in July/August 2018. An initial concept of the workshop has been developed which will facilitate engagement of stakeholders to validate the roadmap developed by SDMR, gather their inputs on different ideas for de-risking initiatives and financial services/products for the mining sector.

Activity 3: Pilot products and initiatives

o COMIKAGI was engaged and agreed to be the site for piloting the first products developed

Piloting of financial products in MSAC pilots Activity 1: MSAC Pilot design

o Engagement of COMIKAGI on including access to finance aspects in the MSAC Pilot

2.1.3.2 Challenges and Lessons Learned There are no good examples of access to finance initiatives that have worked in the artisanal mining sector in Rwanda. At a global level there are some successes; however, these tend to be not complete models but rather only on some aspects of the initiatives.Evaluation of these will inform the approaches considered by SDMR. Hence ideas that have worked in other sectors are going to be considered. The design workshop involving stakeholders and potential partners is going to be held (with support of AFR) co-create solutions.

2.1.3.3 Priorities for the next quarter The key priorities for the next quarter include:


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! Finalise the intervention concept note and develop a roadmap for engaging stakeholders and potential partners;

! Design workshop – working with key stakeholders and potential partners to identify de-risking initiatives and financial products to consider and prioritise for implementation.

2.1.4 Geological Information Management System This intervention is principally about procurement of a system to optimally store geological information, uploading pre-existing data and generating new knowledge products. It also includes capacity development activities particularly with respect to management of the system and also development of geological skills.


Key Activities Key Achievements Activity 1: Established a collaboration with the ‘Royal Museum for Central Africa’ (RMCA), Belgium

The implementation of the collaboration with RMCA started with execution of the “Geological Data repatriation” work packages. This has included, geological data selection at RMCA by a team from RMB-SDMR under the guidance of staff of RMCA at Tervuren, Belgium. Their data selection activities included:

x In the archives, the team has gone through more than 400 boxes/office-files where one box/office-file can include more than 15 different document and maps produced since 1930s.

x They also went through the library to get all important publications related to the geology and mineralization of Rwanda.

x They cross-checked the map-library for various potential maps which indicate old findings and working which can be used with the current technology.

They were urged to check the relevance of every document and every map to future researches, exploration, mining and other relevant projects in Rwanda.

Activity 2: Development and Advertisement of Request of Express of Interest

Under the leadership of the SDMR procurement expert, a Request of Express of Interest was developed and advertised by the end of April 2018. 8 proposals for setting up the GEO-IMS were received from different companies and consortiums.

Activity 3: Establishing the evaluation panel for the request of expression of interest. Evaluating the submitted proposals.

Before the evaluation of 8 submitted proposals, SDMR established an evaluation panel composed of staff from different Government Institutions. The aim is to keep collaborating with key implementing partners as the GEO-IMS will be a National Geological database. The evaluation panel is composed by 9 persons from RMB, SDMR, RISA (Rwanda Information Society Authority) and NDC (National Data Centre). By the lead of SDMR procurement expert, the evaluation process started and is in its final stages.

Activity 4: Development of ToRs for the procurement of GEO-IMS

The SDMR has developed the ToRs for the procurement of goods and services for setting up a new Geo-IMS system for the RMB. The document have been shared with different stakeholders and their inputs incorporated; these include RMB, RMCA, RISA and NDC. The final version ready to be shared with the selected companies from the EOI evaluation process.

Activity 5: Acquisition of existing data in Rwanda

The soil data was acquired from the Ministry of Agriculture (MINAGRI). The data is the form of ESRI shapefiles ready for use and will be imported into the GEO-IMS.


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Key Activities Key Achievements Activity 6: Collaborations British Geological Survey (BGS): SDMR facilitated discussions between

RMB and BGS, which resulted in a mission to Rwanda to discuss collaboration on capacity building. Initial areas of collaboration were identified and BGS is to submit a proposal to RMB and SDMR. Their collaboration may attract additional from DFID through BGS.

2.1.4.2 Challenges and Lessons Learned Some delays have been experienced in evaluation of the companies that have EOI to supply the Geo-IMS. This is due to the unusually large evaluation panel, which was constituted to ensure buy-in of the institutions that will play a role in the management of the Geo-IMS. It may be that evaluation needs to be a scheduled activity rather asking evaluators to do the exercise independently on their own. The support of RMB as the lead agency is being sought to push the other staff institutions to provide their feedback on time. This experience will need to be applied to the next stage of the procurement process that is the evaluation of the tenders.

Figure 1: RMB and SDMR staff in the RMCA archives in Belgium.

2.1.4.3 Priorities for the next quarter The priorities for the next quarter include the following:

! RMCA will start the scanning processes of selected documents by RMB-SDMR staff;

! Provide invitation letter with attached GEO-IMS ToRs to qualified companies/consortium for the final bid to provide technical and financial proposals of the GEO-IMS to be developed;

! Final evaluation process of the technical and financial proposals of the bidding companies;

! Final decision to proclaim the winning bidder to set up the GEO-IMS;

! Keeping engaging key implementing partners and all concerned stakeholders for the successful set up of the new GEO-IMS;


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! Follow-up with BGS to receive the results of their mission to Rwanda/RMB and clarification about the targeted interventions as new opportunities for cooperation.

2.1.5 Mineral Resources Information Management System (MRIMS)


Key Activities Key Achievements Activity 1: Development of ToR for the procurement of Flexi-Cadastre system upgrade

The ToRs for the procurement of Flexi-Cadastre system upgrade and maintenance was finalised and is now ready to be shared with the supplier: Trimble.

The document has been revised by RMB as the system’s direct beneficiary institution. The issue of connectivity of the system to the Districts offices was of particular interest because it will accelerate the process of licensing by avoiding contradictions with RMB processes.

Activity 2: Identified inputs for the Flexi-cadastre upgrade, ‘real-time’ data transfer.

SDMR has gathered information from RMB about the existence of open source mobile applications with the capability to collect real time data mining operations data. The existence of this application will need to be considered in the integrations requirements. The central connectivity to the Flexi-cadastre system with other open source apps will facilitate data transfer of traceability and inspection from the mines (or other iTSCi tagging stages) to the RMB. the future Flexi-cadastre system upgrade.

Activity 3: Continued the collaboration with the International Growth Centre (IGC)

As part of the collaboration to support digitisation of pre-existing mineral production data being pursued with IGC, SDMR has facilitated the development of a MoU and Non-disclosure agreement between IGC and RMB. The document has been submitted to RMB for final consideration and is awaiting their feedback. IGC will be responsible for the digitisation of the data which will be uploaded on to the Flexicadastre.

2.1.5.2 Challenges and Lessons Learned The finalisation of collaboration agreement between RMB and IGC has taken longer than anticipated. It is hoped that direct engagement of RMB CEO that has been sought will support completion so that the work can begin.

A challenge to the upgrade of the Flexi-cadastre is that the new mining law is not yet gazetted and the current Flexi-cadastre system was based on the outgoing mining law. There may need to be some adjustment to the system. Hence, the ToR to be shared with Trimble needs to allow for adaptability in the updates to be delivered for the system

2.1.5.3 Priorities for the next quarter The priorities for next quarter include the following:

! Procurement the Flexi-Cadastre system upgrade by contracting the provider company Trimble;

! Integration functionalities of the RMB’s application to collect traceability and mines inspection data. SDMR will request Trimble to bridge the Flexi-cadastre system to avail ‘real-time” open source data capture mobile app available at RMB;

! Initiate digitisation of pre-existing data in collaboration with IGC expert Ameet Morjaria. IGC will use available statistics and data to produce academic papers and reports. Their initial work will consist of


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uploading historical (production) data of mining operations into the Flexi-cadastre system. They will also capture the relevant information from various reports submitted by mining companies, and the ones prepared by RMB staff during their field visits. The collected information shall then be integrated into the respective modules: mines inspection, statistics, mineral traceability, and licensing.

2.1.6 Mining Services Aggregation Centre Piloting This intervention is about piloting the Mining Services Aggregation Centre (MSAC) concept in two locations in Rwanda. The concept is to facilitate in a centralised fashion: access to knowledge, skills and inputs to improve the operational viability of ASM operations, while improving performance with respect to environmental and social safeguards.


Key Activities Key Achievements MSAC Pilot 1

Activity 1: Finalise working arrangements with COMIKAGI (implementing partner)

o A Memorandum of Understanding (MoU) was developed and finalized. All inputs, comments and suggestions from the both parties were integrated and COMIKAGI is ready to sign.

o Potential liabilities, which relate to future environmental management recommendations, were identified from the risk analysis. Mitigation measures for these risks are being developed for incorporation into the MoU with COMIKAGI.

Activity2: Finalise due diligence of participating firms in MSAC Pilot 1 catchment area

o Due Diligence has been conducted with MSAC1 pilot and the credibility of the evidence has been cross-checked against records of RMB. Demonstrable compliance with these standards (due diligence criteria) is critical for SDMR to ensure that it is not directly engaging with an implementing partner that bring reputational damage to itself or its partners, e.g. DFID, RMB, etc.

Activity3: Technical implementation of MSAC Pilot 1

o Mineral resource/reserve estimation work in the MSAC1 catchment area was carried out. Initial findings are detailed in Appendix 3. The methodology included desk and field research.

o An assessment of the availability of analytical services required for MSAC was done. This included assessment the facilities at IPRC Kigali and Alex Steward International Ltd (ASI). The facilities at ASI were found to be of a good standard, however, those at IPRC-Kigali will need to be upgraded if they are to be useable.

o A detailed Action Plan for MSAC Pilot 1 was developed and discussed with the RMB COO.

o Other stakeholders were engaged as potential partners in the implementation of the pilot. AFR, BRD, BDF and commercial banks were engaged with the prospect of pilot access to finance de-risking and financial products at MSAC Pilot 1. WDA, IPRC Kigali and NEP were engaged with the prospect of collaborating on mining technical training.

o Initial work was done in planning for a drone survey to assess existing tailings for mineral resource potential and for waste management planning. The surveys will also be used to guide sampling locations for further resource assessment.


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o Initial assessment of mining methods and processing facilities was undertaken. This included inspection of audits and sampling processing facility products, bulk sampling for laboratory testwork at IPRC Kigali.

MSAC Pilot 2 Activity 1: Determination of location of MSAC Pilot 2

o The location of MSAC Pilot 2 was determined as Gatumba Sector in Ngororero District. This was based on level of mining activity, potential for improvement and engagements with stakeholders and potential implementing partners (technical, i.e. Water for Growth) and operating partners (6 mining companies in the area including Ngororero Mining Company).

Activity 2: Identification of technical and implementing partner in for the MSAC pilot 2

o The selection criteria for partners’selection have been developed and consultations with RMB and Ngororero district officials has been done. Some of the mining sites of the companies being considered as partners have been inspected. Initial indications are that Ngororero Mining Company Ltd (NMC) might be the lead host company.

Activity3: Conducting consultative meetings with stakeholders

o Several consultations were done including with RMB to integrate their inputs in the design of the MSAC 2 Pilot.

o Ongoing engagement with W4G to refine the technical and funding aspects of the pilot. A concept note was developed and submitted to access funding through W4G.

o Engagement of officials of Ngororero District was initiated to solicit their buy-in and commitment to the pilot as well as to get their support in engaging the potential partner mining companies.

The follow up to this is an agreement that will be part of the district planning processes (e.g. Joint Action Development Forum)

o he SDMR team has also had initial engagement with the mining companies and cooperatives operating in the districts such as SEAVMC, NMC, RWANDA YOUNG MINERS (RYM), BMDC Ltd, KNMC etc. and they showed a willingness to work with the programme.

Activity 4: Development of MSAC 2 framework

o The MSAC 2 framework has been developed and shared with the technical partner W4G who provided inputs.

o The entry point for MSAC Pilot 2 framework is targeting improvement of environmental management performance for protection of a river catchment area.

o The framework will be linked to the concept of an innovative hub approach, supporting efficient processing, and water and waste management.

2.1.6.2 Challenges and Lessons Learned In engaging the Ngororero District officials, the SDMR team learned of the importance of effective stakeholder engagement and consultations in understanding and responding to their interests. The team discovered that district officials would like to curb illegal mining in their district and wanted to know how SDMR would contribute to this. What the Programme should communicate is that even though directly addressing issues of illegal this is not the primary objective of the MSAC Pilot 2, it is aligned to the principles of the programme to support transformation and formalisation of the mining sector in Rwanda. Hence, the lesson for SDMR is that in


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engaging these stakeholders it is important to demonstrate to them how the implementation of the broader SDMR Programme and situation of the MSAC Pilot 2 is situated in it will indirectly lead to the reduction of illegal mining in their district. This also highlights the need to clearly understand the interests of different stakeholders as part of the engagement process, for successful implementation of the programme.


! Continuous implementation of the MSAC1 on mineral resources definition;

! Mining and processing efficiency options;

! Continuous meetings and consultations with MSAC2 companies and stakeholders;

! Concept and inventory of available processing equipment.


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2.1.7 Gender and social inclusion

The “gender and social inclusion” intervention is cross-cutting interventions of the SDMR Programme. From the scoping studies apart from the issues of gender equality, the main social issues identified as priority areas to be considered are labour conditions, land rights and socio-economic development. The implementation of this intervention is focusing on two key issues:

! Mining regime updates – the intervention will generate recommendations for the mining policy, laws and regulations in issues of gender equality, labour conditions, land access and resettlement and socio-economic development.

! Supporting good practices in mining operations through the MSAC Pilots – this will be done through development of guidelines for gender equality, labour conditions, land access and resettlement and socio-economic development, that the mining operations will be supported in adopting.


Key Activities Key Achievements Activity 1: Support gender mainstreaming in the national mining regime

o Engaged key stakeholders, including REWU, RMB, MIGEPROF on partnering on the development of recommendations for gender equality in mining. A request has been made to RMB to nominate focal point for the implementation of the intervention.

o Reviewed the draft NMP, the provisions for gender mainstreaming were found adequate.

o Initiated a review of the draft legislation to provide recommendations for input into the regulations (including the new mining law and draft regulations, and family law)

Activity 2: Supporting gender mainstreaming in mining operations

o Initiated due diligence of COMIKAGI (MSAC Pilot 1), this included collecting gender disaggregated data on gender roles, production and salary.

Activity 3: Support the development of national guidelines for labour conditions in the mining workforce

o Initiated a gap analysis of the provisions for labour conditions in the current and draft legislation. The legislation being reviewed includes the new mining law and national labour law.

o Engaged REWU to develop collaboration on the development of national guidelines for labour conditions. A collaboration framework has been drafted (in the form of a MoU).

Activity 4: Support the development of standards and guidelines for labour conditions in mining operations,

o Engaged REWU and RMA to develop collaboration on the development of operation level guidelines for labour conditions. Discussions with RMA resulted in an invitation to participate in provincial meetings that they are organising for their members.

o Initiated a gap analysis of the current labour conditions practices using the Gakenke area as a sample. This includes analysis of the data collected as part of MSAC 1 feasibility study.

Activity 5: Support development of national level guidelines for land access and resettlement in mining

o Initiated a review of the land access and resettlement provisions in current and draft legislations.The legislation


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looked at includes the new mining law and attendant draft regulations, the land law.

Activity 6: Support development of company level policy for land access and resettlement in mining

o Initiated an analysis of the existing land access and resettlement practices using the Gakenke area as a sample. This includes analysis of the data collected as part of MSAC 1 feasibility study.

Activity 7: Support development of national level guidelines for socio-economic development in mining

o Initiated a review of the socio-economic development provisions in current and draft legislations. This include analysis of the new mining law and attendant draft regulations, as well the family law.

Activity 8: Support development of company level policy for socio-economic development in mining

o Initiated an analysis of the existing socio-economic development practices using the Gakenke area as a sample. This includes analysis of the data collected as part of MSAC 1 feasibility study.

Activity 9: Gender aspects of SDMR programme delivery

o Mapped the gender aspects of the SDMR programme

o As part of the sharing of learnings,

x SDMR finalised the ‘Gender and Social inclusion’ Policy brief, which will facilitate sharing of findings of the scoping studies done during the Inception Phase.

x Made a presentation of ASM and Gender findings at the “Global Gender, Oil, Gas and Mining Conference” hosted by the World Bank Group in Washington DC, June 26-27th 2018

2.1.7.2 Challenges and Lessons Learned

No challenges identified.


! Providing input into gender disaggregation of baseline data collection MSAC Pilot;

! Engaging more stakeholders and identifying technical focal points;

! The development of guidelines for gender mainstreaming in mining and recommendations for the draft regulations;

! Consultation of stakeholders on the draft company-level gender mainstreaming guidelines;

! Development of company level guidelines for labour conditions, land access and resettlement and socio-economic development;

! The development of national level guidelines and recommendations for the draft regulations for; a) labour conditions; b) land access and resettlement in mining and recommendations for the draft regulations and; c) socio-economic development.

2.1.8 Cross-cutting areas Progress on two of the cross-cutting areas, i.e. capacity development and safety health and environment and are detailed in the following sections.


June 2018 Cardno 19

2.1.8.1 Key Achievements The achievements in these cross-cutting areas have included the following:

o Scoping the Safety, Health and Environment (SHE) areas in all the interventions. A draft concept note and action plan have been developed. The MSAC component focuses on maintenance and promotion of workers’ health and working capacity, the improvement of working environment and work to become conducive to safety and health and reducing mining related works impacts on environment.

o Capacity development has been mainstreamed in all the interventions as it is at the core of the sustainability strategy of the SDMR Programme. An integrated concept note has been developed that positions capacity building at the interventions level (particularly with respect the capacity of individuals and institutions as ‘sustainability agents’) and also with respect to capacity of the sector whole sector. The latter is linked creation of a pipeline of skills. The engagement of Rwandan institutions has been advanced, with further engagement of WDA and IPRC Kigali. A collaboration framework has been developed for engagement of IPRC Kigali; this linked to exploring enhancement and use of their laboratory equipment and analytical facilities. The facilities have been assessed and it has been found that will need some minimal support to bring them up to good standard,

2.1.8.2 Challenges and Lessons Learned Implementation of the mainstreaming of the cross-cutting issues is lagging behind the implementation of the core interventions. It is hoped that as the core interventions become more established the cross-cutting will start to take root, through purposive mainstreaming activities. For example under the MSAC pilot deliberate “affirmative action” in the selection of participants in some activities will be undertaken to ensure inclusivity with respect to women and vulnerable groups. On the environment and social safeguards, for example, the MSAC pilots will support good practices through entity level policies and procedures as well training of participants and regulators.


! Implementation of cross-cutting issues in all interventions;

! Finalisation of an integrated framework for Capacity Development for the whole programme;

! Further engagement of IPRC Kigali and WDA on formalising the collaboration;

! Finalisation of an integrated framework for SHE for the whole programme.


June 2018 Cardno 20

2.2 Progress against the Logframe

Even though Milestone 2 target (April 2018-March 2019) is due only in March 2019 good progress has been made towards achieving outputs timely. The details of progress by output are given in the following sections (refer Table below for more information).

Output 1: Revised mining legislation, regulations, standards and policies

Apart from the recommendations to the new mining law and the National Mining Policy which have been concluded other recommendations that still need to be developed include,; a) mine rehabilitation and closure performance bond strategy, b) beneficiation and value addition strategy, c) action plan for beneficiation and value addition of 3Ts, d) a strategy for industrial mineral and construction materials and other mining regime updates that may be identified as priority by RMB, e.g. specific regulations.

All experts to work on the remaining recommendations for identified mining regime updates have been mobilised. The round of recommendations for a mine rehabilitation and closure performance bond strategy, whose completion could not be completed in the last Quarter have now been completed; what remains consultation with RMB and other key stakeholders. Work on recommendations for regime updates on mineral exploration, fiscal regime etc. will begin in Quarter 6.

Output 2: Mining Information Management systems operational

This output is concerned with the development the GIMS and MRMIS. On the GIMS there are two key developments. Firstly, there is the process of procuring the services of a provider to build the GIMS is underway. The evaluation for pre-selection of suppliers is underway, this is assessing the 8 companies that expressed interest in setting up the GIMS. Secondly, there is the preparation of data for digitisation and repatriation from Belgium which is being done in collaboration with RMCA; the first mission by RMB and SDMR staff has achieved good results. This data will be uploaded onto the new GIMS once it is developed. So far more than 400 boxes/office-files with documents and maps produced since 1930s have been identify at RMCA.

With regards to the MRMIS, systems upgrade requirements have been defined. Further engagements with RMB are anticipated before finalisation.

Output 3: Financial service providers offer appropriate financial strategies/products

Limited progress has been made, however, the mobilisation of the ‘access to finance’ expert to support this intervention is underway. It is expected that the ‘access to finance’ expert will lead the process of refining the roadmap for the intervention hold a multistakeholder design workshop (including financial institutions). The main objective of the workshop is to initiate the co-creation and prioritisation of de-risking initiatives and financial products/services for piloting and eventual roll-out.

Output 4: Improved capacity of mining sector institutions and RRA for more effective mining sector management & revenue collection

Even though limited progress has been made on systemic aspects of capacity building, i.e. from an institutional and sector-wide perspective, the planning and progress of specific initiatives under each intervention has been going well. This has included engagement with IPRC Kigali in developing a collaborative framework, targeting capacity to provide services to the MSAC pilots. Initial assessment of the technical capacity of the IPRC Kigali Department of Mining and Geology, with respective to analytical facilities and equipment for laboratory testwork was undertaken. Other direct activities were concerned with on-the-job coaching by the SDMR experts, for example on regulation development and the partner of MSAC Pilot 1.

Output 5: Increased capacity of miners, mining companies/cooperatives in targeted 'catchment areas' to run efficient, safe and environmentally-friendly mines


June 2018 Cardno 21

This output involves enhancing the capacity of miners and mining operations to through training and institutional such as guidelines and tools for good practices. The progress made to relates to reviewing good practices and initiating the development of these guidelines. Initial work has been started on developing tools for mineral resource estimation and mining and processing, as well guidelines for gender mainstreaming, labour conditions and socio-economic development. In addition SDMR has made some progress in developing collaboration frameworks with WDA the on job training for miners.

Output 5: Operational pilot MSACs in targeted 'catchment areas MSAC 1 pilot activities have started with implementing partner “COMIKAGI”. This has included initial resource estimate work as well as assessment of mining and processing methods. MSAC 2 pilot location has been identified at Gatumba in Ngororero and Ngororero Mining Company has expressed willingness to host the pilot but this will have to go through due diligence before it can be accepted


June 2018 Cardno 22

ORGANISATION NAME: Cardno Emerging Markets (UK) Ltd

PROJECT NAMEIMPACT Impact Indicator 1 Baseline (2015) Milestone 1

March 2018Milestone 2March 2019

Planned 1% 1% 1%

Achieved

Impact Indicator 2 Baseline (2013/2014) Milestone 1 March 2018

Milestone 2March 2019

Planned Gakenke (catchment area) -42.2%Second catchment area - TBD

N/A Gakenke (catchment area) - 34.2%Second catchment area TBD

Achieved 0% - to be updated w hen off icial statisitcs are available

OUTCOMES Outcome Indicator 1.1 Baseline (2015) Milestone 1 March 2018


Planned Wolfram- 1,784,403Coltan- 1,651,712Cassiterite-3,845,658

Wolfram-1,820,091Coltan- 1,684,746Cassiterite- 3,922,5712% increase expected

Wolfram- 1873623Coltan-1734298Cassiterite- 4,037,9403% increase expected (5% cumulative)

Achieved Wolfram- 1,784,403Coltan- 1,651,712Cassiterite-3,845,658To be updated w hen off icla statitsitcs are updated

To be reported w hen Offical statisitcs are updated

Outcome Indicator 1.2 Baseline Milestone 1 March 2018


Planned Total- 267.3M USD(2017)Private- 7.1 USD M(2015)

Total- USD 280.665MPrivate- USD 7.5M (5% increase in total investment)

Achieved Total - 267.3M USD (2017) - RDBFDI - 33M USD (2016) - Statisitcal Year book 2017 by NISR

Outcome Indicator 1.3 Baseline (2017) Milestone 1 March 2018


Planned RWF 51,420 [average income of artisanal mining employee]

N/A 10% - 1st 'catchment area'

Achieved No survey undertaken yet

Outcome Indicator 1.4 Baseline (2017) Milestone 1 March 2018


Planned 0 firms- 'catchment Area'TB - 'catchment area'

30%- 1st 'catchment area'TDB - '2nd catchment Area'

Achieved 0% - Policies are yet to be developed

Outcome Indicator 1.5 Baseline(2017) Milestone 1 March 2018


Planned 0 Adapt & Adopt level6 systemic changes

Achieved One systemic change on the Expand Level - Competitors or similar types of organisations 'crow d-in': SDMR has been able to crow d in support from Water for Grow th and Enabel

Outcome Indicator 1.6 Baseline (2016/2017) Milestone 1 March 2018


Planned 0.1 0.12Achieved 0.1 BNR Annual Report 2016/2017. To be updated w hen

BNR releases updated statisitcsINTERMEDIATE OUTCOME 1

Intermediate Outcome Indicator 1.1 Baseline (2017) Milestone 1


Planned National mining legislation, regulations, standards and policies need to be updated

Level 1: Mine Closure and rehabilitation Performance Bond

Level 2: National Mining Policy

Levels 2: Mine closure and Rehabilitation Performance Bond, Beneficiation and value addition strategy, Action plan for beneficiation and value addition, Strategy for industrial mineral and construction materials and Mining regime updates

Level 3: National Mining Policy

Achieved Recommendations for Mine Closure and Rehabilitation Performamce Bond w ere not developed but rather several discussions w ith stakeholders such as REMA and RDB took place

100% of recommendations for the NMP w ere accepted these are some of the recommendations are; Alignment w ith AMVStand alone theme on regional intergrationRevising the M&E section to capture the implementation and effectiveness of the policy, ensuring that sector and national objectives are being achieved rather than environment

Mine Closure and Rehabilitation Performamce Bond is still under development and is expected to be disseminated in July 2018.

100% of recommendations have been incoporated into the National Mining Policy aw aiting approval by Cabinet.

Intermediate Outcome Indicator 1.2 Baseline Milestone 1


Planned No centralised geodatabase. Documents and maps are not properly archived accessibly.

N/A 30%

Achieved 0%. The GIMS is not yet operationalIntermediate Outcome Indicator 1.3 Baseline (2017) Milestone 1


Planned 25% N/A 50%Achieved 25%

LOGFRAME The SDMR Monitoring and Results Measurement (MRM) aims at compliance (to the greatest possible extent) w ith DCED (Donor Committee for Enterprise Development) standards for Private Sector Development (PSD) programmes (i.e. this Logframe aims at SDMR - Sustainable Development of Mining in Rwanda

Increased contribution of the national mining sector to economic growth whilst reducing poverty among ASM communities in target catchment areas

% increase of Rw anda's mining sector contribution to GDP in real terms.

Source: National Institute of Statistics of Rwanda- Annual Year (Produced Annually)Note: Mining - GDP grow th projections w ill be updated as more data becomes available.

Reduction in poverty levels in target catchment areas disaggregated by gender, age and vulnerable groups [w here possible]

Source: Projections from baseline data (EICV 2013-2014) and EICV 2019-2020 by the National Institute of Statisitcs of Rwanda,The original approach had district focus but this has now been modif ied to target MSAC 'catchment areas' w hich may extend across multiple district boundaries. Given

Economically, socially, environmentally and sustainable mining sector

% increase in Rw anda's exports of Wolframite, Coltan and Cassiterite (kgs)

Source: National Institute of Statistics of Rwanda - Statistical Yearbook (produced annually)

% increase in investment in the mining sector in real terms, disaggregated by type of investment (cumulative) - public/private

% increase of miners' income (in real terms) and resilience to climatic shocks among participating f irms/cooperatives, disaggregated by gender and role of miner

Source: SDMR Annual Survey with Miners Different systems to measure income are in use: salaried (permanent staff eg admin, foremen, security) and productivity-related daily pay (e.g. diggers, w ashers,

% of participating f irms demonstrating decreased negative impacts on environment, health and safety of the mining community

Source: SDMR bi-Annual Surveys and Routine Monitoring Checklist [verified by independent evaluators]. Currently 9 mining firms have been

Number and level of systemic changes achieved through SDMR support across the mining sector

Source: SDMR Routine monitoring Reports (w ith specific datasets for Adapt, Adopt, Expand and Respond matrix), verified by independent evaluators.

% share of value of loans to mining sector

Improved business enabling environment for the mining sector

Level of progress in the implementation of SDMR recommendations (incorporating gender and social inclusion aspects) into mining policy, law , regulations, standards, guidelines etc.

Source: SDMR Quartely Reports(gathering information from Policy/legislation development Scale), RMB legislationThe policy/legislation development scale has five levels: Level 1 - Recommendations developed (includes coalition building and consultations); Level 2 - Acceptance of at least 80% of recommendations; Level 3 - Incorporation of at least 80% of recommendations into formal documents; Level 4 - Enactments/adoption of at least 80% of recommendations; Level 5 - Implementation and Monitoring

% of users utilising the information obtained from GIMS to dvance their objectives

% of data designated for storage on MRMIS is uploaded onto the system

Source: SDMR MRMIS audit.


June 2018 Cardno 23

INTERMEDIATE OUTCOME 2 Intermediate Outcome Indicator 2.2 Baseline (June 2017) Milestone 1 March 2018


Planned 1st 'Catchment Area': 02nd 'Catchement Area': TBD

N/A 1st 'catchment area: 3 out of 92nd 'catchment area': TBD

Achieved 0

Intermediate Outcome Indicator 2.3 Baseline (2015) Milestone 1 March 2018


Planned Cassiterite- 60%Coltan- 17%Wolframite- 22%

N/A Ist 'catchment area' - 10% increase

Achieved 0%Intermediate Outcome Indicator 2.4 Baseline(2017) Milestone 1


Planned 0% 30%Achieved 0%

Intermediate Outcome Indicator 2.5 Baseline (2016/2017) Milestone 1 March 2018


Planned 0 25%Achieved 0%

OUTPUT 1 Output Indicator 1.1 Baseline (March 2017) Milestone 1 March 2018


Planned National mining policy, mining regime available but needs to be upgraded

Support f inalisation of the National Mining Policy Recommendations for Mine rehabilitation and closure performance bond strategy completed

Recommendations for beneficiation and value addition strategy completed - Action plan for beneficiation and value addition of 3Ts developed - Strategy for industrial mineral and construction materials completed Recommendations for mining regime update completed

Achieved Recommendations to support to f inalisation of NMP has been finalised and the draft policy is aw aiting tabling to Cabinet and Parliament. Some of the reccommendations accepted include alignment the NMP w ith Africa Mining Vision (AMV). This has led to the mobilisation of African Minerals Development Centre (AMDC) support to RMB in the optimisation of the mining regime and alignment w ith AMV. The policy also address social inclusion & safety health and environment.

Recommendations for the Mine Rehabilitation and Closure Perforamce bondstrategy w as not completed becasue there w as a delay in securing an expert but consultations w ere undetaken w ith institutions that w ill be responsible for implementing the strategy, i.e. RMB, Rw anda Environmental Management Authority (REMA), the Ministry of Environment, and Rw anda Development Board (RDB).

Recommendations for Mine rehabilitation and closure performance bond strategy are being drafted and dissemination is expected July 2018.

Experts have been hired to do Recommendations for beneficiation and value addition strategy, Action plan for beneficiation and value addition of 3Ts and strategy for industrial mineral and construction materials completed.

Recommendations have been provided for the taillings management and f inancial guarantee for Environmental Protection Regulation. Other recommendations especially on f iscal regime and exploration are to be drafted next quarter.

OUTPUT 2 Output Indicator 2.1 Baseline (March 2017) Milestone 1 March 2018


Planned Maps & documents are available but only in hard copy. Some documents are currently stored in Belgium.

ToR for GIMS finalisedRMCA-RMB Work plan agreed

60%

Achieved TORs for GIMS w ere f inalised and have been used to develop Expression interest to engage potential suppliers.

RMCA -RMB w ork plan w as agreed on affter signing of MOU(MOU copy is available from RMB) betw een the tw o instutions w hich has led to groundw ork for digitisation and repatriation of geological information from Belgium.

Pre-selection of companies interested in setting up GIMS is undergoing.

Work has started at RMB & RMCA to select pre-exisitng documents to be transferred into the GIMS. So far 321 boxes/f iles contain 1-15 documents have been recommended to be scanning and repatriation to Rw anda. There is another 60-90 to be still assessed (Activity Report from Staff at RMCA).

Output Indicator 2.2 Baseline (2017) Milestone 1 March 2018


Planned 0 User tracking requirements included in GIMS ToR 10%Achieved User tracking requirements have been included in

GIMS ToRNo progress yet because the process for setting up GIMS is still ongoing

IMPACT WEIGHTING (%) Output Indicator 2.3Baseline Milestone 1


Planned One Module (licensing) is operational in the existing system

Assessment of system status Training needs assessmentDefined requirements of system upgrade.

4 modules

Achieved Draft reguirements of system Upgrade are availableThe groundw ork for digitisation pre-existing mining operations data has been done by drafting a non-disclosure agreement (NDA) betw een RMB and the International Grow th Centre (IGC)

Requirements for the system upgrade have been agreed on betw een RMB & SDMR. The next step is to contact Trimble.

Output Indicator 2.4 Baseline Milestone 1 March 2018


Planned 0 staff trained Training needs assessed 20 staff

Achieved

an initial assessment of capacity building requirements has been carried out. It w as found out that most of the staff that w ere trained to operate Flexicadastre has since left the instution

0 staff - Information management systems have not been f inalised yet

OUTPUT 3 Output Indicator 3.1 Baseline(2017) Milestone 1 March 2018


Planned 0 Identif ied constraints faced by Financial Service providersIdentif ied and engaged potential partners

1

Achieved This includes engagement of banks (I&M Bank, Banque Populaire du Rw anda (BPR), and Bank of Kigali) as potential partners for de-risking initiatives. The banks have expressed interest to partner, specif ically in the MSAC pilots both w ith respect to providing f inance to the mining operations, and to improving the banking of mine-w orkers. We also engaged w ith Access to Finance Rw anda

An expert to help facilitate design of products/strategies is being mobilised. Design w orkshop planned mid july

OUTPUT 4 Output Indicator 4.1 Baseline (2017) Milestone 1 March 2018


Improved capacity of mining sector institutions & RRA for more effective mining sector management & revenue

Planned 0 Capacity gaps and constraints of government institutions managing the mining sector identif ied

50%

IMPACT WEIGHTING (%)Achieved Running of f lexicadastre, auditing of mining operations

by RRA, regulation of environmental management 0 staff trained

INPUTS (£) DFID (£) Govt (£) Other (£)

INPUTS (HR) DFID (FTEs)Output 5 Output Indicator 5.1 Baseline Milestone 1


Planned 0%- 1st 'Catchment'0%- 2nd 'Catchment

Training needs identif ied 60%- 1st 'Catchment area'

Achieved The training needs identif ied include training mine technicians, mine planning,mineral processing, management of mine w aste, Management of tailings, , Closure and w aste f ield and land rehabilitation, Business planning and Financial Management

Ongoing talks w ith WDA on how SDMR can use their facilities for trainings and also w hat kind of modules are available to be adopted by SDMR

Output Indicator 5.2 Baseline Milestone 1 March 2018


Planned 0%- 1st 'Catchment'2nd 'Catchment- TBD

Gap Analysis of the f irms/cooperative policies- '1st Catchment'

25%-1st 'catchment area'2nd Catchment- TBD

IMPACT WEIGHTING (%) Achieved It w as found out that though companies have policies on environment, occupational health and labour conditions they are just sentences in the broader comapny policy such as business plans.

0% - how ever there is ongoing drafting of company level policies on gender & Social inclusion w hich w ill be follow ed by labour and employement conditions

OUTPUT 6 Output Indicator 6.1 Baseline (2017) Milestone 1 March 2018


Planned No MSAC (2017) in the 2 target 'catchment areas'

MSAC 1 Partner identif iedMoU draft w ith MSAC1 partner developedImplementation concept for MSAC2 Partner initiated

1st 'catchment area'- 24 mine sites2nd 'catchment area'- TBD

Achieved COMIKAGI has been identif ied as the implementing partner for MSAC 1A draft MOU w ith MSAC 1 partner has been developed and is being review ed by all involved. Nyaborongo catchment area w as identif ied as the potential location w ith a three districts falling in the catchment area.

MOU w ith COMIKAGI - Implementing Patner MSAC Pilot 1 has been signedNgororero has been identif ied as ahost for MSAC pilot 2 but the exact mining company/cooperative is still being discussed

Mining Information Management systems operational

% of Maps and reports pre-existing at RMB and RMCA entered into the Geological Information system

% increase in the number of users of GIMS dissagregated by type of user

% of Miners/GOR staff trained by SDMR demonstrating application of training know ledge to their w ork dissagregated by w omen and male

% of miners from both catchment areas benefiting from financial products/strategies or bank services developed w ith support from SDMR

Operational pilot MSACs in targeted 'catchment areas'

Number of participating f irms/cooperatives adequately implementing social safeguards policies compliant international standards (includes corporate safety, H&S, environmental and climate change policies w ith coverage of gender and vulnerability issues)

Revised mining legislation, regulations, standards and policies

Number of mine sites (cumulative) accessing MSAC services, disaggregated by mining company

% of GOR staff reporting better understanding of mining sector management disaggregated by gender

Increased capacity of miners, mining companies/cooperatives in targeted 'catchment areas' to run efficient, safe and environmentally-friendly mines

% of trained miners reporting high level of relevance of the training sessions for their daily w ork disaggregated by gender

% of participating mining f irms/cooperatives adopting policies on social inclusion, rights and employment conditions compliant w ith national legislation and international standards (includes corporate safety, H&S, environmental policies w ith coverage of gender and vulnerability issues) (Compliance check list)

Financial service providers offer appropriate financial strategies/products

Number of f inancial products developed w ith support of SDMR

Number of staff trained on how to use mining information management systems disaggregated by gender

Recommendations (w hich reflect consultation w ith sector stakeholders) presented to GOR for f inalisation of national mining policy, mining regime update and mineral value chains w hich include reference to social inclusion, rights and employment conditions, environment and climate change compliant w ith international standards

25%

Number of modules of upgraded Mineral Resource Information Management System that are being used by RMB staff

Improved commercial capacity and health, safety and environment at participating firms/cooperatives”.

% increase in recovery of Wolframite, Coltan and Cassiterite in participating mining companies/cooperatives


June 2018 Cardno 24

3 Programme Management

3.1 Programme Implementation

An updated Implementation Work Plan was presented with the last Annual Report and there have only been minor changes in the broad parameters of adaptive management. One such minor change involved the redundancy of a mining legislation expert as initially envisaged in the Mining Regime Intervention. An expert has been made available by the AFDB as result of facilitation by SDMR. Hence the SDMR Mining Regime experts are now working closely with this legal person providing them with technical, input necessary for drafting the prioritised regulations. Slight delays have been experienced with mobilising these experts, however, it is not affecting the overall delivery of the programme.

3.2 Resourcing

The key resources required for Quarter 5 were the following (refer to Appendix 4):

! Personnel (Staff and Expert Mobilisation Report is also in Appendix 4):

o Team Leader and Deputy Team Leader;

o Office support staff – Finance Manager, Administration and Logistics Manager, and Monitoring Evaluation, Learning and Communication Officer;

o Intervention Managers:

� Capacity Development: Emmanuel Gumisiriza

� Information Management Systems: Celse Gabinema

� MSAC Pilots: Gallican Cyesa

o Long term technical experts – ASM Specialist, Senior Geologist, and Gender and Social Inclusion Expert; and

o Short-Term Experts (Technical Advisors) – Learning and Development, M&E, ASM, Geology, Capacity Development.

! Programme Management support – SDMR continues to receive support from the Cardno International Development Regional Office in Nairobi, including Financial Control, IT services etc.

! Logistics – The programme vehicle continues to function well, and is sporadically augmented with short-term vehicle hire when necessary. The support to staff and experts on mission is being handled efficiently by the Administration and Logistics Manager.

3.3 Stakeholder Engagement and Communication

3.3.1 Stakeholder Engagement The programme engaged a wide range of stakeholders under each intervention with MSAC carrying out more engagements than any other intervention. Partly because the activities became more pronounced in this quarter.

One approach that has been taken this quarter to engage more often with our main partner, RMB. Each intervention manager holds one-on-one weekly engagement with the technical focal persons for each intervention either through short meetings, emails or any other form they deem appropriate.

During this quarter, “stakeholder Engagement Tracking Sheet” has been introduced apart from the call reports to keep sight our stakeholder engagements. The sheet keeps track the follow up actions agreed on.


June 2018 Cardno 25

Of the 12 follow up actions from stakeholder engagements, 2 have been closed, 2 are pending and 8 are in progress to be completed.

The following table shows which stakeholders were engaged and the status of follow up actions.

Stakeholder Organisation

Purpose of Meeting

SDMR Intervention

Key Discussion Points Follow up action Status Remarks

Workforce Development Authority

Trainings of mining workers from mining cooperatives and companies

Mining Services Aggregation Centre

WDA has TVET schools which can be used train Mining workers under MSAC pilots SDMR can benefit from National Employment Programme which carries out short trainings of up to 6 months

Schedule a visit to Rutongo Mining TVET school to discuss with the teachers/trainers about training modules Schedule another meeting to discuss collaboration framework

In Progress

Alex Stewart International

Geological and chemical sampling tests for mining cooperatives/ companies


Alex Stewart International conduct only analysis for the sample brought. The sampling can take up to 15 days

Visit the laboratory and observe the testing machines and equipment.

Closed The costs for sampling from Alex Stewart were found to be expensive and SDMR is exploring cheap alternatives for example using laboratories of IPRC Kigali and University of Rwanda

Integrated Polytechnic Regional Centre(IPRC) Kigali

Observe and discuss with IPRC about SDMR use of their mining equipment and laboratories


IPRC Kigali has mining equipment & laboratories which SDMR can use to test samples. IPRC has agreed in principal but there is need to discuss further modalities of how it can be done

Both SDMR & IPRC to assess areas of collaboration

In Progress

Areas of collaboration have been mapped such as SDMR access to services e.g. equipment, capacity building (support to interns) etc.

Water for Growth

Developing Collaboration on MSAC 2 Pilot


W4G is looking for a pilot project A facility that can offer custom mining processing and Integrated Water Resources Management

Develop a joint draft concept note and engage RMA as an implementing partner

In Progress

Access to Finance Rwanda

Assess the Potential areas of Collaboration .

Access to Finance Mining services Aggregation Centre

What can SDMR learn from AFR that can be replicated For AFR to know exactly how mining sector works, there is need to organise a filed visit to the mine sites

SDMR with support from AFR to organize a stakeholder design workshop to present its business case and early indications of the sort of financial initiatives that could be sustainably established

In Progress

Design workshop is planned early July


June 2018 Cardno 26

Stakeholder Organisation

Purpose of Meeting

SDMR Intervention

Key Discussion Points Follow up action Status Remarks

Ngororero District

Field visit is to assess factors on ground that can to define the location of MSAC 2 based on the developed criteria and other factors


Closed

Rwanda Environment Management Authority

Mine Rehabilitation and Performance Bond Strategy

Mining Regime Review

What are the roles and responsibilities of each institution on environmental management, issues and challenges if any

Keep them informed on the progress of the Mine Rehabilitation and Closure Performance Bond

In progress

The strategy is still under development and once finished they will be engaged in dissemination

Ministry of Agriculture

Soil data Geological Information Management System

Acquisition of soil data to be included in the GIMS

Work with IT staff to assess the soil data that exists

Closed Soil data was acquired and awaits the GIMS to be installed

Rwanda Mining Association

Meeting was to introduce the environmental expert

The roles and responsibilities of each institution on environmental management, issues and challenges if any as part of expert’s assignment.

Bird Life Explore synergies between SDMR and Birdlife

Mining Services aggregation Centre

Interested in looking at synthetic soils as part of mine restoration and managed river mining as a restoration and livelihoods strategy

Brief concept note on potential collaboration themes and then follow up meeting to discuss potential sources of funding.

Pending

Marc Rich & co Investment Group

Exploring synergies for facilitating mineral trading (direct export).

Mining Services aggregation Centre

They can buy smaller amounts (from 1 tons/month) than the traditional trader and are set up for setup for instant payments. The can make cheap equipment available. This could be recovered through a profit margin on the production. They have already engaged COMIKAGI.

Initial due diligence of MRI; share ideas on possible collaboration

Pending


June 2018 Cardno 27

3.3.2 Communication plan The following communication activities have been undertaken:

Weekly updates. Weekly updates continue to be sent to both DFID and RMB to keep them informed of key activities of the programme. The weekly updates show what has been done during the week and the planned activities for the following week.

Monthly Updates. As part of increasing communication with our main partner, RMB, monthly updates are being submitted to them to inform about progress on the interventions and short-term plans.

Revision of the Communication Strategy. There is ongoing revision of SDMR communication strategy. The main objective revising the strategy is to improve how well the programme communicates, supporting engagement with key partners and stakeholders. The strategy will also include communication indicators to help us monitor our communication. Also being looked at in this strategy is how SDMR will improve its presence on social media.

Social Media. Twitter has been the most active of the social media channels used by the programme to communicate with the public at large. Of the audience that is reached 71% is in Rwanda, followed by USA at 4%, UK and Belgium at 3% and Kenya at 2%.Of the audience 85% are male, while 15% are female. Our Twitter impression (i.e. number of times our tweets have shown up in someone’s timelines) is over Quarter 5 is 62,000 meaning an average of 113 impressions per day.


June 2018 Cardno 28

3.4 Sector outlook

A high-level assessment shows that the following key developments at local, regional and global developments may affect the mining sector in Rwanda:

! There are anticipated changes in the mining regime in Rwanda. A new mining law has been accepted by the Rwandan Parliament and is now being considered by the President’s Office. Also the draft Mining Policy is with Cabinet. Concurrent with this is the drafting of new regulations and ministerial orders. The SDMR Programme is supporting development of the regulations.

! The revival of the Thematic Working Group Mining. This was re-launched on 5th June 2018 with some support from SDMR and will be chaired by the RMB and RMA. This is expected to enhance the engagement of the different stakeholders relevant to the development of the Rwandan mining sector. SDMR will participate in this group and continue to render support to RMB as required.

! The outlook for 3T demand continues to be positive. The SDMR programme will continue to explore ways of supporting RMB to take advantage of this and mobilise investment in the mining sector.

! The Ministry of Environment is launching a new Environmental & Climate Change strategy. This can be expected to impact optimisation of the institutional arrangements for management of environmental impacts of mining as well as the regulatory provisions which the SDMR is supporting RMB on.

! The political instability in the Democratic Republic of Congo, will continue to be a major concern for the region. The SDMR programme will continue to explore ways to support RMB in mitigating the negative regional perceptions and keeping investors motivated about Rwanda. An opportunity to raise the profile of Rwanda is presented by the planned Tantalum Conference, which is going to be hosted by RMA, and will be co-opted into the work that will inform the Investment in Mining Strategy which RMB be supported in developing by SDMR.

3.5 Learning and Development

In Quarter 5 these were the key developments under the Learning and Development Plan:

! LD Team finalised the following Policy Briefs based on the findings of the scoping studies:

o Market Systems Development and Mining (refer to Appendix 7); and

o Gender Mainstreaming in Rwanda’s ASM Sector. o

Drafts were completed on the following topics, which will be publicised as Briefs over the next two to three months

o Enhancing the collection, management and use of electronic geo-data to professionalise Rwanda’s mining sector;

o Understanding ASM Value Chains and Access to Finance issues; and o Facilitating an enabling mineral regime framework to harness Rwanda’s mining sector for

growth and development.

! The SDMR management team had further engagements with the DFID appointed independent Evaluation Specialist Team (Coffey). SDMR facilitated Coffey’s mission to Rwanda to develop their Evaluation Framework

! The management and LD teams are reviewing upcoming technical assistance visits by members of the LD Team, with a view to coordinating trips in order to organize a LD Planning meeting in Kigali later in the year. This approach would make more efficient use of the programme’s resources, and offer better value for money.

! A presentation on “The SDMR assessment of gender and social inclusion in Rwanda’s mining sector in Gakenke” was made by Marco Konings at the Global Gender, Oil, Gas and Mining Conference hosted by the World Bank Group in Washington DC, June 26-27th 2018 (refer to Appendix 6 for the slides).


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3.6 Monitoring and Evaluation

During Quarter 5, the Logframe was finalised. Efforts have been putting into finalising measurement plans for each intervention to align them with the approved Logframe. However, the Logframe may change given the recommendations from the DFID Annual Review. The following activities have been carried out under monitoring and evaluation.

External evaluation: A team from the Programme’s external evaluators (from Coffey) continued to interact with SDMR. This included a follow up mission in April 2018, as well as participation in the activities of the DFID Annual Review. An important output from Coffey was the development of the Evaluation Framework. In addition a MoU to guide optimal engagement between SDMR and the Evaluator was also finalised by Coffey with input from SDMR. Annual Review: An Annual Review was conducted by DFID. SDMR facilitated the process providing documents as well as scheduling stakeholder interviews and field visits. Initial informal feedback has been provided has been provided. However, the Review Report is yet to be finalised. Measurement plans: During Quarter 5 measurement plans were refined and aligned with the Logframe which was finalised in Quarter 5 and approved. 3.7 Challenges and Lessons Learned

The following key challenges were encountered in the programme in Quarter 5, and lessons were drawn with respect to how things could be done differently in the future.

Table 1 - Challenges and lessons learned

Challenges faced Lessons learned

1. Slow responsiveness of stakeholders/partners involved in intervention implementation

Continuous and regular engagement to keep the stakeholders motivated about contributing to the programme.

2. Ad hoc requests from partners, e.g. to participate in certain implementation activities

Early engagement and anticipating the desire of stakeholders to participate. As much as possible to stick to the plan agreed with the partner.

3. Unrealistic expectations by stakeholders on what they expect to gain from the programme

Continuous engagement on the value add of the programme to the mining sector as a whole.

4. Limited implementation capacity of partners Pro-active in identifying the needs of the stakeholder and structuring appropriate support.

5. Liabilities linked to recommendations for improvement of environmental management

Importance of well-documented partnership agreements, which clearly incorporate and address such concerns.

6. Changes in mining regime impact on structure of information management system (e.g. architecture of Flexicadastre)

Capture requirements in a way that allows for adaptation in delivery

7. The lack of mining sector experts in Rwanda is a major challenge which requires the sourcing

This is overcome through a combination of home-based work and missions to Rwanda by the mobilised


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Challenges faced Lessons learned

of external international experts which makes it experts and causes delays in mobilisation.

experts. Projections of expertise requirements will also ease the planning.

3.8 Risk management

SDMR continued to monitor any risks that could hinder programme implementation. During this Quarter, most of the risks are still rated as moderate, which means that the likelihood is low and possible impact is medium. The new risks identified include:

! Complaints from our main partner that we are not engaging enough which can cause a delivery and operational risk. As mitigation the intervention managers are to have regular weekly engagements with their focal persons from RMB to brief them on the intervention progress. In addition, the RMB CEO is being engaged to secure regular monthly update meetings. These will support the weekly and monthly update reports submitted by the Team Leader.

Progress on already existing risks: In general, most of the risks have remained stable, however the following risks continued to be monitored:

! Insufficient interest and engagement of mining company/cooperatives in target areas: There has been considerable interest from mining companies at least in the MSAC 1 pilot. However, we continue to monitor this for MSAC 2 pilot.

! Financial sector unwilling to reassess loans for mining sector or develop appropriate financial

products: Though we have engaged the financial sector and they have shown willingness to work SDMR on access to finance, we remain to see if that commitment will be translated into products/strategies for miners.

! Management of mining companies/ cooperatives do not accept changes in internal economic

model: A good sign is already manifesting with COMIKAGI having agreed to sign the MOU. If the partnership with COMIKAGI is successful, then other companies might adopt the models as well. Until companies accept the changes, it is important for us to continue to monitor this risk closely.

! Insufficient capacity in SDMR to design and implement project: There is still a challenge on mobilising experts in time to carry out specialised pieces of work which are leading to delays. This is because there are levels of approval that they need to go through with the GoR, which leads delays to deliverables. A mitigation measure has been to do resource projections well in advance.

Insufficient coverage of crossing cutting issues: Capacity development component has not yet picked up the same momentum like gender and environment in the implementation phase. There is still a challenge on mobilising experts in time to carry out specialised work/pieces of work which are leading to delays This is affecting our delivery on capacity Development. The programme is going to putting in place a different resourcing strategy, which includes using in house staff while going through an expert mobilisation process.


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4 Plan for Next Quarter

4.1 Planned activities for next quarter

The activities for Quarter 6 of the Programme will be about continued implementation of the Interventions (refer to Table 2). Table 2 – Q6 activities as per Plan

Milestone’s Deliverables Planned activities July - September 2018 Tracking completion

Pillar 1: Create an enabling environment: 1.1 Completion of mining

regime review alignment with the AMV and submission of all recommendations for the mining regime update

1. Validation of the Mine Closure and Environmental Rehabilitation Bond Strategy and development of the Bond Calculator

2. Development of a Beneficiation and Value Addition Strategy

3. Conduct comparative analysis of fiscal regimes and provide recommendations

4. Development of Mineral Exploration Strategy and Mineral Exploration Reporting Guidelines

Q6 – on track for completion

4.1 Action Plan for beneficiation and value addition of 3Ts developed

1. Development of the 3Ts Value Addition Action Plan;

2. Development of a strategy for the development of industrial minerals and construction materials;


2.1 Procuring data centre, high-capacity data storage and back-up facility (Geological Management System)

1. RMCA will start the scanning processes of selected documents by RMB-SDMR staff,

2. Issue tender for Geo-IMS

3. Evaluate and select supplier


3.1 Commencement of software upgrade including installation and customisation, and migration of documents (Geological Management System)

1. Assessment of the existing ICT infrastructure at the RMB and the NDC

2. Design and planning of an ICT infrastructure for a modular geo-database meeting high standards of data security

3. Upgrading of the RMB Intranet and NDC connection, as necessary, involving some hardware components such as, routers, hubs, switches, cables, etc.

4. Delivery and installation of modular software components at RMB offices and the National Data Centre

Q7


June 2018 Cardno 32

Milestone’s Deliverables Planned activities July - September 2018 Tracking completion 5. Customisation of the geo-database,

e.g. installation of a web portal and connectivity with other existing data systems, such as, FlexiCadastre (now Landfolio)4 and Rwanda Lands Management Information System

6. Geo-IMS commissioning and handover

6.1 Starting digitalisation and geo-referencing of pre-existing geodata

Digitisation, geo-referencing and uploading of data

Q7

6.2 Ongoing digitalisation and geo-referencing of pre-existing geodata

Digitisation, geo-referencing and uploading of data

Q7

6.3 Starting Geodata management trainings

Training of system supervisors and IT staff Q6

6.4 Ongoing Geodata management trainings

Training of system supervisors and IT staff

Follow up with BGS, to share with SDMR the results of their mission to Rwanda/RMB and clarification about the targeted interventions as new opportunities for cooperation.

Q7

6.5 Starting training of RMB on the upgraded FlexiCadastre

1. Procurement the Flexi-Cadastre system upgrade by contracting the provider company Trimble;

2. Integration functionalities of the RMB’s application to collect traceability and mine

3. Training staff (administrators and users) inspection data. Initiate digitisation of pre-existing data in collaboration with IGC.

Q6

3.1 Ongoing training of RMB on the upgraded FlexiCadastre

Training staff (administrators and users) Q7

Pillar 2: Piloting the MSACs

3.2 Ongoing implementation of the MSAC1

1. Continuous implementation of the MSAC1 on mineral resources definition

2. Mining and processing efficiency options being developed

Q6

2.1 Selection of implementation partner for MSAC2 and implementation start

1. Finalise consultations with stakeholders on partner selection

2. Formalise agreement MSAC2 partner companies and stakeholders

Q6


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Milestone’s Deliverables Planned activities July - September 2018 Tracking completion 3. Develop Action Plan

4. Start implementation

Cross Pillars: 2.2 Progress Report

submitted A quarterly progress report for Q6 will be prepared.

Q6

2.3 1.1 Learning and Development Report submitted

The L&D activities undertaken will include: x LDT (Virtual) Meeting with Evaluation

Specialist Team. x Publish second two Policy Briefs x Review Intervention Plans

Q6

2.4 M&E report submitted Performance of the programme against the logframe will be presented in the annual M&E Report. This will also present the measurement plan, including AAER matrix and VfM monitoring.

Q6

4.2 Resourcing in the next quarter

The experts to be mobilised for the next quarter are listed in the Table 3 below.

Table 3 - List of short term experts to be mobilised in Quarter 6 (L = Local)

4.3 Procurement plan for next quarter:

There will be major procurement items from the flexible fund for the following:

! GIMS – software for system and hardware for digitisation finalised by end September 2018

! MRIMS – software finalised by end of September 2018

! Drone survey at COMIKAGI catchment area

Role Expert name(s) M&E Mark Winters Learning & Development Marco Konings, James Mc McQuilken Gender and social inclusion Aline Nkundibiza (L) Governance Bernard Nsanzimana (L) Geology Christopher Demel, Joseph Seegers, Mineral Resources Information Management Christopher Demel, Joseph Seegers Capacity Development Luc Assosa M4P Intervention Management Dolapo Olusanmokun MSAC (ASM expert) Paul Mitchell, Bernd Drechsler Procurement Specialist Edson Madeira (home-based) Environment Specialist Daniel Limpitlaw Mineral Exploration John Bristow Mining Fiscal Regime and Taxation Expert Chris Sheehan Mining Policy and Mineral Economics Expert Olle Ostensson Access to Finance Specialist Being mobilised Communication and digital marketing Expert Rita Rumuliza (L)


June 2018 Cardno 34

The digitisation process for both GIMS and MRIMS may also require the use of enumerators who will be mobilised on a short-term basis.

4.4 Managing risk in the next quarter

The current risks will be managed as per updated risk management register. Ongoing compilation of challenges and risks from Programme activities will be incorporated in the risk management strategy for optimal risk mitigation.

For the next quarter, the following activities will be done under risk management:

! Continue to review the environment so as to update the risk register; and

! Apply mitigation measures to the identified risks.


June 2018 Cardno 35

5 Appendices


June 2018 Cardno 36

Appendix 1: Environmental recommendations

1a) - Environmental Rehabilitation and Closure Bond Strategy

1 b) i. – Memo of Recommendations

1 b) ii. – Memo of Closure Bond Principles

1 c) – Environment Draft Regulatory Gap Analysis Presentation

(Embedded file)


June 2018 Cardno 37

Appendix 2: Mining Services Aggregation Centre Pilot Report

Appendix 2a) MSAC Pilot 1 – Action Plan Appendix 2b) MSAC Pilot 2 Framework

Appendix 2c) MSAC Pilot 1 – COMIKAGI Mineral Resource Assessment

(Embedded files)


June 2018 Cardno 38

Appendix 3: Staff and Experts Mobilisation Report and Projections

Role Expert name(s) Local Q5 Q6 Q7

SHORT-TERM M&E John Clifton x M&E Michael Winters x x Learning & Development Marco Konings x x x Learning & Development Michael Priester x x Learning & Development, MSAC (ASM expert)

Dylan MacFarlane x x

Learning & Development Karen Hayes X x Gender and inclusivity, Baseline studies Aline Nkundibiza x x X x Governance, Baseline studies Bernard

Nsanzimana x x X x

Geology Hildebrand Kanzira x Geological Information Management System & Mineral Resources Information Management System

Christopher Demel x X x

Geological Information Management System & Mineral Resources Information Management System

Joseph Seegers x X x

M4P (Sector Analysis) Dolapo Olusanmokun

x x x

Baseline studies, MSAC (ASM expert) Paul Mitchell x x x MSAC (ASM expert) Bernd Drechsler x x x Procurement Specialist Edson Madeira x x x Capacity Development Luc Assosa x Environment Expert Daniel Limpitlaw x x Mineral Exploration John Bristow x Mining Fiscal Regime and Taxation Expert Chris Sheehan x x x Mining Policy and Mineral Economics Expert Olle Ostensson x x Communication specialist Rita Rumuliza x x x

Role Expert name(s)

SDMR CORE TEAM Team Leader Nellia Mutemeri Deputy Team Leader Narcisse Ntihinyuzwa Administration and Logistics Manager Regis Habimana Finance Manager Christian Numviye Monitoring, Evaluation, Learning and Communication Officer Racheal Nuwagira Intervention Manager – Information Management System Celse Gabinema Intervention Manager – Capacity Development Emmanuel Gumisiriza Intervention Manager - MSAC Gallican Cyesa


June 2018 Cardno 39

Appendix 4: Stakeholder Engagement Report

Embedded file


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Appendix 5: Presentation to a World Bank Conference on Gender: Women in ASM Case Study – Gakenke District, Rwanda

Embedded file


June 2018 Cardno 41

Appendix 7: SDMR Policy Briefs

Appendix 7a – Market Systems Development and Mining

Appendix 7b – Gender in ASM in Rwanda


June 2018 Cardno 42

Appendix 7: Financial Report

Embedded file

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