Republic of Rwanda (2015) Rwanda Vision 2050

Republic of Rwanda (2015) Rwanda Vision 2050


VISION 2050 | 1

VISION
2050

Abridged Version

VISION
2050

Abridged Version


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VISION
2050


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CONTENTS

VISION 2050 4

Executive Summary 5

Background to Vision 2050 8
1.Introduction 8
2.Rwanda’s changing development context 8
3.Development of Vision 2050 9

The Rwanda We Want: Prosperity and High Quality of Life for All Rwandans 9
1.Economic Growth and Prosperity 9
2.High Quality and Standards of Life for Rwandans 10

Pillars of the Vision 2050 11

1.Human Development 11
2.Competitiveness and Integration 15
3.Agriculture for wealth creation 22
4.Urbanization and Agglomeration 26
5.Accountable and Capable State Institutions 31

Key considerations for success 34
1.Strong and sustainable macroeconomic fundamentals 35
2.Positive Values supporting Societal Transformation 38
3.Rigorous and effective monitoring and implementation framework 40

Vision 2050 Indicators Matrix 43


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“We don’t want to be a status quo
country or status quo people. Vision
2020 was about what we had to do in
order to survive and regain our dignity.
But Vision 2050 has to be about the
future we choose, because we can, and
because we deserve it.

Rwandans will not be satisfied to
live paycheck to paycheck, harvest to
harvest, without accumulating wealth
and financial security. They want to
live close to the families they love and
watch them thrive.

They want access to world-class
education, right here at home.
They aspire to travel the world in
search of new ideas and experiences,
unhindered by barriers. And then
fly proudly back home to Rwanda,
because there is no other place they
would rather live.

If this sounds right, then we are
together. That means: Not alone, but
all of us.”

H.E. President Paul Kagame
State of the Nation Address | Umushyikirano
December 2015

VISION 2050


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EXECUTIVE SUMMARY

Rwanda’s Vision 2050 articulates the long-term strategic direction for
“the Rwanda we want” and the enabling pathways to achieve this ambition.

Energized by – but by no means content with – the past two decades of successes
and having learned lessons from challenges encountered towards achieving
Vision 2020, Rwanda now aspires to transform its economy and modernize the
lives of all Rwandans. Recognizing that achieving these aspirations will require
bold and decisive action, Vision 2050 serves as the critical planning and policy
blueprint to guide the efforts of all players in Rwanda’s development, including
government, private sector, citizens, diaspora, civil society and faith based
organizations, development partners, academia and research institutions, and
political parties.

Preparation of Vision 2050 has considered global and regional development
agendas to ensure harmonization of targets and indicators. These include: The
Sustainable Development Goals (SDGs), African Union Agenda 2063, East African
Community (EAC) Vision 2050, and National determined contributions on Paris
declaration on climate change among other instruments.

The Vision 2050 sets a new pathway that will lead the country to the living
standards of upper middle income by 2035 and high income countries by 2050.

The Vision 2050 has overarching objectives of promoting Economic Growth and
Prosperity and High Quality of Life for Rwandans and is anchored around five
pillars.

Human Development

Rwanda’s population was 10.5 million people in 2012 and is projected to increase
by more than 50% to 17.6 million by 2035 and to double to about 22.1 million
people by 2050. During this period, the share of the working age population is
expected to grow from around 61% of the population today to 65.7% in 2050.


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Reaping the economic benefits from this “demographic dividend” will be realized
only through an integrated approach that ensures that decline in fertility is
backed up by essential investments in human capital development and economic
reforms so that the country has a healthy, well educated, and highly skilled labor
force that is gainfully employed.

Competitiveness and Integration

Rwanda’s ambition to become a developed country hinges on its ability to
enhance competitiveness at various levels. Key aspects to consider include
economic competitiveness underpinned by modern technology, innovation,
research, quality infrastructure, favourable cost of doing business and micro
factors such as increased firm and labour productivity.

Agriculture for wealth creation

Agriculture has and will continue to play a prominent role in both economic
growth and poverty reduction as it has important implications for food security,
nutrition, exports, and has backward and forward linkages to both industry
and services sectors. Going into 2050, the Agriculture is expected to be totally
transformed with professional farmers and commercialized value chains.

Urbanization and Agglomeration

Urbanization in Rwanda is rapidly evolving and presents many opportunities
for increased access to markets, skills and employment among others. The new
focus will be on identifying and creating synergies between the critical elements
of urbanization that create agglomeration and enhance the socioeconomic
benefits of urbanization.


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Accountable and Capable State Institutions

Rwanda’s strong track record is underpinned by effective institutions which in
turn facilitate economic growth and development over the long term. To fulfil
the Vision 2050 aspirations, Rwanda’s institutions and governance will need to
adapt to the changing environment, remain modern, innovative, accountable to
citizens, and rooted in the rule of law.
Building on the achievements of the Vision 2020 such as citizen participation,
good governance, rule of law, peace and stability, Rwanda will go into the next
phase of long term development aiming to consolidate gains made and continue
citizen-centred reforms enshrined in local innovations and home grown solutions.

Early in our development journey, we made a “triple choice”: staying together,
being accountable and thinking big,1 highlighting the way of doing business
unusually. Rwandans are cognizant that attaining the aspirational goals of Vision
2050 will be challenging but achievable.

This will call for a number of prerequisites and success factors that include intense
improvements in productivity through strong and sustainable macroeconomic
fundamentals, consistency in prioritization of investments, increasing the role of
private sector and deepening regional integration.

It will also require positive values for societal transformation and adopting an
unconventional approach and not Business-as-usual mindset associated to a
rigorous and effective monitoring and implementation framework to ensure
delivery of results.

A mid-term review is envisaged in 2035 and regular reviews planned every
5 years to inform necessary policy improvements.

1 Speech of HE Paul Kagame, President of the Republic of Rwanda in commemoration
of 20th Anniversary of Genocide against the Tutsis, April 2014


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Background to Vision 2050

1. Introduction

Rwanda’s Vision 2050 articulates the long-term strategic direction for
“the Rwanda we want” and the enabling pathways to achieve this ambition.
Energized by – but by no means content with – the past two decades of success in
reducing poverty, increasing incomes, improving living standards, strengthening
good governance, promoting home grown solutions, establishing rule of law,
maintaining stability, promoting gender equality and women empowerment,
peace and security.

Rwanda now aspires to transform its economy and modernize the lives of all
Rwandans. Recognizing that achieving these aspirations will require bold and
decisive action, Vision 2050 serves as the critical planning and policy blueprint to
guide the efforts of all players in Rwanda’s development, including government,
private sector, citizens, diaspora, civil society and faith based organizations,
development partners, academia and research institutions, and political parties.

2. Rwanda’s changing development context

Rwanda has undergone several development phases starting from the immediate
post-Genocide against Tutsi in 1994 period which focused much on recovery;
the early 2000s where the Vision 2020 was elaborated giving a blueprint for a
new Rwanda embarking on economic development aspirations and post-2010
a period that intensified efforts to lay foundations for sustained growth through
investing in human capital, developing basic infrastructure and expanding access
to various services.

The next phase of Rwanda’s long term development is focused on transformation
of the entire economy and society. There is a need to continue the journey towards
self-reliance through a private sector led growth and transformation economic
model. In the next 3 decades, the country will make long-term investments
in future endowments: enhanced human capabilities, strong innovation and
technological capacity capabilities, socioeconomically integrated forms of
urbanization, and effective and accountable institutions of governance.

The country will play to its inherent strengths, which arise from an endowment
of labor including a youthful population, a fertile agricultural landscape, natural
resources and a good foundation of ICT.


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3. Development of Vision 2050

The Vision 2050 was requested by the 13th National Umushyikirano Council in
2015. Subsequently, broad stakeholder consultations and citizens’ engagement
were conducted to define what the Rwanda citizens want to see by 2050.

Specific stakeholders consulted include: Youth and women, private sector,
development partners, civil society, faith based organizations, academia, and
people with disabilities among others.

Vision 2050 establishes the development framework for 2020-2050, with a mid-
term review envisaged in 2035 and regular reviews planned every 5 years.
The Vision steps up the country’s ambitions and continues the drive towards
self-reliance and competitiveness.

Elaboration of Vision 2050 has taken into consideration the global and regional
development agendas, to ensure harmonization of targets and indicators. Those
include:
The Sustainable Development Goals (SDGs), African Union Agenda 2063, East
African Community (EAC) Vision 2050, and National determined contributions on
Paris declaration on climate change among other instruments.


The Rwanda We Want: Prosperity and High Quality
of Life for All Rwandans

The overarching goals for the Vision 2050 are:

1. Economic Growth and Prosperity

Economic prosperity is about creating wealth for all Rwandans. It requires high
and sustained economic growth over the long term. Economic prosperity implies
that Rwanda’s economy is regionally and globally competitive, continuously
improves its productivity and creates decent jobs for its citizens through both
economic and human capital investments. Rwanda’s aspirations are translated
as becoming an upper-middle income country (UMIC) by 2035, and a high-
income country (HIC) by 2050. Specifically, this means realizing the following
key economic targets:


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• By 2035: GDP per capita of over USD 4,036; and
• By 2050: GDP per capita of over USD 12,476.

2. High Quality and Standards of Life for Rwandans

To achieve high quality and standards of living, Rwanda will continue the
trajectory laid out under the Vision 2020 period. Overall, Rwanda will build on
the strong progress made in reducing poverty over the last two decades, reducing
the poverty rate from 78% after 1994 to 38% in 2017, with the aim of eliminating
poverty altogether. Rwanda will comprehensively enhance living standards for
all Rwandans.

Achieving high quality of life for all will also mean ensuring all walks of society
have increased opportunities to contribute to national development, including
by growing its investments in human capital and ensuring universal access to
amenities, safety and security. Not only ensuring that all men, women, youth
and elderly people can contribute as actors of sustainable development but also
ensuring that no one is left behind in benefiting from development.
It is not only part of Rwanda’s good governance principles but also reflected in
the positive values for societal transformation.

Vision 2050 takes into account the aspiration of Rwandans to leave to our
children a better world to live in. As such, growth and development will follow
a sustainable path in terms of use and management of natural resources while
building resilience to cope with climate change impacts. Rwandans aspiration
for high quality of life will be further appreciated through the quality of the
environment, both natural and built.

These aspirations will continue to be embedded in Rwanda’s long term green
growth and climate resilient strategy whose impact is intended to bring about
mindset and developmental transformation in Rwandan society that is necessary
to achieve the desired carbon-neutral and climate resilient economy.
The efficient use of land across sectors will be guided by the National Land Use
and Development Master Plan.


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Pillars of the Vision 2050

1. Human Development

Introduction

Rwanda’s population was estimated at 10.5 million people in the 2012 population
and housing census. The National Institute of Statistics of Rwanda projects the
population to increase by more than 50% to 17.6 million by 2035 and to double
to about 22.1 million people by 2050. During this period, the share of the working
age population is expected to grow from around 61% of the population today to
65.7% in 2050.

Reaping the economic benefits from this “demographic dividend” will be realized
only through an integrated approach that ensures that decline in fertility is
backed up by essential investments in human capital development and economic
reforms so that the country has a healthy, well educated, and highly skilled labor
force that is gainfully employed.

Universal access to high quality health care

Rwanda will sustain the significant achievements already made in the health
sector which include achieving all Millennium Development Goals (MDGs)
towards improving maternal and child health care. In line with the ambitions
of the Sustainable Development Goals (SDGs), Maternal, neonatal, infant
and under-5 mortality rates will reduce significantly to high-income country
standards (70-90% reduction).

Universal Uptake to family planning will be inclusive for both men and women
and delivered toward reducing the Fertility rate from 4% (2020) as per DHS
2019/20) to high income countries standards of 2 births per woman in 2050. In
addition, reproductive health information and services will be increased to avoid
unplanned pregnancies and sexually transmitted diseases with particular focus
on the youth.

This will be realized by offering a comprehensive health care system including
quality care for non-communicable diseases and commonplace screening for
preventable forms of cancer, like cervical cancer. Expanding upon the Community
based Health Insurance Scheme (CBHI), the focus will be on improving the
quality of services offered.


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Building on expanded coverage and leveraging sustainable financing
mechanisms the scheme will serve all segments of the population and help to
continue stimulating demand for health services while reducing out of pocket
expenditures on health.

Health service delivery systems will further be devolved down to community
levels, with patients receiving primary care near home and increasingly able to
get specialized treatment at decentralized levels. Expanded services will include
diagnostic treatments as well as curative, rehabilitative and palliative care.

Telemedicine and development and application of advanced Health technologies
will be promoted to deliver high quality health services. These will also facilitate
specialty training for clinicians, improve medical research, reduce operating
and administrative costs and increase patient security and data protection
countrywide.

Rwanda aspires to eliminate chronic malnutrition (stunting, wasting, and
underweight) by 2035. Rwandans will continue to uphold healthy dietary
practices to minimize lifestyle-related maladies such as obesity and diabetes.

Rwanda will also position itself as a center for medical tourism, biomedical
research and pharmaceutical industries. World class health facilities will
be developed offering specialized health care with quality services that are
competitive on the continent. Super specialty and multi-specialty health facilities
will be developed and these will be matched by investing in human resources for
health to raise the quality of health care professionals at all levels.

Rwanda will attract investors in pharmaceutical industries both in distribution
and manufacturing which will contribute to lowering the cost of drugs in the
country and further exporting to other countries.

A conducive environment will be created for medical research by developing
critical skills in the STEM sectors from the early in the education system.


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Universal access to high quality education

A reformed education sector will lay the foundation for Rwanda to join the most
advanced economies in 2050 with a market-driven education system. This entails
increasing investments that yield high returns and form a basis for long-term
economic growth – namely, enhanced attention and strengthened curricula for
high quality early childhood and basic education (including basic skills for the 4th
industrial revolution) – as well as those that yield moderate returns but produce
job candidates in a shorter timespan – skills training and other investments in
youth and adults.

Access to quality education in the initial years of life will be ensured through
increased investments in early childhood development to achieve universal pre-
primary enrolment rates by 2050 from 17.5% (2016).
Access to quality basic education will be ensured. All classes will reach
middle-income standards for pupil-classroom and pupil-teacher ratios by
2035. Teachers will be empowered and equipped to deliver an education that
provides all Rwandans with the capabilities to continually improve their skills
and productivity.

Science, Technology, Engineering and Mathematics (STEM) courses will be
ensured and strengthened for boys and girls across all levels of education.
to position Rwanda among the leading African countries in technology and
innovation by 2035. The continued development of a market-driven technical
and vocational education and training (TVET) system will be crucial to train and
upskill workers to meet the needs of the changing labor force demand while
prioritizing study based competitive areas for all Rwandans with special focus
on ensuring equal access for women and girls. Accordingly, the curriculum for
different levels of education will ensure adaptability to present and future new
types of skills needs.

Rwanda will ensure digital literacy for all by 2035 and sustain it going forward
to ensure inclusive participation in a knowledge society and attain new levels of
productivity for the labor force.

Tertiary education will be core to building a stronger and competent Rwandan
society. More efforts will be ensured to maintain a high enrolment rate for both
boys and girls up to tertiary education. Investments in Higher Learning Education
will be increased to build capacity in Research and development and increase
attainment levels. A concerted effort will be undertaken to strengthen linkages
between the academia and industry. Gross Domestic Expenditure on Research
and Development as percentage of GDP will increase from 0.4% in 2016 to 1.2%
by 2035 and 2% by 2050, respectively.


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A transformed workforce for higher productivity

The structural transition of the workforce from surplus labour in agriculture to
other economic sectors of service and industry will happen gradually, paying
particular attention to youth and gender-specific impacts. In the medium term,
mass jobs will need to be created in low-end, low-wage economic activities
and in the long run, jobs will need to be created in high value-added products
and services resulting from the specialised extension services in agriculture,
knowledge-based services in IT and Finance and light manufacturing.

Training will need to anticipate where and when new jobs are created. This will
require investments in sectors with potential for high growth as well as high
employment over time, such as light manufacturing, tourism and services.
Developing these sectors requires building the right skills base starting now to
become competitive in the 2020s and to reap the benefits between 2025 and 2035.
In close collaboration with stakeholders especially private sector, continuous
efforts will be made to offer career guidance, mentorship and reskill the labour
force to ensure that people are matched with the right skills for the labour market.
Many Rwandans remain self-employed; upskilling and technology upgrading
interventions will allow their enterprises to grow and transit from informal to
formal sector, which will sustain and expand their employment.

Rwanda’s education system will be market-driven and competence based,
matching Rwandans to the innovative jobs created in ICT, tourism, training
aeronautical engineers, computer programming, and venture capital. Kigali
Innovation City, Universities and business schools will attract the best talent from
across the region. Whereas in the past Rwanda imported services professionals,
by 2050 this trend will have been reversed.

To develop high-value and competitive jobs in prospective high-value sectors
across Rwanda, TVET and Tertiary education will be core to building a stronger
and competent society to boost productivity and investments in identified high
value sectors where the country is having a niche and Private sector employers
and firms are needed to invest in on-the-job training for their workers to increase
competitiveness. Strategic partnerships with private sector companies in high
growth sectors will enhance workplace learning, which will help curb the skills
gap and increase private sector productivity.

Talented young men and women with attractive projects that can generate
productive jobs for others will be supported. Promoting creativity and an
innovation culture, especially among youth, and supporting talented youth to
realize their potentials will promote the creation of future jobs. An innovative and


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technological culture and mind-set will be upheld and promoted countrywide.
Rwandans will be encouraged to experiment with new ideas, take manageable
risks, learn from failure and have the resilience to try again. Process, social and
organizational innovations will be promoted in addition to product innovation
as a way to foster a nationwide culture of innovation that is focused on problem
solving.

2. Competitiveness and Integration

Introduction

Rwanda’s ambition to become a developed country hinges on its ability to enhance
competitiveness at macro and micro levels. Key aspects to consider include
economic competitiveness underpinned by modern technology, innovation,
research, quality infrastructure, favourable cost of doing business and micro
factors such as increased firm and labour productivity. Rwanda is ranked 38th
in doing business– second in Africa after Mauritius (World Bank Doing Business,
2018). Rwanda is ranked 58th/137 in global competitiveness (World Economic
Forum, Global Competitiveness Report, 2017/18). Looking forward, Rwanda
is targeting to belong to the top ten countries in doing business in 2035 and
maintain the position. Rwanda is targeting to rank among the top 20 economies
in competitiveness by 2035 and top 10 in 2050.

A diversified economy built upon future industries

Since 2009, the Rwandan industrial sector has grown at an average of 9.4% per
annum. Within manufacturing, there have been some stand-out performers,
most notably metal products, machinery & equipment, furniture & other
manufacturing and non-metallic mineral products. Industry’s contribution
to GDP has grown from 16% in 2009 to 19% in 2019, with this share steadily
increasing year on year. Construction has consistently been the largest part of
the Rwandan industrial sector, now representing 7% of 2019 GDP.

Building on the sectors in which it has a comparative advantage today, Rwanda will
strive to continue developing its agro-processing, manufacturing, construction
industries. Efforts will be made to ensure increased worker productivity in these
sectors for both men and women. Rwanda will produce the materials needed in
neighbouring countries such as materials for modern constructions and aviation,
production of mosquito nets, organic fertilisers and aquaculture. The estimated


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impact of interventions detailed in the Vision could be as much as $400 million
reduction in imports by 2024 with more reductions expected in proceeding
years whilst generating significant employment and business opportunities for
Rwandans. Special attention will be given to nurturing new industries that are
knowledge based such as creative industries, Financial sector and aviation which
have potential to employ thousands.

The private sector will be supported to enhance their innovation and technological
capabilities to become more competitive. This will be achieved through increased
spending in research and development and a strengthened focus on business
innovation and the commercialization of relevant innovations. The National
Innovation Fund will be used to support SMEs to strengthen their innovation
capabilities and to create, adopt, adapt and use technological innovations.

Competitive manufacturing anchored to a regional logistics hub

Over the medium-term to 2035, even though high value industries will take the
lead, labour intensive industries like textile, apparel and leather sectors are of
strategic importance to Rwanda, given the significant potential these sectors
hold in terms of employment and value addition. Over the next decade, Rwandan
anchor firms will be strengthened to upgrade their supply chains.

By 2050, “Made in Rwanda” will be a recognized brand locally and internationally.
Kigali will have solidified its position as the regional trading hub (logistic services,
aviation hub, and innovation hub, etc.) and the gateway to East and Central Africa.
A Kigali-based logistics platform will monitor and optimize logistic systems
across Rwanda with real-time online technology massively reducing the cost of
transport.

Rwanda’s industrial parks will operate at full capacity and feature state-of-the-
art infrastructure, dedicated power lines, modern water and drainage systems
and high-speed internet connectivity and will be developed through a PPP
approach. Each industrial park will be linked to modern cargo and handling
facilities. Bugesera International Airport will serve as the major hub for producers
to access Africa, Europe, Asia and the United States with daily flights and will
become a major cargo hub.

Innovations will drive down the cost of trade. The cost of trading is currently 20-
30% of the total cost of production in Rwanda. Lowering the cost of trade will be


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achieved through heavy investments in regional infrastructure, concerted efforts
to facilitate trade and integrate into the EAC as well as the wider continent.
Rwanda’s integration into global value chains will be paramount.

Vision 2050 therefore aims for a future where Rwandans are connected and
integrated to regional and global markets. An advanced food industry will
be developed in the country basing on strong linkages between commercial
farmers and industries.

The agricultural sector will have high focus on productivity with emphasis
on gender responsive interventions targeting both men and women, climate
resilience and high standards to match Rwanda’s ambitions. Rwanda will intensify
efforts to build linkages between production and processing by ensuring that our
domestic supply chains are efficient. Investment in the sourcing of raw materials
will be improved by encouraging industrialists to develop their own agricultural
blocks and partner with out-growers.

While construction is already a significant contributor to Rwanda’s GDP, looking
ahead construction will further increase its economic role through industrial
park infrastructure, modern housing needs, local materials development, and
expansion linked to the mass transit in Kigali city, secondary cities and other
urban areas.

By 2050, local content and job creation will be the standard across Rwanda’s
modernized construction industry. Given that the public sector is a key source
of demand for construction works, government is increasing the local content in
their procurement as well as finding ways to incentivise international companies
in the sector to sub-contract locally.

Modern and innovative services sectors driving transformative growth

Rwanda’s growth trajectory over Vision 2050 will be driven by its services sector.
Looking to countries who have achieved this pathway, a country’s services sector
typically grows in size (relative to GDP) and complexity as its income level rises.
To achieve transformative growth and structural shifts to high productivity, it will
be important to ensure close linkages between competitive service sectors and
other economic sectors.


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An efficient services sector not only makes direct contributions to a country’s
GDP and export capabilities, but also high-value-added segments of value chains
are especially rich in services content; it is in services that most of the value is
added within value chains. By 2050, Rwanda’s manufacturing and commercial
agriculture sectors will be regionally and globally competitive with access to
modern, high quality, and cost-effective services as inputs.

While the existing services sectors will remain a key focus, it will be critical
to continuously anticipate and accelerate high-value, niche emerging sectors,
such as nanotechnology, biotechnology, block chain technology or artificial
intelligence. This will require strategic foresight and a good understanding
of Rwanda’s competitive advantages. Leveraging on this, niche sectors will
be targeted with appropriate interventions to develop them. Over the course
of Vision 2050, the shift will be to equip Rwandans with the skills to lead as
innovators in services.

Export-oriented knowledge services

Rwanda will position itself as a knowledge hub in differentiated high value
clusters, leveraging on innovation ecosystems such as the Kigali Innovation City
model, utilizing systematic collaboration between higher learning institutions
and technology and professional services firms, to deliver:

• Export-oriented knowledge services based on the high value technology
clusters: Fin-tech, Edu-tech, Energy-tech, Agri-tech, big-data management,
Pharmaceutical, Biotech, Cyber-tech;

• High value niche services such as software lifecycle management outsourced
from developed economies, legal and business consultancy services for
emerging digital economies;

• Knowledge services based on emerging technology cluster such as block-
chain, life science, and others, where Rwanda can differentiate itself as the
“proof-of-concept” country; and

• Services will also play a key role in facilitating production and exports
throughout the value chain, mainly in back office and production stages e.g.
Inventory Management, Distribution and Supply Management, R&D, Design,
Marketing, Engineering, Accounting, Legal etc.


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• Rwanda will focus on developing strong capabilities in applied uses of
information technology and innovation building on quantum physics, artificial
intelligence, block chain technology, robotics and machine learning. This will
leverage initiatives like the ‘Next Einstein Forum’ among others that attract
and equip the best talents from the continent with critical skills for the 4th
industrial revolution and beyond.

High-end sustainable tourism

Tourism has been Rwanda’s largest foreign exchange earner for over a decade.
The sector has shown an average growth rate of over 10% per year over the last
10 years. It will continue to remain an extremely important sector under Vision
2050. Given the regional and domestic dynamics of the sector, Rwanda has
positioned itself as a low-volume, high-end tourist destination. This strategy has
begun to yield results, with the entry of several big brand players in the luxury
hospitality sector such as the Radisson, Marriott, Hilton, One & Only, Wilderness
Safaris, etc. To advance this status, Rwanda will endeavour to attract investors
to diversify our current high-end tourism offerings, e.g. to develop wellness
facilities (luxury spas, luxury sports, members only clubs). A particular focus
here will be the continued development of the Kivu belt.

Meetings, Incentives, Conferences and Events (MICE) will continue to be
a strategic sub-sector. MICE revenues will be increased by diversifying the MICE
events attracted beyond just conference tourism, undertaking proactive bidding
for events to increase the number of events hosted in Rwanda, strategically
targeting regional and global organisations to move their headquarters to
Rwanda, developing the required skills for the MICE industry and to benefit all
of Rwanda’s districts.

Continuous diversification of the sector will also be critical through the
development of new tourism products. For instance, leveraging its scenic
landscapes, Rwanda will establish the Rwanda Film Office to launch and market
Rwanda as a preferred film location.

Recognizing the importance of conservation for the sustainability of the tourism
industry and the country’s heritage, Rwanda will continue to position itself at the
global frontier for conservation. The particular focus will be on continuing to
diversify tourism product offerings and investing in sustainable ecotourism that
engages communities.


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To achieve these innovations, there are several cross-cutting areas that will
need to be developed in the medium term to support the growth in modern high
value services. These include business services for emerging digital economies;
cyber security services; professional and digital skills services covering various
technology clusters; cashless innovation-friendly financial services; and
regulatory and institutional frameworks to enable trade in services.

Universal access to financial services

Rwanda will build on the progress registered in promoting the financial sector
and financial inclusion over the past decade (financial inclusion at 93% in 2020)
and further implement policies and strategies to develop a stable and sound
financial ecosystem that is sufficiently deep and broad, capable of efficiently
mobilizing and allocating resources to address the development needs of the
economy. Rwanda will make further efforts towards increasing and closing the
gap in access to finance for youth and women.

Rwanda will establish and position herself as an international financial services
center. This will be enabled through continuous development of the financial
ecosystem supported by an enabling legal and policy framework, appropriate
technologies and skilled workforce.


Strengthening Export Competitiveness and trade connectivity

Rwanda is committed to building a larger market that will foster cross-border
and intra-Africa trade, spur investment in infrastructure, agriculture and energy,
and strengthen the region and continent by harmonizing policies and practices.
Regional integration will provide a stable environment for Rwandan citizens to
channel their energies and resources into development and entrepreneurial
initiatives. It is important for Rwanda to team up with other countries as a way
of addressing challenges inherent to the country’s geography and move from a
landlocked to land-linked country.

Over the medium-term, Rwanda is committed to rationalizing its membership
in regional blocs to strengthen cooperation and benefit from comparative
advantages like promoting regional integration and equitable international
trade. Rwanda will push for regional agreements to be implemented and
regional infrastructure to be improved and developed through joint projects by


VISION 2050 | 21

Regional Economic Communities. Such advocacy will focus on the removal of
trade barriers for free movement of goods, services and capital.

Knowledge Intensive Economy

To become a developed economy, Rwanda will focus on building a knowledge-
intensive economy; one in which the production, distribution and use
of knowledge are the main drivers of growth, wealth-creation, and employment
for all industries. Similarly, Rwanda is targeting to break into the top 50 countries
in innovation by 2035.This requires Rwanda to increase innovative capacity and
leverage the use of technology to accelerate this as well as:

Foster Excellence in Research and Development: Rwanda will continue
to be a destination for world class universities and research institutions e.g.
Carnegie Mellon University - Africa, Africa Leadership University, African
Institute of Mathematical Sciences, University of Global Health Equity and the
Rwanda Institute of Conservation Agriculture as well as to continue to build the
capabilities of the University of Rwanda in research and development. In order
to achieve this, Rwanda will continue to build strong research infrastructure by
increasing funding to R&D across the research spectrum (basic research, applied
research and market applications), groom and attract top researchers and align
research with industry demand through strong collaborations with local and
global industries

Remain a proof-of-concept destination for current and future innovations:
Rwanda will continue to be a proof-of-concept destination and living laboratory
for today and tomorrow’s innovation and embrace both incremental innovation
(improved products, processes, business models as well as exponential new to
the market innovations. This will require Rwanda to remain agile and open to
new ideas, embracing change.

Becoming a data-driven economy:
Rwanda’s economy, government, private sector, civil society and citizenry will be
more data-driven and powered by technologies of today e.g., Internet of Things,
Robotics, Artificial Intelligence and tomorrow’s technologies while at the same
time ensuring appropriate security measures are in place.

Future-proof the education system: Rwanda will require a sufficiently large pool
of people with qualifications in the STEAM (Science, Technology, Engineering, Arts
and Mathematics) to develop its innovative strength and to not only consume but
to participate in advancing technological progress in the future. An interest in


VISION 2050 | 22

and understanding of technology and the sciences needs to be awakened at an
early stage and initiatives like the Rwandan Coding Academy scaled to ensure
that Rwandans keep up with the changing nature of work and jobs.

3. Agriculture for wealth creation

Introduction

Over the last 2 decades, agriculture has played a prominent role in both economic
growth and poverty reduction. With about 70%2 of the population currently
earning their livelihoods in the sector and contributing about a third of GDP, there
is no doubt the sector will continue to play a critical role in the next 3 decades.
The sector has important implications for food security, nutrition, exports, and
has backward and forward linkages to both industry and services sectors. The
sector is credited with contributing about two thirds to poverty reduction in the
Vision 2020 era. Going into 2050,

the Agriculture is expected to be equally transformed by both men and women
professional farmers and commercialized value chains.

Modern market-oriented and climate resilient agriculture

To achieve the structural shift away from
an agriculture-based economy, a gradual yet unrelenting reform in the current
agricultural model is needed. Rwanda’s transformed agricultural sector will
be market-driven, linked to urbanization and trade, and nearly 15 times more
productive than today. Agriculture value added per worker will need to increase
to more than 8-fold by 2035, and more than triple again by 2050 for comparative
levels of high-income countries.

Less than 30% of Rwandans will work as farmers. In 2050 agriculture in Rwanda
will be market-led and high-tech, driven by professional farmers with large
farms on irrigable lands totalling about 600,000 hectares, with an irrigation rate
of 100% of irrigable land.


2 According to EICV5


VISION 2050 | 23

The Rwandan landscape by 2050 will reflect this significant shift. Farms will take
up less of the countryside while producing more using modern farming and land
efficient techniques such as greenhouses and urban farming.

Scaled up use of modern inputs and technologies to maximize
productivity

In agriculture, the aim is increasing productivity and developing professional
agriculture services with strong downstream and upstream linkages to primary
agriculture. These services will include equitable production and distribution
of fertilisers, quality seeds, irrigation technology, higher-value agricultural
products for supermarkets, hotels, etc. that will be needed domestically and in
the region.

In comparison with contemporary farming in Rwanda, farms will be mechanized,
fully irrigated and use high-tech inputs in greater volumes. Cereal yields will
increase fourfold by 2035. As a result, Rwandan farmers (men and women) will
have larger plots and small-holder farmers will be employed outside their farms.

Digitalization of the sector will link producers to profitable markets in real-
time. Leveraging advances in biotechnology (home-grown and globally), smart
phones, digital and spatial technologies, will further increase productivity.
Products will be labelled to benefit from specific niche markets, for example,
from consumers who prefer products from specific brands. Achievement in the
agriculture sector will be attained through the growing availability of electricity,
water, communications and government services, present in Rwanda’s SMART
cities. Affordable energy access will be available for large commercial enterprises
in horticulture, agro-industries, abattoirs, dairies and others.

To achieve the 2050 targets, the role of government will be increasingly
oriented towards facilitating the private sector to be at the forefront of increased
productivity in the agriculture sector. The government’s role will be first and
foremost to protect agricultural land and producer syndicates.

Rwanda’s private sector will play the leading role in every stage of the value
chain: from the source to addressing institutional needs (food standards, etc.),
to managing risks, and delivering high quality extension services (including for
innovation and technology adoption).


VISION 2050 | 24

Enhanced rural access to credit, tenure security, and functioning land markets
will become ever more important. Public-private partnerships in agricultural
supply chains will offtake what is produced from Rwandan farmers, process it,
and tap into global export markets; while simultaneously providing jobs and
technical on-the-job training. The National Land Use Master Plan will play an
important role in guiding on the spatial location and preservation of agricultural
land.

Productivity gains will also be driven by research and development (R&D) to help
farmers optimize their efforts and take up modern technologies. The creation
of international and local networks in the research area will boost innovation,
while the adoption of high-tech equipment and techniques like hydroponics and
automated drip irrigation will increase dramatically labour and land productivity.

Increased access to agriculture finance and risk sharing facilities

Rwandan farmers will have tools at their fingertips to reduce losses from
the effects of weather and climate change through (i) better insurance and
financial services and other risk management and transfer tools, (ii) increased
diversification at the household level, (iii) improved market information and
strengthened contract farming models, and (iv) decentralised managed grain
reserves to mitigate large hikes in local food prices.

Gradually, Rwanda will transform the financing models for the agricultural sector.
In 2035, government will indirectly support farmers. Agriculture subsidies will be
limited to production conditions, where farmers will be fully professionalized to
the extent that they can be given production quotas in order to be eligible to
certain amount of subsidies. By 2050, government interventions will be allocated
to big investments such as reinforcing research projects, and modernization of
agriculture infrastructures. These will be fully led by the private sector.

Public expenditure will also be targeted toward: (i) innovative financing and
risk-sharing facilities specifically adapted to Rwandan farmer’s needs, and (ii)
financing for research, extension, and infrastructure to add value to products.

One reason for low funding levels in Rwanda’s agriculture sector today is a lack
of understanding of the sector by banks and private sector players, perceived
high risks, and high transaction costs. By 2050, Rwanda will have a multi-million
public-private risk-sharing fund/facility to connect affordable financing to all


VISION 2050 | 25

players along entire agricultural value chains, working with Rwandan banks,
farmers, and value chain actors and achieving lower risk, higher repayment of
agriculture loans.

Integration within global value chains for higher-value products

Reflecting Rwandans’ rising income levels, the population will be eating better
and more diversified diets of safer, processed and packaged foods, reflecting the
shifting dietary preferences associated with income growth and urbanization.
Where today such products are mostly imported, by 2050 Rwanda’s domestic
agri-food system will meet the modern dietary needs of the population.

This will mean a shift away from staples to higher amounts of fruits, vegetables,
and animal source proteins.

By 2050, higher value locally produced niche products will be found in all urban
supermarkets, restaurants and hotels. Food products will be widely certified
to ensure their safety and hygiene consistently. Rwanda’s lakes will be fully
exploited to increase aquaculture and fish production.

Diversification away from cereals to higher value crops will be pursued especially
for exports purposes. Agricultural produce such as beef and dairy products,
horticulture, edible oils and fresh produce exported to the region are projected
to generate annual revenues of over $550 million. Within the EAC, continued
market integration will expand Rwanda’s regional market. The growing urban
market in regional cities will be satisfied with Rwandan high-quality products.

Rwandan coffee and tea will be found on supermarkets across the continent and
globally. By 2050, traditional agricultural exports (coffee and tea) are projected
to double in volume and quadruple in value to generate each $230 million per
annum, without significantly increasing the land area under cultivation.

Cut flowers will be exported regularly on flights to Amsterdam and across Europe
and globally.


VISION 2050 | 26

4. Urbanization and Agglomeration

Introduction

Urbanization in Rwanda is rapidly evolving with increasing numbers of towns
and cities emerging. Urbanization presents many opportunities for increased
access to markets, skills, employment among others. Rwanda has pro-actively
embarked on a path to promote urbanization. The new focus will be on identifying
and creating synergies between the critical elements of urbanization that create
agglomeration and enhance the socioeconomic benefits of urbanization.

Urbanization will continue to rapidly change with new growth poles projected to
emerge besides the already planned six secondary cities and Kigali city due to
large investments being undertaken for example in Bugesera. Some other key
considerations in the future include:

Universal access to quality services and amenities

Rwanda in 2050 will be well beyond access and tackling the issues of sustainable
energy generation and utilization, water, and sanitation. Access to electricity
will be universal by 2024 scaled up to all from 27.1% (Estimate 2017). Energy
infrastructure will be reliable. On-grid and off-grid connections shall be
combined to ensure that every consumer receives an appropriate level of access,
while minimising costs to the utility. The delivery of off-grid electricity access will
continue to be led by private companies, with support provided by Government
to low-income households. The use of off-grid connections will be reduced over
time as the grid is further expanded and urbanisation rates increase. By 2050 all
consumers will be connected to the central grid.

Access to water will be scaled up from 87% (Estimate 2017) to 100% by 2024.
In order to ensure sustainability, household connections within premises will
be increased from the current 9% (Estimate 2017) to 95 by 2035 and 100% by
2050. Modern, safe and reliable water supply network shall be established. To
contribute towards sustainable services, production and quality of water supplied
will be increased to match the increasing demand. Relocation and resettlement
of population into densified urban and planned grouped settlement patterns
shall play a vital role to ensure universal access to water and other basic services.


VISION 2050 | 27

Access to sanitation will be scaled up to all from 86% (Est. 2016) to 100%
and waste management systems. Efforts shall be directed towards increasing
household onsite access to sanitation services from 2% to 80% by 2035 and 100
by 2050. Modern sanitation sewer and management services in urban areas to
handle solid and liquid waste shall be established. All households in urban areas
will be connected to sewer networks where waste shall be treated at the central
sewerage systems. In rural areas, all household will have access to standardized
on-site improved sanitary systems that respect level of sanitation organization
chains.

Through smart solid waste management, solid waste shall be collected,
transported, treated and safely disposed. Industries will have regulated semi-
centralised and landfills or incinerators to treat liquid and solid waste respectively.
Broadband coverage will be provided to all citizens through the continuous roll-
out of latest technologies, promoting internet of things and increase in smart
devices penetration and usage enabled by modern household lifestyle.

Universal access to affordable and decent housing

Decent settlement for Rwandans will be developed. 56% (2019/20) Rwandans
living in rural and urban areas will live in safe and decent settlements. The
increase in population comes with an increase for demand of decent housing.
By 2050, Rwanda will have a formal housing sector sufficiently available and
accessible to all segments of the population.

The percentage of rural households settled in integrated planned settlements will
increase from 67.2% (2017, EICV 5) to 80% by 2024 and 100% by 2035, maintained
throughout 2050. Rural settlements will grow in a clustered and densified way
with the necessary basic infrastructure, services and facilities.

With more than 70% of Rwandans projected to be living in urban areas, a national
spatial human settlement framework will be established to guide the location,
hierarchy and service levels of human settlements in the country, as well as their
linkage with each other and with their non-settlement surroundings.

The housing finance sector will further be improved to develop long-term
investment including the insurance industry and long-term savings schemes;
mortgage lending, and facilitation of liquidity in mortgage lending through
securitisation legislation.


VISION 2050 | 28

The target is a steady annual increase of housing units constructed and housing
mortgages accessed resulting from the public private partnership schemes.
Organizing the demand side of housing will be of paramount importance to
ensure asymmetry in market information is addressed. Research into new local
construction materials and housing typologies will be developed as a backbone
for the roll out of affordable and decent housing countrywide.

In order to overcome urban sprawl urbanization will largely have to take place in
existing settlements which will be upgraded to high density settlements.


Ease of mobility and efficient transport

The priorities in this Vision will be the ease of mobility and the establishment of
reliable, affordable and efficient mass transit systems. Technology will continue
changing and it is not possible to predict entirely the infrastructure needs in the
next 30 years. However, important indicators will remain the ease and speed of
movement between places, the median time taken to commute to work and the
use of public transportation.

Rwanda will develop a modern and efficient transport system where median
time taken to commute to work is 45 minutes by 2035 and 25 minutes by 2050.
The percentage of population using public transportation will be at 90% or more
and convenient public transport will be accessible at least within 500m radius
or less.

To stay competitive Rwanda will rely on the efficiency of its transport corridors.
Transport costs accounts for 30% to 40% of the cost of trade today; the focus
going forward is to reduce this cost to at least between 28.5 % to 38% by 2035
and 27.5% and 36% by 2050. An integrated transport system linking railway
line to provide access to the sea, develop maritime transport on Lake Kivu, River
Akagera and other water bodies, improved air transport and road transport
network and a pipeline network to ensure the reduction of cost of doing business
and transit time. More cooperation and joint programmes between EAC, COMESA
and other regional bodies’ member countries shall be strengthened to further
improve efficiency for improved regional connectivity.


VISION 2050 | 29

SMART and Green cities for Sustainable growth

Urbanization will follow an integrated approach considering spatial, economic,
social and environmental considerations. Rwanda is a member of the SMART
Africa Initiative whose Vision targets to “Transform Africa into a Single Digital
Market”.

The initiative has identified a number of flagship projects to be championed by
member countries. Rwanda is currently spearheading the SMART Cities and
Communities project. This will entail development of cities and communities
that “Integrate shared ICT infrastructure and services into management and
provision of critical public utilities and services in rural and urban setting to
achieve; Smart energy, Smart transport, Smart water and sanitation, Smart
social services, Smart environment, and smart agglomeration”.

This describes exactly what modern cities of the future will look like and is
something that has been adopted for the Vision 2050. Some of the initiatives are
already underway and will be scaled up over the Vision 2050 implementation
period. Sustainable management of the environment will include adequate
waste disposal, treatment and recycling, air and water pollution management
and prudent water resource management driven by projected increases in water
consumption/demand.

Sustainable and green urbanization process will transform the quality
of livelihoods and promotes skills development and decent employment
opportunities in both urban and rural areas with special attention to the needs
of youth and women.

Agglomeration will be an important factor in driving growth of urban areas
in Rwanda, highlighting the need for management of spatial transformation
for economic growth. This will entail strong linkages between development
plans, urban and rural development land use and master plans. Coordination,
enforcement and monitoring mechanisms will be vital. The impact of
agglomeration will be increased output per worker in urban areas as well as
increased creation of productive jobs in urban areas, keeping unemployment in
urban areas below 5% between 2035 and 2050. Socioeconomically integrated
settlements will support growth of businesses and industries in concentrated
areas designated in Master plans.


VISION 2050 | 30

Given the burgeoning development needs in urban and rural areas, local
revenue mobilization capacities will be enhanced to be able to cater for 85% of
their development projects, thereby reducing significantly reliance on transfers
from central government. Reforms to be pursued include the introduction of new
municipal financing mechanisms and increasing efficiency in collection of local
government revenues.

Sustainable supply and demand for energy

Energy will continue to be a requirement for household and commercial purposes
in the future. Evidence shows a strong correlation between the increase in
energy consumption and rise in income levels. Per capita consumption of energy
will increase from 50 kwh in 2019 to 3,080 Kwh in 2050. Energy generation will
continue to be informed by demand projections. It is anticipated that there could
be need for about 3,788 MW and 13,981 MW of energy capacity in 2035 and
2050 respectively, to cater for the growing industrial demand. This will require
the identification of new sources of energy over time that are affordable and
reliable for industry. Tariffs will be kept affordable by developing long term
least cost power generation plans. There will be continued emphasis on clean
and renewable energy as a source of generation with at least 60% of installed
capacity in this category.

The use of SMART distribution systems will significantly reduce energy losses to
close to 5% from 19.1% in 2019/20. There will be high emphasis on adequate and
stable supply of electricity for household and commercial purposes. Shortages
and interruptions of power supply should be at a minimum. Shortages in hours
per year will be monitored and expected to reduce by over 90% of the current
levels.


VISION 2050 | 31

5. Accountable and Capable State Institutions

Introduction

Rwanda’s strong track record is underpinned by effective institutions (the formal
and informal rules of the game) which in turn facilitate economic growth and
development over the long term. To fulfil the Vision 2050 aspirations, Rwanda’s
institutions and governance will need to become modern, innovative, accountable
to citizens, and rooted in the rule of law. Building on the achievements of the
Vision 2020 such as; citizen participation, good governance, rule of law, peace and
stability, Rwanda will go into the next phase of long term development aiming to
consolidate gains made and continue citizen-centred reforms enshrined in local
innovations and home grown solutions.

Efficient and accountable institutions for socioeconomic
transformation

Governance and effective institutions constitute a key pillar of socioeconomic
transformation of Rwanda. They are the prerequisites towards achieving the
national agenda in all sectors. Not only are institutions important for economic
and social development—a capable and accountable state is also desirable in
and of itself.

Rwanda in 2050 will be built upon the social cohesion and mutual trust of today.
Social cohesion and mutual trust is appreciated at 94.55% (RRB, 2015). Citizens
identify themselves as Rwandans first and not in ethnic identity at 95.3% (CRC,
2016). In terms of transparency and accountability, the Government of Rwanda
will maintain its zero-tolerance-to-corruption policy. Rwanda is targeting to
belong to the best performing economies such as the European Union and East
and Southern Asian Countries by 2035 and the first country globally on the fight
against corruption by 2050.

Effective institutions will deliver public services to the citizens; second, crucially,
Rwanda’s state institutions will lead on formulation and implementation of
policies to foster private-sector development and investment. Vision 2050 will be
driven by continued transformational leadership, which has enabled Rwanda to
become a good place of doing business and to become more competitive globally.


VISION 2050 | 32

Rwanda’s institutions will embrace the culture of innovation and leverage ICT
and frontier technologies to improve public service delivery. The public service
will not only be a promoter but also an adopter of innovation. To ensure this
happens, innovation and technology will continue to be mainstreamed into all
areas of policy formulation, implementation and evaluation.

Another area which characterises Rwanda’s governance is participation and
inclusiveness, in particular gender equality and equity in leadership. Gender
equality and women empowerment is becoming a reality in Rwanda where the
country is one of the best performing countries in this area. Rwanda is ranked
9th/153 (Global Gender Gap Report, 2020) in closing gender gaps and the
country is globally leading in percentage of women in parliament with 61.3%.
Rwanda will continue its policy of Zero tolerance to Gender Based Violence. The
inclusiveness policy also incorporates special groups, where youth and people
with disabilities are being represented in decision organs, to be maintained and
enhanced going forward.

Rwanda will also strive to emphasize institutional collaboration and coordination
for better results. This will require synergy among institutions and all actors will
be involved. In particular, civil society, media sector and academia will have a
key role to play in policy formulation and in advocating for citizen participation
in all activities.

Deepening Decentralization to bring services closer to the citizens

Over early years of Vision 2050, decentralization will be fully achieved with equal
participation of men and women in decentralized government entities, private
sector and civil society. It will yield in capable local service delivery and revenue
and job creation led at the local level. The decentralization process, which started
in 2001, followed three phases.

The policy aimed at achieving good governance principles through promoting
participation of citizens in the development of their own communities,
strengthening service delivery mechanisms close to the population, and
establishing participatory planning and local economic development.

The first phase of decentralization (2001-2005) focused on establishing
democratic and community development structures at the Local Government
levels, implemented and accompanied by a number of legal, institutional and
policy reforms, as well as democratic elections for local leaders.


VISION 2050 | 33

The second phase (2006-2010) dealt with reducing the number of administrative
entities (from 11 to 4 provinces and the city of Kigali, 106 to 30 districts, 1,545 to
416 sectors, and 9,165 to 2,148 cells.)

This resulted in enhancing coordination of local economic development
and streamlining service provision with a clear division of roles between the
Central Government (Policy formulation, Capacity Building, M&E, Resources
mobilization) and the Local Government Level (implementation of national
policies and programs).

The third phase (2011-2015) was concentrated on consolidating achievements
(governance/service delivery), consolidating fiscal, financial and sectoral
decentralization, strengthening useful partnerships for better Service delivery
and Local development. The main orientation of this phase is to accelerate
growth and sustainability. This is envisaged to be achieved by focusing on local
economic development (LED), governance for production, creating of jobs,
deepening capacity, and continued improvement in service delivery.

Rule of law and justice for all

Vision 2050 envisions a state rooted in the rule of law with clear roles for the
state, citizens, and the market; economic freedoms ensured by strong market
institutions; and robust mechanisms to hold the government, citizens, and the
private sector to account.

Over Vision 2050, the goal of Rwanda’s democratic system is to ensure that no
one is being left behind. The democratic consensus adopted in the Rwandan
system allows all actors to participate in management of the country for a
common goal.

The National Forum of Political Parties is a platform bringing together the
recognized political parties to discuss and formulate recommendations to the
concerned organs. Rwanda ratified and domesticated various international
conventions in relation to the respect of human rights, and has made significant
reforms in justice sector.

Rwanda’s justice sector also made significant reforms in order to ensure justice
to all– to be further strengthened over the course of this Vision.


VISION 2050 | 34

Key considerations for success

These aspirations will not be reached without hard work. The requirements that
must be in place to achieve the Vision are described in this part Three:

• Strong and sustainable macroeconomic fundamentals
• Positive values for societal transformation
• A rigorous and effective monitoring and implementation framework
For Vision 2050 to be successful, a set of prerequisites need to be fulfilled to
ensure implementation of transformation and growth.

Consistency in prioritization:
To build globally competitive industries, skills, capital and infrastructure need
to be invested in for a very long time, even decades. For example, shipbuilding
in Korea took 25 years to double its share of value-add of GDP despite heavy
investments. Even in ICT, a very fast-moving sector, benefits from skills building
investments and clustering often can be reaped only after a decade or more.

Increasing the role of private sector:
To date, public sector investment has played a disproportionately large role in
the economy. Looking ahead, there is a far greater need for the private sector
(both domestic and foreign) to play a leading role, as the public sector’s ability to
drive growth through investments diminishes.

Deepening regional integration:
Being a small economy, outward orientation is bound to be crucial for any future
high growth strategy for Rwanda. The East African Community (EAC), for example,
has a combined GDP that is 20 times that of Rwanda. There is also significant
untapped market potential to the west in the DRC. The combined EAC population
in 2016 was estimated at 150 million and is projected to be 278 million by 2050.
These markets provide sufficient volumes for Rwanda’s industrialization, if they
are easily accessible.

Adopting an unconventional approach:
“Business-as-usual” is not sufficient to reach the objectives of Vision 2050. With
an average GDP growth rate of around 7%, Rwanda would become a high-income
country only by 2075. The biggest gains have to be made in next decade to lay a
strong foundation for reaping rewards in the decades to come.


VISION 2050 | 35

1. Strong and sustainable macroeconomic fundamentals

Vision 2050 aims at reaching upper middle-income status in 2035 and high-
income status in 2050. To reach these targets, taking into account population
growth and real exchange rate (RER) depreciation3,

the needed GDP growth rates (annual average) are at least 12% during 2018-35
and 10% from 2036 to 2050.

This scenario is very ambitious, compared to Rwanda’s GDP growth record
approaching 8% realized in 2006-18 and to Asian tigers’ long-term GDP growth
rates of 7-9 %.

To achieve this aspiration, Rwanda will need to attract and sustain high
private investment induced by domestic savings and capital inflows, high
public investment, improved human capital through education and very high
productivity gains.

Private investment is projected to increase from around 15.7% of GDP in 2019
to about 21.4% of GDP by 2035 and 25% of GDP by 2050. The higher investment
levels are funded by higher private savings and foreign capital (FDI and debt),
contributing each one-half to the increase, respectively, while government
domestic borrowing is being kept low, to leave room for the private sector.

The investment allows private capital stock to grow at over 12% per year, thus
contributing 2.7% point to growth. Higher private investment levels can be
reached by (i) higher private savings through financial sector development; and
(ii) accelerating private capital inflows to reap gains in growth faster, offset by
slower inflows later.

Fiscal policies. Public investment is set to increase from 10.4% of GDP in 2019
to 11.0 % of GDP in 2035, stabilizing around 10.2% of GDP by 2050. The increase
in public investment is made possible by steady increases in the revenue-to-GDP
ratio, mostly coming from taxes (tax-to-GDP ratio is projected around 20% of GDP
in 2050), and moderate declines in (non-human capital) current expenditure &
net lending-to-GDP, more than offsetting the gradual decline in grants and the
increase in current spending on education and health.

3 RER depreciation in itself lowers per capita income in USD, as
GDP projected in constant prices is converted to USD at the projected RER.


VISION 2050 | 36

The deficit is stable at around 5% of GDP, largely funded by concessional foreign
borrowing, while government domestic borrowing is below 5% of GDP on average.
Consistent with this, the net present value (NPV) of (external) debt-to-GDP only
gradually increases from 29% in 2018 to 46% in 2050, being kept in check below
the EAC limit of 50% of GDP and Debt sustainability threshold of 55% of GDP,
and thanks to high GDP growth. In nominal terms, public debt-to-GDP increases
from 53% in 20184 to around 60% in 2050.

Labour. Reflecting policies aimed at full employment and absorbing
underemployment, employment would grow at 2.2% per year on average, with
higher (lower) rates in earlier (later) years. Labour could thus contribute 1.1%
point to growth during the period 2018-2050. Increasing ability and participation
of women in the labour force will be a significant contributor to this objective.

Human capital, measured in average number of years of schooling, is projected
to grow by 0.2 years each year reaching 10.9 years in 2050 from 4.0 in 2015,
based on MINEDUC’s current targets for enrolment, completion rates etc5.

With a rate of return of 20% on human capital development,6 growth in human
capital (education) contributes initially 1.4%-points to GDP growth until 2035,
rising to 2.2%-points in the period 2036-2050. Compared to other LICs, the
targeted improvements in education levels and returns in terms of productivity—
and hence growth contribution—are very high. The health component of human
capital will also contribute 0.2% point to growth.

Total Factor Productivity (TFP) growth will be required to contribute 2.5% point
of growth during 2018-2050. The residual TFP growth (excluding public capital)
at the macroeconomic level consists of: (i) within-sector TFP growth due to
allocative efficiency and innovation; and (ii) structural change in the composition
of GDP from lower to higher productivity sectors or activities. This compares to
average TFP of 1% point realized in 2000-17. The envisaged TFP growth seems
realistic, of the order achieved by high-growth Asian countries during their take-
off.

4Including guarantees
5As the average increase during 2000-14 was 0.06 years per year,
MINEDUC’s projections embody large improvements and budget costs.
6 Estimates for Rwanda (2010) by the World Bank (Montenegro and
Patrinos, 2014) for all three school levels combined. The estimates for
Rwanda are among the highest of all countries and more than double
the mean estimate of 0.10.


VISION 2050 | 37

External balance. In 2019, exports of goods and services represented 21.3% of GDP
while Imports were 33.1% representing a deficit of 11.8% of the GDP. Tradable goods
and services is estimated at around 40% of GDP in 2016. Reflecting new enterprises and
projects and in response to openness policies and modest RER depreciation (around 0.5%
per year), the share of tradable production is projected to sharply increase to almost 50%
of GDP by 2050.


Financing Rwanda’s economic growth

Increasing domestic revenues mobilization and savings.
All countries that have developed successfully have done so on a foundation
of high level of domestic savings. For example, in both Singapore and Korea
gross domestic savings grew from around 10% of GDP in 1965 to around 40% in
the mid-1980’s and have remained at or above that level ever since. A savings
culture must be strongly encouraged and the emergence of pension funds and
other long term savings instruments facilitated.

Long-term finance for industry.
A transformation of long-term savings into long-term investment capital that is
reasonably priced and accessible to our productive sectors is crucial for Rwanda’s
development.

A key intervention in this area which would lessen the finance constraint is the
establishment of a dedicated and highly specialized Industrial Development
Corporation, which would act as the special intermediation institution.

The government should proactively set aside funds to be available on a long-term
basis, which could be supplemented by the mobilization of further resources on
the international markets. GoR funds could be raised by issuing special industrial
development bonds – given Rwanda’s reputation on the international market
as a stable and reliable government that is serious about industrialization, this
should come at a much cheaper cost than currently available financing for
industrialists.

Attracting FDI.

Rwanda’s industrialization process will be financed through greater FDI,
especially in manufacturing. Building on its strong governance and a stable
political environment combined with a good business environment, Rwanda will
build up further tools to attract FDI – such as access to state-of-the-art industrial
estates with world-class infrastructure.


VISION 2050 | 38

2. Positive Values supporting Societal Transformation

Post-genocide against the Tutsi, Rwanda’s starting point was rebuilding
institutions and ensuring security of all Rwandans. Although everything was
priority after the 1994 genocide against the Tutsi, Rwanda made a “triple choice,”
(staying together, being accountable and thinking big) highlighting the way of
doing business unusually7.

Staying together is precondition of building a country without discrimination and
fear among Rwandans; being accountable to ourselves constitutes a core value
of taking responsibility of our destiny; and thinking big is helping the country to
build the future we want.

These three principles are basic and core guidelines of Rwanda’s governance for
socioeconomic transformation. Indeed, two decades after the genocide against
the Tutsi in 1994, Rwanda is being considered as a model of governance and
development – a trend to be continued in order to build the Rwanda we want by
2050.

Further, Rwanda recognizes the importance of her culture and values in providing a
platform for sustained socioeconomic transformation and prosperity. Developing
an innovation- and services-driven economy will demand a commitment to
cultivating a societal climate that values openness to new ideas, accountability,
and community participation in spearheading local innovations.

Sustaining shared positive values for Vision 2050

The aspirations and shared values which will define Rwandans in 2050 are, among
others: (i) Self-determination, including self-sufficiency as a Nation (Kwigira),
(ii) Solidarity and Dignity (Agaciro), (iii) Unity and Rwandan Identity/culture,
(iv) Equity (including gender), and Inclusiveness.These values will be cultivated
and sustained to provide the right impetus and framework for delivering the
aspirations of this Vision.

7 Speech of HE Paul Kagame, President of the Republic of Rwanda
in commemoration of 20th Anniversary of Genocide
against the Tutsis, April 2014


VISION 2050 | 39

The values are cross-cutting in nature. Self-sufficiency as Nation will ensure
self-determination in decision-making thereby enhancing the sense of dignity. At
the same time, over the Vision 2050 period Rwanda will strengthen international
cooperation through trade and other regional and global negotiations.

Unity and reconciliation is and will remain a key Rwandan value. The lessons
learnt following the atrocities of genocide against the Tutsis have and will continue
to cement the national unity and solidarity. The citizen-centred governance
which characterized Rwanda post-genocide against the Tutsi will continue to be
preserved in order to ensure the welfare and prosperity of our citizens.

Rwanda’s Home-grown Solutions

Home-grown Solutions (HGS) are Rwanda’s domestic solutions to economic
and social development. They are practices developed by the Rwandan citizens
based on local opportunities, cultural values and history to fast-track their
development. They were reintroduced in Rwanda post-genocide to address some
specific challenges which also required specific solutions. HGS contributed and
still contribute to socioeconomic transformation of Rwanda, and will form a core
part of Rwanda’s journey over the course of Vision 2050.

As noted in the Rwanda MDG report of 2015, achievement of the MDGs can be
attributed, in part, to the role of Home-grown solutions. Indeed, Girinka and
Ubudehe programs played a pivotal role in poverty reduction and social cohesion
in Rwanda. Community Health Workers (CHWs) introduced in Rwanda in 2005
play a key role in the country’s remarkable progress in the health sector (RGB,
2016). Universal Health Insurance has helped citizens to access health care as
more than 85% of the citizens are covered by Mutuelle.

In justice sector, Gacaca courts succeeded to bring justice to the Rwanda post-
Genocide against Tutsi where the International Criminal Tribunal for Rwanda
(ICTR) was unable to handle all planned cases. Gacaca also contributed in social
cohesion and unity and reconciliation among Rwandans. Along with Gacaca,
other initiatives have been introduced to ensure access to legal aid for all
specifically for vulnerable people.

Abunzi and Access to Justice Bureaus (MAJ) contributes a lot in reducing
backlogs from the ordinary courts as well as reduce the cost of access to justice
compared to conventional justice systems. The target is to preserve and continue
using these unconventional measures in doing justice to the citizens but more
importantly by involving citizens in solving their problems.


VISION 2050 | 40

In the governance sector, the voice of citizens is raised through different fora
such as National Umushyikirano council where all categories of citizens are
represented in discussion of national issues and priorities. The school of civic
education (Itorero) helps Rwandans to regain their values and maintain a self-
reliant culture.

Imihigo serves as a tool of self-evaluation by all sectors. They help to measure
performance at the same time identify the areas in need of attention for the next
fiscal year. It is now becoming a culture in every institution be they public, private
or civil society. Imihigo have been also decentralized at household level in order
to ensure that all citizens are part of the whole process. Public servants use
imihigo and this has greatly enhanced performance and service delivery.

Umuganda contributes in supporting national budget. According to the Ministry
of Local Government, the value of Umuganda in terms of money was estimated
to 4 billion Rwandan francs in 2007 and increased up to 19 billion Rwandan
francs in 2016 (MINALOC, 2016). It is worth noting that Umuganda also has other
benefits such as promotion of social cohesion through community meetings held
after Umuganda activities.

These and other HGS will remain at the heart of Rwanda’s socio-economic
development. A centre of excellence will be created to enhance management
and preservation of Home-grown Solutions.

3. Rigorous and effective monitoring and implementation
framework

Vision 2050 encompasses two distinct time periods, 2020-2035 and 2036-2050,
with a mid-period review point during each phase to allow for readjusting plans
and targets as necessary. A mechanism for regular assessment of progress
achieved and alignment of the Vision to take into account Rwanda’s changing
development context will be implemented.

The implementation of Vision 2050 will be done through medium-term
development strategies starting from the first National Strategy for
Transformation (NST 1,) which serves to bridge between Vision 2020 and Vision
2050. The NST1 will lay the foundations for achieving Vision 2050’s targets over
2018-2024, building momentum to the targets set for the 2035 mid-term review.


VISION 2050 | 41

Vision 2050 planning and execution will be driven by existing development
planning and implementation frameworks at the national, sector, and district
level, respectively (Figure 1).

The monitoring and evaluation systems will further be enhanced through
continuous development of capacities, improving or building tools for timely
reporting, monitoring and evaluation leveraging innovations in ICTs.

The overarching goal of monitoring and evaluation will be ensuring and promoting
a result focused culture in planning and delivery of government programmes as
well as accountability. Accordingly, the culture of imihigo at different levels will
play an instrumental role in delivering this Vision.

Operational efficiency of public and private institutions will be enhanced and
regularly checked through rigorous monitoring of investments, improving
coordination, communication, information sharing and service delivery to ensure
value for money and timely execution of projects.


Fig 1: The Development Planning Framework for Vision 2050

VISION 2020

NATIONAL STRATEGY
FOR TRANSFORMATION (NST)

SDGs, EAC Vision 2050,
Agenda 2063

Sector Strategic
Plans/SSPs

(Covering Specific areas
e.g. health, education)

MTEF, Annual plans and
budgets, Imihigo, M&E

District Development
Strategies

(Considering District/CoK
Specificities)


VISION 2050 | 42

Conclusion

Building on Rwanda’s extraordinary record of success and energized by the
aspirations of strong leadership and a middle class on the rise, Vision 2050
charts a bold and ambitious future for Rwanda. Rwanda’s ambitious economic
objectives can only be achieved through structural transformation. Rwanda’s
aspirations are emboldened by the window of opportunity over the medium term
to increase employment in manufacturing and services, for greater regional and
international integration, and to leverage the demographic dividend.

Vision 2050 endeavours to chart this course, recognizing that challenges
and opportunities will present themselves over the course of this Vision’s
implementation. Rwanda aspires to provide increased incomes, high-quality
livelihoods, and modern living standards to all Rwanda’s citizens. Rwanda aspires
to be a modern, innovative, equitable, accountable society with comprehensive
utilities, clean water, easy mobility, and equal access to quality healthcare,
education, and job opportunities for all its citizens.
The education system will be market-led to match Rwandans’ skills with the
modern industries and services that drive the economy. These objectives will be
built upon a foundation of strong macroeconomic fundamentals and effective
institutions supported by positive values and leveraging on home grown solutions.

Rwanda’s leadership and citizens alike, recognize that achieving these aspirational
goals in the Vision 2050 will not be easy. The agenda will be challenging,
requiring intense improvements in productivity, prioritization of investments, and
an unconventional mind-set. Learning from international experience, countries
have achieved the sustained growth rates required by Vision 2050.

Nevertheless, through Vision 2050 Rwanda continues to set itself a uniquely high
level of ambition. Current and future generations of Rwandans have the spirit,
self-determination and solidarity to implement the aspirations of Vision 2050
successfully and to move toward a transformed economy and way of life over the
coming decades.


VISION 2050 | 43

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VISION 2050 | 44

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VISION 2050 | 45

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VISION 2050 | 46

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VISION 2050 | 47

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/1
8

)2
0

%
5

0
%

2
3

P
e
rc

e
n

ta
g

e
o

f
th

e
p

o
p

u
la

ti
o
n


a
c
c
e
ss

in
g

s
o
c
ia

l
se

c
u

ri
ty

8
.7

0
%

(M
a
rc

h
2

0
2

0
)

3
0

%
5

0
%

C
o
m

p
e
ti

ti
v
e
n

e
s
s
a

n
d

I
n

te
g

ra
ti

o
n

A
d

iv
e
rs

ifi
e
d


e
c
o
n

o
m

y
b

u
il
t

u
p
o
n
f

u
tu

re


in
d
u

s
tr

ie
s

2
4

In
d

u
s
tr

y
s

e
c
to

r’
s
V

a
lu

e


A
d
d

e
d

c
o
n

tr
ib

u
ti

o
n
t

o
G

D
P


(%
)

1
9

%
(

2
0

1
9

)
2

4
%

3
3

%

M
o
d
e
rn

a
n

d


in
n
o
v
a
ti

v
e
s

e
rv

ic
e
s


se
c
to

rs
d

ri
v
in

g


tr
a
n
s
fo

rm
a
ti

v
e


g
ro

w
th

2
5

S
e
rv

ic
e
s
s

e
c
to

r’
s
V

a
lu

e


A
d
d

e
d

c
o
n
tr

ib
u

ti
o
n

t
o
G

D
P4

9
%

(
2

0
1

9
)

4
6

%
4

2
%


VISION 2050 | 48

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

H
ig

h
e
r

In
v
e
s
tm

e
n
t


2

6
In

v
e
s
tm

e
n
t

a
s
p

e
rc

e
n

ta
g

e


(%
)

o
f

G
D

P
2

6
%

(
2

0
1

9
)

3
2

.6
0

%
3

5
.1

0
%

2
7

C
h

a
n
g

e
i
n
n

a
ti

o
n

a
l
G

H
G


e
m

is
si

o
n
s
(

M
tC

O
2

e
)

fr
o
m


e
s
ta

b
li
s
h
e
d
B

u
s
in

e
s
s

a
s


U
su

a
l
(B

A
U

)

5
.3

M
tC

O
2

e
1

6
.1

3
(

M
tC

O
2

e
)-


B

A
U

[1
]

1
0

(
M

tC
O

2
e
)

–
W

it
h


In
te

rv
e
n

ti
o
n
.

2
8

.2
(

M
tC

O
2

e
)

-B
A

U

1
7

.5
(

M
tC

O
2

e
)-


W

it
h


In
te

rv
e
n

ti
o
n

.

A
g

ri
c
u

lt
u

re
f

o
r

w
e
a
lt

h
c

re
a
ti

o
n

M
o
d

e
rn

a
n

d


m
a
rk

e
t-

o
ri

e
n

te
d


a
g

ri
c
u

lt
u

re

2
8

A
g
ri

c
u

lt
u

re
s

e
c
to

r’
s

V
a
lu

e


A
d
d

e
d

c
o
n

tr
ib

u
ti

o
n
t

o
G

D
P


%
2

4
%

(
2

0
1

9
)

2
1

%
1

6
%

U
rb

a
n

iz
a
ti

o
n

a
n

d
A

g
g

lo
m

e
ra

ti
o
n

U
rb

a
n

iz
a
ti

o
n
a

s
a


d

ri
v
e
r

o
f

g
ro

w
th

2
9

P
e
rc

e
n

ta
g

e
o

f
p

o
p

u
la

ti
o
n


li
v
in

g
i
n

u
rb

a
n

a
re

a
s

1
8

.4
%


(2

0
1

6
/1

7
)

5
2

.6
9

%
7

0
%


VISION 2050 | 49

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

3
0

P
ro

p
o
rt

io
n
o

f
u
rb

a
n


p
o
p

u
la

ti
o
n

l
iv

in
g
i
n

s
lu

m
s
,

in
fo

rm
a
l
se

tt
le

m
e
n
ts

o
r

in
a
d

e
q

u
a
te

h
o
u
s
in

g

6
2

.6
%


(

2
0

1
6

/1
7

)
4

4
%

2
0

%

3
1

L
a
n

d
u

s
e
d

a
c
c
o
rd

in
g

t
o


th
e
N

a
ti

o
n
a
l
L
a
n

d
U

s
e
a

n
d


D

e
v
e
lo

p
m

e
n

t
M

a
s
te

r
P
la

n


(k
m

2 )

A
g
ri

c
u

lt
u

re
:

1
0

,9
4

9
k
m2

B
u
il
t-

u
p


a
re

a
s

a
n

d


in
fr

a
s
tr

u
c
tu

re
:

2
,8

8
8

k
m2

F
o
re

s
ts

:
7

,2
4

2


k
m

2

W
a
te

r
B

o
d

ie
s

a
n

d
t

h
e
ir

b
u

ff
e
r

z
o
n

e
s:

1
,6

3
7

k
m

2

W
e
tl

a
n

d
s

a
n

d


th
e
ir

b
u
ff

e
r

z
o
n

e
s:

2
,0

6
8

k
m

2

A
g

ri
c
u

lt
u

re
:

1
1

,6
9

1
k
m

2
B

u
il
t-

u
p

a
re

a
s

a
n

d
i
n

fr
a
st

ru
c
tu

re
:

3
,4

3
4

k
m2

F
o
re

st
s
:

7
,4

8
3

k
m

2
W

a
te

r
a
n

d


p
ro

te
c
te

d
w

e
tl

a
n

d
s
:

2
2

0
0

k
m2

A
g
ri

c
u

lt
u

re
:

1
2

,4
3

3
k
m2

B
u
il
t-

u
p


a
re

a
s

a
n

d


in
fr

a
s
tr

u
c
tu

re
:

3
,9

8
0

k
m2

F
o
re

s
ts

:
7

,7
2

5


k
m

2

W
a
te

r
a
n
d


p

ro
te

c
te

d


w
e
tl

a
n

d
s
:

2
2

0
0


k
m

2


VISION 2050 | 50

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

3
2

R
e
n

e
w

a
b
le

w
a
te

r
re

so
u
rc

e


a
v
a
il
a
b
il
it

y
p

e
r

c
a
p
it

a
p

e
r

a
n

n
u
m

(
m

³
/c

a
p

it
a
/a

)

6
7

0
m

3
/c

a
p
/

a
n

n
u
m

N
a
ti

o
n
a
l

W
a
te

r
R

e
so

u
rc

e
s

M
a
s
te

rp
la

n


(2
0

1
5

)

1
0

0
0

m
3

/c
a
p
/

a
n

n
u
m

1
7

0
0

m
3

/c
a
p
/

a
n

n
u
m

A
ff

o
rd

a
b

le
a

n
d


h

ig
h

-q
u
a
li
ty


h

o
u
si

n
g


3
3

P
e
rc

e
n

ta
g

e
o

f
ru

ra
l

h
o
u

se
h
o
ld

s
s

e
tt

le
d
i
n


in

te
g
ra

te
d

p
la

n
n
e
d


s
e
tt

le
m

e
n
ts

6
7

.2
%


(2

0
1

6
/1

7
)

1
0

0
%

1
0

0
%

E
a
se

o
f

m
o
b
il
it

y


a
n
d
e

ffi
c
ie

n
t

tr
a
n

s
p
o
rt

3
4

P
e
rc

e
n

ta
g

e
o

f
p

o
p

u
la

ti
o
n


c
o
n

v
e
y
in

g
w

it
h

p
u

b
li
c


tr
a
n

s
p
o
rt

a
ti

o
n

1
7

%
2

4
%

4
0

.0
0

%


VISION 2050 | 51

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

S
u
s
ta

in
a
b

le
s

u
p
p

ly


a
n

d
d

e
m

a
n
d

f
o
r

e
n
e
rg

y

3
5

S
h
a
re

o
f

re
n
e
w

a
b
le

e
n

e
rg

y


in
p

o
w

e
r

g
e
n

e
ra

ti
o
n
m

ix
5

3
.7

8
%

(J
u
n

e
2

0
2

0
)

A
t

le
a
s
t

6
0

%
A

t
le

a
s
t

6
0

%

3
6

A
c
c
e
ss

t
o
e

le
c
tr

ic
it

y
(

%
o

f
p

o
p

u
la

ti
o
n

)
5

6
%

(M
a
rc

h
2

0
2

0
)

1
0

0
%

1
0

0
%

3
7

P
e
r

c
a
p
it

a
e

n
e
rg

y


c
o
n

su
m

p
ti

o
n
(

p
ro

x
y
f

o
r

im
p

ro
v
e
m

e
n

ts
i
n
i
n

c
o
m

e


c
o
n
tr

ib
u

ti
n

g
t

o
i
n

c
re

a
s
e
d


e
n
e
rg

y
d

e
m

a
n
d

)

5
0

K
w

h
(

2
0

1
9

)
1

,0
2

6
K

w
h

3
,0

8
0

K
w

h


VISION 2050 | 52

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

U
n
iv

e
rs

a
l
a
c
c
e
ss


to

q
u

a
li
ty

s
e
rv

ic
e
s


a
n

d
a

m
e
n

it
ie

s


3
8

P
e
rc

e
n
ta

g
e
o

f
h

o
u
s
e
h

o
ld

s
u

si
n
g

s
a
fe

ly
m

a
n

a
g

e
d


s
a
n

it
a
ti

o
n
s

e
rv

ic
e
s

8
6

.2
0

%
(2

0
1

6
/1

7
)

1
0

0
%

1
0

0
%

3
9

P
e
rc

e
n

ta
g

e
o

f
p
o
p
u

la
ti

o
n


u
s
in

g
i
m

p
ro

v
e
d

w
a
te

r
s
o
u

rc
e

8
7

.4
%

(
2

0
1

6
/1

7
)1
0

0
%

1
0

0
%

4
0

P
e
rc

e
n
ta

g
e
o

f
h
o
u
s
e
h

o
ld

s
w

it
h

i
m

p
ro

v
e
d

w
a
te

r
s
o
u
rc

e


in
d

w
e
ll
in

g
s
/y

a
rd

(
a
c
c
e
s
s

to
s

a
fe

ly
m

a
n
a
g

e
d
d

ri
n

k
in

g


w
a
te

r
s
e
rv

ic
e
s
)

9
.4

%
(

`a
ti

o
n
a
l)

3
9

.2
%

(
U

rb
a
n

)
2

.3
%

(
R

u
ra

l)

(2
0

1
6

/1
7

)

5
5

%
9

9
%

4
1

P
e
rc

e
n

ta
g

e
o

f
p
o
p
u

la
ti

o
n


u
s
in

g
i
n

te
rn

e
t

2
1

.7
7

%
(2

0
1

8
)

6
0

%
8

8
%


VISION 2050 | 53

O
b

je
c
ti

v
e


N
o
.

In
d

ic
a
to

r
B

a
s
e
li
n

e


T
a
rg

e
t

2
0
3
5

T
a
rg

e
t

2
0
5
0

A
c
c
o
u

n
ta

b
le

a
n

d
C

a
p

a
b

le
S

ta
te

I
n

s
ti

tu
ti

o
n

s

E
n

h
a
n
c
e
d

S
e
rv

ic
e


d
e
li
v
e
ry

4
2

P
e
rc

e
n

ta
g

e
o

f
p

u
b
li
c


se
rv

ic
e
s

re
n

d
e
re

d
f

u
ll
y


o
n

li
n
e

4
0

%
1

0
0

%
1

0
0

%

R
e
d

u
c
e
d


d

e
p

e
n

d
e
n

c
y
o

a
id

4
3

D
o
m

e
st

ic
r

e
v
e
n
u

e
s

a
s
s

h
a
re


o
f

G
D

P
(

ta
x
a

n
d

n
o
n
-t

a
x
)

1
9

.4
%


(2

0
1

8
/2

0
1

9
)

2
1

.5
0

%
2

1
.5

0
%

4
4

G
ro

ss
N

a
ti

o
n

a
l
S

a
v
in

g
s
a

s
P
e
rc

e
n

ta
g

e
(

%
)

o
f

G
D

P
1

3
.2

%
(

2
0

1
9

)
2

2
.4

0
%

2
7

.7
0

%

4
5

F
in

a
n

c
ia

l
se

c
to

r
c
o
n

tr
ib

u
ti

o
n


to

G
D

P
2

%
5

.2
%

1
1

.8
%

4
6

In
v
e
s
tm

e
n

t
fu

n
d

t
o
ta

l
a
ss

e
ts


to

G
D

P
0

%
3

2
0

%
6

4
1

%


VISION 2050 | 54


VISION 2050 | 55

Republic of Rwanda

Ministry of Finance
and Economic Planning


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