FIVE YEARS GOVERNMENT PROGRAMME

National Strategy for Transformation

(NST2)
2024 - 2029

30

20

10
 FIVE YEARS GOVERNMENT PROGRAMME

National Strategy for Transformation

(NST2)
2024 - 2029
Table of Contents

List of Acronyms iv

Preamble vi

1. Introduction 1
1.1. Key achievements during the NST1 period (2017 - 2024) 2

1.2. Rationale for NST2 prioritization 3

1.3. NST2 Strategic Orientation 5

2. Macroeconomic outlook 7
2.1. Factors contributing to growth 8

2.2. NST2 financing 12

2.3. Risks to the NST2 outlook 13

3. Economic Transformation Pillar 15

3.1. Climate-resilient, productive, and modernized agri-food
systems 16

3.2. Industrial development and export promotion 18

3.3. High-end, eco-friendly, and diversified tourism 20

3.4. Renewable and clean energy transition and universal

access to electricity 21

3.5. Increased access to water for socioeconomic development 21

3.6. Enhanced transport connectivity for economic growth and

trade 22

3.7. Enhanced urbanization and settlements for agglomeration

benefits 23

FIVE YEARS GOVERNMENT PROGRAMME i

 3.8. Digital transformation 24

3.9. Resilient and broadened financial sector for private sector

growth 25

3.10. Building resilience to climate change and sustainable

management of the environment and natural resources 27

3.11. Creation of productive and decent jobs 28

4. Social Transformation Pillar 31

4.1. Enhanced quality and market relevance of education 32

4.2. Enhanced quality of health, strengthened health systems

and reduced stunting 33

4.3. Increased access to Sanitation and Hygiene services for

improved wellbeing 35

4.4. Enhanced graduation from poverty and increased resilience 36

5. Transformational Governance Pillar 37

5.1. Enhanced Rule of Law 38

5.2. Enhanced service delivery, implementation and inclusive

citizen participation 39

5.3. Enhanced PFM transparency and accountability 39

5.4. Enhanced international cooperation 40

5.5. Strengthened National unity, resilience, culture and values 41

5.6. Sustained peace and security 41

6. Cross-Cutting Areas 43
6.1. Environment and climate change 44

6.2. Disability and Social Inclusion 45

6.3. Disaster risk reduction and management 45

6.4. HIV/AIDS and Non-communicable diseases 46

ii NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 6.5. Gender and Family Promotion 46

6.6. Regional Integration and International Positioning 47

6.7. Capacity development 48

7. NST2 Implementation Arrangements 49

7.1. Institutional roles and responsibilities 50

7.2. NST2 implementation enablers 55

8. NST2 Monitoring and Evaluation Framework 59

8.1. NST2 M&E framework 60

8.2. NST2 Evaluation 62

9. Conclusion 63

Annex 65
Annex 1: NST2 Monitoring and Evaluation Matrix 66

Annex 2: NST2 Priorities and Theory of Change 80

FIVE YEARS GOVERNMENT PROGRAMME iii

List of Acronyms
ADR Alternative Dispute Resolution

AfCFTA African Continental Free Trade Area

CBT Climate Budget Tagging

CBHI Community Based Health Insurance

CCAs Cross Cutting Areas

Commercialization and De-risking for Agriculture

CDAT
Transformation

CENR Climate change, Environment, and Natural Resources

CHW Community Health Workers

CoK City of Kigali

DAP Digital Ambassador Program

DRR Disaster Risk Reduction

ECD Early Childhood Development

FDI Foreign Direct Investment

GBS Global Business Services

G&S Goods and services

GDP Gross Domestic Product

GGCRS Rwanda Green Growth and Climate Resilience Strategy

ICT Information and Communication Technology

iv NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 IECMS Integrated Electronic Case Management System

KSEZ Kigali Special Economic Zone

MICE Meetings, Incentives, Conferences, and Exhibitions

MSME Micro, Small, and Medium-sized Enterprises

NDCs Nationally Determined Contributions

NDSF National Digital Skills Framework

NST1 National Strategy for Transformation 1

NST2 National Strategy for Transformation 2

PPP Public Private Partnership

R&D Research and Development

RUDP Rwanda Urban Development Project

SACCOs Savings and Credit Cooperative Organizations or Societies

SEA Strategic Environmental Assessment

STDs Sexually Transmitted Diseases

STEM Science, Technology, Engineering and Mathematics.

Three Ts Tin, Tantalum and Tungsten

TVET Technical and Vocational Education and Training

VUP Vision Umurenge Program

WASH Water, Sanitation, and Hygiene

FIVE YEARS GOVERNMENT PROGRAMME v

Preamble
Rwanda is set to begin the next phase of its development journey through
the Second National Strategy for Transformation (NST2) on the backdrop of
significant progress made during the past seven years under the National
Strategy for Transformation 1 (NST1). Despite global challenges such as the
COVID-19 pandemic, climate change related disruptions, and geopolitical
tensions affecting supply chains, Rwanda has demonstrated resilience,
enabling significant advancements in economic growth, social welfare, and
governance.

NST2 is designed to build on these achievements and take the country closer to
realizing the Vision 2050 of sustainable economic growth, prosperity and high
quality of life for all citizens.

This strategy aims to deliver long-term success and positively impact on the
lives of citizens by prioritizing sustainable development and climate resilience,
development of domestic manufacturing industries to reduce the trade deficit,
creating sustainable and decent jobs, improving the quality and relevance of
education, enhancing nutrition and early childhood development to reduce
stunting, improving the quality of service delivery while strengthening citizen
engagement and participation.

To ensure the successful implementation of the strategy the governance

and institutional framework supporting delivery will be streamlined, data and
technology will be harnessed and innovation, capacity and skills development
will be emphasized.

The success of NST2 depends on the collective commitment and action of all
stakeholders – citizens including youth and women, the private sector, faith-
based organizations, civil society, academia, media, and development partners
among others. Every Rwandan is urged to approach NST2 with determination
and solidarity, turning challenges into opportunities and driving the nation
towards a prosperous and equitable future.

This document outlines the main objectives of the NST2, organized under the
economic, social, and transformational governance pillars. It further elaborates
on the key macroeconomic aspects, the financing of the strategy, as well as its
implementation plan and monitoring framework.

vi NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 1. Introduction

FIVE YEARS GOVERNMENT PROGRAMME 1

Rwanda’s Vision 2050 aspires to elevate the nation to upper-middle-
income status by 2035 and high-income status by 2050 through achieving
sustainable economic growth and ensuring a high-quality life for all
Rwandans. This long-term vision is implemented through a series of medium-
term national development strategies, beginning with the National Strategy
for Transformation 1 (NST1, 2017-2024), which marked a critical phase in the
country’s developmental journey and served as the bridge between Vision
2020 and the start of Vision 2050.

As 2024 marks the final year of the NST1, it has laid the foundation for
subsequent national transformational strategies aimed at achieving Vision
2050. The evolving global context (characterized by geopolitical shifts, climate-
related disasters, external shocks, inflationary pressures and socioeconomic
uncertainties) calls for a strategic recalibration to tackle emerging challenges
and seize new opportunities. NST2, which spans from 2024 to 2029, is designed
to provide the strategic direction for national development with a central
focus on improving the lives of Rwandans and ensuring sustainable economic
growth and development .

Despite significant diverse challenges mentioned above, Rwanda has

demonstrated remarkable resilience and made significant progress under
NST1.

1.1. Key achievements during the NST1 period

(2017 - 2024)
In the economic transformation pillar, the country achieved steady economic
growth, with Gross Domestic Product (GDP) expanding at an average of 7%
over the NST1 period and per capita income increasing from $729 to $1,040
in 2023. Critical infrastructure has been developed with over 1,600 Km of the
national road network and 4,137 km of feeder roads constructed in addition to
increasing street lighting from from 664 km to 2,185 km. Access to electricity
also surged from 34.4% to 78.9%.

Over 1.3 million decent and productive jobs were created, and financial
inclusion rose from 89% in 2017 to 96% by 2024. Tourism revenues nearly
doubled, increasing from $374 million in 2017 to $620 million. The country
also successfully implemented several policy measures to recover from

2 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

the negative effects of the COVID-19 pandemic including establishing the
Economic Recovery Fund and rapidly rolling out vaccination efforts to save
lives during the pandemic.

Under the social transformation pillar, life expectancy rose from 66.6 years
to 69.9 years, reflecting advancements in healthcare and overall well-being.
Seven (7) hospitals were constructed (Gatonde, Gatunda, Munini, Nyabikenke,
Byumba, Nyarugenge, and IRCAD) adding to the 52 existing hospitals. Kabgayi
and Kibogora hospitals were also rehabilitated. A total of 12 new health centers
were constructed reinforcing the 495 existing ones. Health posts increased
from 473 in 2017 to 1,252 in 2024 enabling increased access to health care
for communities. Substantial progress was realized in education with the
construction of over 27,000 classrooms and the scale-up of Technical and
Vocational schools from 200 in 2017 to 396 sectors (out of 416) countrywide.
Additionally, a comprehensive school feeding program was established, and
significant reforms introduced to enhance teacher welfare and motivation,
further strengthening the foundation for sustained socioeconomic
development and transformation.

In the transformational governance pillar, Rwanda has ensured continued

stability, peace, and security, underpinned by a citizen-centered governance
model, which is the foundation for realizing developmental gains. The country
also made significant improvements in service delivery, particularly through
the use of technology, with the number of services available online expanding
from 155 to over 680 setting the foundations for a digitally transformed
economy.

1.2. Rationale for NST2 prioritization

The NST 2 aims to take the country closer to achieving the Vision 2050 and
the intermediate targets of 2035. Notwithstanding the above mentioned
achievements, there are a number of emerging issues that require concerted
efforts to accelerate progress towards the Vision 2050 these include the
following:

Rwanda has made significant strides in building resilience to climate change

and ensuring sustainable development. The country has nevertheless borne
the brunt of disasters including landslides, flooding and effects of climate

FIVE YEARS GOVERNMENT PROGRAMME 3

 change like drought, leading to loss of lives, livelihoods and infrastructure
among others. This necessitates scaling up and sustaining interventions
geared toward building resilience and sustainable development.

Significant gains in employment have been made including increased labor

force participation (59.3% in 2023) compared to pre-covid19 levels (53.4%
in 2017) and reversal of the negative impact of covid on employment with
more people employed in the latter period (3.96 million in 2023 compared
to 3.54 million in 2017).

However, youth unemployment remains relatively high at 20.8% and overall

unemployment at 17.2% (2023) while gender disparities in unemployment
are still apparent at 20.3% for women while at 14.5% for men. Vision
2035 targets an unemployment rate of 7% requiring intensification of
job creation efforts with a focus on decent and productive jobs for all
including youth and women.

Exports of goods and services increased over the NST1 period from USD
1.9 billion in 2017 to USD 3.51 billion in 2023. However the current account
deficit widened from 9.5% of GDP in 2017 to 11.8% in 2023 driven by higher
import demand in line with strong economic growth as well as external
and climate-related shocks. Growing exports remains paramount under
NST2 especially in narrowing the trade deficit and increasing the value
of exports.

Nutrition and early childhood development have been the subject of intense
focus and coordination in the NST1, bringing these issues to the forefront
of human capital development. Further progress requires sustaining
the momentum and strengthening coordination and interventions to
achieve an even faster reduction of stunting from the current rate of
33% towards the 2035 target of 5.5%. This will contribute to ensuring a
productive workforce capable of contributing to the attainment of the long
term Vision.

The consultative process leading up to the elaboration of the NST2

emphasized quality of education as one of the most critical aspects for
Rwandans today and in the future in the social transformation pillar. A
joint study of the World Bank and the Government of Rwanda conducted
in 2024 further highlighted the importance of prioritizing access to pre-

4 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 primary (35% in 2023), enhancing foundational learning outcomes (which
currently show low proficiency in key subjects) and increasing the quality
and market relevance of education (to address low post graduation
employment among graduates) for achieving Vision 2050.

The quality of service delivery has improved with the attainment of 78%
(2023) citizen satisfaction mainly through provision of more public services
online. To ensure the needs of citizens are addressed and high-quality
services rendered in both public and private sectors in line with Rwanda’s
vision to become a hub for various services including medical, financial,
tourism and hospitality, this remains a core priority moving forward.
Quality service delivery is also important to fast-track implementation
of developmental programmes and projects with the required speed,
scale and quality.

1.3. NST2 Strategic Orientation

NST2 has been developed through an inclusive and participatory process
involving citizens, the private sector, civil society, development partners and
relevant institutions among others.

NST2 leverages existing and emerging opportunities, including a growing

youthful population 56% of whom are of working age of 16–64 years and
65.3% are under 30, the increased adoption of technology and innovation,
and the development of high growth potential sectors such as mining, agro-
processing, horticulture, automotives, aviation, sports, creative arts, tourism,
and MICE. An engaged citizenry, grounded in core developmental and
cultural values, also plays a significant role in this strategy.

NST2 is primarily designed to improve incomes and wellbeing of citizens by

delivering the following impactful results:

enhancing climate resilience and sustainable development

developing domestic manufacturing industries to boost exports and

reduce the trade deficit

creating decent and productive jobs

FIVE YEARS GOVERNMENT PROGRAMME 5

 improving the quality and market relevance of education

enhancing nutrition and early childhood development to reduce stunting

improving the quality of service delivery and enhancing citizen

participation

Several key enablers will be emphasized to effectively implement these priorities,

including enhancing productivity through technology and digitalization,
leveraging data and research, and fostering capacity development for
strengthened implementation among others.

Rwandan values, culture, home-grown solutions and sustaining peace and

security will remain central to delivering the NST2.

6 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 2.
Macroeconomic
outlook

FIVE YEARS GOVERNMENT PROGRAMME 7

Despite the global shocks experienced during the NST1 period, Rwanda’s
economy demonstrated remarkable resilience and recovery, largely due to
agile policy interventions, including measures to ease transactions and support
businesses and the population. The transition to the NST2 requires renewed
efforts to accelerate and sustain progress towards achieving Vision 2050.

Drawing on the sectoral policy interventions detailed in the upcoming sections

and the reforms set out in this strategy, the macroeconomic framework for NST2
targets an annual average real GDP growth rate of 9.3% from 2024 to 2029, with
per capita income expected to rise to USD 1,369 by 2029 from USD 1,040 in 2023.

Table 1 - GDP Growth

NST2
2023
Actual

2024
Projection

2025
Projection

2026
Projection

2027
Projection

2028
Projection

2029
Projection
annual
average
growth

Real GDP 8.2% 7.9% 8.1% 9.0% 9.4% 10.1% 11.5% 9.3%

1.7% 6.8% 6.6% 6.7% 6.3% 6.1% 6.2% 6.5%

Agriculture

Industry 10.2% 9.5% 9.5% 10.1% 10.7% 11.2% 12.7% 10.6%

Services 11.2% 8.3% 8.5% 9.8% 10.5% 11.3% 13.0% 10.2%

Source: MINECOFIN

This growth trajectory further anticipates productivity improvements across

all sectors, with a shift towards higher value-added activities, particularly in
agriculture, industry (with emphasis on manufacturing) and the services sector.
Achieving this will demand investments, business expansion, empowering
youth and women with skills and education, promoting innovation and
reinforcing trade links both regionally and globally.

8 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

2.1. Factors contributing to growth
i. Agriculture output is expected to grow at an annual average rate of over
6% per year, a substantial improvement compared to past growth trends.
Achieving this growth will require improvements in agricultural productivity
by optimizing land use, enhancing yields of priority food crops and adopting
efficient and climate-resilient farming practices. Additionally, farmers will
need greater access to modern agriculture inputs, extension services,
financing and markets to scale up their operations.

ii. Increased agricultural productivity and growing demand for consumer

goods and services will drive the expansion of the industry sector, creating
significant opportunities for domestic manufacturing. As a result, the
industry sector is projected to achieve an average annual growth rate
of over 10% during the NST2 period, primarily driven by manufacturing,
which is projected to grow at an average annual rate of 10.4%. This growth
is expected to generate jobs, strengthen local supply chains, and support
the development of value-adding industries, while also driving innovation
and competitiveness across both agriculture and manufacturing. The
implementation of the “Made in Rwanda” policy and related interventions
will be strengthened to ensure production of a high proportion of essential
and high-value items locally, grow exports and reduce imports.

iii. Rwanda’s services-oriented growth path will continue throughout NST2,

driving overall productivity while leveraging technology and innovation
to meet the evolving needs of consumers and businesses. The services
sector is projected to grow by an annual average rate of 10.2%.

iv. Strong investment will be needed to sustain growth during the NST2
period, with total investment expected to reach 32.1% of GDP by 2029,
primarily fueled by private investment rising from 15.9% of GDP (USD 2.2
Billion) in 2023 to 21.5% (USD 4.6 Billion) by 2029. This surge will be supported
by efforts to mobilize savings through a business-friendly environment and
an efficient, innovative financial sector, which are expected to raise the
national savings rate from 12.4% of GDP in 2023 to 25.9% by 2029.

FIVE YEARS GOVERNMENT PROGRAMME 9

Figure 1 - Projections 2024-2029: Investment (in billion USD) – National
Savings (in % of GDP)

7.5 30.0%

25.9%

6.0
6.9

20.0%
4.5

12.4% 4.6

3.0
10.0%

1.5

- 0.0%
2023 2024 2025 2026 2027 2028 2029

Total Investment Private Investment National Savings Rate

Source: MINECOFIN

v. Exports and imports of goods and services are expected to grow at an

average annual rate of 13% and 8.7% respectively during the NST2 period,
with the export-to-import coverage ratio improving from 61% in 2023
to 77% in 2029. As the country strengthens its regional and global trade
connections, exports revenues (from goods and services) are anticipated
to more than double, rising from USD 3.5 billion in 2023 to USD 7.3 billion
in 2029. This increase in export earnings will be essential to meet import
needs for investment and intermediate inputs to boost local production.
The growth in export revenues will be driven by diversification, with an
emphasis on manufacturing, along with an expected increase of over
80% in tourism and mining revenues. Consequently, the current account
deficit is projected to reduce from 11.8% in 2023 to 7.9% in 2029.

10 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Figure 2 - Projections 2029: Imports and Exports (in billion USD) - Current
Account deficit (in % of GDP)

15.0 0.0%

3.2 -2.0%
10.0
1.1
-4.0%
5.0
0.6 7.3
-6.0%
0.0
-7.9
-8.0%
-5.0
-9.5 -10.0%
-11.8
-10.0 -12.0%

-15.0 -14.0%
2023 2024 2025 2026 2027 2028 2029

Export of G&S Imports of G&S Tourism revenue

Minerals (3Ts) Non-traditional exports Current Account deficit

Source: MINECOFIN

vi. The fiscal policy under NST2 will focus on supporting sustained high
economic growth while ensuring the sustainability of public finances and
debt. To achieve this, tax collection will be strengthened to increase funding
for public investments, with the tax-to-GDP ratio expected to rise from 15.2%
in 2023/2024 to 19.4% by 2028/2029 through incremental tax policy reforms
and administration measures. Additionally, use of project loans that have
already been secured will be accelerated to ensure the implementation of
major public infrastructure projects, thereby attracting further investment and
creating more employment opportunities. Fiscal consolidation efforts will also
be implemented, with expenditures gradually reduced as a share of GDP to
keep public debt at a sustainable level.

vii. Inflation is projected to stay within the medium-term target range of 2% -

8%, and a suitable foreign exchange-rate policy will be adopted to promote
exports and enhance international competitiveness.

viii. These macroeconomic fundamentals will be realized by continuing to build

resilience of the economy, ensuring prudent macroeconomic management.
Success will depend on the effective implementation of priority flagship projects,
programs and interventions, all supported by policy reforms, innovations,
enhanced coordination, planning and implementation mechanisms.

FIVE YEARS GOVERNMENT PROGRAMME 11

 2.2. NST2 financing
The total NST2 financing over the five-year period (2024/2025 -2028/2029)
is estimated at Frw 63,559 billion. Of this, 43% is expected to be mobilized
by the private sector for investment through foreign capital inflows and
domestic savings. The domestic financial sector is anticipated to provide
more than 70% of private sector financing during NST2, underscoring the need
to expand financial services to support growth of business, improve access to
credit, and meet the evolving needs of underserved segments, including SMEs,
youth, and women. Foreign direct investments will account for over 70% of the
private foreign capital inflows targeted in NST2.

The remaining 57% of NST2 financing will come from public resources,
with tax and non-tax revenues making up about 74% of the total. Foreign
financing, which accounts for 17% of public resources, will primarily be sourced
through concessional borrowing to ensure sustainable and prudent debt
management.

Table 2 - Required financing for NST2 implementation

NST2 2024/25 2025/26 2026/27 2027/28 2028/29 Total Share

Financing Projection Projection Projection Projection Projection NST2 of total
(in billion Frw, financing financing
otherwise
indicated)

NST2 total 9,502 10,861 12,270 14,230 16,695 63,559 100%

financing

Public 5,542 6,208 6,940 8,037 9,435 36,161 57%

resources

Private 3,960 4,653 5,330 6,193 7,261 27,398 43%

resources

1. Public 5,542 6,208 6,940 8,037 9,435 36,161 57%

Resources

1.1. Total 4,380 5,102 5,862 6,977 8,140 30,461 48%

revenue and
grants

Tax 3,137 3,771 4,534 5,477 6,506 23,425 37%

revenue

12 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 NST2 2024/25 2025/26 2026/27 2027/28 2028/29 Total Share
Financing Projection Projection Projection Projection Projection NST2 of total
(in billion Frw, financing financing
otherwise
indicated)

Non-Tax 518 596 685 785 876 3,459 5%

revenue

Grants 725 735 643 716 759 3,577 6%

1.2. Net -84 -162 -129 23 -106 -459 -1%

Domestic
Financing

1.3. External 1,246 1,268 1,207 1,036 1,400 6,158 10%

financing

o/w: 726 562 502 309 568 2,667 4%

Budget
loans

Project 709 1,056 1,201 1,282 1,444 5,691 9%

Loans

2. Private 3,960 4,653 5,330 6,193 7,261 27,398 43%

Resources

2.1. Foreign 1,443 1,709 1,659 1,479 1,398 7,687 12%

Investment

o/w: FDIs 856 1,062 1,185 1,212 1,311 5,627 9%

2.2. Domestic 2,518 2,944 3,672 4,715 5,863 19,711 31%

Investments

Source: MINECOFIN

2.3. Risks to the NST2 outlook

At both the global and country level, certain risks could impact the expected
outcomes of NST2. To address this, the government will continuously monitor
and evaluate the likelihood and impact of these risks and implement
appropriate prevention and mitigation measures to minimize their effects
across various sectors.

FIVE YEARS GOVERNMENT PROGRAMME 13

Below are key risks identified:

Table 3 - Major risks matrix for NST2

Possible areas of impact GDP Prices/ Local Trade & Tourism Public
growth Inflation production investment finances
(Agriculture & debt
Risk category Specific risks & industry)

Macroeconomic risks External shocks

Subdued global outlook X X X X X
Reduction in global supply
capacity/Supply chains
disruptions

Rising geopolitical Food and energy supply

tensions: a spillover disruption
X X X X
of Russia-Ukraine war
Volatile commodity prices/rise in
and a broadening of
global inflation
the Middle East conflict
could pose a risk on the Additional disruptions to trade
global economy. networks

Public health New or resurgence of pandemic

emergencies diseases may slow down the
X X X X X
economy.

Climate change and Low agriculture production

disasters: erratic
Food insecurity X X X X X
weather causing drought
and floods Low agricultural exports
Infrastructure damages
Loss of lives

14 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 3.
Economic
Transformation
Pillar

FIVE YEARS GOVERNMENT PROGRAMME 15

 Economic Transformation under NST2 will be crucial in advancing the
Vision 2050 pillars of Competitiveness and Integration, Agriculture for
Wealth Creation as well as Urbanization and Agglomeration.

Headline Indicators for Economic Transformation

Achieve over 6% annual average GDP growth in the agriculture sector

Achieve at least 10% annual average GDP growth in the industry sector

Increase export revenues from USD 3.5 Billion to USD 7.3 Billion

Increase by 80% tourism and mining revenues

Increase private investment from 15.9% of GDP (USD 2.2 Billion) to 21.5%
(USD 4.6 Billion)

Ensure universal access to electricity for productive use and roll out
connections countrywide in all cells (Utugali)

Ensure universal access to water supply for productive use and scale up
access to all villages countrywide

Double national savings rate from 12.4% to 25.9% of GDP

Reduce greenhouse gas emissions by 38%

Create 1.25 million productive and decent jobs

3.1. Climate-resilient, productive, and modernized

agri-food systems
Over the next five years, agriculture will be transformed into a more
productive, market-oriented, and sustainable sector, with the aim of
achieving an annual average growth rate exceeding 6%.

The main objectives in this period will be:

Increasing productivity by 50% on priority food crops to ensure food

security, self-sufficiency and export

16 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Achieving and sustaining seed self-sufficiency through the local
production of seed

Ensuring the sufficiency of animal resources and related products

Strengthening post-harvest management

Attracting investment in the agriculture sector (to drive expansion,

modernization and innovation)

This transformation will be achieved by increasing the productivity of

priority food crops by more than 50% focusing on main food crops such
as maize, beans, potatoes, rice, cassava, wheat and bananas. Export crops
production will also be scaled up through expanding land under cultivation
and rejuvenation of old coffee trees.

In addition to this, the use of modern inputs (fertilizers and improved

seeds) will be scaled up and timely supply and availability ensured. The
application of fertilizers will be increased from 70 to 94.6 kg per hectare and the
development and use of climate-resilient and high yield seed varieties will be
scaled up. Furthermore, extension services will be augmented and improved
in collaboration with the private sector and use of technology promoted to
further enhance productivity across the sector.

New management models, such as Agri-hubs and Food Basket sites, will
be adopted to enhance efficiency and maximize returns on agricultural
investments. The operationalization of key projects, such as the Gabiro Agri-
business Hub and Gako Beef, will be instrumental in achieving these goals.
Regenerative conservation agriculture practices will be further promoted to
protect land health and maintain land productivity and agro-ecology.

Agriculture resilience to climate change will be enhanced by implementing

various irrigation schemes to expand irrigated land from 71,000 ha to over
130,000 ha. Major projects, such as the Commercialization and De-risking for
Agriculture Transformation (CDAT) will contribute to achieving these targets.
This will be reinforced by increasing the area under radical terraces from
142,000 ha to over 160,000 ha and developing progressive terraces across the
country in collaboration with local communities.

FIVE YEARS GOVERNMENT PROGRAMME 17

In the animal resources subsector, production and productivity will be
increased by scaling up key value chains in livestock and aquaculture.
This will involve adopting modern livestock farming practices such as zero
grazing, increasing access to improved breeds, ensuring adequate water
infrastructure and management for livestock. Strategic interventions will also
focus on boosting domestic production of animal feeds, and investing in the
dairy sector by establishing modern animal hubs and expanding the capacity
of milk collection centers.

In order to reduce post-harvest losses to below 5%, there will be a

strong emphasis on improving post-harvest handling (including drying
infrastructure), strengthening market linkages and expanding agro-
processing capabilities. These measures will minimize losses and contribute
to higher revenues and increased value-added per worker.

Finally, interventions to attract private investment in the sector will be

reinforced through de-risking strategies, including strengthening agricultural
(crops and livestock) insurance and scaling up tailored financing solutions
across production chains. These measures aim to increase credit to the
agriculture sector from 6% to 10%, providing the required financial resources for
accelerated growth and innovation.

3.2. Industrial development and export promotion

The main objectives in this priority will be:

Scaling up manufacturing and production of essential and high-value

products to satisfy the local market demand and reduce dependence on
imports

Attracting and increasing private investment in manufacturing and

construction sub-sectors

Promotion of exports to regional and international markets

To achieve these targets, industrial parks in designated areas will be

operationalized and expanded including Kigali Special Economic Zone (KSEZ),
Bugesera and Rwamagana Special Economic Zones among others. The
“Made in Rwanda” initiative will be central to this effort focusing on scaling
up domestic industrial production of essential and high-value products

18 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

while boosting exports including under the Africa Continental Free Trade
Area (AfCFTA). This strategy will be anchored in attracting private investment
in priority manufacturing sub-sectors such as agro-processing, horticulture,
mineral processing, leather, automotive, creative industries, biomanufacturing,
pharmaceuticals, textiles and apparel.

Exporters will be facilitated in accessing international markets, while

aggregating exports of SME products to capitalize on economies of scale. The
national quality infrastructure framework will be streamlined and the one-stop
center strengthened to facilitate investors attain the required domestic and
export market standards. Furthermore, an E-commerce Readiness Program
will be implemented to help SMEs leverage digital trade platforms for exports.
The adoption of modern green and clean technologies in priority industries will
be promoted to further develop sustainable industries.

Investments will also support the development of logistics infrastructure

crucial for facilitating trade and export growth. Cold chain development will
be augmented by investing in required infrastructure such as cold storage
facilities and improved transportation networks, while adopting modern
technology like temperature-controlled logistics and digital tracking platforms.
This includes completing the Kigali Logistics Platform (KLP) and developing the
Kigali wholesale market for horticultural products.

Value addition, high-end products, and services will drive rapid growth in
export value and progressively reduce the trade deficit. As a result, export
levels are projected to reach USD 7.3 billion in 2029 from USD 3.5 billion in 2023
thereby increasing the export-to-import coverage ratio from 61% in 2023 to 77%
in 2029. This growth will be driven by an increase in export revenues from non-
traditional export products (such as horticulture, fruits and vegetables,) which
are projected to increase from USD 1.4 billion in 2023 to USD 3.2 billion in 2029,
along with increased mineral exports.

Mining revenues are anticipated to rise from USD 1.1 billion to USD 2.17 billion
(including non-traditional minerals) during the same period. The growth
in the mining sector will be led by a combination of mineral exploration,
professionalization of artisanal miners, adoption of environmentally friendly
mining practices as well as enhanced processing and value addition of key
minerals. Traditional exports (coffee, tea, pyrethrum,) will also continue to be
scaled up with an emphasis on value addition across value chains.

FIVE YEARS GOVERNMENT PROGRAMME 19

3.3. High-end, eco-friendly, & diversified tourism
The objective is to position Rwanda as a world-class, high-value ecotourism
destination to nearly double tourism revenues from USD 620 million to USD
1.1 billion.

New and existing tourism destinations will be developed nationwide to diversify

tourist attractions with a strong focus on promoting nature-based tourism.
Innovative tourism and conservation financing initiatives such as Green
Bonds, investments in conservation, public-private partnerships, and product
diversification, will support this and elevate Rwanda into a high-end tourism
market.

To further establish Rwanda as a top global destination for Meetings,

Incentives, Conferences, and Exhibitions (MICE), the country will attract
events aligned with national priorities, including high-level meetings,
strategic partnerships, and sports events. Existing and new partnerships will
be reinforced, and new collaborations will be fostered. The MICE industry will
be enhanced through professionalization programs alongside the introduction
of industrial standards and certification to raise the overall quality of services
offered.

Sports development will aim to create a vibrant sports industry that

complements the tourism sector while promoting grassroot sports
participation. The focus will be on advancing the sports industry by proactively
developing services and business segments associated with various sports
disciplines. This approach will enable Rwanda to derive greater economic
benefits from the sector, including job creation and revenue generation,
while cultivating a pool of talented, high-performing athletes across multiple
disciplines. To support this, sports infrastructure will be expanded nationwide,
facilitating community-level sports activities and aiding in identifying and
nurturing top talent in partnership with key stakeholders, including the private
sector.

3.4. Renewable and clean energy transition and

universal access to electricity
The objective is to connect all productive users to electricity and ensure it is

20 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

accessible in all cells countrywide for households while increasing the share
of renewable energy generation.

The scaling up of access to electricity will focus on connecting productive

users (such as industries, commercial facilities, schools, health facilities,
agro-processing plants, and other facilities) that contribute to socioeconomic
development. The ongoing initiatives to provide households with electricity will
continue, with the goal of scaling access up from the current level of 78.9% by
ensuring that electricity is accessible in all cells of the country.

Energy generation will be aligned with projected demand and economic

forecasts based on the least-cost power development plan.

The energy transition will prioritize increasing the share of renewable and
clean energy in the power generation mix from 51% to 60% while scaling up
the adoption of clean and efficient biomass cooking technologies for large-
scale users (e.g. schools, health facilities, prisons, etc.) and households.
Nuclear technology for productive uses in sectors such as health, energy and
agriculture among others will be explored and developed. Development and
use of cleaner fuels such as methane gas for industrial and home uses will also
be promoted.

To ensure long-term energy security, adequate reserves and storage capacity

for critical energy products such as oil and gas, will be developed and
maintained.

3.5. Increased access to water for socioeconomic

development
The objective is to increase water production and ensure it is accessible in all
villages nationwide for productive users and households.

This will involve expanding, rehabilitating and maintaining water

infrastructure to improve the quality of water services delivered. This will
be done in tandem with the scaling up of planned settlements to reach more
households in a cost-efficient manner. Daily water production capacity will be
more than doubled to meet projected demand through the development and
maintenance of water treatment plants. Non-revenue water will be reduced to
enhance efficiency in providing water services.

FIVE YEARS GOVERNMENT PROGRAMME 21

The drive towards universal access to basic water will be accelerated for
both productive use centers and households by ensuring water is accessible
in all villages across the country. This will help to reduce distance traveled
to access water (in rural and urban areas) and to increase the availability of
piped water within dwelling units (houses).

3.6. Enhanced transport connectivity for

economic growth and trade
The primary objectives are to develop transport infrastructure and services
that facilitate economic growth and trade.

Public transport infrastructure and services will be upgraded to support

economic development. This will include expanding domestic transport
connectivity, extending public transport services to rural areas, improving the
efficiency of transport services in urban areas, and ensuring climate resilience
for existing and new road infrastructure.

In urban areas, the focus will be on improving public transport services and
promoting green transport (electric-mobility). Specifically, dedicated bus
lanes will be introduced in the City of Kigali (CoK), and high-capacity road
junctions will be constructed while rolling out smart traffic management
systems to gradually ease traffic congestion at peak hours. In rural areas,
intercity scheduled bus routes will be increased to ease mobility across
different areas of the country.

Furthermore, over 300 kilometers of national roads will be constructed

and rehabilitated. In addition, over 500 kilometers of feeder roads will be
developed to facilitate local trade and ease access to markets for agricultural
products.

The aviation sector will be expanded by scaling up RwandAir’s capacity,

aiming to double the number of passengers transported by the national carrier,
increase the number of destinations, and boost cargo freight capacity and
services to facilitate exports. This will be complemented by the completion
and operationalization of the new Bugesera International Airport and the
development of subsidiary airports. The establishment of an Aviation Skills

22 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Academy will support the creation of the necessary skills and local capacity to
sustain the growth of the sector.

Maritime transport and trade across Lake Kivu will be improved by constructing
and operationalizing strategic ports in Rusizi, Karongi and Rutsiro(Nkora) in
partnership with the private sector. Developing and operationalizing One-
Stop Border Posts (OSBP) remains a key priority to enhance regional transport
connectivity and facilitate trade with neighboring countries.

3.7. Enhanced urbanization and settlements for

agglomeration benefits
During the NST2 period, key objectives will be accelerating urbanization
and creating densified, livable, integrated and resilient rural and urban
neighborhoods that foster economically and socially thriving communities.

To achieve this, the development of detailed physical plans, site servicing

and provision of basic infrastructure will be expedited to enhance well-
planned urban and rural settlements. Informal settlements will be upgraded
through various approaches including providing basic infrastructure services
and rehousing in collaboration with the concerned communities. Households
in high-risk zones will be urged to relocate to more resilient sites while those in
scattered rural settlements will be mobilized to settle in planned settlements.

Development of affordable housing for rent and/or purchase will be expanded

in the CoK, as well as satellite and secondary cities in partnership with the
private sector to meet diverse demand across income segments. Public
investments will be channeled towards supporting vulnerable households.

Economic activities in CoK, satellite and secondary cities and other urban
areas will be enhanced by implementing flagship projects that leverage local
economic potentials. This will be complemented by harnessing backward
and forward linkages and opportunities linked to major investments in agro-
processing, infrastructure, tourism, sports and entertainment, entrepreneurship
and innovation hubs, among others.

To foster inclusive, climate resilient cities and towns, rehabilitation of urban

wetlands will be undertaken and green open spaces developed and scaled
up.

FIVE YEARS GOVERNMENT PROGRAMME 23

3.8. Digital transformation
The key objectives include;

Accelerating the transformation towards a knowledge-based economy

Facilitating universal access to smart devices and basic technology

Enhancing digital service delivery

To achieve these objectives, digital literacy is planned to increase from 53%

to 100%, equipping the Rwandan population with the necessary skills to fully
benefit from digital transformation. To develop skills for the ICT sector and
prepare the youth for future jobs, 1 million coders will be trained and 500,000
people will be equipped with advanced ICT skills.

In partnership with the private sector, efforts will focus on ensuring universal
smart device ownership and affordable, quality connectivity nationwide to
foster the adoption and use of digital technology by all Rwandans, enabled
by best-in-class ICT infrastructure capabilities including high-performance
computing environments that positions Rwanda as a proof-of-concept hub.

All government services will be fully digitized, and a Single Digital ID will
be rolled out nationally to improve the quality and efficiency of public
service delivery through a trusted, secure and resilient digital ecosystem.
This will involve integrating innovation, digital, and emerging technologies
(AI, advanced robotics, etc.) to facilitate data-driven decision-making in
key sectors such as education, health, agriculture, industry, government
performance management, judiciary, finance, and the private sector among
others.

The impact of research and innovation will be strengthened to enhance

competitiveness and expand market access. Spending on research and
development (R&D) will be progressively increased in partnership with the
private sector.

3.9. Resilient and broadened financial sector for

private sector growth
The driving objectives in this sector include;

24 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Sustaining the expansion of financial inclusion

Increasing the financial sector’s contribution to economic growth and

improving citizen welfare

Strengthening Rwanda’s role and development as an international

financial services hub

Deepening capital markets

Building on the success of achieving near-universal financial inclusion

(96%) during the NST1 period, the financial sector will aim to enhance its
contribution to overall growth and the economic well-being of Rwandans.
This will be achieved by expanding the use of formal financial services,
including digital and electronic payment systems, with a particular focus on
youth and women. These initiatives will be supported by improved financial
education and literacy alongside the diversification of financial services and
products to better meet consumer needs. Moreover, creating a conducive
regulatory environment and building financial literacy will encourage savings
and investment from a broader segment of the population. Strengthening the
capacity of local financial institutions and improving access to digital financial
services will play a key role in deepening financial inclusion and ensuring that
capital is effectively channeled into productive investments

Considering that over 70% of private investment is expected to be sourced

from the domestic financial sector, the aim during the NST2 period is to
significantly boost the national savings rate, increasing it from 12.4% of GDP
in 2023 to 25.9% by 2029. Achieving this target will require expanding traditional
financial channels and diversifying and mobilizing alternative funding sources
to meet the growing demand for investment.

Beyond increasing annual private sector credit at an average rate of 17%

annually, a concerted effort will be made to attract innovative financing such
as blended financing, venture capital, and crowdfunding among others.
These alternative funding options are critical for supporting emerging and
high-potential businesses, particularly in sectors that drive economic growth
and job creation, such as manufacturing, technology, agriculture and services.

To further strengthen savings, initiatives will be implemented to enhance the

Ejo Heza program by introducing dual accounts and providing incentives to
attract more savers. Additionally, the government will work to increase and

FIVE YEARS GOVERNMENT PROGRAMME 25

diversify the number of Collective Investment Scheme products available
to investors, offering a broader range of investment options to encourage
participation in the financial market.

Additionally, capital markets will be strengthened to improve access to

capital for businesses by establishing robust regulatory and governance
frameworks that enhance transparency and investor protection to build market
confidence, investing in modern trading and settlement infrastructure to
streamline operations and reduce transaction costs. This will be complemented
by introducing innovative financial instruments and services and facilitating
cross-border investments through regional capital market integration. To
expand listings on the capital market, the investment clinic program, which
assists companies, particularly SMEs, in becoming ‘listing-ready’ will also be
enhanced.

Supporting local economic development will also be a priority through the

consolidation of Umurenge Savings and Credit Cooperative Organizations
(SACCOs) at district and national levels into a cooperative bank, which can
improve access and provide tailored financial services to local communities
and small businesses while leveraging the use of technology.

To foster innovation, there will be a focus on promoting the growth of Fintech

startups and developing effective market infrastructure that supports
investments in digital innovations. In this regard, Rwanda aims to position
itself as a leading international financial hub by strengthening its financial
systems and attracting high-value investors and financial actors to the
financial center.

In pursuit of this goal, steps will be taken to facilitate the introduction of new
and alternative forms of capital, including innovative financial products
and services, private banking, and wealth management to broaden the
offerings within the financial center. The National Bank of Rwanda (NBR) is
scoping the introduction of a Central Bank Digital Currency (CBDC) to drive
innovation, support the shift to a cashless economy, and improve cross-border
transaction efficiency.

Ultimately, these measures will help create a more resilient financial ecosystem
that can better support the ambitious growth targets set for the NST2 period
while fostering long-term sustainable development.

26 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

3.10. Building resilience to climate change
and sustainable management of the
environment and natural resources
The key objectives relate to;

Disaster risk reduction and management

Ensuring sustainable management of natural resources

Mobilizing climate finance and resources to support sustainable

development

Reducing greenhouse gas emissions by 38%

Disaster risk reduction and management will be enhanced across all sectors
through several key interventions. These will include strengthening multi-
hazard early warning systems, strengthening capacity for rapid response and
management of disasters, restoring catchment areas, improving watershed
management, and implementing flood control measures in high-risk
areas, such as the Northern and Western Provinces in partnership with local
communities.

To sustain forest cover, efforts will focus on improving forest management

through the use of technology, increasing forest densification with indigenous
and climate-resilient tree species, promoting agroforestry and planting fruit
trees. Furthermore, access to tree seedlings will be improved at a decentralized
level.

The sustainable management of natural resources will be prioritized,

focusing on effective land use management and land market development
to reduce speculation. To facilitate this, land use master plans for the remaining
districts will be completed. In contrast, monitoring and implementing of
existing plans will be strengthened by leveraging emerging technologies such
as satellite imagery.

At least USD 3 billion in climate and nature finance will be mobilized to support
nature conservation and climate mitigation and adaptation initiatives.
Financing instruments will be diversified to tap into innovative sources of
investments across public and private sectors. A programmatic approach will

FIVE YEARS GOVERNMENT PROGRAMME 27

be pursued, addressing major issues such as sustainable land management,
climate-smart agriculture, and the development of sustainable cities.

The implementation of various interventions mentioned above and across

sectors in this strategy, will contribute to the reduction of greenhouse
gas emissions by 38% over the next five years in alignment with Rwanda’s
Nationally Determined Contributions (NDCs), the Paris Agreement and the
revised Rwanda Green Growth and Climate Resilience Strategy (GGCRS).

3.11. Creation of productive and decent jobs

Over the next five years, the objective is to create 1.25 million Jobs (250,000
annually).

This will be achieved by enhancing entrepreneurship and improving access

to resources (such as finance, business advisory services, marketing platforms
and equipment) for Micro, Small, and Medium-sized Enterprises (MSMEs) with
strong job creation potential. Anchor investments in various sectors will play
a crucial role in creating backward and forward linkages to markets that
support growth of MSMEs and generate employment. Key sectors of focus will
include manufacturing (including agro-processing), service sector jobs such
as global business services (GBS), tech start-ups and the creative industry.
Special focus will be placed on employment initiatives for youth and women,
leveraging community-based approaches in infrastructure, environmental
protection and agricultural extension programs.

To optimize job creation, major public and private investments projects like
Bugesera International Airport, the Aviation Skills Academy, Industrial Parks,
the Gabiro Agri-hub, the Nyagatare Milk Powder Plant and sport complexes
will serve as platforms for employment and skills development. Synergies
between workplace learning, employability skills for youth, and labor
market systems will be strengthened through initiatives such as internships,
apprenticeships and re-skilling programs.

In parallel, a talent pool will be developed for critical sectors such as

Global Business Services (GBS) companies, financial services center, health,
engineering, and more. Specialized skills including technology, communication
and electrical motor maintenance will further drive the growth of job-rich,
productive service sectors.  

28 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

To ensure sustainable job creation, deliberate strategies will be undertaken
to mainstream employment creation into both public and private sector
investments, with a focus on high-impact, labor-intensive projects.
Through this approach, employment will be integrated and monitored from
the conceptualization of projects to their execution. Labor market information
systems will be improved to match job opportunities with job seekers better,
ensuring efficient workforce planning and employment growth.

FIVE YEARS GOVERNMENT PROGRAMME 29

30 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029
 4.
Social
Transformation
Pillar

FIVE YEARS GOVERNMENT PROGRAMME 31

 Social Transformation of NST2 aims to contribute to Vision 2050’s Human
Development pillar. It seeks to ensure that all Rwandans have access to
high standards of living and contribute to a productive workforce.

Headline Indicators for Social Transformation

Improve the quality and market relevance of education

Reduce the stunting rate for children under the age of five years from
33% to 15%

Scale up access to sanitation, and hygiene (WASH) for productive uses

and households

Increase graduation out of poverty and enhanced coverage of social

safety nets

4.1. Enhanced quality and market relevance of

education
The objectives of the education sector in the NST2 include;

Enhancing quality of education at all levels with a focus on improving

learning outcomes at foundational grades

Scaling up market-relevant education in Basic TVET and higher education

Increasing functional adult literacy

Ensuring timely enrolment and progression through education levels

Strengthening efforts to curb and reduce drop-outs

To achieve the above, the education sector will focus on strengthening

inclusive access, particularly in pre-primary and improving the quality of
education at all levels.

Pre-primary education will prioritize increasing net enrollment from 35% to

65% by developing infrastructure, increasing the number of trained teachers,
and providing essential teaching and learning materials.

32 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

In basic education, the emphasis will be on improving quality through
providing adequate learning materials, enhanced teacher recruitment, training
and management, expanding infrastructure to increase hours of learning, and
reducing classroom overcrowding and the distances traveled by students to
reach school.

Working in collaboration with communities and stakeholders, mechanisms

will be strengthened to ensure timely enrolment and progression at all levels
of education. Emphasis will be put on lowering primary and secondary dropout
rates through enhanced attendance monitoring and tracking, sustaining the
school feeding program, community mobilization and addressing the root
causes of drop outs.

Additionally, there will be a strong focus on improving learning outcomes,

especially in mathematics, science, and languages. The use of ICT across the
education sector will be scaled up.

Technical Secondary Schools (TSS) centers of Excellence will be established

in all districts to scale up modern, high-quality training nationwide. The aim
is to increase the proportion of learners enrolled in technical and vocational
training schools to 60% of the total learners enrolled in upper secondary.
Vocational Training Centers (VTCs) through workplace learning approaches
will be scaled up in every cell in the country.

Technical Vocational Education and Training (TVET) and Higher Learning

Institutions (HLIs) will be continuously improved with modern infrastructure,
equipment and provisioned with adequate consumables and materials to
enhance STEM learning and promote research and innovation aligned to labor
market demands.

4.2. Enhanced quality of health, strengthened

health systems and reduced stunting
The objectives include;

Continuously improving the access to and quality of health services

Expanding the health workforce

Continuing to expand health infrastructure and equip health facilities

FIVE YEARS GOVERNMENT PROGRAMME 33

 Strengthening health systems and preparedness for public health
emergencies

Promoting medical tourism and positioning Rwanda as a hub for

specialized healthcare services

Improving child nutrition to reduce stunting from 33% to below 15%

Efforts will be intensified to improve maternal, infant, and child health and
consequently reduce mortality in the respective categories.

The number of active registered health workers will be quadrupled to improve

the quality of healthcare and strengthen the prevention and treatment of
communicable and non-communicable diseases.

Awareness will be raised on positive behavior and lifestyle changes for

disease prevention such as good nutrition practices, exercising and avoidance
of behaviors that lead to alcoholism, drug abuse and teenage pregnancies,
among others. Mental health professionals and related services will be
scaled up and strengthened.

The quality of Community Based Health Insurance (CBHI) services will be

enhanced including review and expansion of the benefit package. Community
Health Workers (CHW) will be increased and their capacities will be enhanced
with the aim of professionalizing them.

Health systems will be continuously strengthened to better manage public

health emergencies. Key initiatives include developing, reinforcing and
rolling out robust event monitoring and early warning systems, establishing
and improving the quality of emergency health response infrastructure and
services as well as strengthening multisectoral collaboration and international
partnerships in health security. There will be a focus on modernizing health
infrastructure and fully equipping health facilities to ensure high-quality
healthcare.

Additionally, Rwanda will be positioned as a medical tourism hub by

developing critical investments in health infrastructure and systems in
partnership with the private sector. This includes expanding health facilities
and services in the Kigali Health City and other areas of the country to offer
specialized health care. Additionally, efforts will be put into promoting drug
discovery research and attracting investment in local manufacturing of
pharmaceuticals.

34 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

In order to promote early childhood development, an integrated and multi-
sectoral approach engaging all stakeholders will be implemented focusing
on scaling up and improving the quality of Early Childhood Development
centers (ECDs) at all levels. This will include enhanced utilization of antenatal
care services, strengthened screening, raising awareness of good feeding
practices and provision of nutritious foods and supplements. This will be further
complemented by improving the quality of services delivered through nutrition
centers in health facilities. This will contribute to the objective of reducing
stunting by more than half from 33% to below 15%.

4.3. Increased access to Sanitation & Hygiene

services for improved wellbeing
Major sanitation projects will be implemented to support the sustainability of
cities and urban areas. The Kigali Centralized Sewerage System Project will be
completed along with the construction and operationalization of wastewater
treatment plants and modern landfills in various districts.

Public sanitation facilities will continue to be scaled up in public and private

facilities to cater to the sanitation needs of all individuals with a focus on
inclusivity and convenience.

Communities and households will be mobilized to continuously adopt safe and

modern hygiene and sanitation practices for disease prevention. Tailor-made
sanitation solutions for different households will be promoted in collaboration
with the private sector.

4.4. Enhanced graduation from poverty and

increased resilience
The major objectives are to increase the capacity of households to
sustainably graduate from poverty, reduce vulnerability and significantly
contribute to eliminating malnutrition. While updated household-level
expenditure data provided by the Integrated Household Living Conditions
Survey (EICV7) data is not yet available to establish firm baselines, the aim is
to reduce poverty significantly. This will be supported by interventions and
innovations that promote people out of poverty and protect and prevent
people from falling into poverty.

FIVE YEARS GOVERNMENT PROGRAMME 35

Promoting graduation from poverty will be achieved by creating an enabling
environment that empowers households to grow their incomes and
build resilience. Multi-sectoral interventions targeting vulnerable and poor
populations will enable this, including providing access to technical, vocational
and financial skills, productive assets (including toolkits and livestock) and
complementary services such as business advisory, coaching and mentorship.

Protecting people who are in poverty without the capacity to graduate

and preventing people from falling into poverty will be ensured through
increasing coverage and adequacy of social transfers for poor and
vulnerable populations. This will be supported through inclusive social
security and income support programs, such as Vision Umurenge Program
(VUP) and Community Based Health Insurance (CBHI), as well as initiatives that
encourage savings (including Ejo Heza) and insurance to protect households
from shocks as well as reducing malnutrition through the provision of social
transfers to pregnant women and children during the first 1000 days of life.

Civil Society Organizations will be encouraged and required to align their

interventions with national Social Protection policies, strategies and guidelines
in order to make the most effective use of available funding.  

To enhance the tracking of the effectiveness of graduation and social

protection interventions, the coordination and monitoring framework will
be strengthened among Government Institutions, Development Partners,
Civil Society Organizations, the Private Sector and Faith-Based Organizations
through joint planning and monitoring efforts.

36 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 5.
Transformational
Governance Pillar

FIVE YEARS GOVERNMENT PROGRAMME 37

 Transformational Governance of NST2 aims to strengthen the rule of law,
good governance, national unity and resilience to enable the achievement
of the Vision 2050 goals relating to the Accountable and Capable State
Institutions pillar.

Headline Targets for Transformational Governance

Reduce case backlogs in the justice system by half

Increase the quality of service delivery to above 90%

Increase the proportion of the population that is confident in both

personal and property safety and security to over 90%

5.1. Enhanced Rule of Law

To ensure universal access to quality justice, the justice system’s capacity
will be strengthened, focusing on reducing the case backlogs by half and
improving justice service delivery.

This will be delivered by enhancing the efficiency and effectiveness of

existing Alternative Dispute Resolution (ADR) and Criminal Justice policies
to increase cases settled through mediation and plea-bargaining. In addition,
existing laws and court procedures will be reviewed and updated to increase
the uptake of mediation and plea-bargaining including those relating to
summary procedures and provisional detention.

The career development policy in the judiciary will be implemented to

further strengthen capacity and capabilities of judicial personnel. Improving
justice service delivery will also be achieved through the adoption of innovative
technologies, enhancing the functioning and use of the Integrated Electronic
Case Management System (IECMS), upgrading the Forensic Institute and
making its services more accessible to the public.

38 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

5.2. Enhanced service delivery, implementation
and inclusive citizen participation
The increased level of citizen participation and quality of service delivery is
a priority in the reinforcement of citizen-centered governance. This priority
will be implemented by enhancing the efficiency and effectiveness of existing
citizen participation platforms and strengthening feedback mechanisms to
expedite citizens’ problem-solving and improve accountability.

Institutional governance for delivery will be strengthened to accelerate and

improve the implementation of development projects and programs and to
provide quality services. Service delivery in the public and private sector will
be reinforced through carrying out regular assessments to identify gaps and
recommend strategies for continuous improvement in quality of services.

The level of citizen satisfaction with service delivery is targeted to reach

above 90%. This will entail reforming the public service in both central and local
governments and strengthening their capacities. In addition, private service
providers will be sensitized to strengthen the quality of services delivered
to the community, such as hospitality, travel and tourism, financial services
and others to leverage the vital contributions of the private sector to economic
development.

5.3. Enhanced PFM transparency and

accountability
The main objective is to enhance transparency, accountability and
compliance in Public Financial Management(PFM) by improving compliance
with relevant laws and regulations and fighting corruption. Efforts will be
made to increase compliance with PFM rules and ensure value-for- money
oversight. The expected outcomes will include public entities’ ability to
adhere to International Public Sector Accounting Standards (IPSAS) and PFM
regulations. This will involve phased implementation of accrual standards, risk
management improvements, bolstering internal audits, as well as enhancing
the monitoring of procurement practices to reduce non-compliance.

FIVE YEARS GOVERNMENT PROGRAMME 39

A sustainable pipeline of critical PFM skills will be developed to support
these objectives. This will be achieved by updating learning and development
strategies to prioritize essential PFM competencies and increasing the capacity
to implement advanced PFM practices at decentralized levels through
professional bodies.

PFM capabilities will also be enhanced by creating sustainable and

integrated systems that respond effectively to user needs. This will involve the
digital transformation of the Integrated Financial Management Information
System (IFMIS) as a decision-making tool using artificial intelligence and
big data analytics, expanding the e-procurement (Umucyo) coverage,
modernizing revenue collection infrastructure, and digitizing audit processes.
Local government revenue management systems will also be enhanced to
support better resource mobilization.

Additionally, climate-responsive PFM will be enhanced by integrating

sustainability into public investment management and supporting green
procurement. In tandem, PFM staff will be equipped to manage climate-
related risks and report on them effectively.

Lastly, generating high-quality and timely data will support evidence-based

decision-making in planning, budgeting, monitoring and evaluation.

5.4. Enhanced international cooperation

International cooperation and diplomacy will be strengthened to accelerate
Rwanda’s economic development with a focus on economic diplomacy. This
includes securing trade and investment opportunities and boosting tourism by
leveraging initiatives such as the African Continental Free Trade Area (AfCFTA)
agreement. The Rwandan Community Abroad will be mobilized and engaged
to sustain participation in the national development agenda and the quality of
services rendered to them will be improved.

40 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

5.5. Strengthened National unity, resilience,
culture and values
National unity, resilience and civic engagement will be strengthened by
continuing to institutionalize Rwandan culture and values in civic education
(Ndi Umunyarwanda, Itorero, etc.) and national development programs.

The prevention and fight against genocide ideology and all forms of
discrimination will be reinforced. This will be achieved by enhancing
education on the history of the Genocide against the Tutsi using widely
accessible platforms including social media as well as raising legal awareness
on the crime of genocide ideology and related crimes.

5.6. Sustained peace and security

Crime prevention and response, public order, safety, security, and territorial
integrity will be sustained and strengthened by continuing to professionalize
and enhance the capacity of security organs while continuously engaging
and working with communities to contribute to Rwanda’s socio-economic
development. Rwanda will also continue contributing to peace and security
through bilateral, regional and international cooperation.

FIVE YEARS GOVERNMENT PROGRAMME 41

42 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029
 6.
Cross-Cutting
Areas

FIVE YEARS GOVERNMENT PROGRAMME 43

To address cross-sectoral challenges in economic, social, governance and
environmental dimensions, NST-2 will take into consideration the following
Cross-Cutting Areas (CCAs):(i) Environment and Climate Change, (ii) Disability
and Social Inclusion, (iii) Disaster risk reduction and Management, (iv) HIV/
AIDS and Non-Communicable Diseases(v) Gender and Family Promotion(vi)
Regional Integration and International Positioning (vii) Capacity Development.
These areas will be mainstreamed, monitored and evaluated across all Sector
Strategic Plans and District Development Strategies by the respective CCAs
lead institutions.

6.1. Environment and climate change

The government of Rwanda has been active in global action on climate change
and safeguarding nature and the environment in support of sustainable
economic growth and resilient communities. Under NST 2, emphasis will
be given to greening and climate-proofing key sectoral areas through
conducting Strategic Environmental Assessment (SEA), and Environment and
Social Impact Assessment (ESIA) at both policy and implementation levels.
The revised National Investment Policy provides a programmatic orientation
to green and climate-proof national investment. Thus, all new national
investments programs will be assessed to ascertain the extent to which they
integrate green and climate change aspects before they are approved for
funding.

In addition, Sectors and Districts, through SSPs and DDSs, will mainstream
Environment Climate Change Cross Cutting Area priority interventions. Key
sectors that will be prioritized are Agriculture, Climate change, Environment,
and Natural Resources (CENR), Energy, Water and Sanitation (WASH), Transport,
Urbanization, Private Sector Development and Youth Employment (Trade &
Industry), ICT, Financial, Health, Education, Social Protection and Governance
and Decentralization. Successful implementation will be further facilitated by
Climate Budget Tagging (CBT) to integrate, monitor and track climate-related
expenditures in the national budget.

44 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

6.2. Disability and Social Inclusion
In Rwanda, mainstreaming Disability and Social Inclusion is an essential matter
of rights. One of the key focus areas will include increasing the level of citizen
participation and inclusiveness by ensuring that persons with Disabilities,
their organizations, and other vulnerable groups are capacitated to play an
active role in the transformational programs. Key sectors of focus that will
mainstream this cross-cutting area are education, healthcare services, social
protection, infrastructure, agriculture, sports, employment, and ICT.

6.3. Disaster risk reduction and management

Mainstreaming disaster management in Rwanda involves integrating
Disaster Risk Reduction (DRR) and response efforts across various sectors
to effectively mitigate, prepare for, respond to, and recover from disasters.
Several sectors play crucial roles in this process, each addressing specific
aspects of disaster management. Key development Sectors are highlighted
in mainstreaming disaster risk reduction and management, focusing on those
with high impact: Environment, Agriculture, Mining and quarrying, Water and
Sanitation, Energy, Transport, Housing, Education, Health, Financial and Social
Protection. Emphasis will be put on sustaining progress and strengthening
gender-responsive capacities for disaster risk reduction and management
and enhancing resilience through developing and implementing sector
disaster risk mitigation plans, promoting integrated and inclusive approaches
focusing on the most vulnerable to risk management such as; joint inspections
to ensure compliance, strengthening and implementing community-based
disaster resilience measures including putting in place water harvesting and
drainage systems and house retrofitting.

FIVE YEARS GOVERNMENT PROGRAMME 45

6.4. HIV/AIDS & Non-communicable diseases
HIV/AIDS and Non-Communicable Diseases (NCDs) pose significant challenges
to public health, requiring multi-sectoral collaboration for their prevention and
control. Under NST2, the focus will be on sustaining progress in combating
HIV/AIDS and NCDs. Targeted awareness campaigns for youth, especially
Adolescent Girls and Young Women (AGYW), will be conducted, alongside
promoting effective prevention interventions for men, including voluntary
Medical Male Circumcision. Comprehensive policies will be developed and
implemented in collaboration with multiple stakeholders to address HIV/
AIDS, reduce stigma and discrimination, improve the socio-economic status
of affected populations, and human rights, reduce inequalities and gender-
based violence, and ensure social and legal protection for those living with or
affected by HIV/AIDS.

In terms of strengthening and promoting NCDs prevention and Control, the

government will promote a whole-of-society, life-course and multisectoral
collaboration approach, for a sustainable response. The main strategies and
interventions will include regular public awareness on lifestyle practices that
prevent NCDs as well as capacity-building initiatives for community health
workers and certified public health workers on NCDs prevention and early
detection/screening to enable them to drive community NCDs awareness
programs.

6.5. Gender and Family Promotion

Rwanda’s strong legal framework has facilitated significant progress in
narrowing gender gaps and improving social-related indicators. The focus
will be on ensuring equal access, use, and control over productive resources
by men and women both in urban and rural areas to support inclusive
accelerated economic growth, developing women’s technical skills in male-
dominated areas such as infrastructure, industry, mining, Agri-Hub, sports, and
creative industry to support their entrepreneurship, employability, business
development, and trade opportunities. In addition, efforts will be made to
further institutionalize gender equality in all levels of education, including
bridging the gender divide in ICT, STEM, and TVET education programs as well

46 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

as continuing to increase women’s representation and participation at all
levels of leadership and decision-making in both public and private sectors.

To ensure prosperous Rwandan families, the emphasis will be on promoting

a stable and productive family through implementing targeted poverty
alleviation programs for vulnerable households, especially female-headed
ones, through VUP, livestock and other assets support, access to low-interest
loans, and entrepreneurship skills development. Moreover, the government
will continue to strengthen other home-grown initiatives, to promote positive
parenting in building resilient and secure families. Gender transformative
approaches to enhance the prevention of domestic and gender-based
violence, intra-household conflicts, child labor, behaviors that lead to
alcoholism, drug abuse, street children and teenage pregnancies, among
others, will be enhanced.

6.6. Regional Integration and International

Positioning
Rwanda’s active engagement in regional integration aligns with the
Vision 2050, prioritizing increasing access to global and regional markets,
enhancing trade connectivity, and fostering investment. Deepening
integration within the East African Community (EAC) and other regional blocs
such as COMESA will continue to be a cornerstone for the country’s economic
and diplomatic efforts. Rwanda will continue to enhance its competitive
advantage by focusing on export diversification and participation in global
value chains, which are essential for economic resilience and sustainable
growth.

This will be done through implementing initiatives such as the African

Continental Free Trade Area (AfCFTA), preferential trade agreements, bilateral
trade and investment treaties, double taxation agreements among others. This
cross-cutting approach will solidify Rwanda’s international positioning as a
regional hub for investment and a promoter of the free movement of people
and goods and secure its role as a land-linked country.

FIVE YEARS GOVERNMENT PROGRAMME 47

Additionally, the Government of Rwanda will continue to expand cross-border
trade and eliminate non-tariff barriers including improving trade logistic
infrastructure and harmonizing regulatory frameworks across the region. Key
strategic interventions will involve advocating for the implementation of joint
infrastructure projects critical to regional integration, as well as extending
the geographic reach of broadband infrastructure, and enhancing regional
transport corridors to reduce trade costs, improve connectivity, and bolster
Rwanda’s integration into regional and global markets.

6.7. Capacity development

To ensure the availability of capable institutions, systems, and human resources,
NST2 will promote comprehensive initiatives targeting institutions, and
people and creating an enabling environment for capacity enhancement
and retention. As such, the following areas for capacity development will be
prioritized. (i) establishing efficient systems for tracking equal enrollments and
transitions in TVETs and STEM, employability trends among University and HLIs
graduates, (ii) increasing professional qualifications (in priority sectors driving
innovation and digitally led growth), (iii) enhancing professional internship
programs with both private and public institutions, (iv) strengthening staff and
knowledge retention, and promotion of succession planning across the public
sector.

In addition, more focus will be on promoting youth and women’s

entrepreneurship, digital and other soft skills development, and access to
employment opportunities as well as supporting sector- specific training in
critical skills and emerging technologies, such as AI, big data analytics, and
green technologies.

48 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 7.
NST2
Implementation
Arrangements

FIVE YEARS GOVERNMENT PROGRAMME 49

 The National Strategy for Transformation (NST2) implementation framework
defines the core structures, institutions, and mechanisms essential for
delivering NST-2 priorities effectively. Successful implementation requires
enhanced coordination, stakeholder engagement, and integrated planning,
supported by systems for real-time performance tracking and data-driven
decision-making. A strong oversight and accountability framework ensures
progress remains aligned with national priorities. Key institutions such as
Parliament and Cabinet provide strategic oversight, while cross-sectoral
platforms such as Ministerial Clusters, SWGs, and JADFs facilitate collaboration
and stakeholder participation. The private sector and civil society play pivotal
roles by driving innovation, mobilizing resources, engaging citizens, and
ensuring accountability, thereby enhancing NST-2’s impact across all sectors.

7.1. Institutional roles and responsibilities

To further clarify the roles and responsibilities of the various institutions involved
in NST-2 implementation, the following table provides a detailed breakdown
of the key actors, their functions, and their contributions to achieving the
strategy’s objectives

Table 4 - Roles and Responsibilities of institutions in NST2

Institution Roles and responsibilities

Parliament Provide oversight and ensure accountability

Enact and amend laws including the finance law

(national budget) aligned with NST-2 priorities

Cabinet Provide high-level policy and strategic orientation

to guide NST-2 implementation

Provide strategic guidance to prioritization and

allocation of resources

Receive strategic level reports on implementation

performance and take high level decisions on
corrective actions needed

50 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Institution Roles and responsibilities

Office of the Ensure cross-sectoral alignment of policies with

Prime Minister NST-2 priorities
(OPM)
Ensure cross-sectoral coordination for the
execution of NST-2 priorities

Monitor performance of government institutions

both at central and local levels to ensure delivery
of NST2.

Take decisions on unblocking of cross-sectoral

implementation challenges
National Conduct annual leadership-level reviews of
Leadership strategic areas of the NST-2.
Retreat
Address key implementation bottlenecks and
(Umwiherero)
recommend actions to fast track delivery
National Provide accountability to citizens on
Umushyikirano implementation of NST2
Council
Engage and sensitize citizens and stakeholders
on their role in contributing to the execution of the
NST2
Permanent Monitor and review performance of NST2 at sector
Secretaries (PS) and technical level
Forum
Identify and unblock implementation challenges at
technical level.
Development Ensure alignment of development partners’ funding
Partners and resources to NST2 priorities
Coordination
Discuss progress, challenges and lessons on NST2
Group (DPCG)
performance

Provide advice on strategies, policies and

innovations to accelerate implementation of
NST2 building on international best practices
and experiences as well as discussions at sector
working group level

FIVE YEARS GOVERNMENT PROGRAMME 51

 Institution Roles and responsibilities

Ministerial Serve as a Ministerial platform for consultation and

Clusters engagement on policies and strategies relating to
the NST2

Ensure Ministerial level coordination and follow

up of emerging issues pertaining to NST2
implementation in the relevant clusters

Identify areas requiring coordinated action

and propose innovative solutions to accelerate
implementation

Sector Working Facilitate policy dialogue, joint planning, resource

Groups (SWGs) mobilization, delivery, monitoring, evaluation and
lesson learning on Sector Strategic plans (SSPs),
priority programmes and projects at SWG level
linked to delivery of NST2

Coordinate partners, the private sector, civil society

and other stakeholders in the sector to ensure
successful implementation of SSPs aligned to NST2

Provide input to prioritization and resource

allocation at sector level in line with NST2 priorities

City of Kigali Approve the CoK/District Development Strategy

and District (CoK/DDS) aligned to NST2
Councils
Provide oversight for implementation of the CoK/
DDS and ensure accountability of the executive

Guide prioritization and resource allocation in line

with the CoK/DDS and NST2 priorities

52 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Institution Roles and responsibilities

Joint Action Facilitate dialogue, joint planning, resource

Development mobilization, delivery, monitoring, evaluation and
Forum (JADF) lesson learning on District Development Strategies
(DDS), priority programmes and projects at district
level linked to delivery of NST2

Coordinate and mobilize partners in the district

including, the private sector, civil society and other
stakeholders to ensure successful implementation
of DDS aligned to NST2

Ministry of Coordinate the elaboration of the NST2 and related

Finance and strategies in collaboration with OPM, MINALOC,
Economic SWGs and districts
Planning
Coordinate national planning, investments,
(MINECOFIN)
monitoring, resource mobilization, prioritization and
allocation in line with NST2 priorities

Coordinate development partners and ensure

alignment of interventions and resources to NST2
priorities

Establish robust monitoring systems for tracking of

progress of the NST2 and related strategies

Coordinate evaluations, research and studies to

support lesson learning in the implementation of
NST2

FIVE YEARS GOVERNMENT PROGRAMME 53

 Institution Roles and responsibilities

Ministry of Local Coordinate the process for elaboration of CoK/

Government District Development Strategies in collaboration
(MINALOC) with CoK, Provinces and Districts

Support integration of NST2 priorities into CoK/DDS

Support harmonization of priorities between central

and local government in the elaboration of CoK/
DDS

Support prioritization of cross-district interventions

in the relevant CoK/DDS

Support strengthening of stakeholder coordination

and engagement forums at the district level

Ensure and strengthen citizen engagement in

development programmes

Support development and strengthening of robust

monitoring and evaluation systems in Districts
to support tracking of performance and lesson
learning in implementation

Support resource mobilization for local

governments aligned to CoK/DDS and NST2
priorities

National Ensure quality of indicators in NST2 and related

Institute of strategies
Statistics of
Develop metadata for NST2 indicators
Rwanda (NISR)
Collect, analyse, and disseminate timely statistical
information data for evidence based decision-
making pertaining to NST2 and related strategies

54 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

7.2. NST2 implementation enablers
A key takeaway from the implementation of NST1 is that the second generation
of the National Strategy for Transformation (NST2) requires enhanced focus on
strengthening coordination and implementation to deliver faster and better
results by focusing on the following:

i) Optimizing governance structures

To support efficient implementation, institutional frameworks, planning and
coordination structures will be optimized and aligned with NST2 priorities. This
includes strengthening cross-sectoral coordination, improving project design,
and strengthening collaboration and engagement at all levels.

Cross-institutional platforms: mechanisms such as the Ministerial

Clusters, Sector Working Groups (SWGs), and Joint Action Development
Forum (JADF), will be reviewed and optimized to enhance stakeholder
engagement and ensure development goals are met efficiently. Cross-
sectoral coordination will ensure that national priorities are addressed
holistically, with economic and spatial planning integrated to optimize
resource allocation.

Private Sector and Civil Society Engagement: the engagement of the

private sector will be scaled up across sectors, most especially in job
creation, exports, industry, investment, and tourism among others. The
private sector will also be engaged in developing bankable investment
projects that support the delivery of NST2 priorities. This will drive
innovation, facilitate the mobilization of resources, and foster economic
growth. Additionally, the role of civil society as a key implementing partner
will be enhanced by promoting accountability, strengthening citizen
engagement, and ensuring that development goals align with community
needs. This collaboration will help to deliver more inclusive and sustainable
NST2 outcomes.

Project Execution and Delivery: The functioning of Single Project

Implementation Units (SPIU) across institutions will be streamlined to
make them fit-for-purpose for effective and efficient delivery of projects.
Engagement will continue with development partners to accelerate

FIVE YEARS GOVERNMENT PROGRAMME 55

 procurement processes and enhance regular joint monitoring and
feedback processes to fast-track and unlock financing for major projects
and programs. Lastly, the capabilities of implementing agencies and
districts will be reinforced to deliver programs, projects and services
effectively.

ii) Harnessing data and technology

The systems supporting NST2 implementation will rely on technology, data,
and evidence-based decision-making. This will streamline processes, improve
resource allocation, and ensure that decisions are based on solid evidence.

Integrated planning: planning functions will be strengthened across

government, particularly for key issues such as job creation, exports
and manufacturing, stunting, private sector development, and poverty
reduction. Project planning, design, and preparation will enhance the focus
on outcomes rather than outputs to accelerate delivery.

Economic and spatial planning: Economic and spatial planning will be

further integrated to ensure efficient resource allocation in accordance
with designated land uses, maximizing the development impact of projects
and programs on citizens.

Technology and digitalization: Digital platforms and tools will streamline

service delivery by automating processes, reducing bureaucratic delays,
and improving access for citizens. These technologies will enhance
communication between government offices and with the public, while
increasing operational efficiency and lowering costs.

Data and statistics: Data will be leveraged to drive informed decision-

making, optimize resource allocation, and enhance progress tracking.
Addressing data gaps will be prioritized including the use of big data
analytics to improve the availability and accuracy of statistical information
as well as enhancing assessments of development interventions.

Strengthening Monitoring, Evaluation, and Learning (MEL): the M&E

framework will emphasize proactive monitoring to identify and address
potential challenges early. The use of digital systems for real-time reporting
and analysis will support lesson learning and data-driven decision-making,
ensuring the smooth execution of NST2 priorities.

56 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

iii) Building innovation and skills
Continuous innovation and skills building are fundamental to the successful
implementation of NST2. This requires a focus on innovation, research, and
capacity-building to ensure that the workforce is equipped to deliver on NST2
priorities.

Innovation, research, and development: Rwanda’s ambition to become

a knowledge-based economy will be realized by fostering a culture of
innovation and creativity. Strengthening the National Innovation System
will lead to the development of new solutions to address socio-economic
challenges. Research and development initiatives will directly inform
policies and projects, providing tailored solutions to the country’s needs.

Capacity and skills development: a continuous skilling and upskilling

program will be implemented to strengthen project management,
strategic coordination, and data-driven decision-making across all
government levels. The national public sector induction program will lay
the foundation for new recruits, while targeted skilling initiatives will focus
on ensuring ministries and agencies have the capacity to deliver NST2
priorities effectively.

FIVE YEARS GOVERNMENT PROGRAMME 57

58 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029
 8.
NST2 Monitoring
and Evaluation
Framework

FIVE YEARS GOVERNMENT PROGRAMME 59

8.1. NST2 M&E framework
The Monitoring and Evaluation (M&E) framework is designed to support the
implementation of NST2 by enabling monitoring of progress, evaluation,
and lesson learning during implementation of the NST2. The M&E framework
will leverage technology and digital tools and reporting will consider data
disaggregation by gender, and other special categories, especially at the SSP
and DDS level.

The M&E framework is composed of the following key tools:

i) NST2 Theory of Change (ToC)

To facilitate the tracking and implementation of NST2 priorities, a Theory of
Change has been developed across the three NST2 pillars of Economic and
Social Transformation as well as Transformational Governance. This framework
outlines a hierarchy of results that are logically linked. The highest result level
being a goal, followed by priority areas, outcomes and strategic interventions.
The NST2 ToC will be implemented by cascading it to the SSP and the DDS
levels. At these cascaded levels, a combination of results contributes directly
and indirectly to the NST2 goals.

Result statements in the ToC Definition

Goal This describes the overall objective or

desired result to be achieved

Priority Area The strategic focus of initiatives that

contribute to achievement of a goal

Outcomes Medium to long-term impact resulting

from the implemented interventions. A
combination of outcomes contributes to
the achievement of the priority area.

Strategic interventions Major activities that will be carried out to

achieve the desired outcomes

60 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

ii) SSP Theory of Change
The SSP ToC draws from the high level results outlined in the NST2 ToC. The SSP
ToC goes beyond the results mentioned in the NST2 to integrate other priorities
at the sector level.

iii) CoK/District Theory of Change

The CoK/DDS ToC draws from the high-level results outlined in the NST2,
relevant SSPs ToC and extends to city or district-specific priorities.

Strategic interventions identified in the respective levels of ToCs are further

cascaded to relevant institution strategic plans and central and local levels
and implemented through the Medium Term Expenditure Framework (MTEF),
the annual planning and budgeting process and annual performance
contracts (Imihigo).

iv) NST M&E Matrix

The NST2 M&E Matrix shows high-level outcomes, their respective indicators,
baselines, targets across the implementation period, institutions responsible
for reporting, and means of verification or data sources. This enables the
tracking of targets contained in the NST2. The NST2 matrix is embedded
within the respective SSPs’ M&E matrices for regular monitoring. The NST2
matrix comprises two result-level categories of macroeconomic high-impact
outcomes and indicators and other national level results. The NST2 M&E matrix
is the basis for annual reporting and tracking of the performance of the NST2
at the national level.

v) SSP M&E Matrix

The SSPs M&E matrix indicates the outcomes, associated indicators, baselines
and targets to be tracked in respective SSPs. This matrix includes outcomes,
indicators and targets cascaded from the NST2 M&E matrix sector specific
ones. The SSP matrix is monitored at the SWG level annually through joint sector
reviews and informs reporting on the NST2 M&E matrix for the relevant sectors.

FIVE YEARS GOVERNMENT PROGRAMME 61

vi) CoK/DDS M&E Matrix
This matrix shows outcomes, associated indicators, baselines, and targets to
be tracked in CoK or respective DDSs. It includes outcomes, indicators, and
targets cascaded from the NST2 and SSP M&E matrices in addition to those that
are district-specific. The matrix is monitored at the CoK/district level annually
through JADF and administrative reports submitted to the District Council. The
tracking of progress on the CoK/DDS M&E matrix, informs reporting at the level
of the respective SSP M&E matrix.

vii) NST2 Metadata of indicators

This is a collection of indicators contained in the NST2 M&E matrix. It elaborates
on how each indicator is defined and measured, the data sources, the frequency
of collection, and the responsible institutions for reporting. This is developed
by NISR working closely with relevant sector working groups and institutions.
The metadata is publicly accessible through the NISR website. SWGs will also
develop metadata for indicators reflected in their SSP M&E matrix that are not
captured in the NST2 matrix.

8.2. NST2 Evaluation

The evaluation of the NST2 will build on assessments and evaluations conducted
at the SWG level including performance contract (Imihigo) evaluations among
others. A mid-term evaluation will be conducted at the national level to assess
the status of NST2 implementation, identify progress, challenges, and lessons
learned and devise measures to accelerate progress. A final assessment and
ex-post evaluation will be conducted to review the outcomes and impact of
the NST2 and extract lessons for successor strategies.

62 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 9.
Conclusion

FIVE YEARS GOVERNMENT PROGRAMME 63

The Second National Strategy for Transformation is set to drive significant
progress across all economic sectors and improve the livelihoods of Rwandans.
Prerequisites for this positive change across the entire country include:

Continuing to foster an inclusive development model. The aim is to

ensure all citizens have access to development opportunities and no one is
left behind, including people with disabilities, children, youth, and women,
among others. In particular efforts will be dedicated to gender equality
and empowerment in addition to the development of youth who are at the
forefront of Rwanda’s development agenda.

Continuing to enshrine Rwanda’s unique and positive cultural values in

the country’s development. Progress realized over the last three decades
is the result of homegrown solutions and continuous innovation that build
on the country’s unique culture and values. This includes strengthening
families as a foundation for sustainable development.

Ensuring value for money. The bedrock of Rwanda’s development is

ensuring increased productivity of every resource invested by eliminating
all forms of corruption and enhancing transparency and accountability.

Adopting a positive developmental mindset founded on the unity

of Rwandans. Lessons learned have shown that nothing is impossible
when Rwandans put their collective minds together; as evidenced by the
remarkable progress achieved in the aftermath of the Genocide against
the Tutsi.

Strengthening mechanisms for implementation and delivery. The

successful delivery of this strategy hinges on efficient and effective
implementation. This means enhancing decision-making, strengthening
engagement, ownership and collaboration with all stakeholders. ‘Business
as usual’ will not be sufficient to deliver on these ambitions and should not
be tolerated.

The success of NST2 depends on the collective commitment and action of all
stakeholders – citizens,youth, the private sector, faith-based organizations,
civil society, academia, media and development partners. Every Rwandan
is urged to approach NST2 with determination and solidarity, transforming
challenges into opportunities and propelling the nation towards a prosperous
and equitable future.

64 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 ...
Annex

FIVE YEARS GOVERNMENT PROGRAMME 65

Annex 1: NST2 Monitoring and Evaluation Matrix
Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

2023 2026 2029

(baseline)

1 Sustainable Annual average Real Percentage 8.2% 8.3% 9.3% MINECOFIN GDP Annual
economic GDP growth National
growth and Accounts
Nominal GDP In Billion FRW, 16,355 24,068 37,413
increased per
current prices
capita incomes

GDP Per capita USD 1,040 1,047 1,369

Annual average Percentage 1.7% 6.7% 6.5%

Agriculture GDP growth

Annual average Industry Percentage 10.2% 9.7% 10.6%

GDP growth

Annual average Services Percentage 11.2% 8.9% 10.2%

GDP growth

2 Increased National Savings Percentage of 12.4% 19.6% 25.9% MINECOFIN, MINECOFIN,

national GDP Financial Sector reports
savings for
investment

66 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

3 Increased Private investment in In Billion USD 2.2 3.1 4.6 RDB, PSDYE MINECOFIN
value of private value Sector reports
investments

4 Increased value Exports of goods and In million USD 3,509 4,994 7,316 MINICOM, PSDYE GDP National
of exports and services accounts, NISR
reduced current
account deficit
exports

Current Account Deficit Percentage of -11.8% -10.7% -7.9% NBR

GDP

5 Increased Number of new decent Number 1,374,204 750,000 1,250,000 MIFOTRA, RDB, NISR, Labor
Productive and productive jobs (cumulative PSDYE Sector Force survey
and decent created additional)
jobs by 1.25
million (250,000
annually)

ECONOMIC TRANSFORMATION PILLAR

6 Modernized Index on Productivity Percentage - >10% >10% NISR SAS

Crop increase for priority food annually annually
Production and crops
productivity

FIVE YEARS GOVERNMENT PROGRAMME 67

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Productivity and MT/Ha Maize: 1.7 Maize: 2.26 Maize: 2.74 NISR Season
production for specific (508,492) (665,701) (874,337) Agriculture
(MT)
priority food crops Survey (SAS)

Beans: 0.6 Beans: 1.3 Beans: 1.5 NISR SAS

(441,406) (565,009) (662,115)

Rice: 4.0 Rice: 4.8 Rice: 5.4 NISR SAS

(133,628) (240,073) (293,178)

Irish Potatoes: Irish Irish NISR SAS

8.2 (781,032) Potatoes: 11.4 Potatoes:
(1,144,425) 14.7
(1,498,545)

Wheat: 1.2 Wheat: 1.38 Wheat: 1.48 NISR SAS

(16,656) (22,169) (26,825)

Soybean: 0.4 Soybean: 1.1 Soybean: NISR SAS

(29,059) (53,019) 1.4 (64,152)

Cassava: 13.5 Cassava: 16.5 Cassava: NISR SAS

(1,345,379) (1,567,734) 17.9
(1,653,924)

68 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Cooking Cooking Cooking NISR SAS

banana: 14.2 banana: 17.9 banana:
19.7
(1,049,838) (1,274,919)
(1,424,973)

Area under irrigation Ha 71,549 99,260 132,171 MINAGRI MINAGRI

Reports

Area Under terraces Ha (Radical) 142,318 155,768 167,268 MINAGRI MINAGRI

Reports

Ha 1,032,282 1,071,282 1,102,282 MINAGRI MINAGRI

(Progressive) Reports

Quantity of fertilizers Kg per Ha 70 79.6 94.6 MINAGRI SAS

applied

Percentage of farmers Percentage 85.7 94 100 MINAGRI MINAGRI

using improved seeds (LSF) Reports

Large-scale farmers
Percentage 35.9 47 50 MINAGRI MINAGRI
(LSF)
(SSF) Reports
Small-scale farmers
(SSF)

FIVE YEARS GOVERNMENT PROGRAMME 69

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Coverage of agricultural Percentage 35 60 69 MINAGRI MINAGRI

extension services Reports

7 Strengthened Post-harvest losses on Percentage 13.8 8.5 4.8 MINAGRI MINAGRI

Market food crops Reports
Linkages and
Post-Harvest
Infrastructures

8 Modernized Production of milk MT 1,061,301 1,220,496 1,323,561 MINAGRI MINAGRI

Animal products Reports
Resources
Production of Meat MT 197,778 227,445 247,223 MINAGRI MINAGRI
production and
products Reports
productivity

Production of Fish MT 46,495 64,500 77,700 MINAGRI MINAGRI

Reports

Production of Eggs MT 17,344 19,946 20,813 MINAGRI MINAGRI

Reports

9 Strengthened Crops insured Ha 33,269 58,824 75,841 MINAGRI MINAGRI

Agriculture Reports
De-risking for
resilience

70 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Livestock insured Number Cattle: 48,962 Cattle: 53,462 Cattle: MINAGRI MINAGRI
58,962 Reports

Number Pigs: 7,300 Pigs: 82,300 Pigs: MINAGRI MINAGRI

157,300 Reports

Number Poultry: Poultry Poultry: MINAGRI MINAGRI

274,506 364,506 474,506 Reports

Credit to Agriculture Percentage 6 8 10 MINAGRI BNR/

Sector as a percentage MINECOFIN
of total loans

10 Increased Export to import ratio Percentage 61% 70.6% 77% MINICOM, PSDYE NISR, National
sector account
contributions to
Value of mining exports USD Billion 1.1 1.6 2,17 RDB, PSDYE GDP National
exports
Sector accounts, NISR

Value of Tourism USD Millions 620 908 1,100 RDB, PSDYE RDB annual
revenues Sector reports

Value of MICE (tourism

USD Millions 95 156 224
sub-sector) revenues

FIVE YEARS GOVERNMENT PROGRAMME 71

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

11 Increased Percentage of cells with Percentage 91% 96% 100% MININFRA, MININFRA
spatial access access to electricity (& number) (1,955 cells) (2,064 cells) (2,148 Energy Sector Reports
to electricity cells)
countrywide

Percentage of Percentage 86% 94% 100% MININFRA, MININFRA

productive use areas Energy Sector Reports
with access to electricity

12 Enhanced share Percentage share of Percentage 51% 53.8% 60% MININFRA, MININFRA
of renewable renewable energy in Energy Sector Reports
energy in power generation mix
electricity
generation mix

13 Increased Percentage of villages Percentage 80% 90% 100% MININFRA, MININFRA

access to with access to improved (2023) WATSAN Sector Reports
drinking water drinking water

14 Improved Length of unpaved Km 1,729 1,818 1,941 RTDA MININFRA

quality of the National roads Reports
road network upgraded to paved
and trade (Cumulative)
supporting
infrastructure

72 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Length of national paved Km 598 647 711 RTDA MININFRA

road rehabilitated Reports

Length of feeder Km 4,187.5 4,404 4,797 RTDA MININFRA

roads rehabilitated Reports
(Cumulative)

15 Increased Percentage of rural Percentage 65.4% - 81.1% MININFRA, EICV Survey,

access to households living in Urbanization NISR
decent housing integrated planned rural and Rural
and enhanced settlements Settlement
resilience of Sector
communities

Percentage of urban Percentage 60% - 52.7% MININFRA, EICV Survey,

population living in Urbanization NISR
unplanned settlements and Rural
Settlement
Sector, CoK,
Districts

16 Increased Percentage of citizens Percentage 53% 80% 100% MINICT/RISA NISR reports
digital literacy with basic digital literacy
skills (15 years above)

FIVE YEARS GOVERNMENT PROGRAMME 73

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

17 Enhanced National GHG emissions MtCO2e 6.75 - 7.5 MoE MoE, NISR
Environmental (2020) (With reports
management, Interven-
mitigation and tions)
adaptation to
climate change

18 Increased Percentage of Percentage 9% 20% 40% RWB RWB Annual

resilience to households in high-risk report
climate change areas protected from
and reduced flood- related hazards
impacts of
disasters

19 Mobilized Increased climate USD Billion 4.8 6.8 7.8 MoE, MINECOFIN MoE,
climate and and nature finance MINECOFIN,
nature finance (cumulative) RGF reports

SOCIAL TRANSFORMATION PILLAR

20 Increased Net enrolment rate in Percentage 39% 54.6% 65% MINEDUC EMIS report
enrollment in pre-primary
pre-primary
education

74 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

21 Improved timely Dropout rate in Primary Rate 5.5% 4.5% < 3.9% MINEDUC EMIS Report
enrollment,
efficiency,
equity and Pupil Trained Teacher Ratio 62:1 53:1 49:1 MINEDUC EMIS Reports
learning ratio in Primary
outcomes % learners at or above Percentage Kinyarwanda: 2025/26 2027/28 MINEDUC LARS Report
in primary basic proficiency in 69% 79% 98%
education Kinyarwanda/English/
English:
numeracy in P3.
37.52% 50% 60%

Numeracy:
55.6% 65% 70%

22 Increased net Percentage of Percentage Math: 2025/26 2027/28 MINEDUC LARS Report
enrolment and learners at or above 63.8% 68% 72%
quality in basic basic proficiency in
English:
secondary Mathematics, science
47.2% 49.5% 75%
education and English in S3
Reduced Science:
repetition Rate 65.6% 70% 75%
in primary and Dropout rate in Percentage 7.5% 6.1% < 5.1% MINEDUC EMIS Reports
secondary secondary

FIVE YEARS GOVERNMENT PROGRAMME 75

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

23 Enhanced Percentage of students Percentage 43% 55% 60% NESA EMIS Reports
access enrolled in TVET as
to quality proportion of total
education in students enrolled in
basic Technical upper secondary
and Vocational
Education and Number of TSS Centers Number 1 9 30 MINEDUC EMIS Reports
Training (TVET) of Excellence established

24 Reduced Prevalence of stunting Percentage 33% 22.2% <15% MoH, Health DHS
prevalence of among children under Sector
stunting among five years
under five years
children

25 Reduced Maternal mortality ratio Per 100,000 live 105 78 60 MoH, Health HMIS/MoH
maternal and births Sector
child mortality
Under 5 mortality ratio. Per 1,000 live 45 31.8 20 MoH, Health HMIS/MoH
births Sector

26 Increased Ratio of active licensed Ratio per 15.2 25.8 32 MoH, Health MoH reports
Human Doctors to population 100,000 of Sector
Resources for population
quality Health

76 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Ratio of active licensed Ratio per 97.4 135 171 MoH, Health MoH reports
Nurses to population 100,000 of Sector
population

Ratio of active licensed Ratio per 58.1 137.7 185 MoH, Health MoH reports
Midwives to population 100,000 of Sector
population

27 Increased Percentage of Percentage 92.% 97% 100% MININFRA, MININFRA

access to households with access WATSAN Sector Reports
sanitation to improved sanitation
services facilities

Percentage of Percentage 72.10% 75% 77% MININFRA, MININFRA

population with basic WATSAN Sector Reports
sanitation services

28 Enhanced Percentage of Percentage - 70% 70% MINALOC, Social Social Registry,

empowerment graduation participants Protection MINALOC
of households’ graduated out of Sector
to sustainably poverty
graduate out of
poverty

FIVE YEARS GOVERNMENT PROGRAMME 77

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

29 Increased Proportion of poor and Percentage 11% 16% 20% MINALOC EICV
access to social vulnerable population
LODA
security and covered by Social
income support Protection systems RDRC
programmes, MINIBUMWE
particularly
among NCPD
vulnerable
people

TRANSFORMATIONAL GOVERNANCE PILLAR

30 Reduced case Percentage of case Percentage 62% 47% 30% MINIJUST MINIJUST
backlogs backlogs Reports

31 Enhanced Percentage of Percentage 11% 50% 100% MINICT IREMBO

digital service government services
delivery and fully digitized (end to
implementation end)
of Single Digital
ID

78 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

 Mid-term End period Means of
Baseline target target Responsibility verification
No NST2 Outcome Indicators Units
(2023/24) for reporting and Data
26/27 28/29 Sources

Percentage of citizens Percentage 0% 50% 100% MINICT/NIDA NIDA Reports

owning a single digital
identification

32 Quality and Level of quality service Percentage 78.28 82.5 >90 MINALOC, RGB RGS, CRC
inclusive delivery
services are
delivered and
sustained

33 Enhanced Percentage of public Percentage 57% 70% 80% MINECOFIN, Annual Audit
transparency entities with an OAG Report
and unqualified audit opinion
accountability for financial statements,
and compliance compliance with laws
of PFM laws and regulations and
value for money

34 Strengthened Level of shared sense of Percentage 92% 93.5% 95% MINUBUMWE National Unity
National unity national identity Barometer
and community
resilience

35 Increased Percentage of citizens Percentage 93.63% 95.73% 97.2% MININTER RGS reports
confidence in with confidence in both
peace, personal personal and property
and property safety and security
security

FIVE YEARS GOVERNMENT PROGRAMME 79

 Annex 2: NST2 Priorities and Theory of Change
Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PILLAR 1: ECONOMIC TRANSFORMATION PILLAR

1.1 Agriculture [Sector 1]

1.1.1 Climate-resilient, productive and modernized agri-food systems [4.1]

Goal 1: Increase Annual Agricultural Growth by over 6%

PA-01: Increase productivity of priority crops by 50%

Outcome 1: Modernized Crop Production and Productivity

Increase area under irrigation (71,549 Ha to 132,171 Ha)

Increase area of land under radical (142,318 ha to 167,268 ha) and progressive terraces (1,032,282 Ha to
1,102,282 Ha)

Increase quantity of mineral fertilizers used by farmers from 70.3kg/Ha to 94.6kg/Ha

Increase quantity of improved seeds used by both large- and small-scale farmers (LSF: from 85.7 to 100%
and SSF: from 35.9% to 50%) Lead: MINAGRI, RAB
Increase local production of certified improved seeds

Increase the percentage of farmers reached by extension services (from 35% to 69%) in partnership with
the Private sector

Promote and operationalize Agri-Hubs and Food Basket Sites

Increase the land under conservation agriculture

PA-02: Achieve and sustain self-sufficiency in animal resources

Outcome 2: Modernized Animal Resources Production and Productivity

80 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Promote modern Animal Hubs

Increase access to water resources for livestock (Valley dams and Boreholes)

Improve Animal genetics (Liquid Nitrogen plants, Animal breeding centres, Insemination of cows and pigs)
Lead: MINAGRI, RAB
Increase local production of animal feeds

Increase veterinary clinics to reach all districts and provide proximity veterinary services at sector level

Increase fish production from 46,495 MT to 77,700 MT

PA-03: Strengthen post-harvest handling and management and reduce post-harvest losses to below
5%

Outcome 3: Strengthened Market Linkages and Post-Harvest Infrastructures

Establish new drying infrastructure [Mobile dryers for Cereals, Drying shelters (Maize and Beans), Drying of
grounds (Rice and Wheat), and Collection centres]

Expand national storage capacity of food crops and equip them with modern preservation technologies
Lead: MINAGRI, RAB,
Increase feeder roads linking factories/processing plants/markets MININFRA

Establish and upgrade agriculture export facilities (cold rooms)

Increase the number of Milk Collection Centers and Milk Collection Points

PA-04: Attract investment in the agriculture sector and increase credit to agriculture sector from 6% to
10%

Outcome 4: Strengthened agriculture de-risking for resilience

Increase tailored financial products for the agriculture sector (credit guarantee, grant facility etc) Lead: MINAGRI, MINECOFIN,
Scale up insurance coverage on crops and livestock (crops, cattle, Pig and Poultry) Financial Institutions

FIVE YEARS GOVERNMENT PROGRAMME 81

 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Outcome 5: Boosting agriculture exports

Increase the area under export crops production and increase value addition
Lead: MINAGRI, NAEB, RAB
Rejuvenate aging coffee trees and increase area under cultivation

1.2 PSDYE (Trade and Industry) [Sector 2]

1.2.1 Industrial development and Export Promotion [4.2)

Goal 2: Achieve 10% annual growth in the industry sector

Goal 3: Double Exports from USD 3.5 to USD 7.3 bln

Goal 4: Increase Private Investments from USD 2.2 – 4.6 bln

PA-05: Scale up Production of essential and high value products to meet domestic demand and reduce
imports

Outcome 1: Achieved 10% annual growth in industry sector

Promote, operationalize and further develop bankable Industrial Parks (IPs) and Special Economic Zones
(SEZs) including Bugesera, Rwamagana, KSEZ among others

Set up new industries to increase manufacturing by 13% annually

Strengthen supplier linkages between producers and processors of main food crops and manufactured
products (by enhancing the Supplier Development Program and GoR Procurement of Made in Rwanda
products) Lead: MINICOM, MININFRA,
MINAGRI, RDB
Scale up sustainable industries and adopt sustainable practices (including energy efficiency, waste
management, and water conservation)

Develop a management model for each Industrial Park

Establish Technology and Innovation support centers (TISC) to facilitate the commercialization of research
and innovative solutions

82 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-06: Promote exports to regional and international markets

Outcome 2: Increased export revenues of goods and services from USD 3.5 Billion to USD 7.3 Billion

Establish and operationalize National Quality Infrastructure Institutions’ complex (one-stop center) that will
support domestic producers/suppliers meet the requirements of anchor investors and export markets.

Scale up Export promotion activities

Provide export financing and support services to exporters

Develop and Implement an E-commerce Readiness Program to support SMEs to utilize digital trade
platforms for export

Expand Kigali Logistic Platform (KLP) to enhance connectivity to regional & global markets to spur growth
of the logistics & transport services

Strengthen cold chain infrastructure and cost-effective post-harvest handling and processing facilities
Lead: MINICOM, RDB,
[including completion of Kigali wholesale market to facilitate exports of horticulture products]
MINAFFET, MININFRA,
Attract pharmaceutical researchers and manufacturers MINAGRI, RMB, Private
Sector, Financial
Increase value addition and processing of key minerals
Institutions
Conduct mineral exploration

Professionalize artisanal miners and adopt environmentally friendly mining practices

Leverage Economic diplomacy to boost exports under AfCFTA and other trade facilitation agreements

Continue to scale up traditional exports (Coffee, Tea, Pyrethrum and mining)

Continue to scale up non-traditional exports

(Horticulture, agro-processing among others)

Facilitate exporters to reach global and regional export markets in USA, EU, Middle East, Asia, Africa

Aggregate exports of SMEs products to take advantage of economies of scale

FIVE YEARS GOVERNMENT PROGRAMME 83

 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-07: Attract and increase private investment

Outcome 3: Increased value of Private Investment from $ 2.2 billion to $4.6 billion

Attract private capital and diverse financing products through the Kigali International Financial Center, the
capital market, and the financial sector at large

Attract anchor and large investment in the agriculture and manufacturing sectors through flagship
projects [such as HVTC, Gabiro Phase II, Kigali wholesale market, Kigali logistic platform and Gako Beef Lead: MINICOM, RDB,
among others. MININFRA, MINAGRI,
MINECOFIN, Private Sector,
Develop private sector real estate projects including the Bugesera airport area, Kigali Health City, Kivu Financial Institutions
belt development, Kigali Green Complex, Kigali Golf resort and villas, Malls, hospitality school, and Kigali
Innovation City

Increase access to finance for Youth, Women and MSMEs

1.2.2 High end, eco-friendly and diversified tourism [4.3]

Goal 5: Increase tourism revenues by almost double from USD 620 Million to USD 1.1 Billion

PA-08: Position Rwanda as a world-class, high-value ecotourism destination

Outcome 4: Increased tourism revenues from 0.62 billion to 1.1 billion and MICE revenues from 95 Million
to 224 Million

Attract large events, exhibitions, and meetings to

grow MICE and sport tourism

Develop a new tourism master plan and work with the private sector to diversify products nationwide to Lead: RDB, MINICOM,
grow leisure and domestic tourism Private Sector, MINISPORTS

Leverage existing and new Visit Rwanda Partnerships ( in sport, creative industry, entertainment, for
example) to promote tourism, investment, and MICE

84 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Raise the quality of MICE related services through professionalization programs, standards and
certification to increase average spending per visitor

Develop and diversify tourism attraction (new and existing) with focus on nature based tourism

Mobilize innovative tourism and conservation financing (green bonds, PPPs etc)

PA-9. Strengthen and promote the cultural and creative industry Ecosystem

Outcome 1: Strengthened cultural and Creative Industries towards Job creation and income generations

Scale up Arts Rwanda Ubuhanzi and Arts connect

Attract and host international arts events for skills exchange and knowledge transfer

Establish a framework to use the existing public and private infrastructures for arts (Arena, KCEV, Kigali Lead: MoYA, RDB, Private
Cultural Village/Rebero, stadiums, Petit Stade, etc) Sector

Develop and establish arts centers/Facility in CoK and secondary cities

Mobilize and attract the private sector to invest in creative industries as an emerging sector

PA-10: Build a vibrant and professional sports industry

Outcome 5: Increased revenues generated from sports

Establish a national Talent development program and strengthen the Governance, administration, and
management capacity of sports organizations as well as personnel in sports

Attract private sector investment in sports development

Lead: RDB, MINISPORTS,
Promote sports technology, science, and research and establish related academic programs specifically Sports Federations, Private
at the tertiary level. Sector

Develop and maintain world-class sports infrastructures to attract international events

Create, attract and host international sports events

FIVE YEARS GOVERNMENT PROGRAMME 85

 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Develop services and business segments associated with various sports disciplines

Outcome 6: Increased participation in sports activities boosts Rwandans’ health, wellness and incomes

Create accessible community sports spaces and related sports facilities; Lead: MINISPORTS,
Establish and improve youth centers equipped with multi discipline sports facilities at decentralized level MINALOC, MINEDUC, MoYA

1.2.3 Creation of sustainable and decent jobs

Goal 6: To create 1,250,000 jobs

PA-11: Create sustainable and decent jobs

Outcome 5: Increased Productive and decent jobs by 1.25 million (250,000 annually)

Implement an integrated business advisory service model tailored to promote entrepreneurship and
growth of MSMEs

Mainstream employment creation in Public and private investments with high impact and labor intensity

Create employment focusing on youth and women through community-based approach in delivery and
maintenance of infrastructure, environment protection and agricultural extensions programs and projects

Optimize employment opportunities and skills development from major investment and flagship projects Lead: MIFOTRA, RDB,
[in public & private sector such as Nyagatare Milk powder factory, Bugesera International Airport, Aviation MINALOC, MINEDUC, MoYA,
Skills Academy, Gabiro agri-hub, and sports complexes, etc.,] MININFRA, MoE, MINAGRI,
MINICT, MINECOFIN, MoYA,
Improve & Strengthen synergies in workplace learning, employability skills for youth, job-matching services
Private Sector, CSOs
and labour market systems [through internships, apprenticeships, re-skilling and up-skilling among
others]

Develop a talent pool for emerging critical sectors of the economy [including Global Business Services
companies, financial services center, e-mobility, health, Biotechnology, aviation, ICT, CCI and engineering]

Mobilize and facilitate private sector to develop and optimize cultural and creative industries for job
creation

86 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

1.3 Climate, Environment and Natural Resources (CENR) [Sector 3]

1.3.1 Building resilience to climate change and sustainable management of the environment and natural
resources [4.10]

Goal 7: Increase resilience to climate change, climate-related hazards, and disaster risks

Goal 8: Sustainable management of natural resources

Goal 9: Mobilize USD 3 billion in climate and nature finance to support sustainable development

Goal 10: Reduce greenhouse gas emissions by 38%

PA-12: Disaster risk reduction and management

Outcome 1: Increased resilience to climate change and reduced impacts of disasters

Develop a multi-hazards early warning system and strengthen meteorological services to improve
disaster preparedness

Strengthen capacity for rapid response and management of disasters (including district emergency
command posts) Lead: MINEMA, MoE, RWB

Develop flood control measures in high flood risk areas

Restore catchment areas to decrease soil erosion risk in high-risk areas

PA-13: Sustainable Natural Resources Management

Outcome 2: Natural resources sustainably managed

Restore and manage degraded critical ecosystems and riparian areas

Improve forest management and promote indigenous species, agroforestry, fruit trees, and urban trees Lead: MoE, REMA, RFA, RWB,
Increase tree seedling nurseries at cell level CSOs, Private sector

Upgrade and operationalize the Forest Monitoring and Evaluation System (FMES)

FIVE YEARS GOVERNMENT PROGRAMME 87

 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Increase water availability through storage development (the construction of Muvumba Multipurpose Dam
and Nyabarongo II HPP) and equitable water allocation

Outcome 3: Enhanced land administration and management

Enhance compliance to land use master plans leveraging technology

Improve land administration information system (LAIS) leveraging registration of expropriated lands and
Lead: MoE, NLA, Private
protected areas (at least 100,000 land parcels)
Sector, CSOs
Develop a land market (establish a regulatory framework and data information platform for land value) to
reduce speculations

PA-14: Innovative Fund Mobilization

Outcome 4: Mobilized climate and nature finance to increase climate resilience for a sustainable
development

Develop and leverage fund mobilization programs/investment plans to attract resources and maximize
investment impacts Lead: MoE, MINECOFIN,
Rwanda Green Fund, KIFC
Diversify climate and nature finance instruments leveraging private capital

PA-15: Environmental management, low carbon economy and resilience to climate change

Outcome 5: Enhanced Environmental management, mitigation and adaptation to climate change

Develop a GHG data management system to monitor carbon emissions of high emissions sectors
(agriculture, energy, transport, industrial processes, and product use)

Increase the development and monitoring of Strategic Environmental Assessments (SEA) for policies,
plans, and programs Lead: MoE, REMA, RMB,
Private Sector
Strengthen the monitoring of mining activities to promote sustainable & climate compatible mining
(compliance rate)

Rehabilitate abandoned historical mining and quarry sites

88 NATIONAL STRATEGY FOR TRANSFORMATION (NST2) 2024 - 2029

Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

1.4 Financial Sector Development (FSD) [Sector 4]

1.4.1 Resilient and broadened financial sector for private sector growth [4.9]

Goal 11: Increase savings rate from 12.4% to above 25.9%

Goal 12: Double private investment from USD 2.2 billion to USD 4.6 billion

PA-16: Strengthen Domestic Savings & Expand Financial Inclusion

Outcome 1: Increased national savings to reduce dependence on external financing

Develop tailored financial products and services for different segments of the population

Strengthen Ejo Heza by introducing dual accounts and providing incentives to attract more savers and
savings Lead: MINECOFIN,
Financial Institutions, RSSB
Diversify and transform Rwanda Pension schemes

Increase and diversify the number of Collective Investment Scheme Products

Outcome 2: Expanded financial inclusion by increasing access to formal financial products and services

Increase usage and access to quality Financial services

Implement the Financial inclusion and Education strategy

Lead: MINECOFIN, RSSB,
Develop and Implement Rwanda Inclusive Insurance strategy to expand Micro insurance products in the BNR, Financial Institutions
economy

Support local economic development through operationalization of a cooperative bank

Outcome 3: Increased adoption of technology-driven financial solutions

Enhance the interoperability environment of financial services in Rwanda

Lead: MINECOFIN, RSSB,
Introduce the Central Bank Digital Currency (CBDC)
BNR, Financial institutions
Promote the growth of fintech startups and digital innovation financial solutions

FIVE YEARS GOVERNMENT PROGRAMME 89

 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-17: Position Rwanda as a Leading International Financial Hub while bolstering its Financial systems

Outcome 1: Robust and well regulated financial system with transparency and fair practices

Put in place internationally competitive regulatory and operating environment for investors Lead: MINECOFIN, KIFC,
Facilitate and Ensure Rwanda’s compliance with international guidelines/standards BNR, Financial institutions

Outcome 2: Fostered international partnerships for

Knowledge sharing and market access

Attract and facilitate set up of high value investors and financial actors to the financial Center
Lead: MINECOFIN, KIFC,
Develop new and alternative forms of capital (financial products/services) to the financial Center. RDB BNR, CMA, RSE,
Financial Institutions
Develop Capacity and attract skilled labor both in private and public financial sector institutions

PA-18: Expand Financial Access For The Private Sector

Outcome 1: Developed, efficient and liquid capital markets

Improve the Capital Market Regulatory Framework

Diversify Investment products (corporate bonds, Green bonds,Municipal bonds etc.,) Lead: MINECOFIN, RDB,
KIFC, CMA, Financial
Broaden and Diversify Investor Base
Institutions, Private Sector,
Increase Financial Literacy/ Market Education RSE
Improve Rwanda’s financial market rankings in international and regional indices (ABSA, etc.)

Outcome 2: Strengthened entrepreneurship and accelerated SMEs growth

Increase and review government financial interventions under BRD and BDF
Lead: MINICOM, BRD, BDF,
Diversify and Innovate new Loans products tailored to SMES of Youths and Women
Financial Institutions,
Establish and capitalize the de-risking facility (Credit guarantee facility, Grant facility for infrastructure Private Sector
development and Grant facility for market linkages and technology development)

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

1.5 Transport (Infrastructure) [Sector 5]

1.5.1 Enhanced transport connectivity for economic growth and trade [4.6]

Goal 13: Establish a robust multi-modal transport network to reduce transport cost and promote social
economic growth

PA-19: Develop transport infrastructure and services to facilitate economic growth and trade

Outcome 1: Improved public transport services countrywide and reduced traffic congestion in urban
areas

Scale up dedicated bus lanes in the City of Kigali and modernize bus stops and terminals

Construct and upgrade high-capacity road junctions in urban areas

Lead: MININFRA, CoK,
Increase intercity scheduled bus services across the country
RURA, Private Sector
Implement smart traffic management equipped with bus prioritization in urban areas

Increase intercity scheduled bus services across the country to ease mobility

Outcome 2: Improved quality of the road Network and trade-supporting infrastructure

Construct and rehabilitate over 300 km of national roads

Lead: MININFRA, RTDA,
Maintain the national paved road network to keep acceptable riding quality
RMF, Districts
Construct and rehabilitate at least 500 km of feeder roads

Outcome 3: Enhanced green and resilient transport system

Promote and expand electric mobility in public transport

Lead: MININFRA, RDB, MoE,
Promote the development of climate resilient transport infrastructure (including public charging systems
REMA, Rwanda Green
for electric vehicles)
Fund, Private sector
Develop cable car technology in both urban areas

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Promote nature-based solutions to mitigate climate issues

Outcome 4: Improved Air Transport Infrastructure and Services

Complete the construction and start operationalization of Bugesera International Airport

Rehabilitate Rubavu and Musanze Airports

Increase RwandAir number of destinations and boost cargo freight capacity and services Lead: MININFRA, ATL,
RwandAir, RCA, RAC,
Double Passenger Numbers transported by RwandAir Private Sector
Construct and operationalize Aviation Skills Academy

Increase cargo volumes handled in all airports

Outcome 5: Improved maritime transport infrastructure and services

Improve and scale up Cargo transport services and capacity on Lake Kivu
Lead: MININFRA, RTDA,
Develop and operationalize Ports along Lake Kivu (Rusizi, Karongi & Nkora in Rutsiro District)
Private Sector, Districts
Construct and operationalize One Stop Border Post (OSBP)

1.6 Energy (Infrastructure) [Sector 6]

1.6.1 Renewable & clean energy transition & universal access to electricity (Sector: Infrastructure -
Energy) [4.4]

Goal 14: Increase access to electricity countrywide

PA-20: Scale up electrification to achieve universal access

Outcome 1: Increased spatial access to electricity countrywide

Scale up access to electricity (on-grid/ off-grid) to productive users (industries, health facilities, schools,
agro-processing plans among others) Lead: MININFRA, REG,
Private Sector, Districts
Roll out access to electricity in all cells of the country to facilitate household connections

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Outcome 2: Enhanced electricity generation capacity while increasing the share of renewable energy

Increase energy generation capacity to meet demand projection and maintain the spinning reserve
Lead: MININFRA, REG,
Increase the share of renewable energy in power generation mix
RAEB, Private Sector, MoH,
Develop and explore nuclear technology for productive uses in sectors such as health, energy and MINAGRI
agriculture

Goal 15: Enhanced energy security and efficiency

PA-21: Ensuring energy security on critical energy products

Outcome 1: Enhanced energy security

Develop adequate strategic reserves and storage infrastructure for Oil and gas products
Lead: MININFRA, MINICOM
Construct storage infrastructure and ensure adequate reserves for oil products

PA-22: Scale up the adoption of clean and efficient biomass cooking technologies

Outcome 1: Increased adoption of clean and efficient biomass cooking technologies

Scale up adoption of clean and efficient biomass cooking technologies for large scale users (schools, Lead: MININFRA, MINALOC,
health facilities, prisons, etc.) MoE, District, CSOs,
Mobilize households and disseminate efficient biomass cooking technologies Rwanda Green Fund

1.7 Urbanization and Rural Settlements (Infrastructure) [Sector 7]

1.7.1 Enhanced urbanization and settlements for agglomeration benefits [4.7]

Goal 16. Accelerate sustainable urbanization from 27.9% to 39.2%

PA-23: Establish initiatives to promote sustainable growth of urban and rural areas

Outcome 1: Developed, inclusive, climate resilient Cities and Towns

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Implement flagship projects in CoK, Satellite and Secondary cities, and district towns, leveraging their local
economic potentials) Lead: MININFRA, RTDA,
RHA, CoK, MoE, REMA, NLA
Develop detailed physical plans, site servicing to enhance well planned urban and rural settlements
REG, WASAC, Districts
Rehabilitate and scale up urban wetlands in CoK and increase open and green spaces in urban areas

Outcome 2: Increased access to decent housing and enhanced resilience of communities

Upgrade urban unplanned settlements with adequate infrastructure and services

Relocate households from high-risk zones to planned resilient settlements

Lead: MININFRA, RHA, MoE,
Rehouse low-income households currently located in unplanned settlements into improved and densified
REMA, MINALOC, Private
housing
Sector, CoK, Districts
Develop affordable Housing units for both rent and/or purchase in partnership with private sector

Mobilize rural households in scattered settlements to settle to planned resilient settlements

Outcome 3: Enhanced integration of spatial and investment planning

Implement Spatial Development Framework tools (to ensure spatially coordinated investment planning in
line with the NLUDMP)
Lead: MINICT, MoE, NLA,
Conduct regular implementation audits and inspections (in 30 districts,) of spatial development tools and
RSA, MINALOC, RISA
enforce implementation of recommendations

Enhance service delivery through digital tools (e.g., BPMIS)

1.8 ICT [Sector 8]

1.8.1 Digital transformation [4.8]

Goal 17: Accelerate the growth of digital economy through universal digital inclusion, greater adoption
of digital services, and increased productivity

PA-24: Foster digital transformation across key economic sectors

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Outcome 1: Increased digital literacy and digital skills development for a globally competitive workforce

Train 1.5 million citizens in basic coding and advanced ICT skills

Ensure universal basic digital literacy

Lead: MINICT, RISA,
Create digital jobs for local and global market competitiveness MINEDUC, Private Sector
Strengthen coordination and impact of digital literacy and skills investments (through the Digital Inclusion
Council)

Outcome 2: Strengthened innovation ecosystem for private sector-led growth

Expand and strengthen funding accessibility to support innovative startups

Boost the innovation ecosystem and invest R&D activities

Enhance Rwanda’s competitiveness and access to regional and global market (for innovative products, Lead: MINICT, MINICOM,
services, and technologies) RDB, RISA, Private Sector

Establish an innovation institutional framework to drive technological progress across key economic
sectors

Outcome 3: Enhanced digital service delivery

Completing end-to-end digitalization of government services at 100% Lead: MINICT, MINALOC,

Incentivize private sector to provide their services online RISA, Private sector

PA-25: Promote Digital Inclusion through accessible, resilient, and secure ICT Infrastructure

Outcome 1: Enhanced access to affordable, quality broadband connectivity and world-class

infrastructure

Lead: MINICT, RISA, RURA,

Modernize and expand access to communication and internet infrastructure
RSA, Private Sector

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Develop high-performance computing infrastructure to support advanced IT and geospatial applications

like big data and AI

Advance national satellite communication and space infrastructure for sovereign capabilities

Improve quality of service and experience through mobile number portability and Converged Network
Management System (CNMS)

Outcome 2: Universal smart device ownership

Establish device financing models for smart devices in partnership with the private sector Lead: MINICT, MINICOM,
Advance transition from USSD to application-based services RISA, Private sector

Outcome 3: Enhanced Cybersecurity infrastructure and systems

Integrate online platforms with PKI system in public and private institutions
Lead: MINICT, RISA, BNR,
Upgrade network security infrastructure
Private Sector
Establish comprehensive backup and disaster recovery systems

PA-26: Enhance digital service delivery through the increased use of data and emerging technology

Outcome 1: Implementation of Single Digital ID

Integrate government agencies’ backend systems Lead: MINICT, RISA, NIDA,

Implement the SDID and promote its adoption through high-impact use cases MINALOC

Outcome 2: Increased adoption of data for decision making and improved operational efficiency

Strengthen data governance across institutions for decision and policy making
Lead:MINICT, MINALOC,
Promote standardized data models, data portals and Digital Public Infrastructure accessible by citizens RISA, NISR
and businesses

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Outcome 3: Foster usage of emerging technology to advance Smart Cities

Increase Rwanda’s capabilities to rapidly test and adopt AI and other emerging technology solutions
across various sectors Lead:MINICT, MINALOC,
RISA, RHA, CoK, Districts
Implement schemes that prioritize smart cities and efficient services, utilities, and sustainable urbanization

PILLAR 2: SOCIAL TRANSFORMATION PILLAR

2.1 Education [Sector 9]

2.1.1 Improve the quality and market relevance of education [5.1]

Goal 18: Increase net enrollment in pre-primary education from 35% in 2023 to 65% in 2029

Goal 19: Improve learning outcomes and efficiency in basic education.

Goal 20: Scale up access to market -relevant Education in Basic TVET and Higher Education

Goal 21: Enhance ICT integration in education

PA-27: Ensure timely access to quality education in basic education

Outcome 1: Increased net enrollment in pre-primary from 35% to 65%

Establish resilient and inclusive classrooms

Mobilize parental and community support for increasing pre-primary enrollment

Recruit trained pre-primary teachers and ensure Continuous Professional Development for new and
Lead: MINEDUC, REB,
existing teachers
MIGEPROF, NCDA, Districts,
Facilitate Early Childhood Development centres to meet pre-primary standards by enrolling learners and
recruiting teachers

Provide age-appropriate teaching and Learning materials for pre-primary schools

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Outcome 2: Improved timely enrolment and learning outcomes, and equitable access in primary
education

Establish inclusive classrooms and other school infrastructure to eliminate double shifts and reduce
overcrowding

Sustain the school feeding program

Establish model special schools for children with Autism and other severe intellectual challenges

Recruit teachers from teacher training institutions and provide training to untrained in-service teachers. Lead: MINEDUC, MINALOC,
Provide English training to primary teachers. MIGEPROF, REB, NESA,
Private Sector, CSOs,
Improve Foundational Literacy and Numeracy skills with a focus on Foundational grades Districts
Reduce school dropout rate through enhancing school and community collaboration

Ensure the availability of adequate learning materials including textbooks

Reduce repetition rate by continuously implementing remedial learning education strategies

Expand functional adult literacy programs

Outcome 3: Increased net enrolment and quality in secondary education

Sustain the school feeding program

Establish career guidance and counseling corners

Reduce school dropout rate through attendance tracking, early warning and response mechanisms Lead: MINEDUC, MINALOC,
REB, RTB, NESA, Districts
Reduce the repetition rate in secondary education by continuously implementing remedial learning
education strategies

Enhance STEM education with related infrastructure, teaching and learning materials

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-28: Scale up access to market -relevant Education in Basic TVET and Higher Education

Outcome 1: Enhanced access to quality education in Basic TVET (from 43% to 60%)

Establish Technical Secondary Schools (TSS) centers of excellence in all districts.

Sustain the school feeding program in TVET schools

Establish career guidance and counseling corners in TVET institutions

Lead: MINEDUC, REB, RTB,
Improve TVET with modern infrastructure, equipment, consumables and materials to enhance STEM
Private Sector, Districts
Promote research and innovation aligned to labor market demands

Scale up Vocational Training Center to cell level (through workplace learning approaches)

Strengthen the capacities of in-service TVET teachers

Outcome 2: Enhanced quality of higher learning education

Upgrade HLIs with modern STEM infrastructure, materials, equipment and consumables
Lead: MINEDUC, MIFOTRA,
Align academic programs with labor market needs
REB, NCST, RTB, Private
Collaborate with the private sector in research projects to produce oriented transformative and innovative Sector, Districts
products.

PA-29: Enhance ICT integration in education at all levels of General Basic Education and TVET

Outcome 1: Increased use of ICT in Teaching and Learning at all levels of education

Provide ICT infrastructure and equipment in schools

Lead: MINEDUC, REB,
Develop accessible and interactive digital content and train teachers in the use of e-learning platform
MINICT, RISA
Strengthen education data management systems for evidence-based decision making

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2.2 Health [Sector 10]

2.2.1 Enhanced quality of health, strengthened health systems, and reduced stunting (Health Sector -
including nutrition [5.2]

Goal 22: Reduce Maternal Mortality Ratio from 105 per 100,000 live births in 2023 to 60 per 100,000 live
births by 2029

Goal 23: Reduce Under-five mortality rate from 39.4 per 1,000 live births in 2023 to 30 per 1,000 live births
by 2029

Goal 24: Reduce the prevalence of stunting among under five children from 33% in 2024 to below 15 % in
2029

Goal 25: Quadruple skilled health workforce

PA-30: Continuously Improving the Access to and Quality of Health Services through Primary Health
Care

Outcome 1: Attained universal health coverage of essential health services

Improve coverage and quality of Antenatal care

Implement nationwide rollout of maternal health bundles to timely identify and properly manage
postpartum hemorrhage (PPH)

Implement appropriate task shifting and capacity building to enhance the quality of maternal, newborn
and child health service provided Lead: MoH, RBC, MIGEPROF,
Conduct targeted and customized HIV Prevention awareness campaigns among Youth and Key Districts
Populations

Strengthen community-based mental health services and post-rehabilitation programs

Raise awareness and educate the public using innovative and targeted strategies on major Non-
Communicable Diseases (NCD) risk factors

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Review/Expand benefit package under CBHI and other insurance schemes to include high-impact/ high-
cost health interventions/services

Increase access to adolescent and youth-focused sexual and reproductive health services to reduce
teenage pregnancies

PA-31: Improving Child Nutrition

Outcome 2: Reduced stunting in under five children

Reinforce a multisectoral approach to eliminate all forms of malnutrition

Enhance community-based screening of nutritional status and raise awareness on good feeding practices Lead: MoH, MINALOC,
RBC,MIGEPROF, NCDA,
Revamp nutritional centers at health centers and improve coordination with community health services
MINEDUC, MINAGRI,
Ensure availability of nutrition commodities MINALOC, Districts
Scale up and improve standardized Early Childhood Development (ECD) Facilities across the country

PA-32: Strengthening Health Systems and Preparedness for Public Health Emergencies

Outcome 3: Population protected from any public health threats

Develop, reinforce, and roll out robust event monitoring and early warning systems

Establish National One Health Emergency Operation Center

Strengthen Antimicrobial resistance (AMR) surveillance through the establishment of a Centre of

Excellence for AMR surveillance, training, and research Lead: MoH, RBC, MINICT,
RNP, RIB, MINEMA, MINALOC,
Operationalize the Centre of Excellence for Isolation centers in order to conduct countrywide training and Districts
simulation exercises

Expand multi-pathogen, clinical metagenomics, and sequencing capacities

Strengthen multisectoral collaboration and international partnership in health security

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-33: Expanding the Health Workforce

Outcome 4: A robust health workforce that is well-trained, adequately supported, and optimally
deployed to meet the population’s health needs

Design and implement a robust career guidance and strategic recruitment guideline

Active support to eligible trainees across priority cadres, including scholarship support
Lead: MoH, RBC, MIFOTRA/
Expand the number of level 2 teaching hospitals CSO, MINEDUC/HEC,
Universities, Districts,
Increase motivation & incentives, continuous professional development, skills developmentand in-service
Private Sector
training

Recruit, train, and deploy certified professional community health cadres at community level

PA-34: Continuing to Expand Health Infrastructure and Equip Health Facilities

Outcome 5: Maximized readiness and

operationalization of health facilities through
modernized health infrastructure

Rehabilitate and renovate the existing health facilities ( health Posts,health centers, district hospitals,
teaching hospitals, and specialized hospital)

Implement strategic acquisitions of medical equipment

Establish partnerships with academic institutions to improve biomedical engineering and health- Lead: MoH, RBC, RHA, HEC
infrastructure programs to prioritize medical device manufacturing

Develop and implement rigorous accreditation processes and standards for health facilities to ensure
high-quality health care services

PA-35: Promoting Medical Tourism and Positioning Rwanda as a Hub for Specialized Healthcare Services

Outcome 6: A high-tech and innovative health city – “Kigali Health City” established and Specialized
Healthcare Services Expanded

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Develop Kigali Health City (a zone reserved for high-tech healthcare provision and a green, clean, and
healthy environment for professionals, patients, caregivers, and others who need health-related services)
Lead: MoH, RDB, RHA,
Create enabling environment that incentivizes private sector players to invest in health MINAFFET, Private Sector,
Districts
Create an enabling environment for health facilities to specialize the healthcare suitable for medical
tourism

Outcome 7: Promoted Drug discovery Research and attracted investment in local manufacturing
pharmaceuticals

Create an enabling environment by putting in place adequate legal framework facilitating investment in
local manufacturing pharmaceuticals. Lead: MoH, RBC, RDB,
MINIJUST, FDA
Create clinical trial sites for drugs in Rwanda

2.3 Social Protection [Sector 11]

2.3.1 Enhanced graduation from poverty and increased resilience

Goal 26: Reduced poverty and improved standards of living

PA-36: Promote graduation by creating an enabling environment for income opportunities

Outcome 1: Enhanced households’ empowerment to sustainably graduate out of poverty

Target graduation participants through social registry and provide full package

Provide coaching, referrals and behaviour change support through para-social workers to empower Lead: MINALOC, LODA,
graduation participants Districts, Private Sector,
CSOs,
Improve stakeholder coordination to stimulate contributions from CSOs and the private sector on
graduation

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

PA-37: Protect those in poverty by ensuring access to essential services, through social security and
income support

Outcome 1: Increased access to social security and income support programmes, particularly among
vulnerable people

Increase coverage of comprehensive safety nets and lifecycle approach

Increase coverage of mandatory social security and insurance schemes in the formal sector Lead : MINALOC, RSSB,
Ensure full coverage of CBHI through mobilisation and complementary support to eligible beneficiaries Districts, Private Sector

Increase coverage of individuals enrolled and saving with Ejo Heza

Outcome 2: Reduced Malnutrition

Scale-up coverage of NSDS (cash transfers, behaviour change) Lead : MINALOC,

MIGEPROF, LODA, NCDA,
Provide nutrition commodities to eligible population MoH, Districts

Outcome 3: Increased access of vulnerable groups to high quality social care services

Increase access of vulnerable groups to psychosocial support, reintegration packages, community-based

rehabilitation and livelihood support Lead: MINALOC, LODA,
NCPD, Districts
Provide training and capacity building for front-line workers to improve the quality and delivery of services

PA-38: Prevent people from falling into poverty by providing income security and insurance
mechanisms to safeguard individuals and families from shocks

Outcome 1: Effective and efficient disaster risk management and resilience to shocks

Ensure all households affected by shocks receive support via asset insurance, cash and in-kind support Lead: MINALOC, LODA,
Scale-up climate-smart public works projects to households MINEMA, Districts

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2.4 Water and Sanitation (Infrastructure) [Sector 12]

2.4.1 Increased access to Water for socioeconomic development [4.5]

Goal 28: Universal access to improved water services

PA-39: Scale up drinking water access to all villages countrywide

Outcome 1: Increased access to drinking water

Scale up access to drinking water in all villages

Scale up the access to basic water for productive use centers

Lead: MININFRA, WASAC,
Increase by doubling the daily water production capacity to meet projected demand Districts, Private Sector,
CSOs
Construct, upgrade and rehabilitate the Water infrastructure

Rehabilitate Non-functional Water Supply systems to reduce on the non-revenue water bill

2.4.2 Increased access to Sanitation & Hygiene (WASH) services for improved wellbeing [5.3]

Goal 29: Universal access to improved sanitation facilities

PA-40: Increase access to Sanitation, and Hygiene (WASH) services for improved wellbeing

Outcome 1: Increased access to sanitation services

Sensitize all households to develop their own sanitation, hygiene facilities and develop sanitation practices
for disease prevention

Scale up public and private facilities to cater for sanitation needs

Lead: MININFRA, WASAC,
Construct centralized sewerage systems including Kigali Centralized sewerage system Private Sector, MINALOC,
CSOs, Districts
Construct faecal sludge treatment plants

Construct the solid waste management facilities for proper collection and disposal modern landfills
including Nduba landfill

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Develop and promote tailor-made sanitation solutions for different households in partnership with private
sector

PILLAR 3: TRANSFORMATIONAL GOVERNANCE PILLAR

3.1 Governance and Decentralization [Sector 13]

3.1.1 Enhance citizen-centered local development and effective service delivery [6.2]

Goal 30: Increase quality of service delivery to above 90%

PA-41: Strengthen institutional frameworks, collaboration, and coordination for inclusive, climate-
resilient, and gender-transformative Local Economic Development (LED)

Outcome 1: Resilient and inclusive local economies are developed and sustained

Facilitate Districts and City of Kigali to update, publish and utilize local economic potentiality maps and
investment profiles to accelerate resilient and inclusive LED

Enable Districts and the City of Kigali to allocate resources to priority and flagship green and gender-
inclusive LED projects/activities through capacity building for local economic actors (Cooperatives, Lead: MINALOC, LODA,
SACCOs etc.) MINAFFET, RCA, Financial
Strengthen Bilateral, Regional and Multilateral Cooperation to enhance Rwanda’s socio-economic Institutions, CoK, Districts
transformation by establishing and formalizing high-impact partnerships

Scale up mobilization of the Rwandan Community Abroad to actively participate in the national
development agenda, and improve the quality of services provided to them

PA-42: Strengthen local government institutional, organizational, and human resource capacities for
effective coordination and collaboration and implementation of citizen-centered service delivery

Outcome 1: Quality and inclusive services are delivered and sustained

Lead: MINALOC, LODA,

Reform both central and local government and strengthen capacities in public service
MIFOTRA, Districts

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Upgrade citizen complaint management systems, and coordinate the operationalization of effective
citizen complaint handling mechanisms

Establish a comprehensive multi-sectoral coordination framework to align human capital development

projects and programs with local priorities

Mainstream and operationalize sectoral decentralization processes to enhance quality of service delivery

Sensitize private service providers to strengthen the quality of services delivered to the community

Reinforce monitoring of service delivery (public and private) through regular assessments and research on
governance and home-grown solutions (HGS)

PA-43 Enhance effectiveness of existing citizen participation spaces and mechanisms to strengthen
transparency and accountability for better service delivery and national transformation

Outcome 2: Empowered citizens to effectively participate in governance and socioeconomic

development processes

Enhance the efficiency and effectiveness of existing citizen participation platforms and strengthening of
effective feedback mechanisms to expedite citizens’ problem-solving and improve accountability

Reinforce collaboration and coordination frameworks (Clusters, Joint Action Development Forum,
Sector Working Groups, Citizen Assemblies, etc.) for more effective decision-making, planning, and
implementation of development program Lead: MINALOC, MIFOTRA,
RGB,LODA, CSOs,
Strengthen national unity, resilience, and community-based healing by institutionalizing Rwandan culture
MINUBUMWE
and values in civic education (Ndi Umunyarwanda, Itorero, etc.) and national development programs.

Develop and sustain effective participation of Media, CSOs, and FBOs in local governance, transparency
and accountability

Revisit Media capacity building interventions to focus on practical and market-relevant skills

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3.2 Justice Reconciliation, Law and Order (JRLO) [Sector 14]

3.2.1 Enhanced Rule of Law

Goal 31: Enhanced Universal access to quality justice

PA-44: Improve justice service delivery and reduce case backlogs

Outcome 1: Reduced case backlogs by half

Implement Alternative Dispute Resolution (ADR) and Criminal Justice Policies to increase cases settled
through mediation and plea-bargaining of all cases

Review Court procedures and laws Lead: MINIJUST, RLRC, RNP

Implement career development policy in the Judiciary

Expand Legal aid provision to vulnerable people through semestrial legal aid week

Outcome 2: Improved justice service delivery

Upgrade the Forensic Institute to increase cases timely handled and make it accessible to the public Lead: MINIJUST, Forensic
Leverage innovative technologies such as IECMS to improve justice service delivery Institute, RNP

3.2.2 Strengthen Accountability [6.3]

Goal 32: Enhance Transparency and accountability and compliance of national laws

PA-45: Strengthen transparency and accountability

Outcome 1: Reduced corruption and injustice in all its forms

Lead: MINIJUST,
Conduct anti-corruption and anti-injustice dialogues, trainings and awareness campaigns among various
Ombudsman, MINALOC,
categories of Rwandans
RGB, Districts, CSOs

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Conduct corruption risk assessment, legal and compliance analysis to raise the level of citizen satisfaction
with performance of institutions in fighting corruption

Monitor the implementation of Anti-corruption Policy and strategies to raise the level of citizen satisfaction
with government commitment to fight corruption

Conduct Annual Corruption Barometer

3.2.3 National Unity, Resilience, culture and values [6.4]

Goal 33: United, resilient and actively engaged Rwandan Nation

PA-46: To promote and uphold Rwandan identity and social healing

Outcome 1: Strengthened National unity and community resilience

Promote Ndi Umunyarwanda values in different groups in Rwanda and Rwandan community abroad; Lead: MINIBUMWE,
Coordinate social healing and social reintegration programs at community level by establishing guidelines MINALOC, MINAFFET, RCA,
and structures) Districts

PA-47: Prevention and fight against genocide ideology

Outcome 1: Combated genocide ideology and revisionism

Enhance regional and international cooperation in genocide ideology prevention and prosecution

Strengthen legal and social media awareness on denial and revisionism of the Genocide against the Tutsi
Lead: MINIBUMWE,
Develop and maintain Genocide memorial sites (equipping them with educational materials and
MINIJUST, MINALOC,
enhancing preservation using technology)
Districts
Organize annual Commemorations of Genocide against the Tutsi

Collect and preserve archives on Rwandan History

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

3.2.4 Sustained Peace and Security [6.6]

Goal 34: Preserving Peace, safety and security

PA-48: To sustain Peace and Security

Outcome 1: Increased confidence in peace, personal safety and property security

Strengthen capacity and capabilities of security organs to preserve territorial integrity and protect people
and their property

Improve crime prevention and public order through community policing initiatives Lead: MININTER, MINAFFET,
Continue contributing to peace and security through strengthened bilateral, regional and international RNP, RIB, MINALOC, RCS
Cooperation

Ensure effective correctional, rehabilitation and reintegration services

3.3 Sports and Culture [Sector 15]

3.3.1 Fostering National Unity, Resilience, culture and values [6.4]

Goal 35: Reinforce the preservation and promotion of Kinyarwanda, cultural values, norms and
Rwandan heritage

PA-49. Preserve and promote Rwandan Culture, values, norms and Rwandan Heritage

Outcome 1: Rwandan cultural values and norms embedded into daily life

Conduct mobilization campaigns to promote the proper use of Ikinyarwanda and cultural values among
specific groups (Artists, Journalists, Parents, institutions, students, etc.,)
Lead: MoYA, MINUBUMWE,
Operationalize Itorero program at different levels (village level, schools, institutions and Rwandan MINALOC, RCA
Community Abroad)

Develop infrastructure to promote culture

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Outcome 2: Rwandan cultural heritage promoted

Digitize Rwandan cultural heritage through digital mapping of heritage sites, virtual visit of campaign
against Genocide

Develop and adopt Legal frameworks governing Archives services and book management

3.4 Public Finance Management (PFM) [Sector 16]

3.4.1 Strengthen Accountability [6.3]

Goal 36: Enhance Transparency, accountability and compliance with national laws

PA-50: Increase compliance with PFM rules and improve oversight of value-for-money

Outcome 1: Public entities are increasingly able to comply with international accrual standards and with
PFM laws and regulations

Phase in IPSAS accrual standards implementation

Improve risk management and strengthen the quality of internal audit function Lead: MINECOFIN,
RPPA,OAG
Improve the monitoring and inspection of procurement entities to minimize non-compliance in procuring
entities

Outcome 2: Increased value for money of public spending

Widen audit coverage and increase the capacity of the Supreme Audit for specialized audits

Increase Supreme Audit Institute (SAI) public engagement and support to Parliament to scrutinize audit Lead: MINECOFIN, OAG
findings

PA-51: Strengthen and sustain critical capabilities for effective PFM

Outcome 1: PFM systems are sustainable, well-integrated and more responsive to user needs and
decision making

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 Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Enhance IFMIS sustainability and utility as a decision-making tool

Increase Umucyo (e-Procurement) coverage, security and user experience

Finalize and deploy Internal Audit Management Software (IAMS) Lead: MINECOFIN, RPPA,
RRA, OAG, MINICT, RISA,
Digitize Supreme Audit Institute’s audit processes Districts
Modernize digital infrastructure for revenue collection

Strengthen local government systems and frameworks for resource mobilization

Outcome 2: The PFM sector is underpinned by a more sustainable pipeline of critical skills

Refocus Learning and development Strategy to provide required PFM skillsets with more emphasis on PFM
upstream skills Lead: MINECOFIN,
MINALOC, Districts,
Enhance the delivery of PFM skills through professional bodies
professional bodies
Increase subnational capacity to implement PFM practices

PA-52: Enhance Climate Responsive PFM

Outcome 1: Strengthened Climate Responsive PFM

Strengthen the framework and implementation support for “green public procurement”

Enhance climate responsive budgeting as a tool for external oversight and internal decision-making
Lead: MINECOFIN, RPPA
Integrate sustainability more fully in the public investment management process

Develop and build capacity of PFM staff on climate risk reporting

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Pillar | Sector | NST2 Priority Area (NPA)| Goal | Sector Priority Area | Outcome | Strategic Interventions (SI) Responsible Institutions

Goal 37: Deliver evidence for informed decision making and transparency

PA-53: Enhance the efficiency, transparency, and accountability for informed decision-making

Outcome 1: Availed timely, quality, and relevant official statistics for effective PFM

Generate and disseminate high-quality data that supports evidence-based planning, budgeting,
monitoring, and evaluation

Provide capacity building and technical support across MDAs, Researchers and public for statistical Lead: MINECOFIN, NISR,
literacy and informed decision making MIFOTRA, MINICT, RISA

Enhance the adherence to international statistical and reporting standards to promote Rwanda’s
credibility in PFM

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