Since 1997 my Department has committed almost £11 million in support of the Rwanda Revenue Project. This particular project began in September 1999 and finished in March 2002, with a budget of £2.3 million.
In April 2000, DFID concluded that management capacity problems in the RRA were more severe than at first thought and DFID inputs were increased accordingly. By the end of the project, we had succeeded in reforming the corporate services and management of the RRA. Proper financial organisation had been put in place; and information technology strategy had been developed and implemented; training in internal audit procedures had been completed; the RRA were acting on the recommendations made in an organisation and staffing review; and the RRA had a corporate plan in place, against which they were measuring their own performance.
Our assessment is that this project has achieved good value for money. The management reforms are significant and have contributed to a major improvement in revenue collection More still needs to be done at senior and middle management level, but the basic corporate structures are now in place.