Pillars and Guiding Principles To NISWMS - 2022

RWANDA NATIONAL
INTEGRATED SOLID WASTE

MANAGEMENT STRATEGY
NISWMS JAN-2022
RWANDA 1.PILLARS
NATIONAL
INTEGRATED
SOLID WASTE
MANAGEMENT
STRATEGY
NISWMS
Pillar 1: Waste minimization (SP1)
This strategic pillar focuses the need to minimize waste in Rwanda,

in line with the Vision of becoming a zero-waste economy. Two key
areas are recognized for waste minimization:
(i) waste prevention and

(ii) understanding of waste as a resource.
The former seeks to identify interventions that will ensure waste is

designed out of the system and reduce the overall waste
generation rates in Rwanda, while the latter leverages Rwanda’s
growing recognition of the value of waste as a key input into
productive economic activities.
Pillar 2: Sustainable, equitable, affordable access to primary

services (SP2)
Pillar 2 seeks to increase system capacity to improve service

delivery in the solid waste sector. A core element of effective SWM
is ensuring access to waste services for households, businesses,
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and industry. Currently, much of Rwanda’s rural population does not have access or very limited
access to waste services.
To address this, the Strategy seeks to
(i) extend primary collection reach per the goals stated in the National Integrated Water
Supply and Sanitation Master Plans;
(ii) optimize logistics; and
(iii) support separation at source and in turn the beneficiation of resources in waste
NISWM STRATEGY 27 Underpinning the Strategy’s objectives is the need to create an
enabling environment for SWM in Rwanda.
It is recognized that the sector needs strengthening and that strengthening requires
foundational interventions across several areas including: 3.4 Foundational Elements Institutions:
It is imperative that Rwanda’s Solid Waste Management policymaking, implementing and
regulatory institutions are strengthened and that mandates are made clearer. In terms of
strengthening, this would mean adequate development and capacity building measures to
ensure that institutions are equipped with the necessary staff and skills to effectively manage
the sector; in terms of ensuring clearer mandates, this would require current policymaking,
implementing and regulatory institutions to review their activities involving SWM and better plan
out their roles and responsibilities to avoid overlap and/ or duplication. Cooperative
governance between national and district institutions, as well as across sectors, is critical to this
endeavor, especially as waste touches on multiple sectors.
Pillar 3: Environmental, ecosystem and public health protection (SP3)
The aim of this pillar is to preserve the environment as well as protect ecosystems and public
health through the ordinary course of business in SWM. This includes, amongst others, driving the
‘polluter pays’ principle and establishing a formal regulatory framework underpinned by a
waste classification system. This, together with the development of appropriate legislative and
regulatory tools, will help Rwanda better manage waste in the country and minimize impacts
on the environment.
Pillar 4: Grow the contribution of the waste sector to the green economy (SP4)
Pillar 4 focuses on how the private sector can increase the waste sector’s contribution to the
green economy. It is recognized that the solid waste sector has significant potential to
contribute to the growth of a green economy, create jobs and develop SMMEs. The potential
economic opportunities in the sector need to be identified and quantified as a catalyst for
action to stimulate private sector appetite. Innovative approaches to closing material loops,
such as industrial symbiosis, and closer collaboration with research institutes to develop
innovative, evidence-based solutions for alternative waste treatment technologies will further
enhance green growth potential.
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2. Cross-Cutting Elements
In addition to the foundational enablers, there are several cross-cutting elements that must be
considered throughout implementation of the NISWMS. These cross-cutting elements have been
identified as core areas that require specific activities and as such have been integrated into
this strategy. The cross-cutting elements are:
• Inclusivity, youth, and gender:
Implementation of the NISWMS is dependent on being inclusive, specifically regarding the

empowerment and inclusion of youth, indigents, and women in the solid waste sector. This
includes mainstreaming gender in SWM within government, as well aligning social and
gender policies with solid waste policies. In addition, there is the opportunity to leverage
home grown solutions and education institutions to promote sustainable waste practices,
thereby contributing to the awareness and behavior change so critical for improved waste
management outcomes.
• Green growth and climate resilience:
Promotion of green growth and climate resilience in SWM has the potential to support
environmentally sustainable economic growth. This aligns with the GGCRS which identified
solid waste as a vital sector that can contribute towards climate resilience. This NISWMS can
outline activities for solid waste that build on and align with GGCRS’s vision and objectives.
• Smart Management and ICT:
The rapid onset of the fourth industrial revolution (4IR) presents several prospects for creating
smart waste systems. Deploying technology such as ubiquitous monitoring devices (also
referred to as the internet of things) to gather real time information and using this data to
improve system efficiencies will need to be considered over the medium to long term if SWM
is to be improved.
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3. Guiding Principles
The guiding principles are:
1. Circular economy:
Designing for a circular economy by preserving resource value; creating functional

economic and regulatory systems; advancing innovation, infrastructure and skills; and
building an inclusive and collaborative system.
2. Sustainable development:
Development that meets the needs of the present without compromising the ability of future
generations to meet their own needs.
3. Homegrown solutions:
Homegrown solutions (HGS) are Rwanda’s ‘trademark’ solutions developed by Rwandans

based on local opportunities, cultural values and history to fast track development.
4. Duty of care:
Generators are always accountable for the management and disposal of their waste and
will be penalized appropriately for any and every transgression committed.
5. Subsidiarity:
Devolving decisions to the lowest practical level in a political system so that decisions are
taken at the closest possible level to the citizen.
6. Polluter pays:
Those who generate waste should bear the cost of managing it so that it does not pose risks
to human health and the environment.
7. Inclusivity:
Facilitate and encourage public awareness and participation by making information widely
available.
8. Cost recovery:
Payment is made for services rendered either through direct charges or taxes.
Prepared by Eustache NIJEJE (This part was extracted from NISWM-2022)

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RWANDA NATIONAL

INTEGRATED SOLID WASTE

This strategic pillar focuses the need to minimize waste in Rwanda,

(i) waste prevention and

The former seeks to identify interventions that will ensure waste is

Pillar 2: Sustainable, equitable, affordable access to primary

Pillar 2 seeks to increase system capacity to improve service

To address this, the Strategy seeks to

Pillar 3: Environmental, ecosystem and public health protection (SP3)

• Inclusivity, youth, and gender:

Implementation of the NISWMS is dependent on being inclusive, specifically regarding the

• Green growth and climate resilience:

• Smart Management and ICT:

Designing for a circular economy by preserving resource value; creating functional

Homegrown solutions (HGS) are Rwanda’s ‘trademark’ solutions developed by Rwandans

Prepared by Eustache NIJEJE (This part was extracted from NISWM-2022)

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