Presentation slides given on 14th November 2013

Mugisha, Roger

English

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Dialogue  and Consensus 
For building the culture of self-
reliance 
 November 14th 2013 
By : Roger Mugisha 
Research Fellow 
1 11/14/2013 
CONTENT  
• INTRODUCTION 
• DEFINITION OF KEY CONCEPTS 
• WHY DIALOGUE AND CONSENSUS 
• METHODOLGY 
• FINDINGS 
• CONCLUSION AND RECOMMENDATION 
 
 
 
11/14/2013 2 
INTRODUCTION 
Introduction 
– The 1994 genocide against Tutsi destroyed the political, social and 
economic fabrics of the country 
– The clear choice of politics centered on dialogue and consensus to 
address both national and local issues ( see article 9 of the 
constitution of the republic of Rwanda)  
– The focus was to rebuild the country socially, economically and 
politically 
–  Focus on sustaining what has been achieved : 
• Stability of the Country 
• Growing economy 
• Poverty is declining  
• Economic transformation is on going 
• On track to achieve MDGs 
• Good  governance  
– Promote dialogue and consensus  to build and consolidate social 
capital and social cohesion to sustain what has been achieved 
 11/14/2013 3 
Definition of Concepts 
• Definitions 
– Dialogue : is a “sustained collective inquiry into 
processes, assumptions and certainties that 
compose everyday experiences” (Isaacs, (nd)p24). 
Dialogues seeks to bring people to think together.     
– Consensus: is a process through which people 
“seek rational means to limit options and focus on 
the ones that are logically acceptable to most 
people” (Isaacs, p26)  
– Self reliance: a reliance on one’s own resources as 
opposed to dependence on others. (Emerson, 
2000, quoted by Kathleen O’Dwyer,2012) 
 
11/14/2013 4 
Why Dialogue AND CONSENSUS 
Why create the culture of dialogue?  
– Taking our own lives into our hands, 
individually and collectively  
– Establishing collective mind thinking 
through which our collective intelligence 
can operate 
– For fulfilling the old dream of democracy 
11/14/2013 5 
High quality of dialogue enables to explore:  
– Transformation off ourselves and our relationships (groups, 
organizations, communities, socio-economic and political 
institutions and cultures) 
– Social problems and their possible solutions 
– Appropriate responses and approaches to diversity and how 
to use the diversity for better outcomes 
– Values and ethics and how to translate them into our lives 
– Forces at work in our environment, how they work, what 
they mean for our lives 
– How we came to be where we are, and what vision we have 
for the future (individually and collectively) 
– New ideas, options, alternatives perspectives, projects and 
approaches that could make our lives better, our community 
more healthy and self reliant, and sustainable 
 
Why Dialogue AND CONSENSUS 
11/14/2013 6 
Principles for building self-reliance  
1. Assume responsibility 
2. Be informed 
3. Know where you are going 
4. Make your own decision 
11/14/2013 7 
Objective and Methodology 
1. Objective  
– Explore how Rwandan dialogue and consensus 
mechanisms are promoting the culture of self-reliance and 
ownership. 
2. Research methods 
• Literature review 
• Quantitative method 
Sampling (stratification: 30 strata) 
 Sample size: 3,840 (18 years old and above)  
 Systematic Sampling in each strata (selecting villages) 
 HH were selected form list provided by head of the village 
 Individuals were selected from HH 
• Qualitative method: FGDs and key informants 
 11/14/2013 8 
• Global process 
Economic security 
 
• Material security 
• Employment security 
• Housing security 
• Health security 
 
Social cohesion 
 
• Trust 
• Solidarity 
 
 
 
 
Social inclusion 
 
• Citizenship 
• Identification with    
community 
• Political inclusion 
• Social Inclusion 
 
 
 
 
Social and cultural 
empowerment 
 
•Political empowerment 
•Economic empowerment 
•Socio-psychological 
empowerment 
 
• Rwanda process 
Economic Security  
 
• VUP 
• One –Cow-A-Poor-Family 
• Guarantee Funds 
• SME Policy 
• Labor laws 
• Mutuel de santé 
• etc.  
Social Cohesion  
• One Rwanda, National 
Identity  
• Quotas for Women, Youth 
and People with Disabilities 
• Gacaca 
• Diaspora 
• etc 
 
 
Social Inclusion 
 
• Policies for OVC 
• Umuganda 
• Women’s National Council 
• Imihigo 
• etc 
 
 
Empowerment 
•  Institutions (Ombudsman, 
OAG, etc. 
• Education 
• Health 
• ICT 
• GBV 
• etc 
C
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m
m
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n
it
ie
s
. 
g
ro
u
p
s
, 
in
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iv
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a
ls
 
11/14/2013 9 
Finding: Community Engagement   
Engagement with the Community in the 12 Months Prior to the 
Survey 
 
9 
12.7 
20.2 
64.1 
8.8 
14.8 
24.9 
51.4 
Never Once or Twice  Several Times  Often  
Attended Community Meeting  
Worked with Others to Develop a Programme 
(Source: Senate 2012) 
Active Membership of Community Based Organisations 
 
25.3 
12 
6.4 
14.6 
3.6 
37.3 
Religious Group Cooperative  Voluntary 
Association  
Totine Other  Active Member 
of at Least One  
(Source: Senate 2012) 
There are Differences in Community Engagement by Province, 
location, Age, Gender, Marital status, Education, Social 
deprivation and disability 
11/14/2013 10 
Finding: Engagement with mechanisms of 
dialogue and consensus   
 % of Respondents Engagement with Mechanisms for Dialogue and Consensus1 
 
72.3 
39.2 
21.8 
37 
25.3 
23.9 
25.7 
2 
9.6 
0 
0 
46.2 
31.3 
39.2 
0 
42.3 
18.1 
60.7 
78.2 
16.8 
43.4 
36.9 
74.3 
55.7 
Umuganda 
Gacaca 
Abunzi 
Village Advisory Council 
National Women's Council 
National Youth Council 
Community Juries  
National Dialogue Summit  
Engagement  Limited Involvement  No Involvement  
(1 Umuganda engagement is attending every month, for Village Advisory Committee 12 or more times a year, for NWC and NYC 
attending regularly.  For NWC % of women and for NYC % 35 years and under) 
 11/14/2013 11 
1.5 0.9
3.1
4.4
6.2
7.6
9.2 8.9
9.8
12.5
14.9
9.5
7.3
2.4
1.3
0.3 0.2
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Finding: Index of Density of Engagement with the 
Mechanisms for Dialogue and Consensus 
(Source: Senate 2012) 
 
11/14/2013 12 
Subjective Evaluation of the Contribution of the Mechanisms to 
Dialogue and Consensus. 
75.4 
64 
58 
47.7 
30.6 
57 
43.7 
38.4 
70 
76.6 
40.1 
72.7 
30 
14.6 
23.3 
30.1 
5.8 37.8 
21.9 
30 
31.6 
14.2 
16.8 
15.3 
21.3 
12.6 
Gacaca Abunzi Village Councils  National Dialogue 
Summit 
Ubudehe Umuganda 
Meetings  
National 
Women's Council 
National Youth 
Council  
Itorero Ingando Commmunity 
Juries  
Girnika Community 
Development 
Committee 
A lot Fair Ammount  
11/14/2013 13 
Finding: Trust 
High Trust in National Political Institutions  
 
President  
National 
Parlaiment  
The Senate  
Army  
Ruling Party 
Political Parties  
Police  
Courts of Law  
98.7 
84.7 
83.4 
96.2 
86.7 
61.3 
86 
80.9 
High Trust in Local Politicians  
 
Elected Village Council 
Head of Village  
Elected Cell Council 
ES of Cell 
Elected Sector Council 
Executive Sectory of Sector  
Elected District Council  
District Mayor  
79.7 
79.5 
78.7 
80.1 
79.9 
82.2 
81.9 
84.4 
High Trust in Family, Friends and Neighbours  
 
74.4 
78.7 
85 
Neighbours  Friends  Family  11/14/2013 14 
Perceptions of Reliability of and Confidence in Members of the Community  
 
46.9 
62.7 
74.2 
70.1 
Responsubilty for Project  Responsibility for Tasks  Rely on Memebers of Community Commmunity Rely on Memebrs 
(Source: Senate 2012) 
Finding: Community collaboration 
11/14/2013 15 
Finding: Community collaboration 
Community Collaboration% of Respondents 
Innovative Even When Faced wih Setbacks 
Devise Innovative Ways to Improve Health  
Community Able to Tackle Diificult Situations   
Skills, Knowledge and Ability Implement Action Plan 
Community Able to Moblise Resources  
Develop and Carry out Projects in a Cooperative Manner 
Community as a Group Influence Issues that Affect Them  
Community Can Effectivley Deal with the Most Critical Events  
Ability Sustain Activities When External Support Withdrawn 
84.4 
75.4 
85.3 
73 
84.6 
87.4 
87.8 
86.3 
77.1 
(Source: Senate 2012) 
11/14/2013 16 
Perceptions of Community Willingness and Ability to Solve Problems 
Deal with Conflict  
Solve Problems  
Discuss Problems  
Community Supports Individuals in solving 
Problems  
Work Hard to Accomplish Tasks  
Most People will Join in if Leaders Ask 
50.5 
51.3 
83.2 
80.9 
84.9 
78 
(Source: Senate 2012) 
 
Finding: Community collaboration 
11/14/2013 17 
Finding: Community collaboration 
Motivation for Fulfilling Obligations to Others  
 
Do not Fullfill Obligations to Others  
Only Fullfill Obligations because of Fear of 
Punishment  
Only FullfilObligations because of Fear of 
being thought Untrustworthy  
Only Fullfill Obligations to be Certain Others 
will Reciprocate  
6.3 
14.7 
10.8 
20.1 
17.2 
44 
39.4 
51 
6.1 
10.5 
16 
13.7 
53.9 
23.9 
28.2 
13.4 
16.5 
6.9 
5.7 
1.8 
Strongly Agree  Agree  Not Sure  Disagree  Stronly Disagree  
(Source: Senate 2012) 
 
11/14/2013 18 
Perception of Effectiveness of Meetings after Umuganda in Dealing with 
Community Issues  
Identification of Problems  
Initiating Dialogue  
Inclusive Particpation  
Clarify Understanding  
Incliding Disadvantaged  
Executing Plan of Action  
Mobilising Resources  
Securing Impartiality for Carrying out 
Programme  
Agreeing Equity in Implementation  
Motivating Community Aspirations  
47.2 
45 
47.4 
45.7 
44.4 
43 
43.1 
43.3 
45.4 
40.9 
30.7 
32.7 
30.6 
31 
31.1 
32.9 
33.1 
31.4 
31 
26.8 
2.5 
2.7 
2.4 
3.5 
2.8 
4.4 
4.1 
5.2 
3.7 
13.1 
19.6 
19.7 
19.7 
19.8 
20 
19.7 
19.7 
20.1 
19.8 
19.3 
Very Successful Somewhat Successful Not Successful  Don't Know/No Response  
(Source: Senate 2012) 
Finding: Community collaboration 
11/14/2013 19 
Resolving Problems, Village Advisory 
Council 
 
D
iscu
ss  
R
ep
lace
L
ead
ers  
R
efer to
 
H
ig
h
er 
A
u
th
o
rit
y
  
O
th
er  
N
o
th
in
g
  
64.4 
14.1 
29.8 
5.5 
3.7 
(Source: Senate 2012) 
Finding: Resolving Problems, Village Advisory Council 
 
Attribution of Credit and Blame for Success and Failures of 
Village Council % of Respondents Giving Positive and Negative 
Responses  
 
O
u
tsid
ers  
C
o
m
m
u
n
ity
 L
ead
ers 
G
o
v
ern
m
en
t O
fficals  
S
o
m
e M
em
b
ers o
f th
e C
o
m
m
u
n
ity
 
C
o
m
m
u
n
ity
 as a W
h
o
le
 
O
th
er 
D
o
n
't K
n
o
w
 
0.6 
47.6 
8 
1.7 
36.6 
3.3 
2.1 
1.7 
24.7 
4.7 4.7 4.7 
1.9 
57.5 
Attribution of Credit  Attribution of Blame  
(Source: Senate 2012) 
11/14/2013 20 
Resolving Problems %Abunzi Users and 
Non-Users of the Service  
 
D
iscu
ss  
R
ep
lace A
b
u
n
zi 
D
iso
lv
e th
e C
o
m
m
ittee  
R
efer to
 G
o
v
ern
m
en
t In
stitu
io
n
  
R
efer to
 A
n
o
th
er C
o
u
rt  
O
th
er  
N
o
th
in
g
  
55.3 
24.8 
4.4 
15.9 
8.1 
5.5 
3 
55.7 
28 
4.5 
17.3 
8.5 
2.7 3.8 
Community  Service Users  
(Source: Senate 2012) 
 
Finding: Resolving Problems, Abunzi 
 Attribution of Responsibility for Failure of 
Abunzi Service Users and Non-Users  
 
A
b
u
n
zi 
C
o
m
m
u
n
ity Lead
ers  
C
o
m
m
u
n
ity as a W
h
o
le
 
P
lan
tiff/D
efen
d
an
t/Fam
ily 
Frien
d
s  
O
th
er 
66.2 
3.7 
8.1 5.4 
17.6 
47.9 
8 11.8 10.8 
21.5 
Users  Non-Users  
(Source: Senate 2012)(α2<0.05) 
11/14/2013 21 
Resolving Problems Relating to Gacaca Courts at 
Cell Level 
 
Government 
Officals  
Discussion  Refer to 
Court at 
Sector Level  
Transfer to 
Government 
Instituion  
Replace 
Members of 
Court  
Nothing  
21.8 
42.8 
12.8 
7.4 
18 
5.4 
(Source: Senate 2012) 
 
Finding: Resolving Problems, Gacaca 
 
28.6 
3.9 
17.3 
6.1 
26.5 
6.7 
1.5 
23.5 
0.5 
10.9 
0.9 
0.8 
24.8 
47.8 
Responsibility for Successful Otcomes  Responsibility for Failures  
Leaders/ Officals  Leaders of Gacaca 
Community as  a Whole  Defendents  
Family/Friends of Defendant Genocide Survivors  
Responsibility for the Success and Failure 
of Gacaca Courts 
11/14/2013 22 
 Responsibility for Resolving the Problems to 
Make Village Executive Committee More 
Successful % of Respondents  
 
Outsiders  Village Leaders  Advisory 
Council  
Some Members 
of Community  
Entire 
Community  
Don't Know 
0.7 
59.9 
18.2 
1.1 
14.4 
5.5 
(Source: Senate 2012)  
Finding: Resolving Problems, Village  Executive 
Committee 
 
11/14/2013 23 
Responsibility for Resolving the Problems to 
Make Umuganda More Successful % of 
Respondents  
 
Government  Local 
Authority  
Local 
Organisers  
Central and 
Local 
Government  
Particpants  Community 
as a Whole  
Other/Don't 
Know 
29.8 
22.6 
21.8 
9.5 
1.5 
6.6 
8.1 
(Source: Senate 2012) 
Responsibility for Success  Responsibility For Faliure 
39.6 
8.2 
17 
22.8 
15 
36.3 
7.4 
4.7 
1.7 
4.5 
8.3 
6.2 
11 
17.3 
Government  Local Authority  
Local Organisers  Community and Government  
Particpants  Community as Whole  
Other/Don't Know 
Attribution for Responsibility for Success and 
Failure of Umuganda % agreeing Success and 
% Seeing it as a Failure 
 
Finding: Resolving Problems, Umuganda 
 
11/14/2013 24 
Responsibility for Resolving the Problems to Make 
Meetings after Umuganda More Successful % of 
Respondents  
 
Outsiders Community 
Leaders  
Some 
Members of 
Community  
Community 
as a Whole  
Other/Don't 
Know 
1.7 
53.9 
2.1 
20 19.8 
(Source: Senate Data) 
Responsibility for Success  Responsibility For Faliure 
1 2.6 
37.9 36.9 
2 
20 1.5 
5.6 
43.1 
23.1 
3.1 
11.8 
Outsiders  Community Leaders  
Some Community Members  Participants  
Community as Whole  Other/Don't Know 
Responsibility for Resolving the Problems to Make 
Meetings after Umuganda More Successful % of 
Respondents  
 
Finding: Resolving Problems, Meeting after Umuganda 
 
11/14/2013 25 
Conclusion and recommendations 
• Conclusion
– There is a relatively good community collaboration
– Evidences show that there is lack of a strong sense of
community ownership when it comes to taking
responsibility
– This is an indication that community is passive and
think that the government should do everything.
Recommendations 
– encourage deeper discussions on why certain policies
are adopted
– Give more opportunity to people to contribute to
policy formulation and decision making
11/14/2013 26 
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Dialogue and consensus for building the culture of self reliance

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Dialogue and consensus for building the culture of self reliance

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