PLANE 2 – RWANDA RWANDA – Envisioning the future Rwanda

PLANE 2 – RWANDA
RWANDA – Envisioning the future
Rwanda presents a successful post-conflict reconstruction effort based on the formulation
of a national vision statement. This vision was promulgated in the form of a government
document: “Rwanda Vision 2020”. In the words of President Kagame Vision 2020 aims
to build a Rwanda that is united and competitive both regionally and globally by
transforming the country into a middle-income nation in which Rwandans are healthier,
better educated, and generally more prosperous.
Background
The fratricidal conflict of the early 1990´s in Rwanda, which culminated in the genocide
of mid-1994, left the country in shambles. As a result of the war and genocide there was a
complete breakdown of governance institutions and infrastructure. More than half of the
pre-conflict population of about 8 million was directly affected as a result of death,
injury, rape or other brutalities. Vast numbers of the population suffered displacement.
Hospitals, clinics, educational facilities and community centers were destroyed, as was
the government’s capacity to administer and deliver essential services. As result of the
conflict new vulnerable groups appeared that required priority attention, groups such as
ex-combatants, women and even child headed households, and the disabled. Moreover,
the genocide had a particularly devastating impact on the country’s administrative and
managerial capacities in all social and economic sectors. In the public sector, policy
formulation and economic management capacity declined markedly, and in most cases
collapsed altogether. The country faced the overwhelming challenge of rebuilding a
nation while the civil service had been decimated.
The stabilization period
In mid-1994, the Rwandan Patriotic Front, the military branch that ended the genocide,
established a Government of National Unity, which included seven other political parties.
The new government was faced with a number of daunting challenges: to understand and
address the root causes and consequences of the genocide in order to avoid its recurrence;
to support the justice and reconciliation process that was underway within and outside the
country; to undertake the rebuilding of the state including all of its institutions; and, to
address the immediate needs of the population. The first order of business was to put in
place some essential state institutions in order to provide security of the population,
jump-start the shattered economy, resettle returning and displaced populations, ensure
adequate legal process against those suspected of genocide crimes, and re-establish social
infrastructure, particularly schools and health centers. The government also set up
participatory political structures at the national and local levels to facilitate citizen
involvement in the reconstruction process.
The new government sought to restart the public administration by deploying the few
remaining civil servants augmented with returnees that had been in exile in neighboring
countries, and expatriates provided by international aid agencies as well as nongovernmental organizations. As would be expected rebuilding the social and human
capital in a society that had suffered the trauma of genocide was an arduous and longterm proposition. Many technical, professional and managerial positions were either
vacant, or filled by expatriate or unqualified staff. This meant that the broad agenda of
reconstruction and reconciliation strained the capacity of the civil service restraining the
pace of implementation of reforms.
Gradually the government succeeded in restoring relative stability in most parts of
Rwanda. As a consequence the economy began to recover and the country was able to
embark on tasks of rehabilitation, reconstruction, reconciliation and development.
Although initially the support from the international community was crucial the
Government made deliberate and concerted efforts to increase domestic capacities while
decreasing dependence on donor agencies and international NGOs. Emphasis was given
to capacity-building which sought to broadly cover the human resource and institutional
needs as well as to develop a common framework to guide initiatives in all sectors.
Working with the Rwandan people, development partners and institutions this
government has steered the country from the period of emergency through the
rehabilitation and reconstruction phase up to the current efforts at development. By the
end of the decade Rwanda had made the transition out of the emergency phase and
achieved steady and commendable progress in several critical areas, including:
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Restoration of some degree of amity and stability in all parts of the country;
Promoting national reconciliation, and monitoring human rights conditions;
Rehabilitation of key institutions including administrative, judicial and social
sectors;
Decentralization of administrative and political functions;
Empowering of local communities through building up grass-root leadership
structures and local governments;
Implementation of macro-economic policies that led to the stabilization of the
national economy.
The formulation of a vision for the future
But perhaps the most significant move was the conducting of a country wide consultative
process that led to the formulation of a national vision. The government keenly aware of
the necessity for Rwandans to clearly define the future of their country set in motion a
series of participatory meetings with all sectors and segments of the Rwandan society.
These meetings were conducted between 1998 and 1999 in the village of Urugwiro. This
process provided the basis upon which Vision 2020 was developed. The many
consultations and debates involved citizens from all walks of life, including all segments
of civil society, government, and business community. Leadership at all levels took note,
however, it is important to highlight the point that this vision is not only for government,
Vision 2020 is a shared purpose for all Rwandansi.
In essence Vision 2020 is a statement of how all Rwandans envisage their future. It is a
reflection of the aspirations and determination of Rwandans to construct a united,
democratic and inclusive Rwandan nation. It describes what kind of society they want to
become and what are the transformations needed to emerge from a deeply unsatisfactory
social and economic situation and create a united and inclusive Rwandan identity.
The brief document starts by providing a situational analysis of the current situation and
challenges. It then sets out the short, medium and long-term objectives for the
government and society; all of which are centered on six pillars or principles worth
noting here:
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Good Governance and a Capable State
Human Resource Development and a Knowledge-based economy
Private Sector-led Development
Infrastructure Development
Productive High Value and Market Oriented Agriculture
Regional and International Integration
Finally the document presents a Road Map that details the process, the financing and the
institutional framework required for the Implementation of Vision 2020.
Rwanda is a good example of a national vision being formulated through a broad
consultative process. Like all societies whose achieving success is generally inspired by a
shared purpose, Vision 2020 constitutes a bond that holds Rwandans as a people
determined to build a better future for all.
Example of Rwanda Vision
Vision 2020 is to be achieved in a spirit of social cohesion and equity, underpinned by a
capable state. Rwanda’s ongoing development will have, at its core, the Nation’s
principal asset - its people.1Vision 2020 aspires for Rwanda to become a modern, strong
and united nation, proud of its fundamental values, politically stable and without
discrimination amongst its citizens.
In the words of President Kagame Vision 2020 aims build a Rwanda that is united and
competitive both regionally and globally by transforming the country into a middleincome nation in which Rwandans are healthier, better educated, and generally more
prosperous. This document addresses the following basic issues:
- How do Rwandans envisage their future?
- What kind of society do they want to become?
- How can they construct a united and inclusive Rwandan identity?
- What are the transformations needed to emerge from a deeply unsatisfactory social and
economic situation?ii.
In the introduction to this document it is stated “this Vision is a result of a national
consultative process that took place in Village Urugwiro in 1998-99. There was broad
1
http://www.gesci.org/assets/files/Rwanda_Vision_2020.pdf, page 3
consensus on the necessity for Rwandans to clearly define the future of the country. This
process provided the basis upon which this Vision was developed”. Rwanda is a good
example of a national vision being formulated through a broad consultative process.
In the absence of this, visioning exercises was conducted with key stakeholders at the
beginning of the needs assessment to define broad parameters.
N.B: For the purpose of the PCNA it was important to focus on a long-term vision beyond the
participants’ immediate political interests. Realistic indicators help to focus on the quantitative and
qualitative dimensions of the needs assessment and should be developed at the outset by the team.
Core strategic focus areas in Rwanda’s National Vision 2020
1.1.Reconstruction of the nation and its social
capital anchored on good governance, underpinned
by a capable state;
1.2.Transformation of agriculture into a productive,
high value, market oriented sector, with forward
linkages to other sectors;
1. Good governance and a capable state
2. Human resource development
knowledge based economy
and
3. A private sector-led economy
4. Infrastructure development
5. Productive and Market Oriented Agriculture
6. Regional and International Economic
integration.
a
Development of an efficient private sector
spearheaded by competitiveness and
entrepreneurship;
Comprehensive
human
resources
development, encompassing education,
health, and ICT skills aimed at public
sector, private sector and civil society. To
be integrated with demographic, health and
gender issues;
Infrastructural
development,
entailing
improved transport links, energy and water
supplies and ICT networks;
Promotion of regional economic integration
and cooperation. At all times, these will be
affected by a number of cross-cutting issues
including, gender equality and sustainable
environmental and natural resource
management
Cross-cutting areas
1. Gender equality
2.Protection of environment and sustainable
natural resource management
3. Science and technology, including ICT
Vision of Rwanda Public Administration
(as in original French language)
Vision du nouveau secteur public
Le secteur public, concerne l’administration centrale et ses services extérieurs dans les
provinces, les Commissions Nationales chargées de dossiers à caractère administratif,
politique ou social précis, permanents ou ponctuels, les entités décentralisées, et enfin
l’ensemble des établissements publics chargés de délivrer la plupart des services publics,
notamment d’éducation, de santé, d’énergie, de transport, de justice, etc…
La vison proposée pour le secteur public a des implications pour toutes ces institutions ;
elle
appelle de ses voeux :
Un Etat de droit, préoccupé de valeurs éthiques de la société rwandaise, émanation de
toutes
les sensibilités du pays et investi de la mission d’accomplir la volonté du peuple, dans la
transparence et l’équité.
Un Etat plus proche des citoyens, avec la prise en charge directement par les
établissements
publics, les provinces et les districts, de toutes les activités de prestation de services au
public
(santé et éducation notamment), ainsi que la dévolution aux collectivités territoriales et
locales de toute une série de compétences et ressources relatives aux activités touchant
directement à la vie des familles.
Un Etat moteur de la vie économique et sociale du pays, soucieux de garantir la bonne
santé
des populations, d’élever leur niveau d’éducation et de renforcer les capacités humaines,
enfin
de promouvoir le secteur privé et la société civile, dans le but de favoriser le
développement.
Une administration centrale plus légère et moins bureaucratique, chargée d’une part
des
missions régaliennes de l’Etat, exercées par la justice, la diplomatie, l’administration du
territoire, la police, l’armée, d’autre part de la définition et du contrôle des politiques, des
rêgles et des mécanismes de la vie démocratique, de l’activité économique, sociale,
culturelle,
et enfin de l’impulsion, la coordonnation de la lutte contre la pauvreté et la création des
richesses.
D’une manière générale, des institutions plus efficaces, répondant mieux aux besoins
de
base des populations, et mettant à leur disposition des services plus accessibles, grace à
une
meilleure organisation et au recours à des méthodes et techniques modernes de gestion,
grace
aussi à une meilleure gestion et motivation des personnes/agents ;
Une adminsitration publique dotée d’un ensemble de principes, systèmes et
méthodes modernes de gestion et qui veille à la mise en acte des règles anti-corruption
établissant les organes de contrôle et de renforcement du code d’éthique professionnelle
dans le service public, et l’inculcation des valeurs de responsabilité et de transparence
dans la prestation des services.
Source: Government of Rwanda, 2000
i
“Rwanda Vision 2020”,Ministry of Finance and Economic Planning, Republic Of Rwanda, Kigali, July
2000