ANNUAL REPORT 2009 - FPDL

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BURUNDI POLICY REFORM PROGRAMProgram Frame USAID/East Africa’s Democracy and Governance program inBurundi, focused on building constructive relationships between the executive, civilsociety, and the media through support for participatory policy processes. Theprogram supports improved governance, increased transparency and accountability,greater participation, and conflict mitigation in focal policy sectors. The project isimplemented in Partnership with Partners for Democratic Change, USA The 2007-2011 program is funded by U.S. Agency for International Development, and managedby Chemonics International.Program objectiveThe program is primarily aiming to build constructive relationships between Burundiangovernment institutions, civil society, the media, and the private sector throughsupport for participatory policy processes, under USAID/East Africa Foreign AssistanceFramework projected objectives related to Peace and Security and Governing justlyand DemocraticallyProgram description:Since December 2007, FPDL:• Assessed the training needs of the executive branch, the parliament, the civilsociety and the media representatives, providing analysis of the opportunitieson which to base program’s multi-annual cross-sector capacity buildingactivities.• Trained 210 Burundian women leaders in conflict management and alternativestrategies for conflict resolution, under the Women’s Leadership Component.The women were legal representatives, executives or active members in thecivil society organizations (some were former high officials, like vice president,prime minister, department/cabinet ministers and parliamentarians),parliamentarians and lawyers.FPDL will continue to be involved in Burundi Policy Reform program until 2011 underdifferent program’s components. FPDL consultant and trainer in Burundi is Olivia Baciu2009 ActivitiesIn 2009 the following training events took place:SERIES OF TRAININGS ON CONFLICT MANAGEMENTDate and venue: 9-27 March Bujumbura, BurundiTrainers: Olivia Baciu together with Juliette Kavabuha, Head of USAID WomenLeadership ComponentParticipants: A group of 140 women attended the series of six trainings heldbetween 9 to 27 March 2009. The women consisted mainly of legal representatives,executives or active members in the civil society organizations. Some of the28
participants were former high officials, like vice president, prime minister, department/cabinet ministers, and parliamentarians.Training objectivesThe training had three main objectives:• By the end of the training, participants are familiar with the main conceptsunderlying the field of Conflict Resolution, including: defining conflict,understanding the underlying causes of conflicts, tools for conflict analysis, stylesand strategies in solving conflicts;• Participants know how to use two foundational strategies to resolve conflicts:communication and interest-based negotiation; and• Participants have a deeper understanding of leadership as a concept.Program evaluationThe program was very well received by participants. Here after is the synthesis oftraining themes:• “What is Conflict” introduced several definitions of conflict, emphasizing thatconflicts are neither good nor bad and are just a natural part of life, making itvitally important to understand this complex topic.• The way we solve conflicts or the outcomes of conflicts can be good or bad. Wemay not be able to eliminate conflicts, but we should know how to have livelycontroversies instead of deadly quarrels, how to create constructive conflicts, notdestructive ones.• Various tools for analysis of different stages of a conflict, through the RPP[Reflexion sur la Pratique de la Paix] method and the case study of Liberia wereintroduced to the participants. The case study gave participants the opportunityfor group analysis of the elements of a successful conflict analysis, to improveknowledge. The elements of analysis included: Identification of forces for andagainst peace, and of the key actors involved (using the Three Boxes Tool),Identification of driving factors in the conflict, Analysis of the dynamics betweenthe forces involved in the conflict, Elaboration of key interventions for peace,Planning for intervention strategies (using RPP matrix, which allows reflections onthe strategies, to bring changes for peace. The RPP matrix proposes two parallelapproaches -- one is to work with as many people as possible and the other is towork with key persons in order to obtain individual and socio-political levelchanges for preserving the peace.)• Our personal Conflict Management Style often affects if a given conflict willdevelop into a constructive or destructive situation. There are five styles, whichare a combination of two variables: how much you fight for your interests andhow much you consider the other’s interests. We do not always use the sameConflict Management Style. Each style is effective in specific situations.• Conflicts have their own life cycle: they are born, they may arrive at full andintense expression and they die.• We can use Alternative Resolution Strategies to solve conflicts (as opposed tostandard litigation and confrontation), if parties are still willing to communicate,directly or via a third, neutral person. These strategies are DirectCommunication, Negotiation (structured communication), Mediation (facilitatednegotiation) and Facilitation of Problem-Solving processes (multi-partymediation).• Leadership: we all have the capacity to inspire and empower others, but wemust first be willing to devote ourselves to growth and development as leaders.Summary of trainings’ resultsThe results of the training are in both quantitative and qualitative formats, from theinterpretation of the training evaluations completed by the participants, as well from the29
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ANNUAL REPORT 2009 - FPDL

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