Planning for Burundi’s Future: Building Organizational Capacity for Economic Recovery
NGOZI III
Report on the Initial Training Workshop for the Third Group of Burundian Leaders
Held in Ngozi, Burundi (May 24-29, 2004)
A Project Funded by the World Bank
With Support from the Office of Transitional Initiatives (USAID)
And in Partnership with the Conflict Management Group and ESSEC IRENE
Howard Wolpe, Steven McDonald, Elizabeth McClintock
and Alain Lempereur
REPORT ON NGOZI III TRAINING RETREAT – May 24-29, 2004
September 10, 2004
Ingo Wiederhofer
Senior Operations Officer
Africa Region, AFTS2
MSN J6-600
The World Bank
1818 H Street, N.W.
Washington, DC 20433
Dear Ingo:
“When a group has nothing, it is very difficult to have a long term perspective.”
“Uncertainty pushed us toward counter-productive behavior.”
“Wealth closed our eyes.”
- Ngozi III Workshop Participants in describing lessons learned in Simsoc
This is a letter transmits the report by the Woodrow Wilson International Center for Scholars (WWICS) report on the first workshop conducted with the final group of Burundi Leadership Training program (BLTP) participants. The Ngozi III workshop retreat was conducted from May 24-29, 2004, in Ngozi, in northern Burundi. the Woodrow Wilson International Center for Scholars (WWICS) Burundi Leadership Training program (BLTP) for Ngozi III, conducted from May 24-29, 2004, in Ngozi, in northern Burundi. As in the past, our work has been undertaken in partnership with Elizabeth McClintock, Senior Associate of the Cambridge-based Conflict Management Group and Alain Lempereur, Director of the Paris-based ESSEC-IRENE (Institute for Research and Education on Negotiations in Europe).
As you know, Ngozi III is the last of the three groups which make up the network of 95 leaders who are constitute the BLTP family. This 6-dayThe six-day May retreat was the first event for this last group.gathering of this leadership group. Each of the Ngozi groups hasve undergone the same preliminary retreat, followed by repeated periodic training modules which expand and deepen the skills and experiences involved in the “core” training. Ultimately, and, eventually, all the groups have been – or will be, in this case – brought together to round out the BLTP network. all three groups will constitute a single, integrated leadership network. All of these capacity-building activities have been funded by the Post-Conflict Unit of the World Bank under the grant “Planning for Burundi’s Future: Building Organizational Capacity for Economic Recovery.”
This workshop had 30 participants drawn from the full spectrum of Burundian society, representing all of the armed political formations (except for the FNL of Agathon Rwasa), the army, political parties, and civil society. The group was representative in ethnic, regional, and gender terms. About 34% were from civil society and included the President of the Association Against Genocide, a Catholic and an Anglican Bishop, s, a journalist, two youth leaders, and the first Muslim representative in the BLTP group. (Appendix 1 has presents a full list of Ngozi III participants).
As has become the normal BLTP approach, the first three days are were spent in interactive exercises, role-playing, and simulations designed to break down the barriers of fear and mistrust that pervade Burundian society, attack the stereotypes that prevail (“put one in the shoes of the other”), and begin to develop basic tools of communications, negotiation, leadership, management, and collaborative decision-making. The last days are were spent using these tools and newfound relationships to identify the obstacles and challenges facing Burundi and to explore how the BLTP network can overcome and address themcontribute to their resolution. The Ngozi III workshop agenda for this workshop isappears at Appendix 2.
The workshop followed a format similar to earlier ones, opening with introductions of the training team and the participants, followed by a general presentation by the participants on their expectations for the workshop. Exercises that were used in the first “ice breaking” days included the “Arm Exercise,” “Les Deux Femmes,” “La Subvention” or the grant, the Province of Kirambo, and Simsoc. Analytic tTools that were taught included the “Seven Elements” and the “Four Quadrants.” Because each of theseThe objectives and methodology of these exercises have been described in full as to objectives and methodology in past reports, . we will omit that element in this letter. Appendices 3 through 8 give describe how these exercises unfolded in Ngozi III, and summarizesoutlines of each of these activities as presented at Ngozi IIIand a summary of the lessons learned on each. Appendix 5 reviews the entire Simsoc training,experience, offering bo both participant and observer analyses, and t of lessons learned. he lessons learned as identified by the Ngozi III participants. Appendix 9 gives a review ofreviews specific actions that the participants identified as a way forward for them to put to use the skills and relationships they had gained, and to broaden and deepen the impact of the BLTP network. As a part of the training, all of these appendices and a letter summarizing the participants undertakingthe commitments they have made is sent out to each of the participantsemwithin a week ofat the conclusion of the workshop. Attachments 10 and 11 contain a compilation of report on the written evaluations of the workshop experience provided by whole training done by each participant.
While there is immense detail contained in each of the appendices identified abovedescribe the workshop in detail, it might be helpful to give provide a quick review of some of workshop highlights.the more important points contained therein. As part of the application of the 7 element framework and 4 quadrant analytic tool, For instance, in both the exercise of the 7 Elements and 4 Quadrants, the participants were asked to identify their primary challenges and obstacles. Identified as the key challenges facing Burundian society were the following: They engaged in several case study discussions, identifying victim rehabilitation, preparation for a free and fair election, post conflict political management, the integration of former combatants, and the inclusion of women in decision-making. For each of these challenges, the participants consideredas the key challenges facing Burundian society. They outlined for each the interests of the various parties, the options available to them, how the best negotiated option compareds to the best alternative to a negotiated agreement, the criteria of legitimacy to be employed in evaluating options, the quality of the relationship of the negotiating parties, the clarity of the communication between the parties, and the commitment of the parties to implement whatever decisions are made. On the challenges facing the new leadership, the participants emphasized the need for leadership training; the macro-economic themes of cost of living, regional integration, and resource allocation; rural and agricultural development needs; social service delivery in health, sanitation, housing, food, and education; and credit reform.
Finally, the identification discussion of next steps proved to be a highlight particularly interesting aspect of the Ngozi III session, with and showed a strong understanding on the part of the participants keenly aware of the potential of the BLTP network to effect in a positive way the transition to peace and recovery in Burundi and an impetus toindicating a strong desire to contribute to that effectiveness.process. Appendix 9 provides the detail, but in brief, Tthe participants broke down their discussion of next steps fell into two broad categories: reinforcing the BLTP network and enhancing its impact on the broader society. While agreeing in general to the use of the tools in their daily institutional and personal lives, they discussed a variety of very specific actions such as creating a resource center, forming a leadership club, transmitting to authorities and society leaders reports on BLTP activities and training, organizing conferences and debates, preparing radio programs to transmit the lessons of the training, creating a code of conduct, and producing a newsletter. A unique idea was toParticipants suggested that the BLTP members identify andor respond to specific conflict situations in their daily lives and apply the Ngozi lessons and experience to those situations, calling on the other members of the leadership network for assistance when needed. They also called for a convening of all the BLTPBurundians who had received some Ngozi process training, including participants, not just Ngozi process ones, but those who had taken part in the military trainings of the Joint Ceasefire Commission and the Integrated Military Command,military workshops, in order to share experiences and to plan together for deepening and expanding the network.
While each new BLTP group has been inspiring in its own way, the training team felt that Ngozi III appropriately proved to be a high water mark, demonstrating an enthusiasm, grasp of concepts, and dedication to the program thate surpassed our previous experience. As the final group to make up the “network of 95,” this fact is rewarding and will inject greater energy into the whole network when we bring them togetherthey are convened for joint training and activities. , as has been the case and will be noted in subsequent reports.
We are most grateful for the invaluable contributions that the World Bank has made in support of this capacity-building initiative.
Should you have any further questions on the content or outcome of this or previous workshops under your grant, please do not hesitate to contact me or Program Manager
Steve McDonald.
Sincerely,
Howard Wolpe, Director
The Africa Program
Enclosures – As stated above
Planning for Burundi’s Future: Building Organizational Capacity for Economic Recovery
NGOZI II
Report on the First Follow-Up Workshop for the Second Group of Burundian Leaders
Bujumbura, Burundi
November 17-18, 2003
A Project Funded by the World Bank
With Support from the Office of Transitional Initiatives (USAID)
And the Cooperation of the Conflict Management Group and ESSEC IRENE
Howard Wolpe, Steven McDonald, Elizabeth McClintock
and Alain Lempereur
1