History

Key unit competence

Analyse the national duties and obligations

Introduction

National Itorero Commission, Imihigo contract performances,

umuganda community activities and community policing are

some of the several other home-grown solutions chosen by the

government of Rwanda to overcome problems in its recent history.

After the 1994 genocide against the Tutsi, the government of

Rwanda decided to rebuild Rwanda and her economy using

Rwandan cultural values and practices.

It is in this regard that Itorero was restored in 2007 whereas

Imihigo was initiated in 2006. To these two national duties

and obligations, umuganda has also been added to enhance

socio-economic development by using the Rwandan culture of

volunteerism. Since peace is a major order of development, the

government has introduced community policing which engages the

community in ensuring peace.

All these home-grown solutions have already helped the country

to make tremendous achievements even if some challenges

encountered in carrying out these policies are yet to be overcome.

Links to other subjects

This unit can be linked to other subjects like General Studies and

Communication Skills

Main points to be covered in this unit

࿤ Background of national duties and obligations

࿤ Structure of national duties and obligations

࿤ Role played by national duties and obligations in the development

of the country

࿤ Contributions of Rwandan citizens and non-citizens towards

national duties and obligations (Itorero, community policing,

Imihigo and Umuganda)

࿤ Challenges faced during the implementation of national duties

and obligations

Activity 1

Carry out research on national duties and describe the historical

background of Itorero ry’Igihugu (National Itorero Commission).

Thereafter, present the results of your findings to the class.

1. Define the term “Itorero ry’Igihugu”.

2. Describe the background of Itorero ry’Igihugu.

Activity 2

Analyse the specific objectives of Itorero ry’Igihugu. Present the

results of your findings to the class.

Activity 3

Research on national duties and explain the vision and the

mission of National Itorero Commission and evaluate the

achievements of the National Itorero Commission. Present the

results of your study to the class.

Activity 4

Conduct research on national duties and obligations and explain

Rwanda’s national taboos. Present the results of your findings

to the class.

Activity 5

Carry out a study on national duties and obligations and

describe the background of Umuganda. Present the results of

your findings to the class.

Activity 6

Evaluate the achievements of Umuganda activities. Present the

results of your findings to the class.

Activity 7

Define the concept of Imihigo and describe its background.

Present the results of your findings to the class.

Activity 8

Evaluate the impact of Imihigo. Present the results of your

findings to the class.

Activity 9

Examine Imihigo challenges. Present the results of your findings

to the class.

Activity 10

Assess the implementation of Imihigo. Thereafter, present the

results of your findings to the class.

Activity 11

Describe the structure of the community policing and evaluate

its contribution in ensuring security.

Activity 12

Explain the day-to-day activities of community policing

initiatives.

Itorero ry’Igihugu

In precolonial Rwanda, the Itorero was a cultural school. It was

also the channel through which the nation conveyed messages

on national culture to the people. This included information on

language, patriotism, social relations, sports, dances and songs,

and defence of the nation. It also played the role of a national

forum for grooming leaders. Itorero trainees would delve deeply in

discussions relating to national programmes and Rwanda’s cultural

values with the aim of reaching a common vision and instilling in

themselves the virtues of humility, good conduct, and common

understanding of what the country would expect of them, and the

role of interdependence in the building of healthy socio-economic

relations.

Today, the Itorero is a Rwandan civic education institution which

teaches Rwandese to preserve their culture by believing in national

unity, social solidarity, patriotism, integrity, bravery, tolerance,

and the dos and don’ts of the society. Through Itorero Rwandans

are also informed of government policies and programmes. This

strengthens ownership of government programmes and promotes

the role of the population in their implementation.

Historical background of Itorero ry’Igihugu

Itorero ry’Igihugu was a school in which a sense of patriotism,

voluntarism and commitment to service was developed. Its

activities included, military training, sports, and artistic expression

which reflected patience, patriotism, heroism, and keeping secrets,

recitals and music. Consequently, young people grew up with a

good understanding and attachment to their culture. It was also

through Itorero ry’Igihugu that future leaders were trained. They

were taught cultural taboos, virtues of hard work, voluntarism,

mutual aid and collaboration with others. It was through the

activities of Itorero ry’Igihugu that Rwanda as a nation expanded

and developed. Itorero was for boys. Girls were educated in

urubohero where they learned to perform household activities like

the art of making mats. During colonial rule these institutions were

suppressed, and replaced by schools which exclusively focused

on the cultural aspects of music and dancing. The suppression of

institutions such as Itorero ry’Igihugu which brought Rwandans

together in a non-discriminatory manner led to the development

of divisions that partly led to the 1994 genocide against the Tutsi.

Between May 1998 and March 1999, the consultative meetings

in Urugwiro recommended the revival of cultural values to promote

good behaviours of citizens. It is in this spirit that the Rwanda

government decided to draw from the Rwandan culture some home

grown solutions to address challenges in governance, the economy

and social welfare.

The idea of re-establishing Itorero ry’Igihugu was adopted during

the leadership retreat that took place in Akagera in February 2007.

It is in this perspective that the cabinet meeting of 12th November

2007 decided to revive Itorero ry’Igihugu and use it to instill a

new mindset among Rwandans for speedy achievement of the

development goals enshrined in Vision 2020.

Itorero ry’Igihugu was later revived at the official launch presided

upon by His Excellency the President of the Republic of Rwanda on

16/11/2007 in the parliament buildings.

Rationale behind Itorero ry’Igihugu

Before colonialism, Itorero ry’ Igihugu functioned as a school in

which Rwandans would be mentored in Rwandan culture, and the

values and taboos involved. This encouraged mutual respect, soc

cohesion, national unity, patriotism, integrity, harmony and other

virtues. These teachings were intended to help the young people

to understand and uphold their culture. Intore, would be mainly

trained in debating matters of national interest and in Rwandan

cultural values.

Itorero ry’Igihugu has the objective of training self-respecting

citizens who are identified by their national values, and are eager

to quickly embrace innovations that have positive impact on their

social welfare. Itorero ry’Igihugu also aims at cultivating visionary,

patriotic, and exemplary leaders who promote the well-being

of people at all levels of governance. A culture of selflessness

and volunteerism is also being revived and entrenched among

Rwandans. The mediation committees, Gacaca’s people of

integrity, community health counselors, the National Youth Council

members, Women Council members and counselors at various

administrative levels constitute groups of volunteers in the service

of the nation.

What the Itorero ry’igihugu teaches is unique because it is based

on principles and values of Rwandan culture. On the other hand,

Urugerero (National Service) has much in common with what takes

place in other countries. Participating in Itorero is the obligation of

every Rwandan, regardless of status and social group. Participants

include children from the age of seven years and the youth from

18 to 35 years. For the latter age group, participating in Urugerero

is obligatory.

Specific objectives of Itorero ry’Igihugu

࿤ Equip Rwandans with the capacity to analyse their problems in

order to find solutions.

࿤ Promote the Kinyarwanda language.

࿤ Mentor Rwandans in collective action, team spirit and promotion

of innovation and performance contracts.

࿤ Mentor Rwandans to understand and participate in the

implementation of national programmes.

࿤ Educate Rwandans to be physically fit, clean in their homes,

protect the environment, strengthen democracy, engage in

constructive debate, enforce the law, and fight corruption and

violence.

࿤ Educate Rwandans in building and promoting the culture

of peace based on mutual trust, respect, humility, respect 

of human rights, and protection against discrimination and

genocide ideology.

࿤ Educate Rwandans to be efficient in service delivery, courageous,

and to deliver goods and efficient services.

Vision

Rwandans should:

࿤ Have a shared mindset and values to promote their unity and

patriotism.

࿤ Be aware of the goals of the country, ways to achieve them and

their contribution in implementing them.

࿤ Be self confident in solving their problems.

࿤ Have a shared vision to strive for self development and pride to

develop their country.

Mission

To mentor Intore with:

࿤ Values based on Rwandan culture.

࿤ Motivation for positive change.

࿤ A desire to promote opportunities for development using

Rwandan cultural values; identify taboos that inhibit the

development of the country; fight violence and corruption;

eradicate the culture of impunity; strengthen the culture of

peace, tolerance, unity and reconciliation; and eradicate

genocide ideology and all its roots.

࿤ Respect for dignity (ishema) and the heroic aspects (ibigwi) of

Rwandan culture and Rwanda’s national values.

࿤ Speed and respect for time: A country in hurry.

࿤ Customer service mentality: Constant improvement and

anticipation.

࿤ Quality of delivery: High standards, spirit of excellence, efficiency.

࿤ Completion or aiming at results: we finish what we start.

࿤ Self respect: National pride.

Rwanda’s national taboos

࿤ Inattention to results: status and ego.

࿤ Avoidance of accountability: missed deadlines.

࿤ Lack of commitment: ambiguity.

࿤ Fear of conflict: artificial harmony.

࿤ Lack of trust: invulnerability.

Achievements of the National Itorero Commission

From November 19th, 2007, Itorero ry’Igihugu was launched in

all the districts. In December 2007, a ceremony to present Intore

regiments at district level to the president of the republic of Rwanda

and other senior government officials took place at Amahoro

stadium. Each district’s regiment presented their performance

contract at that colorful ceremony which was marked by cultural

festivals. Each district’s Intore regiment publically announced its

identification name. At the national level, all the 30 district intore

regiments constitute one national Itorero, but each district regiment

has its Identification Name. Each district regiment may have an

affiliate sub-division which can also carry a different identification

name.

The Itorero for Rwandan diaspora has the authority to develop its

affiliated sub-division. From November 7th 2007 up to the end of

2012, Itorero ry’ Igihugu trained 284,209 Intore.

In order to enable each Intore to benefit and experience change

of mindset, each group chooses its identification name and sets

objectives it must achieve. Those projected objectives must be

achieved during or after training, and this is confirmed by the

performance contracts that have to be accomplished. With this

obligation in mind, each individual also sets personal objective that

in turn contributes to the success of the corporate objectives.

The number of Intore who have been trained at the village level is

814,587. Those mentored at the national level carry out mentoring

in villages, schools, and at work places. In total, 1,098, 599

Rwandans have been mentored.

Achievements made through Urugerero Programme

Plans to implement Urugerero (National Service) started toward the

end of 2012 and the actual implementation started in 2013. Despite

this short time however, Urugerero programme has started to yield

impressive results. Students who completed secondary school in

2012 went through Itorero mentorship between 30/11 and 17/12/

2012. Upon completion of the prescribed course, participants

were given certificates. Later, they had to join Urugerero where

they participated in various activities designed to promote social

cohesion, community wellness and national development. Intore

mentored at that time totalled 40,730. Among them, 19,285 

were female, while 21,445 were male. However, those who joined

Urugerero were 37,660, with 18,675 female participants.

According to the policy of Itorero ry’ Igihugu, volunteerism refers to

any unpaid communal work, voluntarily undertaken in the service

of the nation. Volunteerism is reflected in various community works

such as Umuganda, Ubudehe and contributions to a common

cause. Other voluntary activities are from community mediators,

various councils, community health workers, Community Policing

Committees/CPCs, and Red Cross volunteers.

Actual Urugerero activities started on 17/1/2013, but they were

officially launched on 22/1/2013. The activities included general

community sensitisation, collection of essential data base, and

community work in support of vulnerable groups.

The pioneer group of Urugerero achieved the following:

࿤ Sensitising Rwandans on the eradication of genocide and its

ideology and encouraging them to participate in activities

organised to commemorate the genocide committed against

Tutsi in 1994.

࿤ Sensitising the community on the importance of mutual health

insurance, adult literacy, fighting against drug abuse, legalising

marriages especially for families that are cohabitating, and

environmental protection.

࿤ Organising meetings at village levels aimed at educating the

community on Rwandan cultural values, unity, patriotism, and

development.

࿤ Educating the population on personal hygiene and cleanliness

of their environment.

࿤ Collecting data on different categories of people for example,

the illiterate, those who had not yet registered for mutual health

insurance, and those legible for paying tax . Making inventories of

the districts’ property, school dropouts, children of school going

age who are not yet in school, and illegal marriages.

Some groups of Intore in Urugerero opted to demonstrate how

speedy and exceptional service could be rendered while working

with various public offices. This was done in health centres, cell

offices, and District offices, especially in the issuing of documents,

data entry in computers and customer care.

Activities relating to manual community work include vegetable

gardening for family consumption, construction of shelters for 

vulnerable families, participation in the construction of cell offices

and landscaping of their compounds.

In environmental protection, Intore constructed terraces and

planted trees as a measure of preventing soil erosion.

Activities relating to the promotion of the volunteer services

in National Development Programmes: In Rwandan culture,

“volunteerism” means rendering a sacrificial and selfless service

out of love either to a national cause or to a needy neighbour.

Below, we look at the outcome, outputs and activities relating to

fraternity, national identity and participation in national programmes

through Urugerero.

Umuganda

As part of efforts to reconstruct Rwanda and nurture a shared

national identity, the government of Rwanda drew on aspects of

Rwandan culture and traditional practices to enrich and adapt

its development programmes to the country’s needs and context.

The result is a set of home grown solutions from culturally owned

practices translated into sustainable development programmes.

One of these home grown solutions is Umuganda.

Modern day Umuganda can be described as community work.

On the last Saturday of each month, communities come together

to do a variety of public works. This often includes infrastructure

development and environmental protection. Rwandans between

18 and 65 years of age are obliged to participate in Umuganda.

Expatriates living in Rwanda are encouraged to take part. Today

close to 80 per cent of Rwandans take part in monthly community

work.

As part of Vision 2020 development programme, the government

implemented Umuganda a community service policy. It was

designed to help supplement the national budget in construction

and the repair of basic infrastructure. The work done is organised by

community members and is done voluntarily and without pay. The

projects completed through Umuganda include, the construction

of schools, feeder roads, road repair, terracing, reforestation, home

construction for vulnerable people, erosion control, and water

canals. 

The goals of Umuganda:

࿤ Supplement national resources by doing specific activities.

࿤ Instill a culture of collective effort in the population.

࿤ Resolve problems faced by the population using locally available

resources.

࿤ Restore the dignity of manual labour.

Planning for Umuganda is done in council meetings at the cell level.

It is the responsibility of local leaders as well as national leaders to

mobilise the population to participate in Umuganda. Community

members meet and agree on the date (usually a weekend) and

the activity. Participation in Umuganda is compulsory for all ablebodied citizens. This policy is expected to lead to a more cohesive

society as all the members come together to complete a project that

benefits the community. The word Umuganda can be translated as

‘coming together for common purpose to achieve an outcome’. In

traditional Rwandan culture, members of the community would call

upon their family, friends and neighbours to help them complete a

difficult task.

Achievements

Successful projects include the building of schools, medical

centres and hydro electric plants as well as rehabilitating wetlands

and creating highly productive agricultural plots. The value of

Umuganda to the country’s development since 2007 has been

estimated at more than US $60 million.

Professionals in the public and private sectors also contribute to

umuganda. They include engineers, medics, IT specialists, and

statisticians, among others.

The military personnel also participate in social activities like the

building of schools and hospitals. This inspires the population to

be very active as well.

Umuganda value has increased from Rwf12 billion in 2012 to

Rwf17 billion in 2015 and Rwf19 billion in 2016. With the increase

in monetary activities, Umuganda has seen Rwandans build over

400 offices of micro finance institutions commonly known as

Umurenge Sacco, and 11,000 classrooms for the country’s ‘twelve

year basic education’ which has increased school enrolment to

over 95 per cent of children in Primary Schools.

Imihigo

Imihigo is the plural Kinyarwanda word of Umuhigo, which means

to vow to deliver. Imihigo also includes the concept of Guhiganwa,

which means to compete. Imihigo describes the pre-colonial

cultural practice in Rwanda where an individual sets targets or

goals to be achieved within a specific period of time. The person

must complete these objectives by following guiding principles and

be determined to overcome any possible challenges that arise.

Imihigo is one of the home grown solutions. In 2000, a shift in

the responsibilities at all levels of government as a result of a

decentralisation programme required a new approach to monitoring

and evaluation. Local levels of government were now responsible

for implementing development programmes which meant that the

central government and people of Rwanda needed a way to ensure

accountability.

In 2006, Imihigo (also known as performance contracts) was

introduced to address this need. Since its introduction, Imihigo has been credited with improving accountability and quickening the

pace of citizen centred development activities and programmes.

The practice of Imihigo has now been extended to ministries,

embassies and public service staff.

In the application of Imihigo, the districts are responsible for

implementing programmes under this broad agenda while

central government assumes the task of planning and facilitation.

Planning ensures that the national objectives of growth and

poverty reduction are achieved. The decentralisation policy is

also designed to deepen and sustain grassroots-based democratic

governance. It promotes equitable local development by enhancing

participation and strengthening the local government system,

while maintaining effective functional and mutually accountable

linkages between central and local governments. This entails

enhancing participation, promoting the culture of accountability,

and fast-tracking and sustaining equitable local development as

a mechanism to enhance local fiscal autonomy. It also means

employment and poverty reduction and enhancing effectiveness

and efficiency in the planning, monitoring, and delivery of services.

The principle of subsidiary underpins the decentralisation policy,

which is designed to ensure transparency and accountability for

local service delivery through participation in planning. This also

applies to civil society, faith-based organisations, the private sector,

and development partners.

Impact of Imihigo

Rwanda has made tremendous progress in socio-economic

advancement in the last decade. Over the Economic Development

and Poverty Reduction Strategy (EDPRS) 1 period, the average

real GDP (Gross Domestic Product) growth rate was 8.2 per cent

and poverty was reduced from 56.7 per cent to 44.9 per cent

between 2006 and 2011. Access to education and health services

has become universal with 96 per cent of school-aged children

now enrolled in primary schools, and 90 per cent coverage of

health insurance. These achievements illustrate the impact of

development policies on the framework of a vision resting on

home-grown solutions. This diverse set of instruments embraces

participation and consensus based on culture and national identity,

as guiding principles.

Within the commitment of evidence-based policy making,

the impact, scope and documentation of Home-Grown

Initiatives/ Solutions (HGI/S) is systematically pursued. It

is against this background that the Rwanda Governance

Board (RGB) was mandated by the cabinet meeting held on

4th November 2011 to conduct monitoring, research and

policy dialogues on the home-grown initiatives and solutions.

One of the most prominent HGI/S has been the Imihigo, or

performance contract policy in public administration reform.

Imihigo has been implemented since 2006 as a tool to accelerate

national development. Over the years, the practice has evolved

into a tool for effective planning, implementation, performance

evaluation and accountability for all public institutions and staff.

More specifically, findings from Imihigo are used to inform the

government of Rwanda about the following:

Performance: Provide feedback on the delivery of outputs and the

impact on the beneficiaries.

Accountability: Whether public spending is addressing the

appropriate priorities and making a difference in the lives of citizens.

Knowledge: Increasing knowledge about what policies and

programmes work, enabling the government at central and local

levels to build an evidence base for future policy development and

the identification of ways to improve effectiveness.

Decision-making: Providing evidence to enable policy-makers,

planners and finance departments to agree on the need for

intervention.

Co-ordination: Identifying key stakeholders expected to be involved

in specific areas/programmes/projects, extent of participation and

coordinated.

Beneficiaries’ satisfaction: The extent to which beneficiaries are

happy with government interventions and the level of consultation.

Imihigo challenges

Problems of measurements

There is no standard for measuring the value of Umuganda. The

first issue has to do with the output on increasing the value and participation in Umuganda. For instance, some districts measure

its value based on the number of people participating on the day

multiplied by the daily labour (mostly farming) rate applicable in

that district. Other districts attempt to estimate the financial cost of

achievements on the day of Umuganda. In both cases Umuganda

lasts only three hours. A key defect in the first approach is that

calculations are based on a full day’s work rate when Umuganda only

lasts an average of three hours. The output can be overestimated.

Budget versus needs

There is a clear discrepancy between allocated budget and the

magnitude of citizen needs at the local administrative level.

Harmonising citizen’s needs with the available budget is the key

challenge. While there are always several competing needs for a

limited budget, appropriate apportionment implies that the limited

resources should respond to the most pressing demands.

Competing agendas

There are competing agendas between the central and local

government. Urgent assignments from line ministries and other

central government agencies interfere with local planning. Despite

efforts for joint planning meetings between the central and local

levels, unplanned for requests from the central government

consume local resources (finances and time) particularly when the

demands are not accompanied with implementing funds. In some

instances, money to implement an inserted item will be promised

but not delivered when it comes to the implementation phase or

local authorities are told to insert items and are then told to get

resources from private sources.

Low ownership of Imihigo

Imihigo should be based on the needs of citizens at the local level

and national development priorities. However, Imihigo ownership

is relatively low among the intended beneficiaries. There is a

“dependency syndrome” where citizens depend on government to

provide them with free or subsidised goods. Citizens also compete

for lower categories of Ubudehe in order to become eligible for free

healthcare and Vision 2020 Umurenge Programme (VUP). These

programmes are responsible for low ownership of Imihigo. 

Understaffing and low capacity

Lack of staff, insufficient financial means, lack of data base to

facilitate planning, monitoring, and evaluation and heavy workload

constitute major challenges in local governments. Many districts

posts are occupied by staff without the required skills. There are

also challenges in staff recruitment and low staff retention in

sectors and the cells.

These shortages affect the implementation of Imihigo. District staff

is overloaded and they may not have enough time to implement

Imihigo targets. Local government staff also lack skills in monitoring

and evaluation. This is necessary for Imihingo to be effective.

Delays in funds disbursement

Some of the key challenges to Imihigo are delays in funds

disbursement, be it from the central government or from development

partners. Delays in funds disbursement are the most important

factor affecting service delivery at local government level, equally

important as insufficient staff. There are two related issues that

make it difficult to implement Imihigo targets in a timely manner.

First, there is a discrepancy between the fiscal year and the period

of Imihigo signing. This challenge comes from the relationship

with stakeholders most of whom use the calendar which starts in

January against the district’s fiscal year which starts in July. As a

result time is lost before Imihigo can be effectively implemented.

More specifically, Imihigo are usually signed 2-3 months after the

fiscal year has started. This means that almost a quarter is lost.

Issues in implementation of Imihigo

࿤ The lag between the passing of the budget and the Imihigo

translates to a loss of the first quarter in implementation.

࿤ Most Imihigo are implemented in the last quarter due to delays

in either the transfer of financial resources to the districts or

delays on the part of the district to request for disbursement.

࿤ Shifting priorities take away resources (time, finances) from

implementing Imihigo.

࿤ Some targets are included in Imihigo without adequate control

of the sources of funds for implementation.

࿤ In some situations, Imihigo without proper local contextualisation

are difficult to implement. A good example was when the evaluators found farmers in some hilly parts of the country using

land tillers on terraces in efforts that were clearly designed to

reach the target of agricultural mechanisation. The tool was not

appropriate for the terrain.

࿤ Some targets were not achieved due to a third party such as

those in charge of water, electricity and road construction where

delays in implementation were related to lack of control over the

operations of Energy, Water and Sanitation Authority (EWSA)

and Rwanda Transport Development Agency (RTDA).

࿤ There are challenges in establishing measurement standards

from one district to another. An output that requires building

households for the vulnerable may have a house value ranging

between 2m and 15 million. There is an assumption that an

implemented item meets requisite standards and yet these

may not be in place. Guidance from the central government for

standard setting should be strengthened as well as a team for

quality assurance to ensure implemented items meet the quality

standards.

࿤ Some achievements were inflated. A good example is an output

for building a house claimed to be 60 per cent complete when

a site visit would place it at a far less per centage.

࿤ There are challenges in common planning for district transboundary items such as feeder road construction.

࿤ Understaffing and high turnover at the local administration level

calls for improved capacity building and need to improve the

environment for service delivery.

Community Policing

When Rwanda National Police (RNP) was established in 2000,

it adopted the community policing strategy to build ties and work

closely with members of the community to fight crime. Since then,

the department for community policy has reduced crime throughout

the country. The department is run on a philosophy that promotes

proactive partnerships with the public to address public safety

issues such as social disorder and insecurity.

Traditionally, the police respond to crime after it occurs. On top of

that, the police cannot be everywhere at all times and, therefore,

relies on routine patrols, rapid response to calls for service, arrests

and follow-up investigations.

Community policing, therefore, was adopted to encourage citizens

to participate in crime-solving.

It is focused on the prevention of crime and disorder, by partnering

with the public to increase police visibility in all communities so as

to solve, prevent and reduce crime.

Community policing enables the police to engage citizens in

reporting incidents or to use volunteers to provide timely reports

that help in anti-crime operations.

Before and during the 1994 genocide against the Tutsi, citizens

were always scared and full of mistrust for law enforcing agencies.

Law enforcers were used by politicians to intimidate citizens and

this gave them a bad reputation because citizens saw them as part

of the problem, rather than protectors.

This negative view of the police had to be quickly addressed by

providing services professionally and being open and approachable.

This strategy has improved police response to crime, because many

reports are now provided by community members. This shows that

they trust the police.

Unlike the previous law enforcers who served the criminal desires of

a genocidal regime, the police now serve the citizens professionally

and ensure that they have a say in the security of their communities.

Contribution

The Rwanda Governance Scorecard produced by the Rwanda

Governance Board in 2016, presented results from a nationwide

survey, which indicated that 92 per cent of the citizens trust the

Police. This is an indicator of professional services, discipline and

partnership.

It is when the community and the police work together for their

common good that citizens will trust the police.

Once the citizens trust the officers, they will provide them with

information to help prevent or solve crimes and to arrest criminals. 

This has enabled the police to serve communities better and to

fulfill its mission of making the people living in Rwanda feel safe

and secure.

The day-to-day activities of community policing initiatives

Conducting investigations has always been paramount in police

missions. For this reason, the police have used community policing

to build strong investigative activities countrywide so as to get

credible information from citizens.

The police also work with groups such as Community Policing

Committees (CPCs), Youth Volunteers in Crime Prevention, as well

as individual citizens in general.

CPCs were introduced in 2007 and they are made up of ordinary

citizens chosen by the community. They operate in cells and sectors

to collect information that helps in crime prevention. They also

sensitise residents about the need to collectively overcome crime.

The Youth Volunteers in Crime Prevention is an organisation that

has over 7,000 young men and women spread throughout the

country. They aim at promoting security and participating in crime

prevention. They have been influential in aiding Police operations

and also in sensitising fellow youth against crime.

On a regular basis, they partner with Police District Community

Liaison Officers (DCLOS) to immediately respond to information

about criminality and to lay strategies for approaching the

challenges in society.

The DCLOs are heavily involved in community issues in order to

make policing more effective.

The police also work together with motorists’ associations to ensure

that road safety is respected. They also link with the business

community to protect the country against economic crimes.

Community policing programmes

The police have an understanding with authorities of all the 30

districts of Rwanda. One of their mandates under this agreement is

to ensure that all strategies, including that of community policing,

are fully operational.

The police also work with the Ombudsman’s office, prosecution and

other public entities to ensure that cases are properly documented

and information on justice is properly shared. Through such

initiatives, citizens gain more trust in the ability of the police to

maintain law and order and to follow up on the information they

provide with professionalism.

Community policing helps the police to address problems such

as drug abuse, human trafficking and gender-based violence.

Every district faces its unique challenges, but through community

policing the police identify the root causes of these challenges and

find solutions.

In cases involving drug abuse and gender based violence, police

get information from responsible members of society and use it in

operations to raid homes.

The issue of human trafficking is not intense in Rwanda, but the

police is always aware of this threat. Citizens across the country 

volunteer information whenever such cases occur and police acts

immediately to rescue victims.

On top of that, the police reach out to citizens during social events like

Umuganda and sensitisation campaigns to discuss crime prevention.

During these events, real problems are dissected and solutions are

found.

Community policing has become so popular in Rwanda that citizens

are always willing to contribute ideas on how to maintain public

order.

The National Itorero Commission has helped Rwandans to

strengthen their unity and also initiated the youth and adult persons

into the culture of volunteerism. The community activities carried

out in umuganda have also added value to the achievements of the

government.

The Imihigo performance contracts have also played a great role

in boosting the implementation of governmental programmes.

Community policing has helped to improve the keeping of law and

order.

Glossary

Accountability: 1. responsibility to someone or for some activity

2. a list of matters to be taken up (as at a meeting)

Agenda: a plan for matters to be attended to

Disbursement: 1. the act of spending or disbursing money

2. amounts paid for goods and services that may

be currently tax deductible (as opposed to

capital expenditures)

Ombudsman: a government official who investigates

complaints by private persons against the

government

Overloaded: fill to excess so that the function is impaired

Taboo: 1. behaviour or action that is not allowed in a

society

2. a prejudice (especially in Polynesia and other

South Pacific islands) that prohibits the use or

mention of something because of its sacred

nature

Revision questions

1. Describe the background of the following national duties and

obligations:

a) Itorero ry’Igihugu.

b) Imihigo.

c) Umuganda.

d) Community policing.

2. Evaluate the achievements of the National Itorero Commission.

3. Assess the strengths and weaknesses of Imihigo performance

contracts

4. What is the role played by community policing in the security

of Rwanda?

5. Assess the role played by umuganda in the socio-economic

development of Rwanda.