Alex Ruhunda is the director of Kabarole Research and Resource Centre (KRC), a local NGO operating in Rwenzori sub-region for community development. The Independent’s Mubatsi Asinja Habati spoke to him:
How did KRC start?
The idea of starting KRC was hatched after we finished university. This was through my interaction with community leaders. We thought we needed meaningful debates. On the ground we needed to engage with leaders during holidays. At first, we even thought of starting a school but we found out that if we began a school what about other issues which could be very important. That’s how the research centre began.
Being fresh from university without much experience in research work, how did you find managing a research centre?
It was really quite challenging. To me my conviction was that anyone can set up a research centre. It is about determination. With five other colleagues that’s how we started.
Now for the last 13 years what has been your impact on the grassroots people?
There is an evaluation study going on which is looking at the last 10 years. But in those initial years we first moved into the research field where we did a study about the reasons for school dropout in secondary education. To understand the real issues in the community we found two major factors. One, the biggest chunk of dropouts was a result of early pregnancies. Two, the finances. For girls it was even worse. This was quite an insight. When we discussed these results with the local leaders they said they were aware of the challenges but said there was little they could do. We thought as a research centre we should not only generate studies but also think more about interventions. This is how we developed the human rights programme which was focusing on women, children and youths. We tried to get the women in the development of society. We have got women involved in leadership positions including MPs whom we have trained. We now have women at grassroots in business management. We promoted the thinking of treating agriculture as a business to inculcate business sense in the rural farmers so that they can improve their household incomes. For example, one of the small farmers we started with, now owns a big organic shop in town. The production levels have increased. Farmers have started adding value to their produce. For instance in Mahyoro farmers are packaging rice. We have got Kyempara Farmers in Kasese processing sunflower into cooking oil. We are sharpening these farmers’ skills because our strong belief is to make people have a sense of ownership of business. We want the community see themselves as being able to develop on their own.
So how is KRC different from other NGOs?
We have a strong belief in getting people to own their development. Increasingly, when we reach an area we recognise who is doing what. So we don’t just go there and say “here we are your saviour.†No, when we reach such areas we ask who is doing what, how can we join hands. Where we see gaps we encourage people to organise themselves. We are encouraging them to form networks. And that’s how we formed SATNET (sustainable agricultural trainers network), an agricultural training organisation that aims at improving farmers’ skills through training and advice.
KRC’s activities resulted in the formation of other civil society organisations, which are they?
The human rights department which targets children, youth and women is preoccupied with domestic violence because of dealing with communities of diverse cultures in the region. The learning point was to encourage these actors in human rights to network and there was formation of the Association of Human Rights Organisation (AHURIO) which, like SATNET, operates independently. To fight corruption in government and NGOs we encouraged anticorruption associations to unite, leading to the formation of Rwenzori Anticorruption Coalition (RACCA).
How have you fostered unity in the region?
 We are encouraging local governments to work collectively. There is now the Regional Leaders Forum, MPs Forum and leadership retreats. We are doing this because we believe unity is our strength that will develop the region through sharing ideas.
Briefly what achievements have KRC realised?
We have got our leaders working together as a region. This is through the regional district leaders group. There is the regional MPs forum. We have empowered the people at grassroots level through agricultural training. A think tank has been started to generate research analysis and debate. My interaction with the international community got me elected president of the International Association for Community Development in Scotland and it’s the principles of doing community work that have moved me this far.
Any challenges you meet as KRC?
At first tribalism was standing in the way. People were thinking in terms of tribal instead of regional benefits. But we overcame it by emphasising leadership beyond personal interests. People can only develop when they are united. Poverty does not know any tribe. We made networks purposely to make people think together. So when you call a regional meeting it is not going to be one tribe but a combination of exchanging regional ideas. But this did not happen before. We had to organise cultural dance performances where people would get together and interact and annual fairs to share and emulate what others were doing.Â
When one looks at KRC they are tempted to think it is donor funded. Who funds you?
Of course we are. But dealing with them you need to be clear about your identity and have principles and stick to them, live by your word and honour your contracts because when you are not transparent the tendency to compromise your independence is very high. Most times you will be on your knees [pleading] because you are not transparent.
Who are you accountable to?Â
We are very keen in accounting to the people we serve. We call stakeholders meetings, make presentations of what we do, get open space meetings and share information; get leaders and share information of our work. To me, accountability should not be the priority, The priority must be the people that you are dealing with. The other accountability is technical; because you have received funding and you tell how it was spent. We hold dialogue and radio presentations and share information we have with people.
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