Abstract:
This research examines the impact of project approaches on peacebuilding in Rwanda through
a detailed case study of the Conflict Management and Mitigation (CMM) - Duhuze Project in
Gisagara District. Grounded in the Theory of Change (ToC), Transformative Mediation Theory,
Stakeholder Theory, Project Management Theory, and the Logical Framework Approach
(LFA), the study evaluates the long-term effectiveness of the CMM – Duhuze initiatives in
promoting social cohesion, reducing conflict, and fostering reconciliation within local
communities. By analyzing the perceptions and experiences of various stakeholders, including
beneficiaries who are local community members, project staff, and local authorities, the research
seeks to understand the effectiveness and impact of the project's interventions. The study utilizes
a mixed-methods approach, incorporating quantitative surveys to gather comprehensive data.
Results indicate that the Duhuze Project has made notable strides in improving community
dialogue, enhancing trust among residents, and increasing participation in peacebuilding
activities. However, challenges such as insufficient funding, some coordination issues, and the
decline of Duhuze groups affected the sustainability and scalability of its outcomes. The
research highlights the critical role of community engagement in ensuring the continuity of
peacebuilding efforts and identifies key factors that contributed to the project’s successes and
shortcomings. Based on these insights, the study provides recommendations for best practices
to enhance the effectiveness of future peacebuilding initiatives in Rwanda, emphasizing the
importance of strategic planning, resource allocation, and community involvement.
