Unveiling Women as Pillars of Peace Peace Building in ...

Kibiriti Rintari has been widely accredited with reclaiming the legitimacy of state machinery
within Wajir. His management style used government intelligence for the benefit of the community.
When a crime was reported to him, he distinguished between criminal activities and community
conflicts. Through extensive consultation with the community and the peace workers, he has been
able to instil confidence in the government. He has also been a source of learning for peace
workers. A good listener and mediator, he let the people guide his actions. For instance, during
one meeting, a woman participant accused him of tolerating and entertaining warlords. Asked to
elaborate, she argued that some leaders claiming to be peace workers, and attending peace
workshops, were engaged in war activities. When pressed for a solution, the woman urged the DC
to jail such people. After these deliberations an investigation was launched following which a
councillor, known to perpetrate violence, was arrested. This act reinforced confidence in the
government’s commitment to peace. The message filtering out was clear. No one engaging in
warlike activities would be tolerated. In the words of Dekha, “Mr Rintari never missed an
opportunity. He seized every opportunity that came his way... for the benefit of peace.” In the
approximately three years of his term in Wajir (1994-1997), he helped peace to become
institutionalised.
DC Rintari was replaced by Mr. Mutemi another good mediator who was ready to advance
the peace process. While Rintari focussed on peace activities at the district level, Mr. Mutemi
extended to the local levels. During his tenure, workshops were organised with District Officers,
Chiefs, and Sub-Chiefs. His emphasis on responsible governance and citizenship was instrumental
in anchoring the relationship between the administration and local populations. While he lasted
only one year, his replacement, Mr. Mmtsami had walked in the shoes of both easily. When he
arrived, he put himself in service to local structures. After being briefed on the Peace and
Development Committee his answer was a question, “What do you want me to do?” Consultation
has remained his management style. Whenever a problem occurs, he calls the elders and together
they find a solution.
In all cases, these administrators managed through people. Rintari was particularly hailed
for being a good listener and able to let people generate options in dealing with their problems. In
one case, members of Maendeleo ya Wanawake, a national umbrella organisation for women,
disagreed with Miraa (khat) women over the business of Khat. 4 In dealing with this problem,
which had the potential of exploding into a larger problem, Rintari invited the women to negotiate
a solution that was amenable to both sides. After months of the women talking, the problem was
resolved. Agreement was brokered on how to share and control the business. Previous
administrations would have responded to such a problem by arresting and locking up the
concerned parties, an act that could easily lead to upheavals. Once they were provided with a
space, the women were able to transform the confidence bestowed upon them into solutions for
their disagreements over the single most productive business in the district.
Political will from these three District Commissioners was complemented by other civil
servants within the district. One police officer in charge of Wajir police division, who was a
criminologist by training, became a significant resource person during peace workshops. Dekha
offers a tribute to the work of this officer, “Mr Peter Kimanzi face-lifted Wajir and helped rid it of
lawlessness.” Military commanders were also supportive of the administration. An air force major
who headed the education subsection of the Youth for Peace Groups visited schools and talked to
students about improving education for sustainable peace and security.
A strategic standing committee of 6-8 members was appointed to respond to the high
turnover of civil servants and to ensure commitment of incoming officers. These people were
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