RWAMREC’s April–June 2026 quarterly newsletter is now available, highlighting a quarter of significant progress, growing partnerships, and expanding impact across Rwanda. From the continued national scale-up of Bandebereho to new work in refugee camps, financial empowerment, health, youth engagement, and community-based GBV prevention, Q2 was a period of both reaching more people and strengthening the systems that support lasting change. Highlights from Q2 2026 Bandebereho continued to scale and deepen its impact, reaching 13,678 parents during the quarter and 17,484 cumulatively in 2026. Through their parents, the programme also reached 15,091 children, including 7,968 children under five. An impact evaluation in Burera District found a 52.5% reduction in intimate partner violence among participating households. RWAMREC and the Rwanda Biomedical Centre also upgraded their MOU to formalise Bandebereho’s national scale-up. Across the organisation, 61,866 people were reached through awareness activities during Q2, bringing the 2026 total to 443,504. RWAMREC also trained 2,031 individuals on gender equality and GBV prevention and 1,658 couples through Journey of Transformation and Gender Transformative Approaches. Kataza expanded its work with communities and refugee populations, including its first GTA trainings inside four refugee camps. Gender-equitable attitudes among Journey of Transformation couples increased from 58.0% to 85.2% in pre- and post-assessments. Meanwhile, Twubakane Season 2 reached 2,400 couples through a rigorous randomized controlled trial using radio drama to explore whether edutainment can shift attitudes around gender norms and intimate partner violence. Shora Neza also reached 2,502 participants between January and June, representing 97% of its target, with significant improvements in gender-norm attitudes and joint household income decision-making. Beyond Rwanda, RWAMREC continued to contribute to global conversations on men, care, gender equality, women's political participation, feminist movements, and localised funding, with team members participating in events and platforms in Brazil, Ethiopia and Zambia. As we look ahead, RWAMREC's priorities include advancing Bandebereho's nationwide scale-up, launching a new male-engagement project in Kiziba Refugee Camp, developing the Regional Hub on Male Allyship and Positive Masculinities, strengthening evidence and learning systems, and continuing to address GBV and harmful gender norms. Read the full April–June 2026 newsletter for more stories, programme updates, results, partnerships, and opportunities to connect.

Tender Information Item Details Organization Rwanda Men’s Resource Centre (RWAMREC) Project NOVAH_TWUBAKANE Tender Title National Listenership Survey for Twubakane Season 2 Tender Method Open Tender Tender Reference No. August/006/2026 Submission Deadline 15 September 2026, 5:00 PM Kigali time 1. ABOUT RWANDA MEN’S RESOURCE CENTRE (RWAMREC) Rwanda Men’s Resource Centre (RWAMREC) is a non-governmental organization dedicated to achieving gender equality by promoting positive masculinities and engaging men and boys as allies in preventing gender-based violence (GBV) in Rwanda. Founded in 2006 by nine members and legally established in 2008 under Ministerial Order No. 114/11 of 3/9/2008, RWAMREC emerged in response to the critical need for men to actively participate in ending violent behaviours and reshaping traditional gender norms. The organization was born out of the recognition that gender equality efforts were often perceived as solely women’s issues, leading to resistance from some men who felt threatened by the empowerment of women. RWAMREC sought to address this by demonstrating that men also benefit from gender equality and have a vital role to play in fostering inclusive and equitable societies. Since its inception, RWAMREC has evolved from a small local initiative into a nationally recognized organization operating across the country. Its programmes span all four provinces and the City of Kigali, reflecting its growing reach and impact. The organization’s core mission remains centred on transforming harmful masculine norms, reducing violence against women and children, and fostering partnerships between men and women to advance gender justice. RWAMREC’s work is grounded in the belief that sustainable change requires the active involvement of men as advocates and role models for positive behaviour. For more information, click here. 2. CONTEXT AND RATIONALE The Rwanda Men’s Resource Centre (RWAMREC), in partnership with NOVAH (No Violence At Home), has developed Twubakane, an entertainment-education radio drama designed to contribute to the prevention of intimate partner violence by addressing its drivers and promoting healthier, non-violent relationship behaviours. NOVAH is a non-profit organization registered in the Netherlands that uses mass media and entertainment-education to prevent intimate partner violence in a cost-effective and scalable manner. Twubakane Season 1 consisted of six episodes and was broadcast on RC Musanze in early 2025. A subsequent survey in Musanze provided initial evidence on awareness, listenership and audience perceptions. Twubakane Season 2 expands the programme to a national audience. It consists of 12 Kinyarwanda radio drama episodes, with each episode lasting approximately 20 minutes, including the presenter introduction and closing by Jean Claude Kwizigera. The series follows three neighbouring households facing everyday challenges involving household finances, alcohol use, communication, trust, decision-making and domestic conflict. Its central message is reflected in the title Twubakane, meaning “Let us build together.” RWAMREC and NOVAH, in partnership with Innovation for Poverty Action, are conducting a Randomized Controlled Trial (RCT) in Nyagatare District to evaluate whether Twubakane can contribute effectively to reducing intimate partner violence and improving healthier relationships. The endline survey is expected to run from August to September 2026. Following the evaluation, Season 2 is expected to be aired on Radio Rwanda for 12 weeks, from the beginning of October 2026 to the beginning of January 2027, with one original episode and one rebroadcast each week. The final broadcast is expected on 9 January 2027. The expansion from a district-level Season 1 broadcast to national coverage creates the need for a more rigorous, nationally representative measurement of reach. RWAMREC therefore seeks qualified external technical expertise to co-design and implement a survey that can credibly estimate awareness and listenership among adults in Rwanda. The methodology and sample size must account for the expectation that approximately 2%–5% of adults may qualify as active listeners and must provide useful precision for the national estimate and pre-specified subgroup analyses. The resulting evidence will support programme learning, cost-effectiveness analysis, donor reporting, future planning and external communications. 3. OBJECTIVES 3.1 General Objective To co-design and implement a nationally representative survey that estimates the proportion of adults in Rwanda who actively listened to Twubakane Season 2 and generates credible evidence on programme awareness, reach and audience experience. 3.2 Specific Objectives The survey will: Estimate active listenership, defined as the percentage of adults who report listening to at least half of the 12 episodes (at least six episodes) and who pass a short content recall or recognition check of approximately two questions. Estimate marketing reach and exposure, including raw reach, the number or proportion of episodes listened to, and where respondents first heard about Twubakane, in order to inform future marketing efforts. Describe the listener profile and listening setting, with reporting by gender, agreed age categories, urban/rural residence, relationship and household status, and other approved variables where sample sizes permit. Assess programme appreciation and perceived relevance using approximately two short questions and collect limited self-reported change or impact information among listeners, including an optional short open-ended or qualitative follow-up among a subsample. Produce statistically credible national and subgroup estimates, explicitly discussing precision and aiming, where feasible and depending on observed prevalence and budget, for a confidence interval of approximately ±1 to 3 percentage points around the national active-listenership estimate. 4. SCOPE OF WORK The assignment covers the design and implementation of a nationally representative listenership survey for Twubakane Season 2. 4.1 Geographic Coverage All provinces of Rwanda and the City of Kigali. National urban and rural coverage. 4.2 Target Population Adults aged 18 years and above who ordinarily reside in Rwanda. 4.3 Unit of Analysis The individual adult respondent. Any population exclusions must be clearly documented and reflected in reporting and weighting. 4.4 Thematic Coverage The survey will cover: Programme awareness; Marketing reach; Raw reach; Active listenership; Episode exposure; First source of awareness; Listening platform or radio source; Listening setting; Programme appreciation and relevance; Limited perceived change; and Relevant respondent characteristics. 4.5 Listener-Level Analysis Among active listeners, the survey should describe episode exposure and listening setting, including categories that distinguish: 50%–80% versus 80%–100% episode exposure; Listening predominantly with a partner versus alone; Gender; and Urban versus rural residence. The consultant must assess whether these detailed categories can be estimated with acceptable precision and, where necessary, recommend a statistically defensible alternative, such as: Combining categories; Oversampling likely listeners; or Using a two-stage screening and follow-up design. 5. TASKS AND RESPONSIBILITIES 5.1 Tasks The consultant will carry out the following activities: A. Survey Design and Preparation Review relevant background materials. Clarify indicators. Assess feasible survey modes. Conduct sample-size and precision calculations. Propose the final methodology and workplan. Develop the sampling frame and selection procedures. Co-develop a concise questionnaire in English and Kinyarwanda, including content checks, consent language, interviewer instructions, skip logic and field manuals. B. Survey Programming and Pilot Programme the electronic survey and quality-control checks. Recruit and train qualified Kinyarwanda-speaking interviewers and supervisors. Conduct a pilot. Analyse pilot findings. Revise tools and procedures for approval before full data collection. C. Main Data Collection Implement nationally representative data collection. Supervise fieldwork. Monitor data quality and sample composition. Provide regular fieldwork progress updates. D. Analysis, Reporting and Handover Prepare the required inception, pilot, fieldwork, draft and final reports. Hand over complete datasets, codebook, documentation and other approved outputs. 5.2 Responsibilities Consultant Responsibilities The consultant will: Lead all technical aspects of survey design, sampling, data collection, quality assurance, analysis and reporting. Secure and manage the fieldwork team, logistics and technology. Maintain complete documentation and promptly raise methodological or operational risks. Ensure that all outputs are accurate, reproducible and delivered on time. Obtain the appropriate authorizations, including IRB authorization where required, in time to undertake data collection. RWAMREC and NOVAH Responsibilities RWAMREC and NOVAH will: Provide programme materials, broadcasting information and content-check questions. Provide timely feedback and approval on the methodology, questionnaire, content checks and deliverables. Facilitate introductions or administrative support where agreed, without replacing the consultant’s responsibility for independent sampling and field implementation. Pay approved invoices in accordance with the contract. 6. DELIVERABLES The consultant must produce the following measurable outputs. Major deliverables will be reviewed and approved by RWAMREC and NOVAH in accordance with the decision-making and review process agreed during inception. Phase Deliverables Indicative Timing Phase 1 – Inception and Design Inception report; detailed methodology; sampling and precision calculations; workplan; information requests Within 10 working days of contract signature Phase 2 – Instrument Preparation Final English and Kinyarwanda questionnaires; programmed survey; interviewer and supervisor manuals; data-management plan Before piloting Phase 3 – Pilot and Finalization Pilot report; revised and approved tools; final fieldwork plan Before full fieldwork Phase 4 – Main Data Collection Training report; fieldwork progress updates; final fieldwork report; complete raw dataset; disposition records January 2027, after final broadcast Phase 5 – Data Processing Clean anonymized dataset; codebook; cleaning documentation Within one week after completion of data collection Phase 6 – Reporting and Handover Draft report; final report; handover of approved study materials and documentation Final report within three weeks after fieldwork 7. METHODOLOGY Applicants are expected to propose and justify the most appropriate design rather than follow a pre-selected method. The approach may include: A household-based probability survey; Telephone survey; Mixed-mode design; Multi-stage cluster sample; Stratified sample; or Another defensible approach. The proposed methodology must clearly explain how national representativeness and subgroup reporting will be achieved. 7.1 Sampling Design and Sample Size The proposal should: Provide a detailed sampling frame and selection procedure at every stage, including household and respondent selection where applicable. Provide sample-size calculations based on expected active-listenership prevalence of 2%–5%, desired precision, confidence level, design effect, non-response and planned subgroup analyses. Distinguish the precision expected for the national estimate from that expected for subgroup and listener-only analyses. 7.2 Questionnaire Design The consultant will: Co-develop a concise questionnaire in English and Kinyarwanda in close consultation with RWAMREC and NOVAH. Keep the RWAMREC/NOVAH module extremely short for non-listeners, with only essential screening and demographic questions. Keep the listener module to approximately 10 minutes, where feasible. Use neutral, non-leading awareness and listenership questions, with unaided questions before aided recognition prompts. Use approximately two content-check questions supplied by RWAMREC and NOVAH. Pilot recognition questions to ensure they distinguish genuine listeners from respondents who guess or confuse Twubakane with another programme. Include appropriate response options for partial exposure, shared listening, irregular listening and rebroadcasts. Prepare interviewer instructions, skip logic, consent language and field manuals. 7.3 Pilot Testing The consultant will conduct short pilot testing covering: Question comprehension; Translation; Interview length; Recall prompts; Content checks; Programming logic; Response distributions; and Operational procedures. Pilot findings and proposed revisions must be documented and approved before full data collection. 7.4 Data Collection and Quality Assurance The consultant will: Recruit and train qualified Kinyarwanda-speaking interviewers and supervisors. Use electronic data collection with programmed skip logic, range checks, timestamps and other appropriate controls. Implement daily field monitoring, supervisor review and documented corrective action. Monitor response rates and sample composition by strata throughout fieldwork. Provide RWAMREC and NOVAH with regular fieldwork progress updates. Promptly report any material deviation from the approved protocol. 7.5 Ethics, Safeguarding and Data Protection The consultant must: Apply a do-no-harm approach and appropriate confidentiality safeguards, as perceived-change questions may elicit sensitive disclosures, even though the survey will not directly measure intimate partner violence. Obtain informed consent and make clear that participation is voluntary. Conduct interviews privately to the extent possible. Avoid collecting unnecessary personally identifiable information. Where contact or tracking information is operationally required, store it separately from survey responses. Use secure, access-controlled systems for data collection, transfer and storage. Prepare a proportionate referral and response protocol for distress or spontaneous disclosures in consultation with RWAMREC. Comply with applicable Rwandan laws and regulations, institutional requirements, and any ethics or research authorization determined necessary for the selected methodology. 8. DURATION AND TIMELINE The assignment will run from contract signature through completion and approval of the final report. Twubakane Season 2 is expected to be broadcast from the beginning of October 2026 to the beginning of January 2027, with the final broadcast on 9 January 2027. Survey fieldwork is expected to take place in January 2027, as soon as practicable after the final broadcast. Activity Timeline Inception and design Within 10 working days of contract signature Instrument preparation Before piloting Pilot and finalization Before full fieldwork Main data collection January 2027, after final broadcast Cleaned dataset Within one week after data collection Final report Within three weeks after fieldwork 9. REPORTING ARRANGEMENT The consultant will report to the Executive Director of RWAMREC or a designated focal point and will work closely with the Project Coordinator from RWAMREC and the NOVAH team. The parties will agree on a concise decision-making and review process during inception. 9.1 Progress Communication Regular fieldwork progress updates must be provided to RWAMREC and NOVAH. Any material deviation from the approved protocol must be reported promptly. 9.2 Reporting Format Progress will be documented through the required: Inception report; Pilot report; Training/fieldwork report; Draft report; Final report; Datasets; Codebook; and Related technical documentation. 9.3 Language Capacity Survey questionnaires must be prepared in English and Kinyarwanda. The proposed team must have excellent written and spoken English and strong Kinyarwanda capacity. 9.4 Review and Approval RWAMREC and NOVAH will provide timely feedback and approval on the methodology, questionnaire, content checks and deliverables. 10. QUALIFICATION AND EXPERIENCE The assignment is open to qualified individuals and consulting entities. Where a consulting entity applies, it should be legally registered. The proposed lead consultant and team should demonstrate the following: Required Qualifications and Experience Advanced university qualification in public health, social sciences or gender studies. At least 3 years of relevant experience designing and implementing large-scale quantitative surveys, preferably nationally representative surveys in Rwanda. Demonstrated expertise in probability sampling and rare-prevalence estimation. Experience developing and testing questionnaires in English and Kinyarwanda. Capacity to manage nationwide fieldwork, interviewer training, digital data collection and quality assurance. Excellent written and spoken English, with strong Kinyarwanda capacity within the proposed team. Individual applicants should demonstrate how they will collaborate with their institution to assemble a qualified team and provide evidence of the institution’s commitment to ensuring the availability of required personnel throughout implementation. 11. EVALUATION CRITERIA Proposals will be scored on a 100-point basis, with 65% allocated to the technical proposal and 35% to the financial proposal. Evaluation Criterion Weight Understanding of the assignment and methodological rigour, including sampling, sample size and precision 35% Relevant team leader experience, including nationally representative surveys 15% Fieldwork, quality assurance, ethics and data-protection approach, feasibility of workplan and availability 15% Financial proposal 35% Total 100% 12. APPLICATION PROCESS AND REQUIRED PROPOSAL DOCUMENTS Interested applicants should submit: One technical proposal; and One financial proposal, together with the required supporting documents. Applications should be submitted by email to: Executive Director, Rwanda Men’s Resource Centre (RWAMREC), YYUSSA Plaza, Kimironko, KG 11 Ave, 2nd Floor. Email: info@rwamrec.org Submission Deadline 15 September 2026 at 5:00 PM Kigali time 12.1 Technical Proposal The technical proposal should include: Understanding of the assignment and key methodological challenges, particularly the expected 2%–5% active-listener prevalence. Proposed survey mode, sampling frame, sampling stages and respondent-selection procedure. Sample-size and precision calculations for the national estimate and key subgroup analyses. Proposed approach to listener screening, content verification and mitigation of false-positive reporting. Fieldwork, quality-assurance, ethics, safeguarding and data-protection plans. Detailed timeline and staffing plan identifying the team leader and all key personnel. Any proposed cost-sharing or joint-survey arrangement, clearly explaining governance, questionnaire space, confidentiality, sampling implications, and how RWAMREC/NOVAH data quality and timelines would be protected. For individual applicants, evidence of their institution’s commitment to supporting the assignment and ensuring availability of the required personnel throughout implementation. 12.2 Financial Proposal The financial proposal should include: Detailed, itemized budget in Rwandan francs (RWF), including all applicable taxes. All assumptions, unit costs and the number of days or units budgeted. Proposed payment schedule. 12.3 Required Supporting Documents Applicants must submit: CVs of the proposed lead consultant and key personnel. Copies of relevant academic degrees and professional certificates. Evidence or links demonstrating relevant similar survey assignments. 12.4 Late or Incomplete Applications Late or incomplete applications will not be considered. RWAMREC reserves the right to: Request clarifications; Negotiate the scope and budget; or Cancel the procurement process without award. Done at Kigali on 31 August 2026 Fidèle RUTAYISIRE, Executive Director, RWAMREC

Project Name ReGenerate RWANDA Title of the Tender GBV and Sexual Harassment Knowledge, Attitudes, and Risk Assessment Consultancy Tender Method Open Tender Submission Deadline 7th September 2026 Tender Reference Number August/007/2026 1. ABOUT RWANDA MEN’S RESOURCE CENTRE (RWAMREC) Rwanda Men’s Resource Centre (RWAMREC) is a non-governmental organization dedicated to achieving gender equality by promoting positive masculinities and engaging men and boys as allies in preventing gender- based violence (GBV) in Rwanda. Founded in 2006 by nine members and legally established in 2008 under Ministerial Order No. 114/11 of 3/9/2008, RWAMREC emerged as a response to the critical need for men to actively participate in ending violent behaviors and reshaping traditional gender norms. The organization was born out of the recognition that gender equality efforts were often perceived as solely women’s issues, leading to resistance from some men who felt threatened by the empowerment of women. RWAMREC sought to address this by demonstrating that men, too, benefit from gender equality and have a vital role to play in fostering inclusive and equitable societies. Since its inception, RWAMREC has evolved from a small local initiative into a nationally recognized organization, operating across the country. Its programs span four provinces and the City of Kigali, reflecting its growing reach and impact. The organization’s core mission remains centered on transforming harmful masculine norms, reducing violence against women and children, and fostering partnerships between men and women to advance gender justice. RWAMREC’s work is grounded in the belief that sustainable change requires the active involvement of men as advocates and role models for positive behavior. For more information, click here. 2. CONTEXT AND RATIONALE ReGenerate Rwanda is a five-year program implemented from 2023 to 2027 with funding from the Swedish International Development Cooperation Agency (SIDA) and implemented by TechnoServe. The program seeks to sustainably increase the incomes of 30,000 people in Rwanda, at least 70% of whom are women and youth, particularly in the Western and Southern Provinces. Using a Market Systems Development (MSD) approach, the program works with private sector actors to expand access to essential products and services and stimulate inclusive rural markets. A key feature of the program is an agent-based business model through which women and youth earn income as sales, delivery, or aggregation agents while extending products and services to underserved communities. While this model creates important opportunities for women’s economic empowerment, women agents may also face increased exposure to gender-based violence, particularly sexual harassment, during interactions with clients, community members, suppliers, and other actors. Such interactions frequently take place in households, farms, markets, trading centers, and other public or informal spaces where gender inequalities, social norms, and power imbalances may increase women’s vulnerability. Potential forms of harassment include sexualized comments, unwanted propositions, pressure to provide personal contact information, inappropriate physical or verbal behavior, and invitations to private or unsafe locations presented as business-related engagements. Such experiences can negatively affect women’s safety, dignity, mobility, confidence, economic participation, and productivity. At household and community levels, harmful gender norms may further contribute to backlash against women who take on visible economic roles. These norms may influence perceptions of women’s mobility, authority, decision-making, interactions with male clients, and control over income. Without appropriate prevention and response mechanisms, these risks may undermine both the wellbeing of female agents and the sustainability of inclusive market systems. The consultancy is therefore intended to generate evidence on the knowledge, attitudes, practices, and risk factors associated with GBV and sexual harassment affecting female agents. It will also assess the availability and effectiveness of existing prevention, reporting, referral, and response mechanisms. The findings will provide a baseline against which future changes can be assessed and will inform the design and implementation of targeted GBV prevention interventions, male engagement activities, women’s agency and safety interventions, and gender-responsive systems within partner companies. RWAMREC is seeking the services of a qualified consultant or consulting firm with demonstrated expertise in GBV, gender-transformative programming, sexual harassment, safeguarding, research, and mixed-method assessments to undertake this assignment. 3. OBJECTIVES 3.1 General Objective To conduct a comprehensive knowledge, attitudes, practices, and risk assessment on GBV and sexual harassment affecting female agents under the ReGenerate Rwanda program and generate evidence to inform gender- responsive prevention, protection, reporting, and response interventions. 3.2 Specific Objectives The consultancy will specifically aim to: Assess the knowledge, attitudes, perceptions, and practices of female agents, clients, community members, and other relevant stakeholders regarding GBV and sexual harassment. Identify and analyze the main situations, locations, interactions, and structural factors that expose female agents to GBV and sexual harassment in their work and community environments. Examine harmful gender norms, masculinities, power relations, and social expectations that contribute to or normalize sexual harassment and other forms of GBV. Assess existing prevention, reporting, referral, and response mechanisms, including the role and effectiveness of Women Safety Committees, community leaders, partner companies, and other relevant actors. Provide practical, evidence-based recommendations to strengthen GBV prevention, women’s safety, male engagement, reporting and response systems, and gender-responsive practices within the ReGenerate Rwanda market system. 4. SCOPE OF WORK The consultancy will cover selected ReGenerate Rwanda implementation areas in the Southern and Western Provinces, specifically Gasaka and Cyanika sectors in Nyamagabe district and Kanjongo and Kagano Sectors in Nyamasheke District. The assessment will focus on female agents and key stakeholders who influence their safety and working environment, including clients, male partners, community leaders, Women Safety Committees, partner companies, and relevant service providers. The assessment will examine: · Knowledge, attitudes, and practices related to GBV and sexual harassment; · Exposure to sexual harassment and other forms of GBV; · Harmful gender norms, masculinities, and power relations; · Risks associated with women’s mobility and economic activities; · Household and community-level backlash; · Safety, reporting, referral, and response mechanisms; · Effectiveness of Women Safety Committees and community structures; and · Opportunities for engaging men and boys in GBV prevention. The final sample and respondent categories will be agreed with RWAMREC and ReGenerate Rwanda during the inception phase. 5. TASKS AND RESPONSIBILITIES 5.1 Consultant’s tasks The consultant/consulting firm will: A. Inception and Planning · Review relevant project documents, policies, and existing evidence. · Consult RWAMREC and ReGenerate Rwanda stakeholders to refine the assessment scope. · Develop the inception report, work plan, assessment framework, sampling strategy, and data collection tools. · Submit tools and protocols for approval before data collection. B. Data Collection · Conduct quantitative surveys with the agreed sample. · Conduct Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs). · Conduct participatory risk mapping. · Assess GBV and sexual harassment experiences, risks, reporting practices, and existing response mechanisms. C. Data Analysis and Reporting · Clean, analyze, and validate quantitative and qualitative data. · Triangulate findings and identify key risks, drivers, gaps, and protective factors. · Develop a GBV and sexual harassment risk profile for female agents. · Prepare and present preliminary findings. · Develop a draft and final assessment report with practical and prioritized recommendations. 5.2 Consultant’s Responsibilities The consultant/firm will: · Lead the technical implementation of the assessment. · Ensure ethical, confidential, safe, and gender-sensitive data collection. · Recruit, train, and supervise data collectors. · Ensure data quality, security, and proper management. · Maintain regular communication with RWAMREC and report any challenges or risks. · Complete all deliverables within the agreed timelines. 5.3 RWAMREC’s Responsibilities RWAMREC will: · Provide relevant project documents and background information. · Facilitate access to relevant stakeholders and target groups. · Support coordination with ReGenerate Rwanda and other relevant stakeholders. · Review and provide feedback on the methodology, tools, work plan, and reports. · Participate in validation meetings and provide timely consolidated feedback. · Respect the consultant’s professional independence and findings. 6. DELIVERABLES No. Deliverable Key Content Timeline / Approval 1 Draft 1 – Inception Report Team background and capacity; methodology, sampling and tools 5 days post-signing / RWAMREC 2 Final Inception Report including Assessment Tools Survey, KII/FGD guides, consent tools, etc. 3 days / RWAMREC 3 Fieldwork Preparation Translation of tools and enumerator training 2 days / RWAMREC 4 Data Collection Data collection 5 days / RWAMREC 5 Clean Datasets and Fact Sheet Data cleaning and presentation 5 days post-fieldwork / RWAMREC 6 Draft Report Full methodology and findings 5 days post-analysis / RWAMREC 7 Final Report and Presentation Report with actionable recommendations and slides 5 days post-feedback / RWAMREC 7. METHODOLOGY The assessment will use a mixed-method approach, combining quantitative and qualitative methods to generate evidence on GBV and sexual harassment risks affecting female agents. The consultant will develop and finalize the methodology during the inception phase, covering the following: 7.1 Desk Review · Review relevant ReGenerate Rwanda and RWAMREC documents, policies, reports, and existing data. · Review relevant national policies, guidelines, and literature on GBV, sexual harassment, gender equality, and women’s economic empowerment. 7.2 Quantitative Assessment · Conduct structured surveys with an agreed sample of respondents. · Assess knowledge, attitudes, experiences, perceived risks, reporting practices, and awareness of available support services. · Apply an appropriate and justified sampling strategy. 7.3 Qualitative Assessment · Conduct KIIs and FGDs with selected stakeholders. · Explore gender norms, power relations, experiences of harassment, barriers to reporting, existing response mechanisms, and opportunities for engaging men as allies. 7.4 Risk Mapping · Identify key locations, interactions, and situations where female agents face GBV and sexual harassment risks. · Assess existing safety, coping, reporting, and referral mechanisms across household, community, and market environments. 7.5 Gender-Transformative Analysis The assessment will examine the underlying gender norms, masculinities, power relations, and social expectations that contribute to GBV and sexual harassment, including attitudes toward women’s economic participation, mobility, and independence. 7.6 Data Quality and Ethics · Ensure appropriate training, supervision, piloting, and quality checks. · Maintain secure and confidential data management. · Apply informed consent, confidentiality, and a do-no-harm approach throughout the assessment. · Follow agreed safeguarding and referral procedures for any GBV disclosures. 8. DURATION AND TIMELINE The assignment is expected to be completed within 30 working days from the date of contract signing. The indicative timeline is as follows: Phase Key Activities Duration Phase 1 Inception meeting, document review and draft inception report 5 days Phase 2 Final inception report and approved tools 3 days Phase 3 Data collection Preparation 2 days Phase 4 Data collection 5 days Phase 5 Data cleaning, analysis and presentation 5 days Phase 6 Preliminary findings 5 days Phase 7 Final report 5 days The final dates will be agreed between RWAMREC and the selected consultant/firm during contracting. 9. REPORTING ARRANGEMENT The consultant/consulting firm will report to the RWAMREC Project Coordinator or another designated focal person. The consultant will: · Attend an inception meeting at the beginning of the assignment. · Provide regular progress updates throughout implementation. · Immediately communicate any significant risks, delays, ethical concerns, or methodological challenges. · Present preliminary findings to RWAMREC and relevant stakeholders. · Submit deliverables electronically in Microsoft Word, Excel, PowerPoint, and/or PDF formats as appropriate. · Conduct all formal reporting and deliverables in English. Where field data collection is conducted in Kinyarwanda, the consultant will ensure that data collection tools are appropriately translated and that translation does not compromise the meaning of technical concepts. 10. QUALIFICATION AND EXPERIENCE 10.1 Required Qualifications and Experience The consultant or consulting firm should have: · A Master’s degree in Gender Studies, Social Sciences, Development Studies, Public Health, Sociology, Psychology, International Development, or a related field. · At least 7 years of relevant experience in gender, GBV, safeguarding, social norms, KAP studies, or related research. · Demonstrated experience in mixed-method research, including surveys, KIIs, FGDs, and qualitative analysis. · Strong knowledge of GBV prevention and response, sexual harassment, gender norms, masculinities, and women’s economic empowerment. · Experience developing gender-sensitive research tools and conducting quantitative and qualitative data analysis. · Experience working with NGOs, development programs, private sector, or community-based organizations. · Good understanding of Rwanda’s gender, GBV, safeguarding, and referral context. · Excellent analytical and report-writing skills in English, with professional proficiency in Kinyarwanda and English. · Commitment to ethical research, confidentiality, safeguarding, and the do-no-harm principle. 10.2 Desired Qualifications and Experience Preference will be given to candidates with: · Experience conducting GBV/sexual harassment risk assessments in economic empowerment, workplace, market, or community settings. · Experience in participatory risk mapping and gender-transformative approaches. · Experience working with private sector safeguarding and GBV systems. · Experience working in rural communities in Rwanda. · Ability to translate research findings into practical program and systems recommendations. For consulting firms, the proposed team should include: · Team Leader/Lead Researcher: Technical leadership, methodology, quality assurance, analysis, and reporting. · Quantitative/Data Specialist: Survey design, data management, cleaning, and analysis. · Qualitative/Gender Specialist: KIIs, FGDs, risk mapping, and gender/GBV analysis. 11. EVALUATION CRITERIA Proposals go through a two-stage technical (80%) and financial (20%) evaluation. 11.1 Technical Criteria Weight Understanding of assignment & proposed approach 15% Methodology, sampling, data collection & analysis 25% Relevant experience in GBV, sexual harassment, gender, safeguarding 15% Experience in mixed-method research & risk assessments 10% Qualifications & experience of proposed team 10% Work plan, QA, ethics & risk management 5% Technical Score Total 80% A 60% technical threshold (of the 80%) is required to proceed to financial review. 11.2 Financial – 20% Assessed on budget clarity, cost reasonableness, value for money, and alignment with the proposed methodology. RWAMREC may seek clarifications and will award based on best overall value, not lowest cost. 12. APPLICATION PROCESS AND REQUIRED PROPOSAL DOCUMENTS Required documents include a technical proposal, financial proposal, CVs, Degrees, certificates of completion, references, sample work, company registration if applicable, and any other document relevant to the work. Applicants submit a complete proposal covering: · Technical Proposal – understanding of the assignment, methodology, sampling strategy, data approach, ethics/safeguarding, Quality Assurance, work plan, team composition, and relevant experience. · Financial Proposal – itemized budget with total cost in RWF. · Supporting Documents – CVs, degrees/certificates, 3+ references, sample work, company registration and tax clearance (where applicable). Submit electronically to info@rwamrec.org by 7 th September, 5:00 PM Kigali time; subject line: Application – GBV and Sexual Harassment Knowledge, Attitudes, and Risk Assessment Consultancy. Only shortlisted candidates will be contacted. RWAMREC reserves the right to accept/reject proposals and is not bound to select the lowest-priced offer. Done at Kigali, August 24, 2026 Fidele RUTAYISIRE Executive Director, RWAMREC

A story of one household, thousands of families, and the growing link between gender norms, agriculture, and a changing climate. Niyonagize and Nikuze at home in the Maraba Sector, Huye District. Each year, as Umuganura approaches, Rwandan households across the country prepare to give thanks for the harvest — the crops that came in, the season that is closing, the year that is ending. In the Maraba Sector of Huye District, Niyonagize and Nikuze, parents of three, are preparing to celebrate a different kind of harvest this year. Their beans came in well. But what they describe first is something else entirely. “This year we harvested beans and the production was good. But most importantly, I harvested peace and calm in my home because I now have a good relationship with my husband.” — Nikuze, Shora Neza participant A household divided by an old pattern For most of their married life, decisions in Niyonagize and Nikuze's household followed a pattern common across many Rwandan farming families. “Before joining Shora Neza, my husband made all the family decisions, including what we farmed and deciding what to do with the harvest. I was mainly responsible for taking care of the children and doing household work,” Nikuze remembers. Niyonagize describes the same arrangement from where he stood, and the belief that underpinned it: “I believed that the husband was the one who should make all the decisions, because he was the head of the household — the ‘lion’ of the family. I saw the woman as someone responsible only for household chores and taking care of the children. When there was money or agricultural decision-making, I was the one who made the decisions and allocated money to my wife because I felt that I was the one working hard for it.” When the harvest was good, this arrangement went unquestioned. When it was poor, the imbalance became a burden Nikuze carried largely alone. “It was a major burden for me because I had to do everything possible to make sure the children had something to eat, especially because my husband did not pay attention to it. He used to spend the little money we had on drinking alcohol,” she says. It is a pattern RWAMREC's Community Facilitators recognize across the districts where Shora Neza works. “Previously, men were usually the only ones making decisions about money and farming, as they themselves acknowledge,” one facilitator explains, describing families before the programme reaches them. A conversation that changed the household The turning point for Niyonagize and Nikuze came through the Shora Neza Journey of Transformation (JoT) — a gender-transformative training that walks couples through gender, power, shared responsibility, and the different forms of violence that unequal households can produce. What made the difference, the couple says, was not only the training sessions themselves but the weekly household exercises that followed. “The household exercises helped us. They encouraged us to sit together and review what we had learned. This helped us with our family planning, and we were very happy because the conflicts we used to have stopped,” Nikuze says. “RWAMREC should continue reaching many more people,” she adds. “I learned that a family develops when a husband and wife work together. Now we discuss before making decisions, share household responsibilities and plan our income together.” — Niyonagize, Shora Neza participant The change was gradual rather than dramatic, and it was not always comfortable. “At the beginning, it was not easy, especially with some household chores that I felt embarrassed to do. Sometimes I refused to do them because I felt that my wife would look down on me,” Niyonagize admits. “But as we continued discussing what we were learning during the sessions, things changed. Now there is no problem at all. We share everything, and whenever there is a problem, we sit down and discuss it.” Nikuze was the first to see it. “My wife was the first person to notice the changes. She told me that she was happy because I now listen to her and we sit together and discuss things,” Niyonagize says. “Our neighbors and relatives also say that they see more harmony in our household than before.” Together, the couple started making joint choices about what to farm, how to spend, and how to prepare for the future — including joining a savings group so that access to seeds and fertilizer no longer depends on any one person's decision. “Making decisions together means that we farm what we have jointly agreed will give us a good harvest,” Nikuze says. Niyonagize points to something a neighbour could see for themselves: “You can see that we have started putting sand on our house, something we had previously been unable to do.” Their three children, they say, are now noticeably more comfortable around both parents. “The children have benefited greatly because they are now more comfortable with their parents. They are no longer afraid of their father, and they now receive their basic needs without problems,” Nikuze says. Niyonagize hold his baby while Nikuze tells us her story. Why gender equality is a climate adaptation strategy Farmers across the districts where Shora Neza operates describe a climate that no longer behaves the way it used to. “In the past, rainfall came at the expected time and farmers knew when to plant. Now, rain may come late, fall heavily and cause erosion, or come in insufficient amounts and cause drought,” Niyonagize explains. “What surprises us is that we can no longer predict agricultural seasons as well as we used to.” The consequences reach beyond the field. “The major challenges include unusual rainfall, drought, crop diseases and pests, and the continued increase in the cost of agricultural inputs... This can cause household nutrition to deteriorate and reduce the household's financial capacity,” he says. And that pressure, in this context, is not distributed equally. “As a man, my family expects me to find solutions and continue taking care of them because they believe that a man can do everything. Even when the harvest is poor, they expect me to find food, money for household needs, health insurance contributions and other necessities,” Niyonagize says of the expectations placed on him. Before Shora Neza, that pressure had a familiar outlet. “Before, I would become discouraged. Sometimes I felt that there was nothing else I could do, which made me feel ashamed and hopeless. There were also times when I would waste money on things that were not useful to the family, such as drinking alcohol,” Niyonagize recalls. “But now my wife and I sit together and consider what we can change. We plan the money that remains and look for other ways to meet the family's needs. This helps us avoid making decisions out of panic.” A Community Facilitator connects the dots between resource scarcity and conflict directly: “When food, water or money becomes scarce, it can create stress and a negative atmosphere at home. A person may become angry or anxious because they cannot provide what the family needs... One person would feel that money had been spent on unnecessary things, while the woman would find that she was the one carrying the burden. But now we have learned that we should discuss issues and look for solutions together instead of blaming each other.” This is the case for treating gender-transformative work as more than a social good — it is a resilience strategy for agriculture. Niyonagize is candid about how much harder the provider role has become: “They have become much more difficult because of climate change, rising prices and declining production, as well as the feeling that I, as a man, carry everything on my shoulders. However, because we now make decisions together, plan our resources and work together, the burden is no longer carried by the husband alone.” Change has not reached everyone yet. “Some have not changed their attitudes and still believe that they are the ones who must carry all the family's problems as men. When they face difficulties, they become discouraged or choose to drink alcohol, which makes family problems worse,” Niyonagize observes of other men in his community. Facilitators describe the specific social pressure that keeps men from changing: “The biggest challenge we encountered was people's attitudes and expressions such as ‘he has been fed isombe’ or ‘he has become controlled by his wife.’ Some men were also embarrassed to perform certain household chores. However, we continued engaging with them, providing discussions and using testimonies from families that had experienced positive changes... Gradually, they began to see the benefits of these changes, and many changed their attitudes.” Niyonagize's message to men still holding onto the old model is blunt: “Valuing their wives' ideas and sharing responsibilities does not make them less of a man or make them ‘controlled by their wives.’ Instead, it helps the family develop and live together peacefully. When you talk together, make decisions together and work together, peace increases, productivity increases, and children grow up in a peaceful family.” Inside the cascading model — how one household's change multiplies Niyonagize and Nikuze's experience is one thread in a much larger fabric. A Community Facilitator sums up the broader shift across the families Shora Neza has reached: “The changes we are seeing are many and visible. Men have started sharing household responsibilities with their wives. This gives women more time to participate in activities that improve their wellbeing and increase productivity. We have also seen household conflicts decrease, greater harmony, and families beginning to plan for the future. Some are joining savings groups, whereas previously they had not done so.” Shora Neza works through a cascading model designed to carry gender-transformative approaches from a small group of trainers to thousands of farming households: RWAMREC's trainers conduct a Training of Trainers, equipping 100 Community Facilitators, 50 women and 50 men, through a 5-day Journey of Transformation training and a 3-day Gender-Transformative Approach (GTA) training. Community Facilitators then work in pairs across sectors, delivering the Journey of Transformation to couples and training Gender Champions in GTA. 1,290 couples (2,580 people) — young women farmers and their partners, plus family support champions — take part directly in the Journey of Transformation, reaching a total of 2,580 farmers through couple dialogues. 70% of participating couples go on to create Men Engage Clubs, extending the conversation indirectly to more men and reaching an estimated 2,700 farmers. Gender Champions, unmarried young farmers and family influencers trained in GTA, run community dialogues that reach 6,450 married and unmarried farmers. Since implementation began in October 2025, this model has rolled out across 43 sectors in 18 districts: Bugesera, Gatsibo, Kayonza, Rwamagana, Ngoma, Musanze, Rulindo, Gicumbi, Burera, Gakenke, Huye, Muhanga, Nyanza, Nyaruguru, Ruhango, Nyabihu, Nyamasheke, and Rubavu. Facilitators have achieved a 98% participation rate in their own training, and have shown measurable improvements in knowledge and attitudes around gender norms, joint decision-making, shared household responsibilities, and the prevention of gender-based violence. A programme built for young women's economic future This work sits inside the broader Shora Neza Programme, implemented by RWAMREC in partnership with the World Food Programme, which addresses the social and behavioural barriers limiting young women's participation in agribusiness, agricultural finance, and youth employment. The gender-transformative component — the Journey of Transformation for married farmers and gender-transformative approaches for unmarried farmers — works alongside the programme's efforts to expand young women's access to markets, finance, and employment, on the understanding that access alone is not enough if household norms still stand in the way of a young woman's ability to use it. Looking ahead This reporting period reflects the programme's start-up and initial implementation phase. Facilitators are already looking toward what comes next: “ “Community Facilitators emphasized the importance of ensuring that those who have been trained continue to serve as positive examples in their communities, so that the changes can be sustained and reach more families. They expressed a strong desire to see safer, more united families and for Shora Neza to reach more people, as some families still maintain behaviours and attitudes that can contribute to violence.” — RWAMREC Field Coordinator, reporting on Community Facilitators’ reflections Building on this foundation, Shora Neza is set to scale further in 2026, engaging thousands more Gender Champions, couples, and local leaders across Rwanda's 18 participating districts. For Niyonagize and Nikuze, that future is already visible in their own household. “I would like us to continue working together with my husband, both in planning the farming season and discussing how the harvest will be used. This makes me feel that I am valuable and that what we are doing should help us achieve development,” Nikuze says. “This Umuganura will be different from previous ones. We celebrated harvests before, but I was not happy because I felt that I had not played a role... But this time I will be happy because we worked together to produce the harvest. We will share it while living peacefully, and we are also planning together how we will farm better in the next season.” — Nikuze This Umuganura, as families across Rwanda give thanks for the harvest, RWAMREC is proud to be helping households harvest something else too — investing in gender-transformative programming that helps more couples move from conflict to dialogue, from unequal burdens to shared responsibility, and from vulnerability to resilience. Niyonagize, Nikuze and RWAMREC Field Field Coordinator Amon Mwumvaneza Let us help more families harvest what matters most: equality, peace, partnership, dignity and hope.

Nairobi, Kenya | 21–24 July 2026 RWAMREC Executive Director Fidèle Rutayisire participated in Segal 2026: The Next Beat, a landmark convening organized by the Segal Family Foundation in Nairobi, Kenya. Bringing together more than 790 delegates from over 30 countries, the four-day event united social innovators, nonprofit leaders, philanthropists, funders, researchers, and development partners committed to advancing African-led solutions to some of the continent’s most pressing challenges. RWAMREC’s participation was made possible through the generous support of the Imago Dei Fund, which invited Fidèle to attend the convening as one of its funded partners. The opportunity reflects Imago Dei Fund’s continued investment in strengthening the leadership, networks, and capacity of the organizations it supports. A Week of Learning, Inspiration, and Strategic Connections Throughout the four-day convening, participants took part in plenary discussions, breakout sessions, workshops, and informal networking opportunities focused on leadership, innovation, systems change, philanthropy, and community-driven development. For RWAMREC, Segal 2026 provided an important opportunity to: Connect with social innovators, funders, and development practitioners from across Africa and beyond. Strengthen existing partnerships while building new relationships with organizations working on complementary social justice and development initiatives. Exchange practical experiences on organizational growth, sustainable funding, innovation, and scaling evidence-based interventions. Learn from leading African organizations developing locally driven solutions to complex social challenges. One of the most impactful sessions was “How to Maximize Your Moment,” organized by the Imago Dei Fund. The session encouraged leaders to intentionally steward the opportunities entrusted to them, emphasizing that leadership is not only about responding to opportunities but also about maximizing their potential to create lasting impact. This message strongly resonated with RWAMREC’s vision of expanding gender-transformative programming across Rwanda and the African continent. SEGAL 2026 Live: Power in Connection — Vusi Thembekwayo & Isabelle Kamariza | JULY 22 | 9 AM EAT: https://www.youtube.com/live/PVURWsRNmp0?si=D5ecj8T5ReOWOzpc Key Reflections from Segal 2026 The conversations and experiences at Segal 2026 reinforced several lessons that will continue to inform RWAMREC’s work. Meaningful change begins with connection Some of the most valuable conversations happened outside formal sessions—during coffee breaks, shared meals, and informal exchanges. These moments demonstrated the power of relationships and human connection in advancing social change. Collaboration accelerates impact The convening highlighted the importance of collaboration among civil society organizations, governments, philanthropies, researchers, and communities. Addressing increasingly complex social challenges requires diverse actors to share knowledge, resources, and expertise. African organizations are leading innovation Across the conference, participants showcased bold and evidence-based solutions developed by African organizations. These examples reaffirmed that sustainable development is strongest when local institutions and communities lead the design and implementation of change. Leadership requires intentional stewardship Segal 2026 also emphasized the importance of carefully nurturing opportunities, partnerships, and resources. Effective leadership means using these assets strategically to generate long-term value and impact for communities. Looking Ahead RWAMREC returns from Segal 2026 with renewed energy, valuable new relationships, practical insights, and fresh ideas that will strengthen its ongoing work to promote gender equality, healthy masculinities, violence prevention, and social justice. The connections established during the convening will contribute to expanding collaboration with regional and global partners while further positioning RWAMREC as an African organization advancing evidence-based and gender-transformative programming. RWAMREC expresses its sincere appreciation to the Imago Dei Fund for making this participation possible. Its support enabled valuable learning, strategic networking, and leadership development that will continue to benefit both the organization and the communities it serves. As reflected throughout the conference, “The Next Beat” is more than a theme—it is a call to continue building a future where meaningful change is created through trust, collaboration, and collective leadership. RWAMREC is proud to be part of this growing community committed to creating lasting impact across Africa.

Zainab Iradukunda is a young refugee from Burundi living in Rwanda and serving as a Growth Guide under the KATAZA Programme at Mahama Camp. This is her story, in her words. What is KATAZA? KATAZA is a three-year program (2024–2027) that helps young people in Rwanda start and grow businesses — especially young women running businesses in farming, tourism, and hospitality. It's led by the Development Bank of Rwanda (BRD), with funding from the Mastercard Foundation, and it works in 15 districts across the country. The program does two main things: it connects businesses to affordable loans, and it gives them hands-on business coaching, so they have both the money and the know-how to grow. KATAZA is really six organizations working as a team, each with its own job: BRD runs the program and manages the money — the funds, guarantees, and insurance behind it all. I&M Bank provides the loans, mainly to tourism and hospitality businesses. AMIR trains banks and SACCOs to design loan products that actually work for young people and women. AMI recruits and trains the "Growth Guides" — the mentors who work directly with businesses to get them loan-ready. MVend brings savings groups online and links them to SACCOs and small loans through an app called Gwiza. RWAMREC works on the human side: training people, and especially engaging men, to break down the unfair norms that keep women out of business and financial decisions. The Role of Growth Guides Growth Guides are the people-facing layer of KATAZA. AMI recruits, trains, and deploys 240 of them as community-based trainers across the programme's 15 districts, tasked with supporting 90,000 MSMEs, assessing their needs, identifying skill gaps, and delivering the practical training that makes a business finance-ready. In effect, a Growth Guide is the bridge between an MSME that needs capital and a financial institution that could actually lend to it. Zainab is one of these 240. RWAMREC's Role: Why Gender Equality Is Part of a Finance Programme Access to a loan doesn't help a business much if the person running it isn't the one allowed to decide how the money gets spent. That's the piece of KATAZA RWAMREC is responsible for: promoting gender-transformative economic empowerment by engaging men, women, and youth to challenge the unequal norms that limit women's participation in financial and business opportunities. In practice, that means training that doesn't only teach women to run a business — it works with men, as partners rather than obstacles, on the norms that would otherwise keep women out of the decision entirely. Why Refugees, and Why Mahama Rwanda hosts refugees and asylum seekers across five camps; roughly 90% of them live in camp settings rather than urban areas. Mahama, in Kirehe District, is the largest, home to more than 60,000 people spread across two sites and 18 villages, with its own refugee-led governance structure of executive, quartier, and village representatives. Scale like that brings real pressure. A 2017 joint UNHCR and Civil Peace Service of GIZ (CPS/GIZ) assessment of peaceful coexistence in the camp traced much of the tension there back to one root: gender norms that concentrate money and decision-making with men. That imbalance showed up in intimate partner violence (IPV), extra-marital relationships, and, in the hardest cases, women turning to survival sex when they had no other route to income. Men weren't exempt either; the same rigid expectation that a man must be the sole provider became its own source of shame and conflict once displacement made that impossible. This is the gap RWAMREC's gender-transformative training exists to close under the KATAZA programme, not just connecting refugees to loans, but changing who gets to hold and decide about money in the first place. It's the ground Zainab's own story is standing on. The Shift I Felt in Myself When I was a child, I believed that being a refugee meant I had fewer opportunities than other young people. I thought that because I had been forced to leave my home country, my dreams and ambitions would always be limited. Today, I know that this is not true. Living in Rwanda has shown me that refugees can build skills, create opportunities, and contribute meaningfully to their communities when they are given the chance. Through the KATAZA Programme, I have gained confidence, knowledge, skills, and hope for the future. Most importantly, I have learned that refugees are not defined by their displacement but by their talents, resilience, and determination to succeed. One of the biggest changes in my life was realizing that entrepreneurship and income-generating activities are not only for men. Before, I believed that a woman's role was mainly limited to household responsibilities. Today, I understand that women can be entrepreneurs, leaders, and decision-makers. This realization strengthened my own confidence first, and it's that shift in myself that I now try to help other young women reach through KATAZA. The Ripple I See Around Me Mahama Camp is home to more than 60,000 refugees. Through her role as a Growth Guide, Zainab supports fellow refugees from Burundi, the Democratic Republic of Congo, South Sudan, and other countries to develop business ideas and connect with financial institutions and SACCOs. The change didn't stop with me. Through training that RWAMREC delivered under KATAZA, I learned the importance of gender equality, positive masculinity, and power-sharing in the household — and I've watched those same lessons move through my own community. Every day, I witness positive changes in Mahama Camp: families resolving conflicts instead of letting them escalate, men supporting their wives' businesses instead of controlling the household finances alone, and young women gaining the confidence to participate in economic activities. This isn't just something I feel, RWAMREC's Journey of Transformation, which I went through myself before being trained to deliver it to others, has now reached 35 couples in Mahama, 70 people in total. While challenges remain, these changes show that transformation is possible when people are given the right opportunities and support, not as one exceptional case, but as a pattern spreading household by household. One session I remember clearly was with a couple who had joined the Journey of Transformation. The husband told the group that before, when his wife earned money, he wouldn't let her use it — he was the one who decided how it was spent. Sitting in that session, something shifted for him. He said it himself: a woman can run a business she cares about too, and he wasn't the only one who had to decide how they spent their money. What makes me most proud is helping young refugees, persons with disabilities, and young women access finance. Among the 27 Village Agents I've trained on the Gender Transformative Approach (GTA) in Mahama, seven live with a disability, and through the savings group I work with, I have directly supported more than 8 people with disabilities to save, plan, and take their first steps toward their own income. What I do through the KATAZA programme KATAZA is a three-year initiative (2024–2027) led by the Development Bank of Rwanda in partnership with the Mastercard Foundation, working to expand access to affordable finance for youth- and women-owned MSMEs. Within that coalition, RWAMREC's specific role is to promote gender-transformative economic empowerment by engaging men, women, and youth to challenge unequal norms that limit women's participation in financial and business opportunities. I completed high school in Computer Science and joined the KATAZA Programme, where I received training and support that enabled me to help other young refugees — especially young women and persons with disabilities — access opportunities for economic empowerment. I've been a Growth Guide since the end of 2025, recruited and trained through AMI, KATAZA's partner responsible for preparing Growth Guides like me to mentor and support MSMEs. Many programmes that promote financial inclusion do not always reach refugee communities. KATAZA intentionally included refugees, connecting us with opportunities that can help us become self-reliant. Through my role, I've raised awareness about the KATAZA Programme among 100 people in Mahama. Of those, more than 60 applied to open an account with SACCO Mahama, the SACCO I work with directly and 8 have opened an account and received a loan so far. I've also gone through KATAZA's own training pathway myself — the Gender Transformative Approach (GTA), the Journey of Transformation (JoT), and the Training of Trainers for JoT — which qualified me to pass that training on to others. My message: Until Everyone Is Safe On World Refugee Day, Zainab’s message is direct: As we mark World Refugee Day, I encourage people everywhere to recognise the talent, resilience, and potential that exists within refugee communities. When refugees are given opportunities, we do not only transform our own lives, we also transform the communities around us. There's one more thing I want to say, because I watched it happen with my own eyes: gender equality is not only a women's issue. I still think about that husband, sitting in the circle during our Journey of Transformation session, the day he finally said it out loud, that his wife could run a business of her own, and that he wasn't the only one who got to decide how their money was spent. Something loosened in him as he said it. Like he'd been carrying a weight he hadn't realised was his to put down. His family didn't lose anything the day he let go of that control. They gained a second income. They gained a business. And, by his own account, they gained a marriage where two people sit down and solve problems together, instead of one person deciding alone in a room.

1. BACKGROUND The Rwanda Men's Resource Centre (RWAMREC) is a national non-governmental organisation working on gender-transformative programming, positive masculinities, and the prevention of gender-based violence (GBV). RWAMREC implements programmes across Rwanda and the Central African Republic. RWAMREC's work spans flagship initiatives such as Bandebereho, KATAZA, Powered by Women, and other interventions at community, institutional, and policy levels. Media coverage and strategic media partnerships are central to amplifying RWAMREC's advocacy, sharing evidence-based results, and contributing to shifts in harmful social norms at scale. To strengthen and formalise this work, RWAMREC is launching this Call for Expressions of Interest (EOI) to identify media houses for collaboration and partnership with RWAMREC, both in Rwanda and internationally. 2. OBJECTIVE The objectives of this Call for Expressions of Interest are to: Build a database of national and international media houses—including print, broadcast, and digital media—interested in collaborating with RWAMREC. Identify a select number of media houses from this database with which RWAMREC may formalise collaboration through a Memorandum of Understanding (MoU). Establish a reliable pool of media partners to support future communication, visibility, advocacy, and knowledge-sharing activities across RWAMREC's programmes. 3. SCOPE AND ELIGIBILITY 3.1 Eligible Applicants This call is open to: Media houses registered and operating in Rwanda, including radio, television, print, and online/digital media outlets. International media organisations with an interest in gender equality, GBV prevention, masculinities, and related development issues. 3.2 Eligibility Requirements Applicants should demonstrate: A valid registration certificate or operating licence in their country of operation. A proven track record of credible and ethical journalism. Experience or demonstrated interest in reporting on gender, social norms, health, human rights, or development issues. This is considered an asset but is not mandatory. The capacity to reach relevant audiences at community, national, regional, or international levels. 3.3 Lots Applicants must clearly indicate the lot(s) for which they are applying. Lot Media Category Lot 1 Radio Lot 2 Print and Online Media, including newspapers, magazines, and news websites Lot 3 Television A separate EOI submission is required for each lot. 4. PROCESS AND TIMELINE The EOI process will follow the steps below: RWAMREC publishes this Call for Expressions of Interest through its official communication channels. Interested media houses submit their Expressions of Interest, per lot, in accordance with the submission guidelines outlined in Section 6. RWAMREC's Tender Committee reviews and evaluates all submissions, lot by lot, using the selection criteria outlined in Section 5. The Tender Committee establishes a database of eligible media houses per lot and recommends media houses for strategic partnership. RWAMREC communicates the outcome of the process to all applicants. Indicative Timeline Activity Responsible Indicative Timeline Publication of the Call for EOI Communications Manager Week 1 EOI submission window Applicant media houses Week 2 Evaluation of submissions Tender Committee Week 3 Notification of results Tender Committee / Communications Manager Week 4 MoU development and signing Communications Manager Weeks 5–7 Note: The timeline is indicative and may be adjusted following internal approval. 5. SELECTION CRITERIA Applications will be evaluated by the Tender Committee, per lot, using the following criteria: Legal registration and good standing of the media house (mandatory). Relevance and reach of the audience in relation to RWAMREC's target groups and geographic areas. Editorial quality, credibility, and ethical reporting standards. Experience, demonstrated interest, or willingness to report on gender equality, GBV prevention, positive masculinities, or related issues. Added value of the proposed collaboration, including audience reach, airtime, editorial space, co-production opportunities, innovation, and cost-effectiveness. Commitment to RWAMREC's safeguarding, ethical reporting, survivor-centred, and do-no-harm principles. 6. SUBMISSION GUIDELINES Interested media houses should submit an Expression of Interest containing the following: A. Cover Letter A cover letter expressing interest in collaborating with RWAMREC. B. Legal Documentation Proof of legal registration or a valid operating licence. C. Organisational Profile A brief organisational profile, including: Audience reach. Media platforms. Languages of publication or broadcast. Geographic coverage. D. Proposed Collaboration A brief description of the proposed collaboration, including: Areas of coverage. Proposed formats. Expected frequency of collaboration. E. Contact Details Contact details of the designated focal person. Submission Information Submission email: info@rwamrec.org Submission deadline: 31 July 2026 7. GOVERNANCE AND RWAMREC'S RIGHTS This process will be overseen by the Head of Programme Implementation and Quality Assurance and the Communications Manager. RWAMREC reserves the right to: Reject any or all submissions without providing justification. Request additional information or clarification from applicants during the evaluation process. Amend the process or timeline, where necessary, with notice published through official communication channels. Approved by: Fidèle RUTAYISIRE Executive Director Rwanda Men's Resource Centre (RWAMREC)

Rwanda Men's Resource Centre joins regional leaders in Addis Ababa to explore the future of African-led philanthropy. The 10th East Africa Philanthropy Conference (EAPC), held from 16–20 June 2026 at the Ethiopian Skylight Hotel in Addis Ababa, brought together philanthropists, civil society practitioners, intermediaries, and funders from across the region under the theme Anchoring Systems in an Era of Transition. Rwanda Men's Resource Centre (RWAMREC) was represented by Gisèle Umutoniwase, Director of Programs, who participated throughout the conference. The conference is organised by the East Africa Philanthropy Network (EAPN), of which RWAMREC is a proud member. As an EAPN member organisation, RWAMREC's presence at the EAPC was not that of a passenger observing the conversation from the sidelines, but of a partner helping to shape it — part of a network of regional actors working together to name what is changing in African civil society funding, share what is working, and build the connections that allow civil society to remain grounded during uncertain times. The Capital Story Is Not What It Seems The conference arrived at a genuinely pivotal moment. A consistent message across sessions was that the funding environment has fundamentally shifted — and that waiting for it to return to what it was is not a strategy. US foreign aid has contracted sharply. Major global health funds have made significant cuts to their replenishment cycles. For organisations dependent on international donor flows, the pressure is real and immediate. Yet the capital story is more complex than a narrative of scarcity alone. High-net-worth assets held across Africa and remittances flowing into Sub-Saharan Africa now surpass both official development assistance and foreign direct investment. The challenge, as speakers and practitioners made clear, is not the absence of capital — it is the absence of architecture to mobilise it toward civil society. One session reframed fundraising itself: not as a reporting obligation or a necessary inconvenience, but as a distinct organisational function — one driven by purpose, relationship, and emotional connection. For gender justice organisations, this matters. The case for engaging men and boys as allies, for transforming norms around masculinity and violence, is not always legible within conventional grant logic. Telling it well, and to the right people, is part of the work. Africa's underrepresentation in global climate finance also surfaced as a structural injustice with direct implications for civil society resourcing. The continent bears the majority of climate change's consequences while receiving a fraction of climate investment. Domestic instruments — including Rwanda's own green taxonomy — were highlighted as promising signals of a shift toward African-led financial architecture. The Infrastructure That Makes Collaboration Possible If the first thematic thread was about where capital comes from, the second was about how it moves — and what gets lost in transit. Over 300 collaborative giving vehicles exist globally, with more than 130 designed to benefit Africa. Yet the majority of African practitioners participating in conference sessions were unaware most of these existed. Awareness, it turns out, is one of the simplest and most overlooked barriers to collaboration. Cross-border giving mechanisms drew particular attention. Existing instruments allow African organisations to access US tax-advantaged donations without establishing a US legal entity — a pathway with real potential for organisations working to diversify beyond traditional grant funding, yet one that remains significantly underutilised across the region. The sessions also surfaced a tension that many in the room recognised: intermediary organisations — women's funds, regranting mechanisms, community-governed platforms — often provide the only first funding available to grassroots actors that larger funders will not resource. Yet these same intermediaries operate on project funding that covers programmes while leaving institutional operations chronically underfunded. The infrastructure that holds the ecosystem together is itself precarious. The Localization Gap: Between Commitment and Transfer The conference's closing thematic day confronted one of the most persistent gaps in the international development sector: the distance between what donors say about localization and what actually reaches local organisations. Despite years of international commitments — including the Grand Bargain's 25% direct funding target — direct funding to local actors declined to 3.6% in 2024. The commitments exist. The structural transfer of governance authority, budget lines, and decision-making has not followed. Rather than leaving delegates with the problem, sessions offered practical tools: asset-based approaches that start from what organisations already hold, live power mapping exercises applied to real partnership dynamics, and due diligence passporting frameworks designed to reduce the repetitive compliance burden placed on local organisations by multiple funders simultaneously. A masterclass on philanthropic operating models closed the conference with an unusually honest question: most organisations, it suggested, have never consciously chosen their structure. They have inherited it — from founding conditions, early funders, or accumulated habit. For organisations considering growth or regional expansion, this is worth sitting with. Rwanda in the Room Beyond the formal programme, the conference created space for the kind of relationship-building that rarely happens through email. Gisèle Umutoniwase connected with funders, intermediaries, and peer organisations from across East Africa, representing RWAMREC's work on gender-transformative programming, male engagement, and community-based approaches to ending gender-based violence. RWAMREC also joined a broader Rwanda delegation gathering at the margins of the conference, which included a meeting with the Rwandan Ambassador to Ethiopia — a reminder that Rwandan civil society, and RWAMREC's role within the EAPN network specifically, is an increasingly visible and valued presence in regional philanthropy spaces. What This Means Going Forward The 10th EAPC did not offer easy answers. But it offered something perhaps more valuable: a clear-eyed picture of a landscape in transition, and a community of practitioners determined to navigate it together. For RWAMREC, the insights gathered — on sustainable financing models, collaborative infrastructure, localisation tools, and organisational design — will feed into the organisation's continued growth as a regional hub for male engagement and gender justice across Rwanda and Francophone Africa, and into its ongoing engagement as an active EAPN member shaping the future of African civil society funding. For more information about RWAMREC's programmes and work, visit www.rwamrec.org. Rwanda Men's Resource Centre (RWAMREC) is a Kigali-based NGO and EAPN member organisation working to engage men and boys as allies in ending gender-based violence and promoting positive masculinity across Rwanda and beyond.

22–26 June 2026 | Lusaka, Zambia This week, RWAMREC is represented at the inaugural African Feminist Care Academy, a landmark five-day convening hosted in Lusaka, Zambia, by FEMNET, Akina Mama wa Afrika (AMwA), UN Women, and the International Development Research Centre (IDRC). Our Project Coordinator, Aline Umutesi, joins advocates, researchers, and Women's Rights Organisations (WROs) from across the African continent in one of the most timely feminist learning spaces to emerge in the region. Why the Care Economy Is Central to RWAMREC's Mission At RWAMREC, we work from a foundational conviction: that gender equality cannot be achieved without transforming the norms, structures, and relationships that govern daily life at home and in the community. For over two decades, our programmes — including BANDEBEREHO, KATAZA, and IGIRE MUGORE — have engaged men, women, and families in challenging the gendered divisions of labour that shape who does what, for whom, and at what cost. The care economy sits at the heart of that work. In Rwanda, women spend an average of 3.7 hours per day on unpaid care work in urban areas and 3.3 hours in rural areas — compared to just one hour for men. This gap is not a private household matter. It is a structural inequality produced by decades of policy choices, social norms, and economic systems that treat women's reproductive labour as invisible, natural, and free. RWAMREC's gender-transformative approach directly challenges those assumptions by engaging men as active partners in care — not as helpers, but as equally responsible members of households and communities. The African Feminist Care Academy deepens this analysis. By grounding care in feminist political economy, social reproduction theory, and Pan-African feminist thought, the Academy reframes care not as a welfare issue, but as a matter of public investment, democratic accountability, and economic justice. What the Academy Offers Spanning five days, the Academy takes participants through a rigorous and transformative learning journey: Day One opens with feminist analysis and feminist macroeconomic frameworks — building the conceptual foundation for understanding care as a political and economic category. Day Two reframes care through social reproduction theory, exploring how care sustains economies while remaining structurally undervalued. Day Three turns toward feminist alternatives: what would care systems look like if designed through a Pan-African feminist lens, rooted in Ubuntu, solidarity, and collective wellbeing? Day Four moves into advocacy strategy — equipping participants with the tools to influence national and regional care agendas. Day Five closes with reflection and the award of certificates. This structure reflects something RWAMREC deeply believes in: that building feminist movements requires not only emotional solidarity, but rigorous analytical capacity. Women's Rights Organisations need the language of macroeconomics just as much as the language of care — because the decisions that shape women's lives are made in finance ministries and budget frameworks, not only in households. RWAMREC's Voice in a Pan-African Conversation Rwanda's experience is directly relevant to the conversations unfolding in Lusaka. Our country has made significant strides in women's political representation and gender policy, yet the gendered distribution of unpaid care work remains deeply entrenched. RWAMREC's evidence base — drawn from the BANDEBEREHO randomised controlled trial and our ongoing community programmes — demonstrates that when men are meaningfully engaged in caregiving, the outcomes are transformative: reduced intimate partner violence, improved maternal and child health, and stronger family wellbeing. This is precisely the kind of evidence the Care Academy is designed to translate into advocacy. As the concept note rightly observes, proven approaches remain fragmented and underutilised — not for lack of solutions, but because the connection between evidence and decision-making is too often broken. RWAMREC's participation at this Academy reflects our commitment to ensuring that Rwandan and East African voices contribute to the Pan-African policy agenda on care. A Note from Aline Umutesi Care is the invisible foundation that sustains our economies and societies. Transformative change begins when we stop treating care as an individual burden and recognise it as a collective responsibility shared by the state, communities, markets, and households. Looking Ahead RWAMREC returns from Lusaka not only with strengthened analytical frameworks, but with expanded networks across the African feminist care ecosystem. We will be integrating the insights from this Academy into our ongoing advocacy, programme design, and communications — bringing a sharper care economy lens to how we tell stories, build partnerships, and engage policymakers. Care is not women's work. It is everyone's responsibility — and it is a public good that demands public investment. That is the message we carry from Kigali to Lusaka, and back again. The African Feminist Care Academy (22–26 June 2026) is convened by FEMNET, Akina Mama wa Afrika (AMwA), UN Women, and IDRC/Canada. RWAMREC participated through Project Coordinator Aline Umutesi. Learn more about RWAMREC's gender-transformative programmes at www.rwamrec.org

Rwanda Men's Resource Centre (RWAMREC) iramenyesha abantu bose ko ifite ibikoresho bitandukanye ishaka kugurisha binyuze muri cyamunara rusange. Aho ibikoresho biherereye Abifuza kubisura bazabisanga ku biro bikuru bya RWAMREC biherereye: Akarere ka Gasabo Umurenge wa Kimironko Akagari ka Bibare Umudugudu wa Inyamibwa Hafi y'Isoko rya Kimironko, mu nyubako ya YUSSA PLAZA, igorofa rya kabiri. Itariki n'amasaha yo gusura ibikoresho Abifuza kugura ibi bikoresho bazemererwa kubisura: Itariki: 9 Nyakanga 2026 Igihe: Guhera saa sita z'amanywa (12:00) kugeza saa kumi z'amanywa (16:00). Igihe cya cyamunara Cyamunara izatangira saa 16:10 ku munsi wo gusura ibikoresho. Icyitonderwa: Uwegukanye cyamunara azatwara ibikoresho byose biri muri lote yatsindiye. Urutonde rw'ibikoresho biri muri cyamunara No. Igikoresho Umubare 1 Mudasobwa (Computer) 7 2 Mucapyi (Printer) 2 3 Imashini itanga amazi (Water Dispenser) 1 Ibyitonderwa RWAMREC ifite uburenganzira bwo kutemera ibiciro byatanzwe igihe biri munsi y'agaciro ntarengwa kagenwe kuri ibyo bikoresho. Uwegukanye cyamunara agomba kwishyura amafaranga yose angana n'agaciro k'ibyo yaguze kuri konti ya RWAMREC ASBL No. 100001175984, bitarenze amasaha 24 uhereye igihe cyamunara yarangiriye. Ibikoresho byaguwe bigomba gutwarwa bitarenze amasaha 48 nyuma yo kwishyura. Bikorewe i Kigali, ku wa 18 Kamena 2026 Fidele RUTAYISIRE Umuyobozi Nshingwabikorwa RWANDA MEN'S RESOURCE CENTRE (RWAMREC)

Date: 22 June 2026Expected Start Date: 1 August 2026 RWAMREC is Hiring a Communication Officer 1. About RWAMREC The Rwanda Men’s Resource Centre (RWAMREC) is a non-governmental organization dedicated to transforming harmful masculinities and promoting gender equality in Rwanda and beyond. RWAMREC envisions a peaceful society where women and men share roles and responsibilities in raising families and governing society through equality, respect, and social justice. RWAMREC’s mission is to promote gender equality by transforming masculinities and femininities through awareness creation, advocacy, capacity development, movement building, research, and service delivery. Through its programmes and partnerships, RWAMREC engages men and boys as allies for gender equality while supporting women’s rights, preventing gender-based violence, and promoting social justice. 2. Position Overview RWAMREC seeks a dynamic, creative, and highly motivated Communication Officer to strengthen the organization’s visibility, advocacy, stakeholder engagement, knowledge management, and digital presence. The Communication Officer will develop and implement communication strategies that effectively showcase RWAMREC’s programmes, campaigns, partnerships, research, advocacy initiatives, and organizational impact at national, regional, and international levels. The position will support the production of high-quality multimedia content, including written stories, photography, graphic design, videos, podcasts, social media content, reports, newsletters, and campaign materials. The Communication Officer will also contribute to knowledge management by ensuring communication products, digital assets, and organizational information are documented, archived, analyzed, and disseminated. The position requires strong skills in digital communication tools, social media management platforms, Artificial Intelligence (AI) tools, Customer Relationship Management (CRM) systems, analytics platforms, and knowledge management systems. 3. Reporting Line The Communication Officer will be a full-time staff member of RWAMREC and will report directly to the Communication Manager. The Officer will work closely with programme teams, monitoring and evaluation staff, administration and finance teams, consultants, partners, donors, media professionals, and other stakeholders. 4. Roles and Responsibilities A. Strategic Communication Support the development and implementation of RWAMREC’s communication strategy and annual communication plans. Ensure consistency of organizational branding, messaging, and visibility. Support advocacy, campaigns, and stakeholder engagement initiatives. Contribute to organizational positioning efforts. B. Digital Communications and Social Media Manage RWAMREC’s social media platforms, including Facebook, Instagram, LinkedIn, X (Twitter), Threads, TikTok, YouTube, and emerging platforms. Develop and implement content calendars. Create, schedule, publish, and monitor digital content. Track performance and prepare social media analytics reports. Support audience engagement and online community management. C. Content Development Produce and edit communication materials, including: Success stories and human-interest stories Blogs and articles Press releases Newsletters Fact sheets Case studies Campaign materials Annual reports and advocacy products Ensure communication products meet RWAMREC quality and branding standards. Edit and proofread materials developed by programme teams. D. Photography, Videography and Multimedia Document programme activities through photography and videography. Produce and edit videos, documentaries, interviews, reels, podcasts, and promotional content. Develop multimedia materials for campaigns and advocacy initiatives. Maintain RWAMREC’s multimedia archive. Ensure informed consent is obtained, documented, and properly managed through standardized consent forms, respecting ethical communication standards. E. Media Relations and Visibility Maintain relationships with journalists and media organizations. Coordinate media coverage of events and campaigns. Draft press releases and media advisories. Organize media engagements, interviews, and press conferences. Monitor and document media coverage. F. Website Management Manage and update RWAMREC’s website. Publish stories, blogs, news updates, reports, and communication materials. Monitor website performance and support SEO improvements. G. Knowledge Management and Data Management Support organizational knowledge management systems. Maintain communication archives, databases, media libraries, and digital repositories. Support documentation of lessons learned, best practices, and programme achievements. Contribute to reporting and dissemination of organizational knowledge products. H. Event Communication and Campaigns Support communication planning for events, trainings, webinars, conferences, and campaigns. Coordinate branding and promotional activities. Develop communication materials before, during, and after events. I. Monitoring, Evaluation and Reporting Track communication indicators and performance metrics. Prepare monthly, quarterly, and annual communication reports. Analyze website, social media, media coverage, and campaign data. Provide recommendations to improve communication effectiveness. J. Other Responsibilities Support programme teams in meeting donor visibility requirements. Represent RWAMREC in communication-related forums and networks when required. 5. Qualifications and Skills Qualifications Bachelor’s degree in Communications, Journalism, Public Relations, Media Studies, or related fields. Minimum of 3 years of relevant experience in communications, journalism, digital storytelling, web management, or related fields. Experience in social media management, digital analytics, content development, website management, and newsletters. Graphic design and multimedia skills (Canva or Adobe Creative Suite) are an advantage. Fluency in Kinyarwanda and English required; French is an advantage. Core Competencies Strong analytical and problem-solving skills. Excellent communication and stakeholder engagement skills. Strong organizational and project management abilities. Ability to manage multiple priorities and deadlines. Creativity, initiative, and attention to detail. Commitment to gender equality, human rights, and social justice. Ability to work effectively in a multicultural environment. 6. What We Offer RWAMREC provides a supportive, inclusive, and empowering working environment. The successful candidate will benefit from: A one-year renewable contract, subject to performance and funding availability, with a three-month probationary period. Eighteen (18) days of annual leave per year, in addition to official public holidays. A gender-transformative workplace committed to equality, human rights, and social justice. Professional growth, mentorship, and continuous learning opportunities. Exposure to national, regional, and international advocacy initiatives. Collaboration with organizations and networks working on gender equality, including MenEngage Alliance. A dynamic workplace that values innovation, teamwork, creativity, and diversity. 7. Application Process Interested candidates should submit: Signed cover letter. Updated and signed CV. Portfolio or link to communication samples (Google Drive/Dropbox). Contact details of one professional reference. Applications should be submitted online by 6 July 2026 at 5:00 PM CAT. Late applications will not be considered. Only shortlisted candidates will be contacted. 8. Equal Opportunity and Safeguarding Statement RWAMREC is an equal opportunity employer committed to gender equality, diversity, inclusion, and social justice. We encourage qualified women and individuals from diverse backgrounds to apply. RWAMREC is committed to maintaining a safe, respectful, and gender-transformative workplace where all employees are treated with dignity and respect. The organization has a zero-tolerance policy towards sexual harassment, exploitation, abuse, discrimination, bullying, and gender-based violence. All employees are expected to uphold RWAMREC’s safeguarding, child protection, and workplace conduct policies. Done in Kigali, Rwanda 22 June 2026

On Wednesday, 10 June 2026, Fidèle Rutayisire — Founder and Executive Director of the Rwanda Men's Resource Centre (RWAMREC) — joined the LEAP Africa Dissemination Webinar Series 2.0 as a panellist for its second edition, Who Gets to Lead? Gender, Power, and Political Decision-Making in Africa. The webinar brought together researchers, policymakers, gender advocates, and practitioners from across the continent to interrogate a question that goes far beyond representation in numbers: who actually holds power, who has access to it, and whose interests are served when decisions are made. The conversation we need Convened by LEAP Africa and streamed live on Zoom and YouTube, the session drew on emerging research on women's political participation in Nigeria, situating it within a broader continental and global frame. The keynote address was delivered by Dr. Adaora Onyechere Sydney-Jack, Executive Director of Gender Strategy Advancement International (GSAI), with panel contributions from Abosede George-Ogan (WILAN Global, Nigeria), Wanjiku Thiga (Gears for Change Initiative, Kenya), and Fidèle Rutayisire (RWAMREC, Rwanda). The session was moderated by Zigwai Tagwai, founder of Zaza Development Initiative. The webinar's framing was deliberately structural. Rather than defaulting to the familiar metrics of seats held and quotas met, it asked what representation without influence actually looks like — and what it would take to move from formal access to substantive political power. RWAMREC's perspective: men as part of the solution Fidèle Rutayisire's participation reflects a dimension of this debate that is too often absent from mainstream gender and governance conversations: the role of men in enabling or obstructing women's political leadership, and the institutional norms of masculinity that make politics a hostile space for women in the first place. RWAMREC's work across Rwanda and the wider region has long held that gender equality in leadership is not a women's issue alone. Political gatekeeping, party financing structures, and the social equation of leadership with masculinity are mechanisms sustained by men — and they can only be transformed with men actively engaged in dismantling them. Rwanda's record of over 63% women in parliament did not emerge from goodwill alone; it was the product of deliberate constitutional architecture, gender quotas, and a political culture shaped by strong civic society pressure — including the sustained work of organisations like RWAMREC in shifting the norms that determine who communities accept as leaders. The panel discussion explored Rwanda as a case study: what drove the change, and what are its limits. It examined the role of women's associations and civil society in Rwanda's post-1994 transformation, the critiques of representation achieved within a constrained political context, and what lessons are genuinely transferable — and which are not — to countries like Nigeria and Kenya operating under very different conditions. From policy to practice Across the panel, discussion returned to the gap between policy commitments and implementation realities. Kenya's 2010 Constitution contains some of the continent's strongest gender provisions, including the two-thirds gender principle — a provision that has never been enforced. Nigeria, despite significant activity in women's leadership development, ranks 143rd out of 144 countries on political empowerment according to the World Economic Forum's 2025 Global Gender Gap Report. These are not failures of individual ambition. They are failures of political will, party culture, and institutional design. Innovative strategies — women's political caucuses, mentorship pipelines, independent campaign financing, digital advocacy, and male allyship — were discussed as part of a more honest reckoning with what systemic change actually requires. Why RWAMREC's voice matters in this space RWAMREC's participation in a continental forum of this calibre underscores something important: gender equality in governance is not achieved by working with women in isolation. It requires transforming the structures that men built, the cultures that men maintain, and the institutions that continue to treat leadership as a masculine domain. That is the work RWAMREC has been doing for over two decades — and it is precisely the kind of evidence-based, norm-challenging perspective that conversations like this one need.