From Promise to Progress: Imihigo Framework and People-Centred Governance in Rwanda
DOI:
https://doi.org/10.47941/ajss.3687Keywords:
Imihigo; People-centred governance; Performance management; Accountability; Rwanda public sector.Abstract
Purpose: This study examines the contribution of the Imihigo performance framework to people-centred governance in Rwanda. It explores how Imihigo influences accountability, citizen participation, service delivery, institutional coordination, and broader governance outcomes, while identifying implementation challenges that affect its effectiveness.
Methodology: The study adopted a qualitative case study design grounded in descriptive, interpretivist, and explanatory orientations. Data were collected through 43 Key Informant Interviews (KIIs) involving central and local government officials, civil society organizations, faith-based organizations, and private sector actors. Documentary review complemented interviews. Thematic analysis was used to identify patterns and interpret findings in relation to governance and public administration theories.
Findings: Findings indicate that Imihigo has significantly strengthened accountability by linking performance to measurable targets and enhancing results-based management. It has improved service delivery outcomes in infrastructure, health, and education, and strengthened vertical coordination between central and local government. However, citizen participation remains largely procedural rather than substantive, limiting downward accountability. Horizontal coordination across sectors is uneven, and there is an overemphasis on quantifiable outputs at the expense of qualitative outcomes. Additionally, challenges persist in inclusive participation, gender mainstreaming, resource alignment, and adaptive performance monitoring.
Contribution to Theory, Policy, and Practice: The study contributes to theory by extending New Public Management and participatory governance perspectives through an African indigenous governance lens. It demonstrates how culturally grounded performance systems can enhance accountability while also revealing weaknesses between efficiency and inclusiveness. For policy, it highlights the need to strengthen downward accountability, cross-sector coordination, and citizen feedback mechanisms within Imihigo. In practice, it recommends enhancing participatory monitoring, integrating qualitative indicators, and improving inclusive engagement to ensure that Imihigo more effectively supports people-centred governance and sustainable development outcomes.
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