Analysis of the causes for poor performance in implementation of performance contracts " Imihigo " by districts : a case of Burera, Karongi, Nyagatare, Nyarugenge and Ruhango.

Abstract

ABSTRACT This research study entitled “analysis of the causes for poor performance in implementation of performance contracts “imihigo” by districts: a case of Burera, Karongi, Nyagatare, Nyarugenge and Ruhango, was carried out to establish the likely causes behind this poor performance. As stressed by H.E President Paul Kagame during “imihigo” signing ceremony on 13th August 2015, “there is always a reason why there are best performing districts and those districts that lag behind hence need for more explanation as to why there are districts that are always last. In reference to this statement from the Head of State and after review of previous imihigo evaluation reports for the financial years 2013/2014 up to 2017/2018, it was observed that there are some districts that have consistently performed well in “imihigo” delivery such as Gasabo, Rwamagana, Gicumbi, Huye, Kicukiro, Rulindo, Ngororero, Kirehe, Gakenke, Kayonza and Gatsibo and those that have persistently performed poorly including Rusizi, Nyabihu, Karongi, and Rubavu in the West, Nyarugenge in City of Kigali, Gisagara, Kamonyi, Nyamagabe and Ruhango in the South, and Burera in the North. But this research focuses on one representative district in the Province and the City of Kigali based on their performance record: Burera, Karongi, Nyagatare, Nyarugenge and Ruhango. Study investigates the causes behind their observed regular poor performance in regard to the implementation of their performance contracts-imihigo. Specific objectives of this study involve the analysis of the planning process of performance contracts-imihigo, assessment of their implementation, role of stakeholders, identification of causes for poor performance contracts “imihigo" implementation. Purposive sampling technique was used to select the respondents with skills and expertise in imihigo from planning to evaluation within the district. The total population of respondents is 175 from the five districts where each district was represented by 35 respondents. Target population included members of district council and executive committee, technical team, village leaders and stakeholders representatives. This research applied both qualitative and quantitative research approaches. The findings shows that there are both internal and externally linked causes or factors leading to district‟s poor performance and they include lack of team work spirit among district leadership and staff, poor communication, coordination, weak monitoring systems, lack of adequate planning skills and focus among district leaders and staff. Some of the externally linked factors include contracts management challenges leading to delayed completion of planned imihigo activities or their abandonment, procurement irregularities as a result of conflict of interest, corruption and embezzlement tendencies, implementation of many imihigo activities in the last quarter like infrastructure related activities that require timely execution and completion, committing to achieve imihigo targets at 100% but evaluation finds some targets are uncompleted either due to disbursement delays or limited budget or procurement delays or irresponsibility of implementers, leadership and staff turnover at district level, lack or limited capacity building programs to empower leaders and staff and poor collaboration between Ministries and Districts. Key recommendations to address the above causes or factors include; annual districts imihigo targets should be locally contextualized and identified through participatory and consultative planning process with staff, citizens and stakeholders so as to respond to the specific needs of the communities or citizens in order to enhance their ownership, effective implementation, spur transformation and sustainable impact to citizens‟ livelihoods, building team spirit among leaders and staff, streamline communication, coordination and monitoring mechanisms, proper and verified feasibility studies, efficiency and transparency in procurement processes, empowered and skilled leaders and staff that are citizens minded and development centered to deliver annual imihigo targets, adequate financing and timely disbursements. Key Words: District, poor performance, implementation, performance contracts -imihigo