Train4dev Course (2011): Harmonisation, Decentralisation and Local Governance: Case study: Rwanda Joint Governance Assessment

The Rwanda Joint Governance Assessment case study was presented during the Train4Dev training on Harmonisation; Decentralisation and Local Governance.   JGA is a good example of a case in which the principles of harmonisation and alignment are built into an assessment, and it illustrates the opportunities and difficult challenges involved. 

The JGA was initiated in response to the recognition by both the government and donors that processes for assessment of and dialogue on governance were not working well. Reflecting the joint ownership of the JGA by the Government of Rwanda and the development agencies, the assessment was directed by a steering committee co-chaired by the Minister of Local Government (whose portfolio includes responsibilities for broad programmes of governance reform) and the Manager of the World Bank Country.  A team of international and local consultants managed by The Policy Practice Ltd undertook the research and analysis, organised consultations with key stakeholders and drafted the report in consultation with the steering and technical committees.

The Joint Steering Committee defined three objectives for the JGA:

1.    to undertake a thorough and rigorous analysis of existing institutions, laws and practices affecting governance in Rwanda and to propose policy improvements

2.    to define and monitor indicators to measure performance, assess progress, highlight weaknesses and establish priorities for action

3.    to make recommendations on establishing an ongoing system for monitoring the agreed indicators, including training for the Rwanda Governance Advisory Council

The committee defined ten principles for the assessment, namely that it should

1.    be jointly owned by the Government of Rwanda and its development partners

2.    be conducted in an open and consultative manner

3.    be forward looking and aim to provide a basis for identifying priorities for action

4.    be acceptable to development partners as a basis for their own governance reporting

5.    be credible by virtue of the thoroughness and rigour of the analysis

6.    take due account of the specific governance and historical context of Rwanda

7.    analyse underlying explanations of governance that need to be addressed to bring about improvements

8.    be of high professional quality and based on sound evidence

9.    provide a basis for well-informed ongoing dialogue among stakeholders on governance issues

10. establish a monitoring framework for continuing assessments over the coming years

It is too early to judge the results of the Rwanda JGA, particularly because it is intended to be an ongoing process rather than a single report. However, the most significant thing is the strong government involvement: the initiative originated principally with the government, senior political figures reviewed drafts, the final report was approved by the cabinet, and the government has led in the development of a results matrix of governance indicators. In addition, initial reactions suggest that the JGA has so far been quite successful in creating a common focus on some priority issues. 

You can access the full agenda of the training and related material at

http://capacity4dev.ec.europa.eu/public-pub.sector-reform-decentralisat…