Advancing National Development Through Performance Contracts: A Vision for Ghana’s Future

The initiative to “Reset Ghana,” as emphasized by His Excellency John Dramani Mahama, is rooted in the conviction that the nation’s future relies on effective governance, transparency, and accountability.

In this light, one of the most impactful strategies to foster growth and transformation is the implementation of performance contracts for ministers, parliamentarians, and Municipal Chief Executives (MCEs).

By incorporating clear performance indicators into these contracts, we can promote a more accountable governance system, improve public service delivery, entice foreign investments, and strengthen the relationship between the government and its citizens.

Performance Contracts and Governance

Performance contracts are agreements between public officials and governing entities that set forth specific targets, measurable results, and deadlines for achieving objectives. These contracts ensure accountability, mandating that public servants fulfil their commitments in ways that benefit the populace. In Ghana, applying performance contracts to ministers, parliamentarians, and MCEs can assess their effectiveness in achieving government development objectives.

The performance indicators included in these contracts should reflect the administration’s core priorities, such as enhancements in infrastructure, economic growth, education, healthcare, and poverty alleviation. The evaluation of public officials’ success or failure would be based on their ability to meet these objectives, fostering a results-driven culture.

A Framework for Performance-Based Governance

To effectively execute performance contracts, the government must establish clear and measurable performance indicators that align with national developmental goals, including educational improvement, healthcare enhancement, agricultural productivity, and infrastructure development.

For instance, the Minister of Education could be evaluated on literacy improvements and dropout reduction, while a parliamentarian’s performance might be gauged by their involvement in key legislative reforms and community enhancement programs. MCEs would be assessed based on the timely initiation and completion of local development initiatives, such as road construction and healthcare facility establishment.

This framework would ensure public officials are accountable for their designated responsibilities, driving them to achieve measurable results that further national development. Additionally, the transparency of these contracts would allow citizens to monitor the progress of their elected officials, thereby fostering a culture of accountability and public participation.

Fostering Trust Through Accountability and Transparency

A significant issue faced by many countries, including Ghana, is inadequate accountability and transparency in governance. Public officials are frequently not held to clearly defined standards, resulting in inefficiencies and corruption that erode public trust in government effectiveness.

Performance contracts can resolve these issues by requiring public officials to be evaluated based on objective criteria. By implementing clear performance metrics and conducting regular assessments, the government would demonstrate its commitment to accountability and transparency, allowing citizens to evaluate their leaders’ effectiveness and hold them responsible for their actions.

The introduction of performance contracts would also direct governance from political favouritism to concrete results. This ensures that officials are not merely in their roles for political advantage but are genuinely working towards improving the country’s socio-economic landscape. Such a change would restore public faith in institutions and create a government more responsive to its constituents.

International Models of Performance Contract Systems

Numerous countries have successfully integrated performance contracts for public officials, offering valuable lessons for Ghana.

• Rwanda: The Imihigo System

Rwanda’s Imihigo system stands out as a premier instance of performance contracts in Africa. Launched in 2006, the Imihigo system mandates local government officials to enter into performance contracts with defined development targets. These agreements are tied to specific indicators, including road construction, educational enhancements, and healthcare delivery, with annual evaluations made public.

The impact of Imihigo has been remarkable, as Rwanda consistently excels in governance and developmental measures. This system has refined service delivery, minimized corruption, and cultivated accountability among local leaders, often cited as an exemplary model for other African nations seeking to boost public sector accountability (Kamanzi, 2012).

• Singapore: Performance-Based Public Administration

Singapore is celebrated for its efficient public services, where performance contracting plays a crucial role. The Civil Service College of Singapore emphasizes performance-based management, holding government agencies accountable for meeting specified targets in economic growth, social welfare, and public service.

The adoption of performance contracts has enabled Singapore to maintain one of the world’s most effective and transparent bureaucracies, credited for its high-quality public services and efficient resource management (Tan, 2013).

• South Korea: Boosting Public Service Efficiency

The implementation of performance contracts in South Korea has been vital in enhancing public sector effectiveness. Beginning in the 1990s, performance evaluations for public officials became part of broader efforts to modernize governance. Officials are assessed based on achievements in job creation, infrastructure advancement, and poverty reduction.

Such evaluations have helped streamline government functions, minimize waste, and enhance public service quality, fostering a culture of accountability and ongoing improvement (Lee, 2010).

• United States: Government Performance and Results Act (GPRA)

The GPRA, enacted in 1993 in the United States, mandates federal agencies to establish performance objectives, monitor progress, and report on outcomes. This framework has significantly improved government efficiency, nurturing a results-focused culture, and ensuring effective use of taxpayer funds.

The GPRA has shifted the focus to achieving desired outcomes, enhancing public sector performance across multiple domains, from education to healthcare and national security (GAO, 2001).

 Foreign Investment

Implementing performance contracts would signal Ghana’s dedication to improving governance and effectively utilizing public resources. These contracts would reassure potential investors that Ghana’s leaders aim for tangible outcomes, particularly in vital sectors such as infrastructure, energy, and agriculture, where foreign investment is crucial for sustainable growth.

Furthermore, countries with transparent and accountable governance are more likely to attract international aid and collaborations, thus further promoting economic advancement. Performance contracts would establish Ghana as a trustworthy partner for both private and public investments.

Boost  Civic Participation

Performance contracts would not only enhance the accountability of government officials but also empower citizens to engage more actively in governance. When the public can observe measurable goals linked to their leaders’ performance, they are more inclined to hold them accountable. This would promote greater civic participation and instil a sense of responsibility within the electorate.

Public officials would be driven to excel, knowing their accomplishments would be closely monitored and their success depended on meeting specific targets. This initiative would lead to enhanced public services and a stronger bond between the government and its citizens.

Conclusion

H.E. John Dramani Mahama’s vision for a “Reset Ghana” can be realized through the establishment of performance contracts for ministers, parliamentarians, and MCEs. By adopting this framework, Ghana would foster a government that is more accountable, transparent, and committed to achieving results. By drawing lessons from successful initiatives in Rwanda, Singapore, South Korea, and the United States, Ghana can create a performance-based governance model that improves public service delivery, attracts investment, and empowers its citizens.

BY: WISDOM KOUDJO KLU, EDUCATIONIST/COLUMNIST, GREATER ACCRA REGION. [email protected]