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Abstract: This research synthesizes the literature on the new phenomenon of ministerial performance contracts (MPC) and examines the role of performance contracts in promoting effective service delivery, accountability, and good governance in Sierra Leone’s public sector. Drawing on the global perspective of public sector reforms and the principles of new public management, the study highlights how performance management measurement has become central to achieving transparency, efficiency, and citizens' trust in government. The analysis situates Sierra Leone’s reform trajectory within the framework of principal-agent theory, emphasizing the president’s 2024 initiative to sign performance contracts with twenty-nine (29) cabinet ministers. These contracts, aligned with the Mid-Term National Development Plan (MT-NDP, 2024-2030) and the “Big Five Game Changers,” outline measurable targets across food security, human capital development, youth employment, public service reform, and infrastructure. While this initiative was widely praised as a bold step towards accountability and efficiency in public service delivery, the study identifies significant challenges, including limited financial resources, weak institutional frameworks, corruption, and the lack of strong political will, which threaten effective implementation. Using literature review, key informant interviews, and policy analysis, the paper underscores the need for a robust monitoring mechanism, citizen engagement, and institutional establishment and strengthening. The study proposes an institutional framework for effective implementation of the ministerial performance contract (MPC). However, it concludes that for Sierra Leone to sustain reforms and build trust in the public service, such performance contracts should move beyond symbolic gestures to become enforceable governance tools supported by transparent reporting and genuine executive commitment. DOI: https://doi.org/10.51505/IJEBMR.2026.1001 |
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