Performance of autonomous executive agencies in Ghana’s politicized environment: A comparative analysis

Abstract

The search for result-oriented state institutions has been on the ascendancy in both academic and development discourse. Deploying the exploratory and qualitative methods of research, this study comparatively examined the performance of five autonomous executive agencies (National Petroleum Authority, Food and Drugs Authority, Driver and Vehicle Licensing Authority, Securities and Exchange Commission and Ghana Revenue Authority) in Ghana’s public sector using the New Public Management theory and Roll (2014) criteria of pockets of effectiveness as theoretical foundations. The study found that all the agencies deployed NPM ideals such as decentralization, e-governance, institutional collaborations, public private partnership, performance contracts and stakeholder involvement. These ideals significantly shaped their performance in achieving their mandates of providing public goods and services to the citizenry. The success of these agencies hinged on visionary leadership with passion for political rapport; political navigation and commitment to implementing the NPM ideals. However, poor conditions of service resulting in high labour attrition, excessive partisanship, political interference, and low level of ICT were the Achilles Heel of these autonomous executive agencies. State institutions can perform well with the appropriate mix of NPM, institutional autonomy blend with political responsiveness.