In recent years, Ghanaians have become increasingly vocal about the performance of their leaders. Presidents, Ministers of State, Members of Parliament (MPs), and Metropolitan, Municipal, and District Chief Executives (MMDCEs) are routinely placed under the microscope of public opinion. From social media commentary to civil society scorecards, many of these public officials face regular scrutiny — and rightly so.

Yet, amid this growing culture of accountability, one powerful group of leaders continues to escape the spotlight: the Chief Executive Officers of State-Owned Enterprises (SOEs) and heads of government agencies.

These public sector CEOs are entrusted with overseeing institutions that drive Ghana’s economic engine. From energy and agriculture to education, health, trade, transport, and digital infrastructure, these individuals manage billions of cedis in assets, determine public service delivery standards, and shape the operational backbone of the state.

Why the silence?

Unlike politicians who face elections or ministers who answer to Parliament, CEOs of public agencies often operate behind closed doors. Their appointments are usually political, but their performance rarely features in national debates unless a scandal erupts. The average Ghanaian may know the name of the Minister for Roads but not the Director-General of the Ghana Highway Authority, despite the latter being responsible for implementing road projects across the country.

This lack of public attention has real consequences. Many SOEs consistently post financial losses, deliver subpar services, or fail to meet performance benchmarks — often without consequences for their leadership. Yet, these same institutions are key levers for job creation, infrastructure development, industrialization, and innovation.

What needs to change

If Ghana is to achieve sustained national development, citizens must expand their accountability lens to include the technocrats and bureaucrats who lead public sector institutions. Civil society organizations, the media, and academia should develop tools to track and rate the performance of public CEOs, just as they do with MPs and ministers.

More transparency is also needed around contracts awarded, annual performance targets, and audit reports. Parliamentary committees and relevant oversight bodies must be empowered — and expected — to hold these CEOs accountable not just for corruption, but for incompetence or underperformance.

Conclusion

A democracy thrives not only when politicians are held accountable, but when every public official entrusted with national resources and responsibilities is evaluated. Ghana cannot afford to overlook the contributions — or failures — of those leading its public agencies. It’s time to bring these quiet power players into the spotlight, for the sake of efficiency, progress, and the public good.