The government of Zimbabwe introduced performance contracts (PCs) in the sector in 2013 in response to deplorable performance of state-owned and quasi-government entities. Performance Contracts were seen as the solution to these perennial problems, as they can be used as a management tool to create transparency and accountability to the public leading to improved service delivery. The study adopted a case study approach of four (4) rural local authorities in Zimbabwe in the Matabeleland region. A sample of 75 participants was drawn from the participating local authorities drawn from the two Matabeleland Provinces as follows: - Kusile and Umguza in Matabeleland North and Matobo and Umzingwane Rural District Councils in Matabeleland South. From the 75 participants, 50 are on performance contracts while the other 25 consists of those who are just below the targeted group but whose performance has influence on the targeted group. These then form the internal stakeholders group. Results obtained are indicative of a level of change in behaviour and approach towards improvement of service delivery.
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