Director-General, Bureau of Public Service Reforms, Dr. Joe Abah, |
The Director-General, Bureau of Public Service Reforms, Dr. Joe Abah, in this interview with IFEAYI ONUBA speaks on plans to reform the civil service, budget planning and execution, among other issues
Why was the Bureau of Public Service
reforms set up and what are its roles?
It was set up essentially to coordinate the reform of
public services going on in Nigeria. It was set up in 2004 although the
presidential approval for its set up was given in 2003, by the former President
Olusegun Obasanjo. And its main roles are to initiate, coordinate, monitor and
evaluate the reform efforts going on in the country.
So, it is meant to be the engine room of public reforms,
to look for examples of good practices, disseminate those examples so that the
public services can be made to work better; monitor what people said they are
going to do, whether they are actually working or not; and essentially help the
public service to improve its performance.
To what extent has the bureau carried
out its operations?
Let me say that public service reforms is an ongoing
thing. It is not something you do once and you are successful. It doesn’t work
like that and that’s why even the developed economies are still engaged in
public sector reforms, including the United States, United Kingdom and Germany.
They are still trying to improve their public service and so it’s not a one-off
activity that you just do and you are successful and you can go home.
The measure of success is the extent to which the citizens
experience better public services. I see improved facilities in our airports, I
see efforts to improve our roads and I see our trains running again for the
first time in 40 years and I see more investments coming into the country. All
of those things affect the ordinary Nigerians and the effects of the reforms of
public services that we have. So, in a nutshell, a few things are getting
better and a few more things are still needed to be done.
The public service is seen by many
people as being slow in carrying out out programmes owing to bureaucracies
unlike the private sector. Why is this so? What is being done to address
this?
Let me correct a misconception. There is a difference
between the private sector and the public sector. The success of the private
sector is determined by only one variable-profit and that’s the only thing. If
you want to measure a successful private sector organisation, you look at the
amount of profit they make and the returns they make for the shareholders.
The public sector is very different. In the public sector,
you have to consider a million and one things. It’s not just profit, you
consider social cohesion, you consider issues of conflict, federal character
and make sure that the county doesn’t collapse because of friction, you
consider the rules that are in place to make sure things work in a particular
way. So, there are so many things that make the work we do different from where
you just sell, make a profit and you go home happy.
A strict comparison between the public and private sector
is unfair because the private sector doesn’t consider all of the things that
the public sector has to consider. But this is not to say we can’t do things
more quickly. And some of the constraints to effective and efficient service
delivery are issues such as corruption. The public service should be
predictable. You don’t have to know anybody or bribe anybody before getting the
service you we supposed to get and when you are supposed to get it.
The difference between the public and private sector is
what you all call bureaucracy and that is the system of government. Bureaucracy
isn’t a bad thing but what is bad is unnecessary bureaucracy and what we are
doing now is to make sure we improve these processes and make people to commit
to time-line in the delivery of public services.
What have been the achievements of
the bureau?
The bureau itself is a bureau under the Presidency; it
doesn’t go off the way to do things on its own. The bureau implements
government reforms and policies. So there is an element of that and there is an
element of the initiatives that the bureau itself has started. One of the key
ones is the Integrated Personnel and Payroll Information System and the
implementation was done by the bureau before it was handed over to the Office
of the Accountant General of the Federation. And what this has done is that it
has saved the government billions in wages for ghost workers, also for other
frauds in the system. The fraud in the system is not only ghost workers, it
also has to do with people collecting multiple salaries; with people who have
taken loans and have not paid back and these are some of the things that the
IPPIS system has been able to do.
The bureau has also championed the development of the
National Strategy for Public Service reforms which has underpinned the macro
economic reforms that have happened in the Ministry of Finance and the OAGF,
the Office of the Auditor General, the Office of the Head of Service of the
Federation which has undergone a number of reforms, the restructuring of
ministries, and a lot of the work that the national planning has done as
regards the Vision 2020 and the monitoring of the Transformation Agenda. All of
that flows from the national strategy on public service reforms that the bureau
has developed and that strategy is being refreshed and updated at the moment.
We’ve also provided guidance on how to restructure
ministries, departments and agencies and how to draw a closer link between
planning and budgeting.
Many people say Nigeria has good
plans but suffers from poor implementation. How do you respond to this?
This is not true. Our planning is weak. If the planning is
good, you will also plan for the implementation with all the challenges of the
implementation and you will plan to overcome them.
If I draw a plan now that the whole of Abuja streets would
be paved with gold and people say I have a good plan, that plan is faulty
because it is not implementable. We don’t have the gold.
So we need to improve on our planning and we need them to
tie our money to our plans. So we need to draw this very close link between the
money we have and what is in the budget and the plan which is what we want to
do. So the bureau has provided a guide on how to do that which is disseminated
to all MDAs. We have also provided guidance on job evaluation and classification
and how to make sure everybody has a job description.
We hope to provide guidance early in the new year on how
to reform parastatals because it is at the parastatal that Nigerians experience
government. It’s not at the ministry. It’s at the Niger Delta Development
Commission that the Niger Delta people will experience this, not at the
ministry of the Niger Delta. So parastatals are very important in government
public service delivery and we need to make sure that more of them are working.
What are the challenges facing the
bureau and how are they being managed?
I can be opportunistic and tell you that just like
everyone, we have the challenge of funding but everybody has that and we are
not in a unique position in that regard.
One of the key elements of governance is that you never
have enough money to do all the things that you want to do and that is just the
fundamental truth all over the world. But I think for us the key challenge is
cynicism. Nigerians don’t just believe anything can work. They tell you about
the Nigerian factor; that certain things can’t work. Anything you want to do or
improve, they will ask you how much you are making available and I don’t blame
people because there have been a history of this kind of behaviour. But if we
dwell too much on it, we can actually miss the good things happening around us.
I think we need to earn the trust of Nigerians if they can just give us the
chance to show that certain things actually work. So, that for me is the
greatest challenge.
You are just resuming as the DG of
this agency; what new initiatives are you bringing on board?
The first initiative is to reform the Bureau of Public
Service Reforms itself because the bureau has lost momentum over the last few
years. When it was first established in 2004, it was headed by a
director-general who has that independence and could drive reforms under the
direction of the President the way it deems fit. Since then it was brought to
the OHCS and was headed by a permanent secretary and that is why you heard
nothing about us.
But in August this year, the President felt he needed to
bring someone from outside the service to give the bureau the impetus it
deserves and to return it to its original mandate.
Beyond that, we have a national strategy for public
service reforms and the bureau was instrumental in developing it and we are
refreshing that strategy and updating it to make sure that it focuses on
current realities. We are carrying out a perception survey across the county to
find out what people feel about this reforms and what is working and not
working. We are also doing an analysis to look at the reforms that have
happened in the last five years; which ones have worked? Which ones have not
worked? Why have they worked and why haven’t they worked? What can we learn
about it and improved things? And what are the gaps? This is not a political
thing; we are a technical bureau and we will use that to advise people on what
has worked and hasn’t worked. We are also going to be doing an analysis about what
is stopping service delivery in this country, what the impediments to service
delivery in this country are? Is it corruption, due process, bureaucracy,
capacity problems? We will also be looking at what can be done about these and
that is a key task for this bureau to undertake in the coming months.
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