LETTERS - Magande and the failure to implement government projects
Economic growthBy Matipa Masuwa
Sunday December 23, 2007 [03:00]
Magande’s comments on Zambia’s economic growth made very sad reading, especially the confessions that ministries are not implementing government projects. He cited the US$ 10 million meant for the treatment of livestock diseases in Western Province, and the proposed 25 high schools across the country. Magande argued that “even if government increased the tax base in the mining sector, it would still be difficult to improve people’s lives unless the financial monitoring system was improved”.
First, project-based programmes have a high probability of succeeding if and when delivered through project management systems; because such systems tend to work with established linear management (hierarchical management structures, such as ministries), while striving to deliver specific client (or project sponsor) requirements.
A project environment is result-oriented, hence the management cost control system therein does not solely rely on ‘financial monitoring system’ as the minister argues, but on the oval earned value management system – which Ambassador Vigtel was referring to. Earned value management could incorporate a whole range of specialisations pertinent to the project at hand, of which finance is but one of the key drivers of the project.
Once results are met, the project team could be disbanded and moved on to other projects. As a project sponsor, the minister could have contracted or appointed an entity (person or firm) to hold accountable for the success and or failure of the project.
Had the minister taken such an approach, he could report on the project with ease because results speak for themselves. Failure could also be reported with ease because most contractual arrangements attract a penalty for failure.
Second, the minister shows how incompetent he has been at instituting financial monitoring systems, despite the country having highly qualified accountants. Instead of admitting his failure, he has embarked on a blame game – and, in my own view, the civil service is the softest target to patronise. Despite having some of the most qualified manpower, the civil service is constrained in a myriad of ways, especially the cadre mentality of the government.
For instance, if one does not agree with their line manager, such as a director of a department or a minister, s/he belongs to opposition. Meaning, civil servants go through motions as it were, just because they have families to feed. No ambition, no innovation, no creativity, and no nothing because all these essential attributes are never rewarded in the first place.
Third, failure to implement government programmes cannot be linked to the urgent need for the renegotiation of mineral royalties; as recently pointed out by a BBC documentary that indicated that Magande’s laissez faire approach to mineral rights was misplaced, and a huge cost to the Zambian people.
Lastly, it should be pointed out that implementation of projects is not rocket science and that Zambia has many qualified people to handle these problems.
The only problem is that politicians do not want to use these people when it matters most; although that is to be expected because politicians think every Zambian problem is better placed in their hands; hence discounting all the professions trained at a great cost to the tax payer.
Someone has to start a campaign to educate politicians on the need to consult specialists, be they academics or general consultants on matters of development. It is the most crucial factor in developing Zambia because many Zambians could freely contribute their knowledge while pursuing their livelihoods where ever they maybe.
Labels: GOVERNANCE, LETTERS
posted by MrK @ 5:15 AM
2 Comments:
Wow. This letter is harder hitting than most of The Post's actual articles. The writer is kicking behinds and taking names. An absolutely great job. :)
This is probably the most important letter ever, because it spells out what is wrong, as well on how to change it.
Let's have more like it, is all that I can say for now.
Neither the government nor the 'donor community' can ignore these points.
Also check out efforts by the Business Processes Audit to increase information flow to remoter areas, by increasing communication between central government and district business associations.
http://maravi.blogspot.com/2007/12/bpa-seeks-improved-information-flow.html
Again, decentralisation is a major key to development.
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