#Shitisseriousbusiness, but We Neglect it Here

 In an online conversation about public toilets in Nigeria’s university campuses, the majority of commentators and contributors – mainly students and former students in the universities – lamented the state of toilet facilities and their disdain each time they needed to use toilets.

Well, I was lucky in Jos (University of Jos, where I did undergraduate studies from 1996 to 2000), I enrolled at a time when the cleaning of toilets was concessioned to a private organization.

My faculty building had plenty of toilets that were cleaned right after you! In my third year, the students’ union took over the cleaning of hostel toilets and some of us benefitted from the scheme as cleaners and earned stipends.

We play to much with our conveniences in Nigeria! I always ask architects how and why they design large complexes in our universities (and other public buildings) with so minimal toilet facilities! You'd find a huge multi-storey faculty complex that sees thousands of students passing through each day with less than a dozen toilets tucked away somewhere in the ground floor only.

In other places, a building with such high human traffic would be designed with toilets on every floor, and cleaners almost cleaning after each user! (Not our cleaners that clean toilets once in the morning and run away until the next morning). The standard operating procedure (SOP) for cleaning toilets is 'the higher the traffic, the higher the frequency of cleaning'. That's why in high traffic areas, cleaners are constantly there!

Shit is serious business but we neglect it here. Our planners and facility managers need to do better.

Governance Reforms in Africa: People or Institutions First?

 "Why have the public institutions remained weak under the whims and caprices of strong individuals? How can we evolve strong institutions that work in the interest of the African publics? Do we need strong personalities to promote and defend our institutions? How can we do that without creating or feeding strong personalities that could become too strong, too dictatorial and turn to become threats to the same institutions they were meant to build and strengthen?"

The question of ‘what came first’ between institutions and persons (officials) is a huge one. In African countries where decades of reforms to strengthen institutions seem to yield no meaningful outcomes, the question becomes even stronger and remains significant in the quest by African countries to strengthen and/or build stronger institutions: should institutions build the person or the person should build the institution?

Circles of institutional reform projects I have witnessed in Nigeria have yielded little to strengthen such institutions in a deep, significant and sustainable way. In my 20 odd years supporting and managing governance projects, I have done legislative reforms, political party reforms, state and local governance reforms – each in short project cycle/terms of 2, 4, and at the longest, 5 years. The institutions I have supported remain fragile with no deep changes in spite of so much donor support. Should such donor support be jettisoned because it is not making impact? 

It is taken for granted, normally, that strong institutions have the strength and capacity to coerce or restrain the excesses and whims of individuals that run and manage such institutions. What then do we do with situations and circumstances in most African countries where institutions have remained weak and have failed to develop over many years of independence? Why have the public institutions remained weak under the whims and caprices of strong individuals? How can we evolve strong institutions that work in the interest of the African publics? Do we need strong personalities to promote and defend our institutions? How can we do that without creating or feeding strong personalities that could become too strong, too dictatorial and turn to become threats to the same institutions they were meant to build and strengthen? Tough questions.

I think the strategic thing for governments to do is to prioritize which institutions we focus on to strengthen. Governments may prioritize and pick for instance, to focus on the justice institutions as well as develop a strong pillar of ethics institutions, systems and processes. 

Why do I opt for these two? Whatever officials do in their quest to develop institutions, the question of public and personal interests, the mutual benefits and struggle between public and personal interests is at the core. And I think the mutual relationship between public and private interests and how officials and public leaders balance those interests in whatever official actions they take is very crucial.  

I simply think that pursuing the goal of strengthening tens (or even hundreds of institutions - like in Nigeria with over 200 national level agencies) can be really daunting and nearly impossible. A prioritization is therefore, necessary.

For me, the two most important agencies necessary to tackle the issues of this mutual contention between public and personal interests are:

1. Strong ethic institutions with rigorous ethical codes, processes and mandates that define what constitutes private gain to officials, with clearly spelt consequences; and

2. A strong justice system and institutions - to enhance law and order especially in terms of dishing out punishment for erring unethical officials whose personal interests threaten the fabric and goals of public institutions. 

Whether I am right or wrong about my choice of priority institutions that need to be prioritized for strengthening, my position is that African countries need to strategize, select and prioritize institutions that would be strengthened over periods - piecemeal by piecemeal, until reforms spread incrementally to the tens of other public institutions.

“My OFFICIAL CAR”: The Corruption of Vehicle Privileges in Nigeria

Recently, I flew to Abuja – Nigeria’s federal capital to do something, for the return trip out of Abuja, my friend, a Director with a federal agency whom I visited after work, offered to take me to the airport the next morning. We were talking about our very corrupt system and how we need to take deliberate steps to stem our path to self-destruction.

I raised an issue that often bothers me: the free use of government official vehicles for private purposes. My friend thought that was an insignificant corruption issue in Nigeria.

I countered him by analyzing how it is a huge drain on our resources when thousands of vehicles are used for private purposes. I immediately told him I hope it was not his official car taking me to the airport tomorrow. He still thought that was the least of our corruption problems.

The next morning, he told me how he reflected on our discussion overnight, and decided to send his private car rather than the official car. But the driver was a government driver. I was happy that he at least, he appreciated the ethical issues we discussed the previous day.

All too often, we use and enjoy public properties with the most extreme impunity. Let me just focus here on how we abuse official vehicles, especially those that belong to the government.

Let me start with a bit of shame history. In 1996, Ibrahim Sani Abacha, son of Nigeria’s ruler Sani Abacha died in a plane crash. The plane was one of the planes on the Presidential fleet of aircrafts. The guy died with his group of friends. This was a gross abuse. He had no business flying our Presidential jet.

A couple of years ago in Sokoto, I saw a young teenager cruising to buy fuel in a Toyota Hilux truck belonging to (and clearly labelled so) the Federal Road Maintenance Agency (FERMA) on a Saturday. I was outraged inside me.

Often during holiday seasons like Christmas and Eid or Sallah periods, we come across convoys of staff cars clearly belonging to the police, or Immigrations, or Customs, and other such government agencies, shipping whole large families to their ‘home towns’ for holidays. Some of the cars and drivers stay the entire holiday with their bosses’ families – when their salaries are paid by the government.

We cruise in government vehicles at night and outside office hours, to parties, to private weddings. It is wrong.

We cruise in government vehicles to church, to leisure and weekend trips that are completely private. It is not done anywhere! Let families quietly and privately travel to their hometowns for vacations. Let people drive themselves to church or Friday mosque in their private vehicles.

In Abuja, we see how government drivers ship wives of government officials to Wuse market, to Banex Plaza and other places for private shopping activities. Drivers park and wait for long in these markets and shopping complexes, during office hours. Some of the drivers go on to carry bags and wares and follow wives and children about the market, until they finish their shopping.

This is not right. These are the things that drain the commonwealth. This is not done in any sane government.

In Yola, Adamawa State, I noticed an ambulance of the State Specialist Hospital daily and routinely drop off children in Aliyu Musdafa Academy – near the Catholic Cathedral, morning and afternoon. It is so everywhere in Nigeria. Government vehicles and government drivers are used to drop off and pick up children from school. This is a form corruption that drains the commonwealth.

Years back in Kubwa - Abuja, a fellow with the federal fire service routinely drove a fire service van to his regular joint, weekdays and weekends. This is the same service that does not effectively respond to emergency calls.

Funerals, weddings, naming ceremonies, birthday ceremonies etc are private ceremonies and officials should completely use private means to commute to such events.

Ideally, the use of government, or official vehicles should be governed by strict regulations and guidelines. No official vehicle should be seen moving outside of official hours, unless it is shipping office people to or from official duty afield. In such cases, they leave very early to reach their official destination or are returning late from their official destination.

No official vehicle should be seen traveling during weekends or public holidays, unless it is travelling with officials going to or returning from official field work. No official vehicle should be seen dropping off or picking children from schools.

Sometime during the time of Olusegun Obasanjo (2003-2007), it was Nasir El-Rufai that led some public service reforms that tried to address this kind of abuses through monetizing the official car benefits for Directors of the federal departments. The reforms were quickly reversed after the death of Yar’adua, Obasanjo’s successor.

I call on the Government of Mohammadu Buhari to end this huge drain on our commonwealth so that we can have resources to address other pressing needs.

Who Dropped the Ball? Nigeria’s Under-functioning Bureaucracy

My first encounter with the phrase ‘who dropped the ball’ was in a small office of about a dozen staff or ‘team members’ in Abuja. The flush system in one of the three toilets in the office was malfunctioning for nearly two weeks, when it was reported and proven to have malfunctioned for nearly that long, the staff or ‘team member’ responsible for operations, which includes ensuring functional toilets, barely escaped a formal query, but with a very strong warning.

His excuse that it was not reported to him fell flat: “it is your responsibility to ensure that every facility is functional”, warned the head of the office. From then onwards, the Operations point person delegated it to the cleaner, and all staff reported any toilet issues to the cleaner and the cleaner responded effectively.

In normally functional systems, responsibilities are diligently delegated to parts of the system, each part performing a small function to make the whole system functional, and continue to remain almost perfectly functional at all times. This can be likened to members of a small team - say half a dozen people – positioned in a cycle and passing to each other a ball which must be protected and never allowed to fell off to the ground, and hurt the smooth team function of keeping the ball from ‘hurt’; the ‘ball’ must always remain properly inflated so it may be passed to the next team member by bouncing it on. If the ‘ball’ fells out of the passing game, the question must be asked: Who dropped the ball? Who caused the ball to drop and roll away from the next team member? Where is the ball? The team members and the ball symbolize a ‘system’ that must function towards a set-out standard.

A lot of simple, ordinary systems within our bureaucracy fail to function properly and it is very often very difficult to locate where the fault is. Who is causing simple processes to not function properly? 

Take the conveniences or the toilets of a typical public office for illustration: this is an office with high citizen traffic that should have clean toilets throughout the time on each business day. The person in charge of facilities must have a team that includes cleaners who should keep the toilets neat and functional at all times, washed at regular intervals – every 30 minutes, every 45 minutes or every 60 minutes - ensure there is soap on the hand-washing basins, ensure there is toilet roll at all times. The most important team member responsible for this is the cleaner. The best way to keep toilets clean then, is to empower the cleaner with responsibility for all the little things required to keep the toilet functional at all times. If it fails to function, the cleaner has got to explain why, and if the ‘explanation’ is not satisfactory, then that cleaner must be deemed to have ‘dropped the ball’ and must be made to face consequences for ‘dropping the ball’.

In the early weeks of Nigeria’s National Conference in 2014, news reports claimed that delegates complained of a lack of toilet roll in the toilets. Somebody must have dropped the ball! In most cases in Nigeria, even petty matters like ensuring functional toilets which should easily be managed by a cleaner, are centralized and controlled by ‘oga-at-the-top’: all the overhead or petty operational cash (‘imperest’ in Nigeria’s bureaucratic parlance) budgeted for cleaning goes to the ‘oga at the top’ who has no business with toilet matters (except of course to enjoy relieving himself/herself in a clean toilet at any time).

Just set out a standard operating procedure (SOP) for any barely schooled cleaner and let out the resources to him/her, then hold him/her responsible whenever, whenever the toilet fails to function according to the SOP. That way, all team members have responsibilities and must explain whenever the ball drops: who ‘dropped the ball’?

Take the large port-holes on our roads for another illustration, there needs to be a ‘system’ of ‘team’ members with different responsibilities towards ensuring that all little cracks are sealed-up, at very minimal costs before they become huge craters and gullies. If a crack is discovered to be widening towards becoming a pot-hole, it means that the ‘ball was dropped’ by one of the team members. Members of a team here may include delegated staff of the responsible agency that move around particular roads to survey for any new cracks and report back for action to be effected, this can be effectively supplemented by a call system for the public to also report fresh holes or cracks on the roads. In such a system, questions should be asked to locate the team member that caused a little hole or crack to fester or widen to become a pot-hole. Was it reported and somebody failed to take action? Who ‘dropped the ball’?

Yet another illustration for ‘dropping the ball’ can be seen in the May 2014 reports of a mutiny by soldiers of the 7th Division of the Nigerian Army in Maimalari Barracks, Maiduguri. Though denied by the defence authorities, the Defence spokesman, Major General Chris Olukolade was reported (in The Nation, May 15 2014) to have said “the commanding officer of the 101 battalion had actually gone to Abuja for a course and could not have deliberately refused to pay their allowances...It is true the soldiers raised many issues of concern annoying them...”. The military high command then went on to set up a court to try the “annoyed” soldiers.

Clearly, somebody dropped the ball, causing the soldiers to risk their lives in the field without their allowances, one team member that clearly appeared to have ‘dropped the ball’ is the commanding officer that went on course to Abuja without delegating to ensure the system continued to function smoothly. Yet, we would rather embark on costly committee enquiries to determine ‘what went wrong’.

It is not by magic or miracles that we encounter clean toilets or smooth roads without pot-holes in the so-called developed world. It is simple: individuals in a team are given responsibilities for different tiny bits of routine work that must make the whole system functional. The slightest system failure raises the question ‘who dropped the ball?’ – thus, all team members struggle to avoid ‘dropping the ball’. The team leader thus, turns the fire on the team members to locate where the ‘ball has dropped’ or where the ‘ball is always dropping’. It becomes very easy to locate any team member that ‘mishandled’ the ball, or makes the ball to drop too often. The team leader is held responsible if s/he cannot ensure that the team members keep the ball moving seamlessly.

Wherever (including Nigeria) a system works efficiently and effectively, responsibilities are clearly delineated and delegated top-down. Everyone no matter how low down the ladder is an important and responsible member of a team that must account for the responsibilities given to him/her. Anyone one who causes the slightest malfunction in the system is easily identified, and if a team member ‘drops the ball’ too frequently, that team member must be made to ‘shape up’ and get ‘shipped out’ by the leader of the team.

Contrarily, our bureaucracy concentrates all the authority in the head, instead of diffusing responsibilities to other team members. Thus, very few people are empowered with huge burdens of authority and responsibilities, leaving the majority of workers down the ladder to wander redundantly with no responsibilities and no accountability for anything. We need to devolve authority by effectively delegating responsibilities down the hierarchy in our government agencies and ensure that more people are given a role in making sure the ‘ball does not drop’.