Ghana’s Fourth Republic, much like its predecessors, has been plagued by persistent economic instability rooted in weak fiscal controls and ineffective public financial management (PFM). Despite numerous attempts to address these issues through various initiatives, often characterized by catchy acronyms and ambitious pronouncements, the core problem remains. These initiatives, from PAMSCAD to GIFMIS, have consistently relied on bureaucratic controls and restraints, inadvertently creating a complex system that empowers those within the public service who manage it, rather than fostering accountability and transparency. This has resulted in a murky and opaque policy-making environment, hindering effective governance and exacerbating the very issues these initiatives were intended to resolve.
The core challenge lies in the classic principal-agent problem, where the principals (citizens/voters) delegate authority to agents (political officials and bureaucrats) who are expected to act in the principals’ best interests. However, the inherent misalignment of incentives often leads agents to prioritize self-interest, leveraging their knowledge and position within the system to their advantage. While controls are necessary, they become counterproductive when overly complex, ultimately shielding agents and facilitating further manipulation. The current approach in Ghana, focused primarily on extrinsic motivations through rewards and perks, is hampered by the existing payroll structure and political constraints on reform. Therefore, a more sustainable and impactful strategy must focus on intrinsic motivation – fostering a sense of public service and national pride among officials.
This shift towards intrinsic motivation requires a move away from a purely transactional and coercive approach to aligning the interests of citizens and public officials. It calls for a focus on cultivating and amplifying the behavior of public servants who prioritize Ghana’s prosperity. This becomes even more critical in a context marked by partisan politics, patronage, and the prioritization of sectional interests over national interests. These dynamics create an environment where bureaucratic systems are exploited to serve the narrow interests of specific groups, further eroding public trust and hindering development.
To address these systemic challenges, a more comprehensive approach is required. Beyond traditional controls, a stewardship model focused on cultivating intrinsic motivation should be embraced. This could include measures such as stricter regulations on ministerial vehicle procurement, dedicated funding streams for key social programs like the NHIS and GETFUND sourced from direct taxes, and a more transparent and independent appointment process for the Auditor-General. Further strengthening the investigative and prosecutorial capacity of institutions like the Office of the Special Prosecutor (OSP) and streamlining the handling of government legal cases through a dedicated Solicitor General would enhance accountability. These structural changes would contribute to creating a more ethical and transparent governance environment.
Transitioning towards a stewardship model necessitates a balance between traditional controls and a focus on cultivating intrinsic motivation. While a complete shift may be impractical, the current bureaucratic system can be revitalized by infusing it with the principles of stewardship. IMANI proposes a framework, termed RESET (Revitalising the Economy through Stewardship & Ethical Transformation), which centers on a mission-based approach. This framework encourages voluntary participation from Ministers and Chief Directors, emphasizing open data, radical transparency, regular stakeholder engagement through town halls, and continuous feedback mechanisms through citizen polls. This fosters a culture of accountability and responsiveness, strengthening the link between public officials and the citizens they serve.
The RESET model seeks to complement, not replace, existing PFM controls. By fostering open dialogue, transparency, and citizen engagement, it aims to inject meaning and relevance into these controls, making them more than just bureaucratic procedures. The success of this model depends on the willingness of public officials to embrace a sense of patriotic ambition and ethical leadership, prioritizing the betterment of Ghana. While not a panacea, the RESET framework, or similar stewardship models, offer a promising pathway towards transforming Ghana’s public sector governance. It calls for a fundamental shift in mindset and a move away from a system based solely on controls and restraints to one that fosters a genuine sense of public service and national pride. This requires a collective effort, with citizens and public officials alike working towards a shared vision of a more prosperous and ethically governed Ghana.
