Bright Simons, Vice President of IMANI Africa, has critically assessed President John Dramani Mahama’s recent decision to reduce the number of ministries in his government. The move, which saw ministries reduced from 30 to 23, has drawn mixed reactions. While the government presents it as a step towards efficiency, Simons suggests it is more a response to public sentiment than a genuine structural reform aimed at improving governance.
In his detailed analysis titled "The Stressful Difference Between Cutting Ministries and Cutting Costs in Ghana," Simons explores the motivations and implications behind the government’s decision. He argues that the clustering and restructuring of ministries in Ghana have historically been subjective, influenced by political preferences rather than grounded in any consistent or proven framework for improving governmental efficiency.
The Politics of Ministry Clustering
Simons highlights how successive Ghanaian governments have reconfigured ministries based on their unique priorities and strategies. For instance, the Kufuor administration in the early 2000s combined “Youth and Sports” with “Education.” Conversely, the Mills administration opted to pair “Works and Housing” with “Water Resources.” These examples, according to Simons, demonstrate the fluidity and lack of standardization in structuring ministries.
He asserts that Mahama’s reduction in ministries appears to be more about optics than strategy. By responding to widespread public criticism over the perceived extravagance of a bloated ministerial system, the government seeks to align itself with popular sentiment. Many Ghanaians have expressed dissatisfaction with the sheer number of ministers, viewing it as wasteful and emblematic of government inefficiency.
Public Sentiment vs. Efficiency
While acknowledging the political benefits of being a “listening government,” Simons questions whether such responsiveness necessarily translates into tangible efficiency gains. He points out that the real cost of governance is not merely tied to the number of ministries but extends to the vast bureaucracy underpinning them.
Thousands of public sector employees remain on the government payroll, even as ministries are merged or dissolved. These workers, previously assigned to now-collapsed ministries, are typically redistributed to other departments rather than removed from the system. This practice, Simons argues, undermines the goal of achieving a leaner and more cost-effective government structure.
The Hidden Costs of Bureaucracy
Simons delves deeper into the root causes of inefficiency in Ghana’s governance. He identifies the country’s extensive network of public agencies and state-owned enterprises (SOEs) as significant contributors to wasteful spending. Institutions like the Ghana Police Service, Ghana Revenue Authority (GRA), and Ghana Education Service (GES) employ vast numbers of workers and account for substantial portions of government expenditure.
Furthermore, state-owned enterprises such as the Ghana National Petroleum Corporation (GNPC) and the Electricity Company of Ghana (ECG) play pivotal roles in the nation’s economy. Simons suggests that their financial practices and operational efficiencies have far greater implications for government spending than the mere number of ministries.
“Ministries,” he states, “are just the tip of the iceberg.” Reducing their numbers might create a perception of reform but does little to address the underlying inefficiencies within these larger, more impactful institutions.
Listening Government or Political Calculations?
Simons acknowledges the value of a government that listens to its people. In a democracy, aligning with public sentiment is crucial for maintaining legitimacy and trust. However, he warns against conflating responsiveness with meaningful reform.
The public’s disdain for a large number of ministries stems from a perception that it represents wastefulness and political patronage. While reducing the number of ministries may appease critics in the short term, Simons emphasizes that it should not be mistaken for a comprehensive solution to Ghana’s governance challenges.
Instead, he calls for a more strategic approach that goes beyond surface-level changes. True efficiency, according to Simons, requires addressing the structural issues within government institutions, improving transparency, and implementing performance-based reforms across all sectors.
The Role of State-Owned Enterprises
Simons underscores the critical importance of Ghana’s state-owned enterprises in shaping the country’s economic trajectory. Entities like GNPC and ECG not only generate significant revenue but also consume substantial government resources. Their operational efficiency—or lack thereof—has a direct impact on the nation’s fiscal health.
He suggests that reforms targeting these institutions could yield far greater benefits than merely merging or dissolving ministries. By focusing on improving accountability, streamlining operations, and cutting unnecessary costs within SOEs, the government could achieve more substantial and sustainable results.
A Call for Holistic Reforms
Simons’ critique ultimately serves as a call to action for broader, more holistic reforms in Ghana’s governance. While the reduction in ministries may win political points, it should be viewed as only the first step in a more comprehensive process.
The government must tackle inefficiencies within its entire administrative machinery, including public agencies, SOEs, and local governance structures. This requires political will, transparency, and a commitment to putting national interests above partisan considerations.
The Road Ahead
As President Mahama’s administration moves forward, the spotlight remains on its ability to deliver on its promises of efficiency and accountability. Ghanaians expect more than symbolic gestures; they seek genuine reforms that improve service delivery, reduce waste, and foster economic growth.
Simons’ analysis serves as a timely reminder that while public sentiment is important, true leadership lies in addressing the deeper issues that undermine governance. Only by embracing bold, systemic changes can Ghana achieve the lean, efficient government its people deserve.
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