Benin report - Institut Africain de la Gouvernance

CHAPTER THREE: DEMOCRACY AND POLITICAL GOVERNANCE__________________________________________________________________________corruption, and to ensure the transparent and effective management of human and financialresources in order to reduce the yawning gap between citizens and the civil service. Thus, thefew successes noted by the reform are hardly felt. The political will expressed time and timeagain is overshadowed by poor understanding of the reform activities. The misunderstandingis largely due to the implementation strategy itself, and to the red tape within the institutionalmechanisms of the very reforms to be implemented.In order to meet the challenge of a developing administration, the APR Panel recommendsthat the government should find solutions to the following problems: delays in theimplementation of the reform programme; lack of information and the low level of involvementof the Ministry of Public Services and Administrative Reform in the reforms initiated by theministries themselves; loss of confidence by public service users and by civil society; lack ofclarity in job descriptions; ignorance of the reforms by technical sector organisations and thepublic; and politicisation of the public service.242. The CRM noted a recurring criticism from stakeholders during meetings. Thiswas the politicisation of the public service. This supported the observationsmade by the focus groups to the effect that interpersonal relations in theservice are governed by the patronage caused by political affiliation andnepotism. Consequently, competent officers are not promoted, while thoseappointed are often not competent. Politicisation of the service will lead to lowcapacity and performance and to the demotivation of numerous workers andstaff who become frustrated and disappointed to discover that experience,integrity, hard work and merit no longer count for promotion in a sector that isso crucial for economic and social development.243. The weakness of the evaluation, promotion and disciplinary process also cameup during meetings. This problem was attributed largely to the politicisation ofthe public service. The CRM also noted that Benin‟s public service is ageing.Several speakers at meetings thought that the austerity measures – adopted forpublic service recruitment following the implementation of the SAP of the1990s – did not encourage new recruitment. Some ministries have not doneany recruiting since 1986. The participants also expressed theirdisappointment with the quota system of recruitment because it promotesmediocrity in the public service.244. The stakeholders mentioned the lack of transparency in the public service.Public officials always claim confidentiality to justify why they do not releaserelevant and reliable information. In the name of secrecy, officials withhold alot of information. The lack of information hinders the smooth operation of thestate machinery, widens the gap between the public service and consumers,and places the legitimacy of public services in doubt.245. Another weakness in the public service, mentioned during meetings, was poorand disparate salaries. In all the regions visited, participants agreed that salaryincreases would improve living conditions and help fight corruption.Corruption, in the opinion of several observers, is one of the most seriousvices plaguing the public service.246. The participants stressed the inefficiency of Benin‟s public service andconfirmed consumers‟ dissatisfaction with the quality of services rendered.103