Former Borno State Governor Mala Kachallah once shared a humorous yet revealing anecdote about the challenges of managing the state's workforce. In 2001, he visited New Nigerian, where he was quoted as saying that the state's Poultry Division had not had a hen since 1981, yet it had 571 staffers. The governor highlighted the absurdity of the situation, where the division continued to produce promotion lists annually despite the lack of a core working asset.
Eleven years later, Borno State Governor Kashim Shettima faced a similar dilemma. In response to Boko Haram attacks, he banned motorcycles from Maiduguri streets and introduced 5,000 tricycles, which were sold to beneficiaries at a discounted price to be paid for instalmentally. However, many beneficiaries sold the tricycles at an even lower price and squandered the money, leaving the governor unhappy and questioning the attitude of the people.
The experiences of Kachallah and Shettima are not isolated. In 1993, Niger State Governor Musa Inuwa proposed retrenching some skilled civil servants and providing them with bank loans to set up businesses. However, the workers rejected the plan and threatened to go on strike. Inuwa cited examples of inefficiencies in the state's workforce, including the Niger State Scholarships Board having eight typists but only three typewriters.
Governor Inuwa also mentioned that the Niger State Ministry of Works had 60 skilled artisans who were not doing any work. Instead, they would sit in front of the ministry's premises and threaten to go on strike at the slightest provocation. These stories highlight the challenges faced by governors in managing Nigeria's public sector.
Some governors have shared their personal struggles with hunger while in office. In 1993, Governor Musa Inuwa had to delay an interview with a journalist due to a sudden visit from Abia State Governor Dr. Ogbonnaya Onu. When the interview finally took place, Inuwa had not eaten his breakfast and politely asked the journalist to wait while he had his meal.
Similarly, in 2002, Jigawa State Governor Ibrahim Saminu Turaki arrived late for an interview and, an hour into the discussion, suddenly asked for food. Staffers brought him hot roasted meat, which he ate before continuing the interview. These anecdotes humanize the governors and highlight the realities of their daily lives.
The stories shared by these governors provide a glimpse into the complexities of managing Nigeria's public sector. The inefficiencies, challenges, and personal struggles they face underscore the need for reforms and effective management of public resources.
Key points
- Former governors have shared their struggles with managing public sector workers and resources in Nigeria.
- Inefficiencies in the public sector have been highlighted by various governors.
- Personal struggles of governors, including hunger, have been revealed.
