Why We’re Driven By Public Sector Reform – Bakare

Development communications expert Damilola Bakare of the Aig-Imoukhuede Foundation has highlighted the deeper realities behind the urgent need for sustained public-sector reform across Africa.

She noted that change is often slow because habits, not announcements, hold systems together.

According to Bakare, discussions around public sector reform are often framed in terms of big words such as transformation, disruption, and revolution.

She said the narratives tend to focus on defining moments—a minister signing a landmark policy, a president launching a digital platform, or applause at an international conference. While such moments are important for setting direction and creating visibility, they do not represent where real reform happens, Bakare added.

She said for those who had spent years within government institutions, the reality is different.

For the 68 senior public servants who recently graduated from the AIG Public Leaders Programme and joined a network of reformers across nine African countries, this is not theoretical. It is the reality they are returning to.

Bakare explained that reform often involves resolving practical, everyday challenges. For instance, a director may spend weeks addressing a critical issue in which two departments operate under conflicting rules—one requiring three signatures for a business permit and the other five. Progress stalls because neither side wants to concede.”

”In such cases, the task is not public speaking but patient negotiation. When resolved, the impact is tangible: business approvals are processed in days instead of weeks.”

Similarly, a finance officer may painstakingly review payroll records line by line to identify irregularities. Although repetitive, removing ghost workers helps recover funds that can be redirected to essential public services such as education and healthcare.

In another case, a mid-level manager may replace an unreliable paper-based system with a basic digital alternative. Initial resistance is common, as some colleagues distrust the new system while others prefer familiar routines. Progress may be slow, but over time, efficiency improves, records are better managed, and accountability increases.

“This is what reform looks like,” she implied, not grand launches, but problems solved; not applause, but the quiet moment when systems begin to work.

Bakare further observed that reform is often mistakenly viewed as a series of visible events—announcements, launches, and headlines. While these create the impression of progress, visibility does not necessarily translate to impact, she said.”

This mindset, she argued, distorts priorities by favouring what can be quickly seen and measured over the slower, more demanding work that determines whether systems actually improve. As a result, communication is often rewarded more than implementation, she added.”

”A digital platform may be launched with fanfare, but its success is determined months later—when users engage with it, when maintenance is required, and when challenges emerge. Real reform is proven through sustained use, not at the point of launch.”

She also challenged the notion that institutions can change overnight. In reality, change is gradual and uneven. Some departments adapt quickly, while others resist. Some reforms succeed, while others stall. Progress is rarely linear.

For example, transitioning from paper-based processes to digital systems involves more than installing software. It requires retraining staff, redesigning workflows, building trust, and continuously addressing emerging issues. Resistance and setbacks are inevitable, but they are part of the reform process—not signs of failure.

Sustainable reform, Bakare noted, moves at the pace of trust. People must be confident that new systems work before they fully adopt them. This requires time, patience, feedback, and continuous improvement, she said.”

From the outside, such gradual progress may appear slow, but it is what ensures lasting change, she said.

She also pointed out that one of the most challenging aspects of reform is its isolating nature. Within many institutions, those driving change often stand alone—not because of open opposition, but due to subtle resistance such as delayed approvals, unanswered memos, and postponed meetings.

”This is where peer networks play a critical role. Within the AIG Public Leaders Programme alum network, reformers find support, share experiences, and exchange practical solutions. This sense of community helps sustain momentum and reinforces commitment.”

At the recent Cohort 5 graduation in Abuja, Bakare said the event was not a conclusion but a recognition of readiness. The 68 graduates are returning to their institutions with enhanced skills and stronger support systems. They will encounter slow processes and incremental progress, and much of their work may go unnoticed.

However, with persistence, meaningful improvements will emerge. Systems will become more efficient, processes will be streamlined, and citizens will ultimately benefit—even if the individuals behind these changes remain unknown.

Bakare emphasised that public sector reform is neither glamorous nor meant to be. While ceremonies and announcements are visible, the real work begins afterwards—in the consistent, often unseen efforts of public servants committed to making systems work.

She encouraged the Cohort 5 graduates to remain focused, noting that the invisibility of their work does not diminish its importance. Rather, it reflects a commitment to what truly matters.

Ultimately, reform is not about moments on stage. It is about clearing backlogs, simplifying processes, and ensuring that systems function efficiently. It is about reducing the time citizens spend navigating bureaucracy because someone chose to persist.

That, she stressed, is the true essence of public sector reform.”