NPP, NDC’s Govt Cut Plan: Reform or Election Spin?

As Ghana approaches another electoral season, the manifestos of the New Patriotic Party (NPP) and the National Democratic Congress (NDC) have reignited the debate over the size of government. Both parties claim that Ghana can be effectively governed with a cabinet not exceeding 60 ministers, but is this commitment to a ‘lean government’ genuine, or merely lip service?

The NPP has promised to operate with 50 ministers, while the NDC pledges to manage with 60. At first glance, these numbers may seem like a significant reduction, especially compared to previous administrations. However, the absence of a detailed roadmap on how this reduction will be achieved raises concerns. Neither party has outlined which specific ministries will be scrapped, merged, or reorganized, leaving many to wonder if these promises are simply superficial gestures intended to win votes.

In Ghana’s political landscape, it’s no secret that some CEOs of state-owned enterprises earn more than ministers. This glaring disparity underscores a critical point: merely reducing the number of ministers is insufficient to achieve a leaner, more efficient government. A genuine commitment to reducing government size must address the broader issue of salary and remuneration across the public sector. Without tackling this imbalance, the government’s payroll will remain bloated, irrespective of how many ministers are appointed.

Take the energy sector as an example. Why does Ghana need the Ghana Grid Company (GRIDCo) to receive power from the Volta River Authority (VRA) only to pass it on to the Electricity Company of Ghana (ECG)? This extra layer of bureaucracy not only complicates the process but also adds to government bloat. Wouldn’t it be more efficient for VRA to sell directly to ECG? Similarly, what exactly are the distinct roles of TOR, BOST, NPA, and the Petroleum Commission in this crowded energy landscape? Consolidating these entities could reduce redundancy and improve efficiency.

The same argument applies to other sectors. The existence of the Produce Buying Company (PBC) seems redundant when the Cocoa Board can handle its responsibilities. The Ghana Tourism Development Company (GTDC) also appears superfluous given the roles of the Ghana Tourism Authority and the Ministry of Tourism. These overlapping functions inflate government size without adding significant value, and their elimination or consolidation would be a tangible step towards leaner governance.

The division of fisheries from agriculture seems like an arbitrary separation that adds to administrative complexity. Moreover, agencies like the National Youth Authority (NYA), Youth Employment Agency (YEA), and the National Entrepreneurship & Innovation Programme (NEIP) operate independently, often duplicating efforts. Consolidating these agencies could streamline operations, reduce costs, and deliver better outcomes.
Even more perplexing is the separation of the Communication and Information Ministries, which could be merged for greater efficiency.

Similarly, the Railway Ministry could be folded into the Ministry of Transport, while aviation and river transportation should logically fall under a single department, not be scattered across multiple entities.

A critical look at some existing ministries raises questions about their effectiveness. For instance, the Ministry of Employment’s role has often been criticized as vague and overlapping with other sectors. The Sanitation Ministry, while important, has faced scrutiny over whether it has delivered on its mandate, particularly in urban areas where sanitation challenges persist. Providing concrete examples of inefficiency within these ministries would bolster the argument for their restructuring or elimination.

Reducing the number of ministers without addressing the associated costs, such as luxury vehicles, medical tourism, and allowances, would be an incomplete solution. To genuinely achieve a lean government, these perks must be re-evaluated and scaled back. For instance, will the 50 or 60 ministers still receive Toyota Land Cruisers every two or four years? Will they continue to enjoy medical tourism abroad? And what will happen to their allowances? These questions need answers if the government is serious about cutting costs.

Additionally, the idea of setting an age limit for ministers and imposing a two-year cap for those who prove to be incompetent is worth considering. A lean government is not just about reducing numbers—it’s about enhancing functionality and efficiency.

To truly create a lean government, we must also address the state of critical infrastructure departments like Feeder Roads, the Public Works Department, and Town and Country Planning. These departments have been historically under-resourced and mismanaged, leading to inefficiencies that hinder national development. A genuine commitment to a lean government must include a plan to revitalize these departments, ensuring they have the resources and tasks needed to function effectively.

In the end, the NPP and NDC must go beyond empty promises. They must provide concrete, actionable plans that demonstrate a genuine commitment to downsizing the government—not just in terms of numbers, but in terms of improving functionality and eliminating waste. Anything less would be just more lip service, and Ghana deserves better.

A lean government isn’t just about trimming the fat; it’s about building a more efficient, responsive, and accountable system that serves the people of Ghana. Without a clear and comprehensive plan, the promises of a smaller government will remain just that—promises.