The mongoose and the OCG

Robert Wynter

Since the beginning of time, man has been observing nature and applying the phenomena in how we conduct our lives and how we relate to others. One cannot, therefore, help but compare the Office of the Contractor General (OCG) and that of the mongoose, as each was introduced into Jamaica to solve a particular problem - and both seemingly created problems greater than those which they were intended to solve.

While the mongoose problem has subsided to a large extent, the OCG problem seems to be gathering momentum, despite the efforts of the minister of transport, works and housing and the attorney general. How can we make sense of the rise and fall of the mongoose and apply it to the OCG? In other words, who will finally bell the OCG?

In the Popular Science Monthly Volume 54 of November 1898, Mr C. Willis of the Institute of Jamaica reported, "About 15 years ago, the mongoose was imported from India ... for the ostensible purpose of destroying the large, gray [sic], white-bellied rat which played havoc with the growing cane on the sugar plantations".

In explaining the reason for choosing the mongoose, the author said that "... the mongoose is highly valued in India, and is often kept tame about the houses for the services that it renders in destroying snakes and other plagues".

Mr Willis did admit that the mongoose importation achieved its objectives: "... So long as it kept to the cane-growing plantations, and ate the planter's poultry and all young and available animal life, all went well ... . Though it has not exterminated the cane rats, it has lessened their numbers, and saved the sugar planters a vast sum of money."

However, having solved an immediate problem, the mongoose created greater problems: "... That it would ever become the universal pest which it is at the present day, and has been for several years, was never anticipated ... with its rapid and prolific powers of reproduction and its vagabond and roaming disposition, in a very short time it was found to be in every part of the island ... . It devours poultry and eggs of all kinds, on the ground and in trees ... ."

The author continued: "The mongoose kills young pigs that roam, half wild, over the island; also lambs and kids. It eats fruits of all kinds, fish, wild fowl, snakes, lizards, and crabs; and the once plentiful edible lizards and land crabs are now rarely seen. ... It will grovel with its paws until yams, cocos, sweet potatoes, cassava both bitter and sweet, and other ground food tubers are laid bare. ... It will, likewise, when the irrigating canals are drained for cleansing, seize fish and make off with them. Not the least harm it has done has been the destruction of insectivorous birds and lizards, and the consequent increase of another nuisance, the tick."

HISTORY OF THE OCG

The OCG is an independent, anti-corruption commission of Parliament, established by the Contractor General Act in 1986, to ensure that the public-sector procurement process delivers value to the taxpayer; is merit-based, is free from corruption, impropriety and irregularity; and is transparent, impartial, competitive, fair, efficient and effective. It attempts to achieve this by the monitoring and investigation of the award of government contracts, licences and permits.

As the main purpose of the OCG is to ensure that the public-sector procurement process delivers value to the taxpayer, the performance of the OCG must be the extent to which the procurement process delivers value.

In trying to ascertain such performance, I looked at the 25th Annual Report (2011); however, with the main report being so long (1,029 pages) I instead perused the contractor general's introductory remarks which consumed all of 68 pages. I saw absolutely no reference to value to taxpayers so I must assume that the OCG's purpose-driven performance is not measured.

Instead, the then goodly contractor general, Mr Greg Christie, stated, "It is my considered view that, despite the OCG's legislative and operating constraints, we have succeeded, in great measure, to prosecute the attainment of all of our stated strategic objectives. We believe that we have also made substantial inroads in the fight to eliminate corruption, fraud, impropriety, irregularity, waste and inefficiency from Government contracting and licensing in Jamaica."

The failure to measure and state the mission-critical performance of the OCG indicates an alarming accountability deficit. How would one react if the chairman of either Sagicor or GraceKennedy stated in its annual report, "It is my considered view that we made $2.5 billion profit last year?"

Let us assume that the OCG has, in fact, put a stop to most of those who were not complying with the procurement procedures and, like the mongoose, has achieved its original objective. What is not disputable, however, is that the OCG has driven fear into many that were already complying. Consequently, any innovation, creativity and out-of-the-box thinking, which would normally lead to increased public-sector effectiveness and productivity, have been laid bare; not unlike the effect of the mongoose outside the sugar cane plantations.

The undue delays in the implementation of the major strategic projects (the centrepiece of the Government's growth strategy) caused by the OCG have tested the patience of the minister of transport, works and housing. According to the attorney general, the works minister will be taking a submission to Cabinet to amend the Contractor General Act to bypass the OCG in the formative and feasibility stages of strategic projects in order to fast-track and to protect proprietary information.

The attorney general did make it clear, however, that this amendment will not preclude the OCG from a complete review of the process when it is concluded, and will not compromise the OCG's ability to take appropriate action if a breach is detected.

Break the OCG shackles

I agree with the move in principle, as it gives greater authority to the Cabinet where the greatest responsibility for public-sector performance lies. My challenge is that the minister and attorney general want to break the shackles of the OCG in so far as the Cabinet is concerned, leaving the rest of the public sector to bear the brunt of the OCG's heavy-handedness.

It would, in my opinion, result in greater value to taxpayers were the Cabinet to instruct the Ministry of Finance to relook at the procedures under the Contractor General Act to give greater authority to permanent secretaries and Cabinet ministers; and then hold them accountable for performance.

There were quick and sharp responses to the attorney general's announcement; with many groups criticising the Government for seemingly moving in the wrong direction. I believe that we must have a frank debate on balancing corruption-prevention measures, public-sector performance, accountability and levels of authority.

The debate is now decidedly one-sided in favour of corruption prevention measures that seemingly do not prevent corruption. In fact, those who clamour for greater powers (authority) to be given to the OCG must also demand greater levels of responsibility and accountability for performance from the OCG.

Before anyone lumps me with Doran Dixon and Paul Adams for name-calling, let it be known that I am not the first person to compare the mongoose with a government entity or representative. According to the Royal Geographical Society, the song Sly Mongoose depicted a "well-known government official" who tried to buy the affections of one of the daughters of that famous prophet, Bedward:

Sly Mongoose, your name gone abroad,

Mongoose slip into Bedward kitchen,

Steal out one of his righteous chicken,

Put it into his waistcoat pocket,

Sly Mongoose.

Mongoose went up to Bedward daughter,

Ask her if he could have some water.

Bedward daughter say, "What's the matter?"

Sly Mongoose.

Mongoose get out a dollar and a quarter,

Slipped it to old Bedward daughter.

Bedward daughter say, My Lord and master!

Sly Mongoose.

Bedward went up to see his daughter,

Found Mongoose playing with one garter,

Bedward hit him just where he oughter.

Sly Mongoose.

Sly Mongoose, your name gone abroad.

Robert Wynter is managing director of Strategic Alignment Limited, which facilitates organisational transformation and leadership development. Comments are welcome at columns@gleanerjm.com and rob.wyn@hotmail.com