THE TWISTER
Brian Ligomeka
Today, I have decided to praise my president, Bingu wa Mutharika for bringing sanity in filling stations. I have just learnt that it was the state president who ordered that petrol attendants should not entertain zigubu mafias who were causing chaos at filling stations, and hence my commendation. Unlike in the past, motorists nowadays are no longer haunted by zigubu hoodlums. Much as the problem of fuel still persists, the orderliness at filling stations impresses me. The president deserves salutation.
As a matter of fact, I am surprised with people who criticise the state president for his alleged arrogance and obstinacy. I am not surprised with his Pan Africanism stand which others mistake for arrogance. Even his announcement in his State of Nation Address that he would like to make experiments with people’s lives in the next three years by trying to find home-grown solutions to our problems never perplexed me.
To me what Mutharika does is no surprise because his track-record shows that Pan African, the alleged arrogance is his obession. Those who think I am just ranting should read how he was performing as a Secretary General of Comesa. I wanted to embellish the excerpt of the Comesa repor on his performance as a secretary general t with my own comments, but I have decided to reproduce it without my commentary.
The report of the special committe of eminent persons on the operations of Comesa which was presented to the Council of Minister reads in part:
Introduction
The Council of Ministers, having noted with concern the overall state of affairs of COMESA and in particular, the finances and management of the Secretariat, the poor implementation record of the decisions of policy organs by the Secretariat, and the lack of corrective action by the Secretary General despite repeated reminders by the Council; resolved at its Extraordinary Meeting held in Lusaka from 16th to 17th January, 1997 to establish a Special Committee (the Committee) of five eminent persons drawn form Zambia, Kenya, Uganda, Zimbabwe and Zaire, to investigate into and prepare a comprehensive investigative audit and management report for the period beginning 1992 to-date.
Terms of Reference
The Committee was given the following terms of reference: alleged financial malpractices at the Secretariat and the state of finances of the organisation;financial systems and controls at the Secretariat; the efficiency in the management and utilisation of resources at the disposal of the organisation; alleged administrative malpractices, irregularities and practices currently in place within the organisation at the Secretariat, relations between the Secretariat and other Comesa institutions as well with the Member States; ways and means of improving the implementations of the Comesa Policy organs; and generally all measures hat will enhance the stature and image of the organisation.
Composition
The Committee was composed of the following members:Emmanuel Maposa Hachipuka (Zambia) John Muhaise-Bikalemesa (Uganda) Dan Ameyo (Kenya) Jean-jacques Mambe N’gala Masseke (Zaire) Phibian Mashingaidze (Zimbabwe)
Approach
To accomplish the task we read and extensively analysed the provisions of the Treaty, the Staff and Financial Rules and Regulations and other financial and administrative documents made available to us. We interviewed and received oral and written evidence and memoranda from professional and general staff at the Secretariat. We also interviewed and received written submissions from the Chief Executives of Comesa institutions.
We further interviewed the external auditors and the bankers. On the basis of the information available from the documents, interviews and the oral evidence obtained from those interviewed, we set out in the following paragraphs our findings, and recommendations. Details and specific instances of the observations, findings and recommendations are elaborately set out in the main Report.
Findings
* The financial position of Comesa is extremely poor due to lack of financial support from Member States through prompt payments of Members’ contributions, and failure by the Secretariat to develop an effective a follow-up strategy
* There is ample evidence of financial malpractices. The Secretary General has used Comesa funds to finance missions which cannot be confirmed to be official and beneficial to Comesa. The Secretary General has also used Comesa resources for personal activities.
* The PTA Financial Rules and Regulations which are currently in use are inadequate as they have not been further developed to provide the intended effective systems and controls. In addition, there are no formal systems incorporating effective controls;
*The internal audit, which was the only effective control instrument has been scrapped by the Secretary General without the knowledge of the Council; and
*The scope of work of the external auditors as evidenced in the Audit contract has been severely restricted by the Secretary General contrary to the provisions of the Treaty.
*The absence of a development strategy on which annual budgets should be based has led to inefficiency in the management and utilization of Comesa resources. As a result, funds have been utilized in non-priority areas.
* There is no formal organisation structure at the Secretariat. The absence of a well-thought-out and approved organisation structure has enabled the Secretary General to: abolish some departments and redesign others; scrap internal audit of the organisation; fill established positions with consultants; and misplace and misallocate personnel without matching ability with the task to be accomplished.
*The relationship between the Secretary General and Comesa institutions is strained because of the Secretary General’s demeanor and management style. His desire to have a domineering role in the management of these institutions is one of the causes of the strain. The Secretary General has, as a result, failed to conclude cooperation agreements with these institutions as required by the treaty. He has used funds of some institutions contrary to laid down rules and regulations of the institution(s).
*The Secretary General has failed to develop an effective and beneficial working relationship with Member States by arrogating himself status equivalent to Heads of State and Government thereby treating Ministers and officials responsible for Comesa Affairs as inferior to him.
*There is no mechanism in place to ensure the effective implementation of the decisions of the policy organs. Since 1992, several major decisions remain unimplemented because of the Secretary General’s failure to find time to address the critical areas that need attention.
*The current accommodation facilities of the Secretariat do not match the stature of Comesa as an international organisation. This reflects on the calibre and character of the Secretary General.
The Twister rejoinder is: Are you surprised that Malawi is embroiled in economic mess with Mutharika at the helm as his head of state. Are you surprised that Malawi relationship with some of its key partners is strained?
I am not surprised be because I am able to get a cue from the statement that reads: “The relationship between the Secretary General and Comesa institutions is strained because of the Secretary General’s demeanour and management style. His desire to have a domineering role in the management of these institutions is one of the causes of the strain. The Secretary General has, as a result, failed to conclude cooperation agreements with these institutions as required by the treaty.”
While I am not surprised by his alleged arrogance, demeanour and management style, I thank him for bringing sanity in filling stations. As we witness his home-grown economic experiments which he intends to conduct from now till he retires to his Ndata Castle in 2014, let’s have a clear picture of the leader we have. Even during his leadership at Comesa, the report clearly states: “The financial position of Comesa is extremely poor due to lack of financial support from Member States through prompt payments of Members’ contributions, and failure by the Secretariat to develop an effective a follow-up strategy.”
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