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Why DDI’s Government Initiated The ‘Rescue Watch.’

By Nick Dugba.

Chief of Staff - Taraba state Government House
Chief of Staff – Taraba state Government House

The reasons why the Darius Ishaku administration introduced the revenue monitoring team and the grassroots matters team under the Rescue Watch, was because the system had deteriorated and hence the need to remove bureaucratic bottlenecks in service delivery to people at the grassroots.

This was stated by the Chief of Staff, Government House Administration, Rebo Usman, in an exclusive interview with TaraVoices, recently.

While commenting on the strategy which attracted a lot of controversies of late in the state, Usman opined that politicians were in a better position to succeed in revenue monitoring since the buck stops at their doorstep and not the civil servants.

“We have decided to bring out this strategy because the system has deteriorated to a state of decay. The politicians are those who have the responsibility of the people on their head. If anything goes wrong, everybody takes on the governor. Is it not the politicians that have the blame? But it is the bureaucrats that are supposed to do the actual work. Now, because the blame would be on the politicians, the politicians are in the best position to monitor; to see that these civil servants are doing their job”, he stated.

He added that the aim of government was to reform the revenue generating machinery of the state without usurping the powers of the state revenue board. He said, “the primary objective is for the government to reorganize and restructure our revenue collection machinery. We are going to require to bring in consultants to restructure and reposition our revenue mechanism”.

Usman, who is said to be the brain behind the policy, also stated that, apart from the revenue monitoring team, the grassroots matters team was supposed to interface with the grassroots to ensure service delivery and an attitude change.

“ You will agree with me that carelessness, negligence and lack of commitment are very rife in most of our government facilities at the grassroots level. Go to a clinic; nobody is there, yet they are paid salaries on the basis of their work”.

According to the experienced accountant, the strategy would remove bureaucratic bottlenecks in delivering service to the people and also bring about an attitude change in handling government facilities which are in the overall interest of the state.

“If we can do that in the next two years, everybody who is working for the government will sit up, and it would become a culture. So that is what we are trying to achieve, service delivery”.

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