Sénégal: Proposition Ministère Transformation Publique Faces Hurdles

• Senegal's "Sénégal 2050" agenda faces challenges in administrative execution despite a dedicated monitoring portfolio.
• The current ministerial portfolio primarily focuses on *ex post* control and lacks the direct levers to drive complex, cross-cutting reforms.
• The state's fragmented technical architecture leads to inefficiencies and a lack of unified steering for transformation efforts.
• The recent appointment of Prime Minister Ahmadou Al Aminou Lo presents an opportunity to create a more powerful "Ministry of Public Transformation, Steering, and Evaluation."
• This proposed ministry would consolidate existing structures and actively transform, execute, and accelerate reforms, drawing inspiration from international models.

The clear lesson from these global experiences is that genuine transformation cannot simply be mandated; it requires dedicated resources for effective steering, coordination, and execution.

Senegal's ambitious "Sénégal 2050" national transformation agenda is nearing a critical juncture, with less than three years remaining until the 2029 deadline. The effectiveness of the nation's administrative apparatus in realizing these significant goals has become a pressing concern. While the government has implemented substantial measures, a fundamental question persists regarding the instruments available for state transformation. To embody this long-term vision, a groundbreaking political decision was made: the establishment of a dedicated ministerial portfolio tasked with the oversight, guidance, and assessment of the Agenda 2050. This represented an unprecedented step in the country's institutional history, signaling a firm commitment to providing clear direction for the national project.

However, at the midpoint of its term, a critical observation has emerged. The momentum generated by the monitoring and evaluation efforts, though vital, appears to be encountering a significant barrier. This "glass ceiling" manifests in the operational execution of reforms and their tangible materialization. A key hypothesis suggests that the initial framework lacks the direct capacity to influence the core mechanisms of the state, struggling to translate strategic guidance into concrete action.

The existing ministerial portfolio, despite its inherent value and direct link to the presidency, is constrained by several structural limitations. Its primary mandate centers on *ex post* control, meaning it largely monitors and evaluates outcomes after they occur. Crucially, it does not possess the necessary levers to independently drive complex, cross-cutting reforms. This challenge is compounded by the fragmented technical architecture of the state. Various entities, such as the Bureau Organisation et Méthodes (BOM), the Bureau Opérationnel de Coordination et de Suivi (BOCS), and individual ministerial reform cells, operate in a decentralized fashion. Furthermore, the Ministry of Public Service and Labor is responsible for administrative reform, adding another layer to this dispersed approach.

This lack of unified coordination among different bodies results in inefficiencies, including duplication of efforts and a diminished overall effectiveness. More significantly, it prevents a cohesive and centralized steering of the transformation process. The core issue is that mere oversight is insufficient for genuine transformation; what is required is an executive arm, a "force multiplier" capable of resolving impasses, coordinating ministries across different sectors, and facilitating profound systemic changes.

A significant opportunity has arisen with the recent appointment of Mr. Ahmadou Al Aminou Lo as Prime Minister. Having previously held the portfolio responsible for monitoring Agenda 2050, he possesses an intimate understanding of the existing mechanism's strengths and weaknesses. Now, as the head of government, he commands the inter-ministerial authority that was previously absent from the monitoring role. This moment presents a crucial opportunity to advance the transformation agenda.

A compelling proposition suggests evolving the current portfolio into a comprehensive "Ministry of Public Transformation, Steering, and Evaluation." This expanded ministry would operate directly under the Prime Minister's authority. Its design envisions absorbing existing technical structures, including the BOM, BOCS, and the public service transformation mission, consolidating them into a singular center of expertise. The objective of this proposed ministry would extend beyond mere steering and evaluation; its mandate would encompass active transformation, execution, and acceleration of reforms.

Senegal is not alone in confronting these challenges, and numerous international precedents offer valuable insights. Several countries have successfully established similar structures to spearhead their reform initiatives. Examples include France, with its Inter-ministerial Directorate for Public Transformation (DITP); Canada, which features a Ministry of Government Transformation; the United Kingdom, utilizing its "Delivery Unit"; and Malaysia, with its Civil Service Delivery Unit within the Economic Planning Unit. Each of these nations has strategically embedded a permanent capacity for transformation at the heart of its governmental operations.

The clear lesson from these global experiences is that genuine transformation cannot simply be mandated; it requires dedicated resources for effective steering, coordination, and execution.

Source: Original reporting via a French-language publication