{"id":1581,"date":"2025-10-21T17:37:17","date_gmt":"2025-10-21T17:37:17","guid":{"rendered":"https:\/\/caurisag.com\/?page_id=1581"},"modified":"2026-03-02T09:32:35","modified_gmt":"2026-03-02T09:32:35","slug":"news-2","status":"publish","type":"page","link":"https:\/\/caurisag.com\/en\/news-2\/","title":{"rendered":"Publications"},"content":{"rendered":"<div data-elementor-type=\"wp-page\" data-elementor-id=\"1581\" class=\"elementor elementor-1581\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-ee503c8 elementor-section-boxed elementor-section-height-default elementor-section-height-default wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no\" data-id=\"ee503c8\" data-element_type=\"section\" data-settings=\"{&quot;background_background&quot;:&quot;video&quot;}\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-c868202\" data-id=\"c868202\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap\">\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-e6d0774 elementor-section-boxed elementor-section-height-default elementor-section-height-default wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no\" data-id=\"e6d0774\" data-element_type=\"section\" data-settings=\"{&quot;background_background&quot;:&quot;gradient&quot;}\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-a0867f8\" data-id=\"a0867f8\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap\">\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-030d6c3 elementor-section-full_width elementor-section-height-min-height elementor-section-content-top elementor-section-height-default elementor-section-items-middle wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no\" data-id=\"030d6c3\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-extended\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-36ffd94\" data-id=\"36ffd94\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-3cfa57b elementor-widget elementor-widget-gva-heading-block\" data-id=\"3cfa57b\" data-element_type=\"widget\" data-widget_type=\"gva-heading-block.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<div class=\"gva-element-gva-heading-block gva-element\">   <div class=\"align-center style-1 widget gsc-heading box-align-left auto-responsive\">\r\n      <div class=\"content-inner\">\r\n         \r\n                  \r\n           \r\n         \r\n                     <h2 class=\"title\">\r\n               <span>Blog<\/span>\r\n            <\/h2>\r\n                  \r\n         \r\n         \r\n      <\/div>\r\n   <\/div>\r\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-d1836cb wpr-list-style-none elementor-widget elementor-widget-wpr-posts-timeline\" data-id=\"d1836cb\" data-element_type=\"widget\" data-settings=\"{&quot;animation_offset&quot;:150,&quot;aos_animation_duration&quot;:600}\" data-widget_type=\"wpr-posts-timeline.default\">\n\t\t\t\t\t\n\t\t<div class=\"wpr-wrapper wpr-vertical wpr-centered\">\n\t\t\t<div class=\"wpr-timeline-centered wpr-line wpr-both-sided-timeline\"><div class=\"wpr-middle-line\"><\/div><div class=\"wpr-timeline-fill\" data-layout=\"centered\"><\/div><span class=\"wpr-year-wrap\"><span class=\"wpr-year-label wpr-year\">2026<\/span><\/span><article class=\"wpr-timeline-entry wpr-left-aligned elementor-repeater-item-f94350b\" data-item-id=\"elementor-repeater-item-f94350b\"><time class=\"wpr-extra-label\" data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><span class=\"wpr-label\">Mars 2026<\/span><span class=\"wpr-sub-label\">Published By Boileau LOKO<\/span><\/time><div class=\"wpr-timeline-entry-inner\"><div class=\"wpr-main-line-icon wpr-icon\"><i aria-hidden=\"true\" class=\"far fa-arrow-alt-circle-right\"><\/i><\/div><div class=\"wpr-story-info-vertical wpr-data-wrap\"  data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><div class=\"wpr-timeline-content-wrapper\"><div class=\"wpr-content-wrapper\"><div class=\"wpr-description\"><p>\u00a0<\/p><h1><strong>Public Administration in Africa: Moving from Knowing What to Do to Making It Happen<\/strong><\/h1><p>Across Africa, there is no shortage of reform plans. Reform agendas are well known, diagnoses are often clear, recommendations well documented, and successful regional and international examples exist. Yet implementation remains slow and uneven. Why?<\/p><p>Throughout my career in economic development on the continent, this question has consistently followed me. The same explanations are frequently cited: lack of capacity, budget constraints, weak political will, or complex socio-political environments. These factors are real, of course. But with hindsight, I am convinced that another factor\u2014equally decisive and too often overlooked\u2014is the management of human capital and organizational change within the public sector.<\/p><h2><strong>A telling reality: 400 employees, 40 contributors<\/strong><\/h2><p>One example struck me in particular. The head of a large public institution recently told me he had a staff of 400 people, yet estimated that barely 10 percent\u2014around 40 individuals\u2014were fully contributing to their roles. The others were physically present, but their impact on overall performance remained minimal.<\/p><p>Recently, another senior leader at an African institution told me he had been compelled to renew the contracts of several temporary staff members, even though their services were no longer needed.<\/p><p>Far from being isolated, such situations reflect a recurrent trend across numerous public administrations on the continent, prompting a central question: how to unlock the productivity of the existing workforce?<\/p><h2><strong>Three levers to unlock change<\/strong><\/h2><p>In my view, three essential ingredients are needed to move from theoretical reform to tangible transformation.<\/p><ol><li><h3><em> Establish systematic workforce and skills mapping<\/em><\/h3><\/li><\/ol><p>Administrations should institutionalize regular workforce diagnostics to identify the competencies required to deliver policy objectives, the competencies currently available, and the gaps between the two.<\/p><p>This will allow staff to be categorized pragmatically:<\/p><ul><li>those requiring redeployment or career transition,<\/li><li>`those who can be upskilled through targeted training,<\/li><li>and those who are already equipped and can serve as drivers of change and role models for others<\/li><\/ul><p>Such assessments must move beyond formal qualifications and seniority. They should measure demonstrated competencies and behavioral capabilities\u2014including leadership, adaptability, collaboration, and problem-solving.<\/p><ol start=\"2\"><li><h3><em> Embed performance management into daily administration<\/em><\/h3><\/li><\/ol><p>You cannot improve what you do not measure. Clear and measurable objectives, simple and transparent indicators, and regular reviews and feedback are key requirements.<\/p><p>In many public administrations, the absence of differentiation between high and low performers erodes motivation and discourages initiative. When excellence is neither recognized nor rewarded, performance predictably converges downward. The 10 percent carrying the institution eventually burn out if their efforts are treated the same as inaction.<\/p><ol start=\"3\"><li><h3><em> Modernize the institutional and ethical framework<\/em><\/h3><\/li><\/ol><p>No lasting change is possible without the right environment: clear rules, defined responsibilities, transparent recruitment and promotion processes, and an ethical code that is genuinely shared and enforced.<\/p><p>Trust in institutional fairness directly influences staff engagement. When public servants perceive advancement to be merit-based rather than discretionary, their commitment and productivity increase significantly.<\/p><p>Reform effectiveness is thus closely linked to governance quality and organizational credibility.<\/p><h2><strong>Technology as an accelerator, not a substitute<\/strong><\/h2><p>Digital tools\u2014skills assessment platforms, AI-assisted structured interviews, performance dashboards\u2014can significantly speed up this transformation. Not by replacing human judgment, but by strengthening it: making evaluations more objective, reducing bias, and enabling faster, more reliable skills mapping.<\/p><p>Africa has a unique opportunity to build agile, meritocratic, and high-performing administrations today by leveraging available technologies.<\/p><h2><strong>The real challenge: creating the desire to act<\/strong><\/h2><p>Ultimately, the core issue for public administrations in Africa\u2014like anywhere else\u2014is not knowing what to do. It is creating the conditions that enable institutions and civil servants to deliver.<\/p><p>The problem is not merely technical. It is organizational, managerial, and deeply human. Sustainable change must be built methodically, with the public servants who are responsible for carrying it out. And that begins with truly understanding them, evaluating them fairly, and supporting them effectively.<\/p><\/div><\/div><\/div><\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/article><span class=\"wpr-year-wrap\"><span class=\"wpr-year-label wpr-year\">2025<\/span><\/span><article class=\"wpr-timeline-entry wpr-right-aligned elementor-repeater-item-183c82c\" data-item-id=\"elementor-repeater-item-183c82c\"><time class=\"wpr-extra-label\" data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><span class=\"wpr-label\">November 2025<\/span><span class=\"wpr-sub-label\">Published by Boileau LOKO<\/span><\/time><div class=\"wpr-timeline-entry-inner\"><div class=\"wpr-main-line-icon wpr-icon\"><i aria-hidden=\"true\" class=\"far fa-arrow-alt-circle-left\"><\/i><\/div><div class=\"wpr-story-info-vertical wpr-data-wrap\"  data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><div class=\"wpr-timeline-content-wrapper\"><div class=\"wpr-content-wrapper\"><div class=\"wpr-description\"><h1 style=\"text-align: left\">\u00a0<\/h1><h1><strong>Debt : Public Enemy Number One in Africa!<\/strong><\/h1><p>African debt often raises concern and misunderstanding. Yet it primarily reflects an unavoidable reality: African countries must invest to drive development \u2014 infrastructure, education, health, energy, and more.<\/p><p>So, is the situation truly alarming? And more importantly, how can more resources be mobilized to lift people out of poverty sustainably, without falling into a debt spiral?<\/p><h2><strong>Excessive debt\u2026 or simply misunderstood?<\/strong><\/h2><p>After the major debt relief initiatives of the 2000s (HIPC Initiative), debt levels have risen again \u2014 yet remain below pre-relief levels:<\/p><ul><li>External debt: USD 807bn in 2024 (+50% in 9 years)<\/li><li>External debt-to-GDP: 31.5% (2016) \u2192 44.2% (2024)<\/li><li>Public debt-to-GDP: 38% (2016) \u2192 59% (2024)<\/li><\/ul><p><img fetchpriority=\"high\" decoding=\"async\" class=\"aligncenter wp-image-2111 size-full\" src=\"https:\/\/royalblue-marten-848182.hostingersite.com\/wp-content\/uploads\/2025\/11\/Graphique-3.png\" alt=\"\" width=\"882\" height=\"357\" srcset=\"https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-3.png 882w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-3-768x311.png 768w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-3-18x7.png 18w\" sizes=\"(max-width: 882px) 100vw, 882px\" \/><\/p><p><em>Source: IMF, WEO<\/em><\/p><p>The real challenge lies not in the stock of debt \u2014 lower than in many emerging and advanced economies \u2014 but in the cost of servicing it, driven by:<\/p><ul><li>Lower official development assistance<\/li><li>Greater reliance on expensive domestic and private financing<\/li><li>Rising principal repayments on external debt: USD 66bn (2016) \u2192 USD 100bn (2024)<\/li><li>Limited fiscal capacity to absorb the burden<\/li><\/ul><p><img decoding=\"async\" class=\"aligncenter wp-image-2110 size-full\" src=\"https:\/\/royalblue-marten-848182.hostingersite.com\/wp-content\/uploads\/2025\/11\/Graphique-4.png\" alt=\"\" width=\"911\" height=\"317\" srcset=\"https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-4.png 911w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-4-768x267.png 768w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/11\/Graphique-4-18x6.png 18w\" sizes=\"(max-width: 911px) 100vw, 911px\" \/><\/p><h2><strong>A genuine warning for policymakers<\/strong><\/h2><ul><li>More than one-third of government revenues are now devoted to debt servicing \u2014<br \/>limiting spending on essential services such as education, healthcare, electricity, and roads.<\/li><li>In Sub-Saharan Africa, about 20 countries are already in debt distress or at high risk<br \/>(IMF &amp; World Bank assessments).<\/li><\/ul><h2><strong>How to finance development without over-indebtedness?<\/strong><\/h2><p>Four key strategic levers to finance sustainable development:<\/p><ol><li><strong>Sustained and inclusive growth- <\/strong>Macroeconomic stability, structural reforms, strong governance, efficient public investment.<\/li><li><strong>Stronger domestic revenue mobilization- <\/strong>Modernized and reinforced tax systems, digitalization, a broader tax base, and more effective oversight of tax expenditures.<\/li><li><strong>Transparent and responsible debt management- <\/strong>Better risk monitoring and prioritization of high-return investments.<\/li><li><strong>Enhanced international support- <\/strong>Stronger restructuring mechanisms, increased concessional financing, mobilization of private capital.<\/li><\/ol><h2><strong>The real battle: reducing poverty<\/strong><\/h2><p>The continent\u2019s future is not threatened by debt itself, but by insufficient investment, still-fragile economic governance, and slow structural reforms to improve living conditions: nearly one in two Africans lives on less than USD 3 per day (World Bank).<\/p><p>Poorly managed debt can weigh on growth; but well-managed debt is a <strong>powerful engine for development and poverty reduction <\/strong>(Loko et al., IMF WP\/03\/61)<\/p><\/div><\/div><\/div><\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/article><span class=\"wpr-year-wrap\"><span class=\"wpr-year-label wpr-year\">2025<\/span><\/span><article class=\"wpr-timeline-entry wpr-left-aligned elementor-repeater-item-42cf2c5\" data-item-id=\"elementor-repeater-item-42cf2c5\"><time class=\"wpr-extra-label\" data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><span class=\"wpr-label\">December 2025<\/span><span class=\"wpr-sub-label\">Published By Boileau LOKO<\/span><\/time><div class=\"wpr-timeline-entry-inner\"><div class=\"wpr-main-line-icon wpr-icon\"><i aria-hidden=\"true\" class=\"far fa-arrow-alt-circle-right\"><\/i><\/div><div class=\"wpr-story-info-vertical wpr-data-wrap\"  data-aos=\"fade\" data-aos-left=\"\" data-aos-right=\"\" data-animation-offset=\"150\" data-animation-duration=\"600\"><div class=\"wpr-timeline-content-wrapper\"><div class=\"wpr-content-wrapper\"><div class=\"wpr-description\"><p>\u00a0<\/p><h2><strong>Domestic Debt in Africa: Opportunity or Risk?<\/strong><\/h2><p><strong>Context<\/strong><\/p><p>In 2002, we published a paper analyzing the choice between domestic and external financing of budget deficits (Loko et al., IMF WP 02\/079). Considering the sharp rise in public debt over the past decade, our first blog examined public debt management\u2014particularly how countries can use debt responsibly to avoid excessive indebtedness (<em>Debt: Public Enemy Number One in Africa<\/em>?). We underscored that while poorly managed debt can hinder growth, well-managed debt can be a powerful tool to finance development and reduce poverty.<\/p><p>In this new blog, we turn our attention to domestic debt. What risks does it pose, and how can they be mitigated?<\/p><p>To meet growing development needs and offset declining external financing\u2014especially official development assistance\u2014African countries have increasingly turned to domestic borrowing. Key trends illustrate this shift:<\/p><ul><li>Across Sub-Saharan Africa, domestic debt rose from 6.7% of GDP in 2016 to 14.9% in 2024.<\/li><li>In several countries, it now represents nearly one-third of GDP.<\/li><li>In 2024, domestic debt exceeded external debt in almost half of the region\u2019s 44 countries.<\/li><\/ul><p>While this shift can reduce external dependence and mitigate vulnerability to international shocks\u2014such as fluctuations in aid, financial markets, or exchange rates\u2014it also raises significant fiscal and financial stability concerns. As the IMF recently noted (<em>Global Financial Stability Report<\/em>, October 2025, Chapter 3), the growth of domestic financing must be accompanied by heightened vigilance.<\/p><p><img decoding=\"async\" class=\"aligncenter wp-image-2165 size-full\" src=\"https:\/\/caurisag.com\/wp-content\/uploads\/2025\/12\/Capture-decran-2025-12-09-134307.png\" alt=\"\" width=\"918\" height=\"625\" srcset=\"https:\/\/caurisag.com\/wp-content\/uploads\/2025\/12\/Capture-decran-2025-12-09-134307.png 918w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/12\/Capture-decran-2025-12-09-134307-768x523.png 768w, https:\/\/caurisag.com\/wp-content\/uploads\/2025\/12\/Capture-decran-2025-12-09-134307-18x12.png 18w\" sizes=\"(max-width: 918px) 100vw, 918px\" \/><\/p><h3><strong>Macro-Financial Risks of Rising Domestic Debt<\/strong><\/h3><p><strong><em>Pressure on domestic financial markets<\/em><\/strong><\/p><p>Heavy reliance on domestic borrowing increases the demand for local capital, potentially driving up interest rates and crowding out credit to the private sector.<\/p><h3><strong><em>Higher fiscal costs<\/em><\/strong><\/h3><p>Domestic borrowing is typically more expensive than concessional external financing. As a result, interest payments rise, reducing fiscal space for social spending and investments. In many countries, domestic debt service now consumes roughly one-quarter of public revenues, and in more than three-quarters of countries, it exceeds external debt service.<\/p><h3><strong><em>Increased sovereign-bank contagion risk<\/em><\/strong><\/h3><p>Growing sovereign-bank nexus heightens systemic risk through:<\/p><ul><li>Potential losses on government portfolios during fiscal stress.<\/li><li>Risks associated with implicit government guarantees.<\/li><li>Simultaneous deterioration of sovereign solvency and bank asset quality during macroeconomic shocks.<\/li><\/ul><h3><strong><em>Pressure on international reserves<\/em><\/strong><\/h3><p>A significant share of public spending, especially investment, depends on imports. Without sufficient external financing, increased domestic borrowing can erode foreign reserves, exacerbating pressures on the exchange rate and inflation.<\/p><h3><strong>What can be done to ensure sustainable development financing?<\/strong><\/h3><p>The rapid rise of domestic debt reflects adaptation to declining external financing. Yet it poses important challenges for fiscal sustainability and macroeconomic stability. Preserving these balances while improving the business environment is essential. Several measures can help mitigate the risks associated with rising domestic debt:<\/p><h3><strong><em>Strengthening public financial management<\/em><\/strong><\/h3><ul><li>Reinforce the legal and institutional framework for fiscal management.<\/li><li>Increase domestic revenue mobilization.<\/li><li>Improve efficiency and quality of public spending.<\/li><li>Enhance governance and transparency.<\/li><li>Adopt prudent fiscal policies to contain deficits.<\/li><li>Modernize cash-management systems.<\/li><li>Reduce domestic arrears to limit and NPL price pressures, liquidity problems and non-performing loans (NPLs) in the banking sector.<\/li><\/ul><h3><strong><em>Enhancing domestic debt governance<\/em><\/strong><\/h3><ul><li>Publish regular, comprehensive reports on public debt.<\/li><li>Strengthen risk-analysis capacities and debt-issuance strategies.<\/li><\/ul><h3><strong><em>Diversifying domestic financing and strengthening financial markets<\/em><\/strong><\/h3><ul><li>Improve regulations.<\/li><li>Broaden the investor base beyond commercial banks.<\/li><li>Develop secondary bond markets.<\/li><li>Promote innovative instruments (green bonds, diaspora bonds, etc.).<\/li><li>Enhance the banking sector, including by addressing \u201czombie banks\u201d which are sources of macroeconomic fragility.<\/li><li>Adopt sound monetary policy frameworks and encourage financial savings.<\/li><\/ul><p><strong>Key Takeaways<\/strong><\/p><p>In our previous blog, we emphasized that poorly managed debt can hinder growth, whereas well-managed debt can be a powerful lever to finance the future and reduce poverty.<\/p><p>This analysis shows that domestic debt, while reducing external dependence, introduces challenges related to cost, financial stability, and macroeconomic management.<\/p><p>The choice between domestic and external debt is not only a question of interest rates\u2014it also shapes policy decisions and structural reforms necessary to limit negative effects.<\/p><p>A robust fiscal framework, strengthened debt governance, enhanced banking regulations and diversified domestic financing are key pillars of a sustainable strategy.<\/p><p>In our next blog\u2014echoing our 2002 paper\u2014we will revisit the parameters for optimizing the financing mix between domestic and external sources to reduce risks and preserve debt sustainability.<\/p><\/div><\/div><\/div><\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/article><\/div>    \n\t\t\t<\/div>\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-d207cd8 elementor-section-boxed elementor-section-height-default elementor-section-height-default wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no\" data-id=\"d207cd8\" data-element_type=\"section\" data-settings=\"{&quot;background_background&quot;:&quot;gradient&quot;}\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-75f8bc0\" data-id=\"75f8bc0\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap\">\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>Blog 2026 Mars 2026Published By Boileau LOKO \u00a0 Public Administration in Africa: Moving from Knowing What to Do to Making It Happen Across Africa, there is no shortage of reform plans. Reform agendas are well known, diagnoses are often clear, recommendations well documented, and successful regional and international examples exist. Yet implementation remains slow and uneven. Why? Throughout my career in economic development on the continent, this question has consistently followed me. The same explanations are frequently cited: lack of capacity, budget constraints, weak political will, or complex socio-political environments. These factors are real, of course. But with hindsight, I am convinced that another factor\u2014equally decisive and too often overlooked\u2014is the management of human capital and organizational change within the public sector. A telling reality: 400 employees, 40 contributors One example struck me in particular. The head of a large public institution recently told me he had a staff of 400 people, yet estimated that barely 10 percent\u2014around 40 individuals\u2014were fully contributing to their roles. The others were physically present, but their impact on overall performance remained minimal. Recently, another senior leader at an African institution told me he had been compelled to renew the contracts of several temporary staff members, even though their services were no longer needed. Far from being isolated, such situations reflect a recurrent trend across numerous public administrations on the continent, prompting a central question: how to unlock the productivity of the existing workforce? Three levers to unlock change In my view, three essential ingredients are needed to move from theoretical reform to tangible transformation. Establish systematic workforce and skills mapping Administrations should institutionalize regular workforce diagnostics to identify the competencies required to deliver policy objectives, the competencies currently available, and the gaps between the two. This will allow staff to be categorized pragmatically: those requiring redeployment or career transition, `those who can be upskilled through targeted training, and those who are already equipped and can serve as drivers of change and role models for others Such assessments must move beyond formal qualifications and seniority. They should measure demonstrated competencies and behavioral capabilities\u2014including leadership, adaptability, collaboration, and problem-solving. Embed performance management into daily administration You cannot improve what you do not measure. Clear and measurable objectives, simple and transparent indicators, and regular reviews and feedback are key requirements. In many public administrations, the absence of differentiation between high and low performers erodes motivation and discourages initiative. When excellence is neither recognized nor rewarded, performance predictably converges downward. The 10 percent carrying the institution eventually burn out if their efforts are treated the same as inaction. Modernize the institutional and ethical framework No lasting change is possible without the right environment: clear rules, defined responsibilities, transparent recruitment and promotion processes, and an ethical code that is genuinely shared and enforced. Trust in institutional fairness directly influences staff engagement. When public servants perceive advancement to be merit-based rather than discretionary, their commitment and productivity increase significantly. Reform effectiveness is thus closely linked to governance quality and organizational credibility. Technology as an accelerator, not a substitute Digital tools\u2014skills assessment platforms, AI-assisted structured interviews, performance dashboards\u2014can significantly speed up this transformation. Not by replacing human judgment, but by strengthening it: making evaluations more objective, reducing bias, and enabling faster, more reliable skills mapping. Africa has a unique opportunity to build agile, meritocratic, and high-performing administrations today by leveraging available technologies. The real challenge: creating the desire to act Ultimately, the core issue for public administrations in Africa\u2014like anywhere else\u2014is not knowing what to do. It is creating the conditions that enable institutions and civil servants to deliver. The problem is not merely technical. It is organizational, managerial, and deeply human. Sustainable change must be built methodically, with the public servants who are responsible for carrying it out. And that begins with truly understanding them, evaluating them fairly, and supporting them effectively. 2025 November 2025Published by Boileau LOKO \u00a0 Debt : Public Enemy Number One in Africa! African debt often raises concern and misunderstanding. Yet it primarily reflects an unavoidable reality: African countries must invest to drive development \u2014 infrastructure, education, health, energy, and more. So, is the situation truly alarming? And more importantly, how can more resources be mobilized to lift people out of poverty sustainably, without falling into a debt spiral? Excessive debt\u2026 or simply misunderstood? After the major debt relief initiatives of the 2000s (HIPC Initiative), debt levels have risen again \u2014 yet remain below pre-relief levels: External debt: USD 807bn in 2024 (+50% in 9 years) External debt-to-GDP: 31.5% (2016) \u2192 44.2% (2024) Public debt-to-GDP: 38% (2016) \u2192 59% (2024) Source: IMF, WEO The real challenge lies not in the stock of debt \u2014 lower than in many emerging and advanced economies \u2014 but in the cost of servicing it, driven by: Lower official development assistance Greater reliance on expensive domestic and private financing Rising principal repayments on external debt: USD 66bn (2016) \u2192 USD 100bn (2024) Limited fiscal capacity to absorb the burden A genuine warning for policymakers More than one-third of government revenues are now devoted to debt servicing \u2014limiting spending on essential services such as education, healthcare, electricity, and roads. In Sub-Saharan Africa, about 20 countries are already in debt distress or at high risk(IMF &amp; World Bank assessments). How to finance development without over-indebtedness? Four key strategic levers to finance sustainable development: Sustained and inclusive growth- Macroeconomic stability, structural reforms, strong governance, efficient public investment. Stronger domestic revenue mobilization- Modernized and reinforced tax systems, digitalization, a broader tax base, and more effective oversight of tax expenditures. Transparent and responsible debt management- Better risk monitoring and prioritization of high-return investments. Enhanced international support- Stronger restructuring mechanisms, increased concessional financing, mobilization of private capital. The real battle: reducing poverty The continent\u2019s future is not threatened by debt itself, but by insufficient investment, still-fragile economic governance, and slow structural reforms to improve living conditions: nearly one in two Africans lives on less than USD 3 per day (World Bank). 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