I’ve long been aware of the inefficiencies that exist within government systems, but it wasn’t until a recent personal experience that the true extent of these challenges became painfully clear. My 11-year-old daughter has been due for a new passport for months, yet despite having all the necessary documentation—Justice of the Peace notarisation included—something about facing this government process made me procrastinate for as long as I could. This isn’t a critique of the people involved; it’s a deeper issue with the outdated processes that continue to stall progress.
The first attempt: Misplaced optimism
On my first attempt, I was optimistic. The new online appointment system promised to make the process less stressful, and in many ways, it did. The wait times were manageable, which, given the importance of a passport, was a welcome surprise. However, I quickly learned that my optimism was misplaced when I forgot to bring her birth certificate. Despite having two previous passports to verify her identity, I was told that I couldn’t proceed without proof of paternity.
Here’s where my first concern arose: Why should I need to prove something that’s already clearly stated? If my daughter had two passports and I was the father, why couldn’t the system automatically confirm that? Surely, I should have only needed to present my identification. But alas, I complied, understanding the need for the birth certificate, albeit frustrated by the redundancy.
The second attempt: Circular logic at its worst
My second attempt, however, proved to be even more exasperating. This time, I was informed that my daughter would need her national ID—a document she didn’t have. I was dumbfounded. Why was this needed when her national ID number was already clearly listed on both of her previous passports, documents that had been accepted on two separate occasions? Why, after everything else being in order, was this suddenly an obstacle? The answer I received was to “verify” her national ID number. At this point, my frustration boiled over—how could something so simple and already verified require yet another round of paperwork?
So, upon being told this was a requirement, I was now off to the Electoral and Boundaries Commission—the National ID card department—only to become even more frustrated to hear: “But Mr Williams, that makes no sense. She already has a verified national ID number, and Sir, we told them that it’s not necessary. Anyway, while you wait for the card to be produced, here’s a piece of paper with the number they want.”
Guess what? The same exact number from her national passport—a fully authorised government document for national identity—somehow doesn’t work when you’re applying for the very same thing you already had.
The systemic problem
This experience highlights the inefficiencies plaguing government services. While the government pushes for digital transformation, outdated processes like these hold us back, proving that digital tools alone can’t drive progress if the underlying systems remain ineffective. If these inefficiencies persist, they will only undermine the entire digital transformation agenda.
I often remind myself that government isn’t a prime minister, minister, permanent secretary, or even a specific civil servant. It’s symbolic of a system that has repeatedly thwarted the efforts of many hopeful leaders. The late, great Errol Walton Barrow once lamented that government itself is like an army of occupation, with its bureaucracy resembling an antiquated chain of command that stifles progress and efficiency.
A path forward: The Government Efficiency Unit
But I remain ever hopeful that while this system may not be easily beaten, it can evolve when given the right structure. While we may not want a draconian approach like the controversial US Department of Government Efficiency (DOGE), we do have a Government Efficiency Unit aimed at facilitating transformational change across the public service. This unit works to assist Ministries, Departments, and Agencies (MDAs) in improving performance and aligning results with the government’s strategic priorities and best practices.
The unit’s core activities include Business Process Mapping (understanding how information flows through departments to support decision-making), Reengineering, and Service Assessment and Improvement. These two areas hold the potential for the significant changes needed to drive the efficiency we seek.
Acknowledging progress while addressing gaps
No one can deny the significant improvements technology has brought over the years, from police certificates of character to the online appointment management system at the Immigration Department. However, these systems are often siloed and not interconnected, leading to pockets of incredible progress that are undermined by legacy systems.
From my perspective, a core issue could be stakeholders holding onto certain jobs at the expense of advancement. To foster the change we need, perhaps the mandate of the Efficiency Unit could include the following:
The future of government work
When looking at Reengineering and Service Assessment and Improvement, explore how new jobs can be created, not just to reduce redundancy but to introduce new levels of government services through innovative service delivery.
Appoint a champion of change
For each major public-facing government department, appoint a Champion of Change who will report back on the efficiencies within those departments, monitor the service improvements already delivered, and be responsible for change management and continuous improvement. This individual could be seconded from the Efficiency Unit to these departments to drive transformation.
Establish clear accountability and performance metrics
Implement clear performance metrics and accountability for departments. Regularly evaluate the effectiveness of technologies and processes, set benchmarks, and hold stakeholders responsible for meeting goals. This ensures continuous improvement and prevents stagnation.
Conclusion: The path to true transformation
The frustrations I faced during this simple government process are not isolated incidents, but a symptom of a larger systemic issue. While technology has undeniably improved certain services, the lack of integration between modern systems and outdated processes continues to undermine progress.
If we are to truly embrace a digital transformation agenda, we must tackle the deep-rooted inefficiencies that stifle change. By fostering cross-departmental collaboration, creating a culture of continuous learning, and establishing clear accountability and performance metrics, we can pave the way for a government that not only adapts to modern challenges but also leads with innovation and efficiency.
The path to transformation is not easy, but with the right structures and leadership, it is possible to evolve and create a public service that truly serves the people.
Steven Williams is the executive director of Sunisle Technology Solutions and the principal consultant at Data Privacy and Management Advisory Services. He is a former IT advisor to the Government’s Law Review Commission, focusing on the draft Cybercrime bill. He holds an MBA from the University of Durham and is certified as a chief information security officer by the EC Council and as a data protection officer by the Professional Evaluation and Certification Board (PECB). Steven can be reached at Mobile: 246-233- 0090; Email: steven@dataprivacy.bb
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