Bashir Kabir
A quick flash back to the year 2015. This was the year of reference in regards to the rapid transformation witnessed by the Kano State Public Complaints and Anti-corruption Commission (PCACC).
Not because it was the worst year for the organization but rather because it was the beginning of a change that was not seen before in the history of PCACC.
Also because it was the year a new administration responsible for the unprecedented transformation ushered in. the year a new boss took reigns as the executive chairman of the commission.
The executive chairman under whose stewardship the PCACC have been upgraded in both service delivery and infrastructure beyond recognition, Muhuyi MAgaji Rimingado was appointed in that same year of reference and without wasting an ounce of energy went right into work.
Having laid this background, it is ok to say that the PCACC back in 2015 was like any other ordinary institution run under a state government; dilapidated structures, limited manpower capacity and average service delivery.
Within the span of the next five years, however, the following happened.
Capacity upgrade of the staff became a huge priority and a starting point. To begin with, a rigorous recruitment exercise was carried out in order to pick the best applicants without bias.
The commission ended with the best applicants who in the next two years would undertake capacity building trainings in prestigious academies of the federation such as the EFCC, ICPC and Police Academy to enhance service even further.
Capacity building of the entire rank and file of the commission’s staff both national and abroad continued, while at the same time rigorous infrastructural construction and renovations were flagged up to give the commission’s structures an entire modern façade to reflect a modern standard. Call it an entire facelift, at the moment the headquarters buildings is not what it used to be in the year 2015 and before.
As a spearheading stakeholder and under this same stewardship, PCACC own the implementation in collaboration with international and development partners of various developmental projects such as the Open Government Partnership (OGP), the creation of the Kano State Anticorruption Strategy Document, and the establishment of the Kano State Anticorruption Institute to mention but few.
Efforts in interagency synergy and collaboration for efficiency were equally commendable and complementary with reforms efforts witnessed.
Five years is a short time to effectuate such a gargantuan achievement. The outcome of which is an excellent service delivery testified into the recovery of millions of naira and resolution of disputes that would have otherwise escalated into serious conflicts.
It is not wrong to iterate that the PCACC has been position on a solid pedestal of progress with the achievements summarily mentioned here.
