The school feeding programme

Nov 17, 2025 Letters

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Dear Editor:

The recent decision by the Ministry of Education to conduct a full review of the National School Feeding Programme is a long-overdue admission of profound systemic failure. While the current administration under Minister Sonia Parag must be credited for initiating this scrutiny, this situation exposed that apparently there was a major cover up for years under former Minister of Education Priya Manickchand that festered a crisis of accountability, oversight, and execution.

For years, evidence of the programme’s collapse—from nutritional inadequacy to food safety hazards—was met with denial and public relations maneuvers rather than corrective action. But this is classic Priya – another Instagram and Facebook moment, rather than deal with the substance of the matter. The chasm between the Ministry’s assurances and the documented reality in schools represents not merely a performance gap for years, but an abject failure of ministerial stewardship.

Guyana has to be fortunate that Mr. Azaraudin Mohamed and the WIN Team has been exposing this wrong doing on their social media page and I encourage them to bring this matter to the Parlaiment in a formal submission.

The legacy of this failure can be examined across three critical domains:

1. The Ministry’s continued defense, as articulated by Coordinator Mr. Mahendra Phagwah, that official records “do not reflect widespread disparities,” is a case study in bureaucratic abdication and cover-up. This stance deliberately ignores specific, alarming evidence presented by the public, including reports of “rotten and worm-infested” fruit and meals consisting of little more than dry cereal.

To dismiss these as “isolated incidents” is to ignore a clear pattern of systemic breakdown. If the Ministry’s own verification mechanisms failed to capture these widespread issues, it indicts the monitoring system itself as fundamentally useless. The defense that serving 51,000 meals daily is inherently challenging is not a justification for negligence; it is an argument for the very robust, professional systems that were conspicuously absent. The scale of operations in global food service—where entities reliably produce hundreds of thousands of culturally diverse meals daily—demonstrates that such challenges are manageable with competent logistics and quality control.  Take the case of Qatar Airlines that produces 210,000 meals per day.  That is one company.  This is an entire country.

2. The program’s operational flaws were defended under a guise of flexibility. The argument that a “single standardised menu” was abandoned due to “cultural preferences” and “supply cycles” reveals a startling lack of leadership. The solution to regional variation is not a decentralised free-for-all that leads to gross disparities, but the development of multiple, standardised, and nutritionally-vetted menu options from which schools can select.

Furthermore, the alleged accountability mechanism—devolving quality control to headteachers to “reject meals on delivery”—is an unfair and inefficient passing of responsibility. It places the burden of identifying failure on overworked educational administrators who need to be focus on educating the children, absolving the ministry of its core function to implement a structured, proactive, and centralised inspection regime.

3. The most serious allegations concern the mismanagement of a multimillion-dollar taxpayer-funded initiative. Assertions that caterers may be delivering sub-standard portions while receiving payment for nutritionally complete meals point to potential fraud and a fundamental lack of value for money. The coordinator’s technical denial regarding invoice processes does not address the core concern: that the payment structure may be enabling and obscuring the delivery of inadequate meals.

This situation demands more than a ministerial review; it necessitates an immediate forensic audit by the office of the auditor general to determine the precise flow of funds and identify any breaches of fiduciary duty.

While we cannot blame Minister Parag for this one, her commitment to a review is a good first step, but her administration must now demonstrate it has the political will to enact transformative change. Promises of “no compromise” ring hollow without immediate, tangible actions.  Mr. Phagwah should be immediately be transferred out of the program to another part of the Ministry and a new management installed.

To restore public trust and ensure the health of the nation’s children, the Ministry must:

1. Commission an independent, forensic audit of the programme’s finances.
2. Overhaul the programme’s leadership and hold accountable those who presided over its decline.
3. Implement a new framework with standardized nutritional options, defined portion sizes, and a transparent, centralised monitoring system.

This is not a public relations challenge; it is a crisis of governance. The children of Guyana, and the taxpayers who fund this vital program, deserve nothing less than a complete and uncompromising resolution.

Regards
Lancelot Hyman

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• accountability, assurances, Guyana, oversight, programme

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