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From the speech by Minister Milinda Moragoda on the occasion of the book launch of 'In Pursuit of Governance', by Dharmasiri Pieris, at the BMICH recently.

Just as the debate has begun to rage again about the type of public service we need to create to address the needs of the present and future, and to redress the shortcomings of the past, Dharmasiri has published his brilliant magnum opus on governance from his birds eye view as permanent secretary in the Public Service where he served over 37 years of his life. His book is a distillation of these years of experience and of his innate wisdom. Dharmasiri in his never ending sense of duty and public mindedness has made yet another contribution to his country in this remarkable and imminently readable book.

Dharmasiri's book can serve as a primer to others in the public service or to those students of government on how to judiciously and adroitly deal with a variety of situations. After dipping into only the first few pages, one recognizes in these memoirs, a book which will become an instant classic. His book is on par with other great books such as Henry Kissinger's work on the Nixon Administration, entitled "The White House Years". In many facets it is as instructive as Peter Hennessy's work on Whitehall.

Although a first hand account of events in the post colonial history of Sri Lanka, Dharmasiri's book has an appeal which transcends Sri Lanka's borders, for it lends a detailed and fascinating insight into aspects of politics, public service and governance. While Dharmasiri recounts the events of his career in his typical measured and understated manner, he brings the drama of events to life in his very lucid and literary style of writing. The many events that Dharmasiri has lived through during his career are vast and varied and the number of historical figures whom he has observed at close quarters and with whom he has interacted is truly amazing. His book is one long parade of some of the finest and most brilliant civil servants, and personalities in the Sri Lankan political scene, as well as world leaders.

One remarkable quality of this book is that when Dharmasiri recounts his experiences, one feels that one is present as a bystander during the various events which he relates. Dharmasiri's accounts of events such as the day the newly elected President J.R. Jayewardene appointed him in some haste as Chairman and Director General of the SLBC and how he defused a very volatile scene are truly gripping. He recounts about how he was driven under armed escort to the SLBC to take up his duties and about his encounter on arrival by a very large group of rowdy and drunken members of the labour union. His skillful handling of a very charged situation are admirable and display his fortitude and ability to think clearly in a situation of high tension. I won't spoil it for those who have not yet had the privilege of reading his book.

His handling of the many challenges in his career only makes one admire Dharmasiri even more. It is clearly demonstrated in the book that he served faithfully, tirelessly, dedicatedly and without bias political leaders of many political persuasions, each with their own personalities. It is also clear that Dharmasiri never sacrificed his principles and often put his own neck on the line. That he survived and served so many different administrations was promoted to the rank of Permanent Secretary at such a young age, is proof that one does not have to resort to sycophancy and bow down to authority to get ahead.

To read Dharmasiri's memoirs is inspiring and uplifting. The events in his life display the actions of a man with a high sense of moral purpose and duty, humanity and compassion. Of a man who has used his values and conscience as his sole compass. Of a highly competent and talented man endowed with humility and great wisdom. Of a man who was able to maintain a steady balance and focus under the most trying circumstances. Dharmasiri instructs and inspires the reader as he has all those whom he has worked with or known on a personal level, by his example.

One of the passages that resonated with me the most was Dharmasiri's Credo which he articulated to his staff upon his appointment in 1990, in one of his many appointments as permanent secretary. Dharmasiri set out 10 tenets which he requested his staff to follow which I now paraphrase.

The first was that he meant what he said and no more, so if he said something, that his staff should not waste time and energy looking for hidden meanings. That secondly, he, too, had not time to contemplate the issue of hidden meanings so he expected the same direct response from others.

Third, that he did not want anyone to bend in two. That on the contrary obsequiousness irritated him, that everyone should pay mutual respect to each other. Fourth, that to foster an open intellectual dialogue, that all fears had to be dispelled. Fifth, that anyone had the latitude and right to disagree with Dharmasiri or for that matter with the Minister and to state that disagreement without any fear.

Sixth, that nevertheless, when all disagreements and points of view had been taken into account and a decision reached, it was incumbent on everyone to carry out that decision, even though some may not be personally convinced.

Seventh, that he liked to hear and see good humour, laughter and enjoyment at work. Eighth, that avoidable delays would be a matter of concern.

Ninth, that credibility was of paramount importance and should never be lost. That we are all human and all make mistakes, but that mistakes should not be aggravated by the greater mistake of lying about them, and. Finally, Ten, that although by nature, training and personal discipline he was mild of character and patient, that it would be a grave mistake to confuse mildness with weakness, and it would be best that nobody put this to the test".

The events in Dharmasiri's memoirs demonstrate that by following ones own conscience; standing up for what one believes in one can bring about change. Dharmasiri stands out as a rare role model to aspiring young public servants and Sri Lankan citizens of all ages at a time when so few role models are available.

Dharmasiri's book stands out in so many different ways and is an engrossing read. Dharmasiri's book is excellent at so many different levels. One can not cease to admire the depth and scope of this work. Years of hard work, discipline, and extraordinary diary keeping has enabled Dharmasiri to relate the chronology and details of the events as they unfolded, lending a rare insight into the area of policy making, governance and politics. On the lighter side, I enjoyed reading about Dharmasiri's undergraduate escapades including the time he was forced to jump out of a train in the dead of night at Peradeniya to get back to his lodgings. And to read how many years later, while on a state visit to Jakarta, he managed to keep fit by practising his bowling run in front of a mirror and to read about his visit to a Geisha house during a state visit to Japan.

In this highly distinguished audience, with so many great public servants around, past and present, it is with the lessons of Dharmasiri's book in mind that I would like to take the opportunity to express my ideas on the tenets of the public service we aspire to create.

I do this with some trepidation, but knowing that Dharmasiri is keen to expand the debate on what makes a truly professional public service, this seemed like the ideal opportunity.

When you read his book, you will see immediately recognize the outstanding qualities we see in Dharmasiri Pieris sum up the qualities we would like to restore to our public service.

Character, integrity, dedication, reliability and impartiality. It was these and other qualities which have made Dharmasiri one of the most outstanding public servants of our time.

Many of you here would have watched the famous British TV comedy Yes Minister. This television programme in a very humorous way depicts the pressure placed upon both the politician and the public servant. In this comedy which is based on true life we see the workings of competition, self interest; conflict, intrigue and hidden agendas.

The ubiquitous Sir Humphrey as the civil servant spends much of his time keeping his Minister in the dark because he doesn't trust his motives nor his intentions for the Ministry.

Meanwhile Jim Hacker, the Minister attempts through guile, intrigue and occasionally straightforward bullying to move forward his political agenda.

How often have we seen the same scenes played out within our own Ministries but perhaps is not such a humorous way?

So is Sir Humphrey that ideal civil servant and Jim Hacker an ingenious Minister? I think not. For while they each achieve their own small victories the air of mistrust and confrontation remains.

Where does trust come from? On the part of politician, it has to come from the knowledge that the public servant will administer the same reliable advice and efficient implementation of his policies regardless of the complexion of the government. On the other hand, for the public servant, trust springs from the confidence that his unbiased implementation of government policy will be supported by his Minister and that he be allowed to exercise his judgement without political interference or harassment.

In the recent past because of the politicisation of the public service it has not always been possible for either party to rest assured in the knowledge of mutual support. On the part of the Minister, there are cases where he does not have the confidence that some persons working very closely with him and often agreeing to his face might have been or might still be working against his political interests.

That in turn has meant that a Minister might not share with the public servant the true objectives behind his requests. A lack of information might then lead to further mistrust and a lack of respect on the part of the public servant.

As this atmosphere of suspicion grows the Minister may begin to feel less able to take the advice of the public servant. The less he takes his advice the more the public servant will feel that giving advice is pointless.

Morale drops to a new low and the whole Ministry becomes affected. In this scenario which has been played out in too many of our Ministries in the past few years, there are no winners, only losers.

And who is to blame? You cannot blame either party, for both sides alike react as their experience dictates.

At this point I think it appropriate to quote John F. Kennedy who said, "Our task is not to fix the blame for the past but to set the course for the future."

There have always been example of public servant who have taken the initiative and form the very first moment acted in an open and transparent, non-partisan way. Dharmasiri is one such public servant. One of a small band of professionals to whom both political sides could go to seek advice, call for action and have the confidence that what they would receive was discrete advice and action of the highest professional level. In his quiet and unassuming way that comes out very strongly in his book.

And that is where integrity comes in. Integrity is difficult to define in a public servant. But in essence it means that whoever consults him will receive sound advice, well thought out, based on experience and given without any hidden agenda. Perhaps the most important point there is the last. No hidden agenda. For the test of a truly good public servant comes when his advice benefits the public interest rather than himself.

Imagine a public servant giving advice or taking action that might work against himself. Regrettably too many people today would describe this as foolhardy. Recently I met a public servant who said quite openly that his job was to make his position redundant and meant it. Now this is my ideal of true integrity.

So far I have demonstrated that my ideal public servant has to display three very important qualities, reliability, impartiality and integrity. For me another important quality is honesty and character.

Character manifests itself in a variety of ways. The character displayed by actions. Doing things for the right reason whatever the consequences.

A disturbing trend in recent years has been for public servants to take no action so that they cannot be blamed. I do not say this to cast criticism. In a recent speech I explained why this had come about.

I hope and believe that this new government is giving our public servants the freedom and courage to take action once more. That they should spend many hours in commissions and enquiries justifying their past actions, often imposed on them by the politicians is no way forward.

So character through actions is important. So is character in judgement. The ideal public servant should give the best possible advice at all times based on an honest assessment of the situation. That means speaking up and being counted. We don't need sycophants telling us that they think we want to hear. What we need are public servants who advise us when we are wrong and with reasons why.

Likewise, I think a member of the public who submits a poorly filled in form would prefer to be told there and then. Rather than waiting three weeks for a letter to come through the post rejecting their application.

Such character leads to the sort of respect that all of us here hold for Dharmasiri and indeed many others present who serve or have served Sri Lanka so honourably. We know where we stand with such people. We know that their honest judgement has and will always shine through. A public servant acting in this way is also acting in the best interests of the people. An interesting point to consider. For the public servant effectively has to two interests to serve.

The politician with whom he works and please notice that I don't call him the political master. As well as the public interest for the country and the community at large.

In an ideal world there should not be conflict between the two, for what the politician seeks to do should also be in the public interest.

Where this does not occur where should the public servant stand? Should he support political expediency or public interest? I think the ideal public servant will look at each case carefully with honesty and integrity of judgement. The third form of character is shown through financial honesty. Goodness knows the average public servant is tested in this way. The pay we give our public servant is inadequate.

It was Lee Kuan Yew who said that "if you throw peanuts you get monkeys". Fortunately for Sri Lanka that has not always been the case and we have been served by some great public servants, but at what price to their personal lives. In future if we want to create a model public service then we will have to attract and keep the best. In future I believe we have to pay better and reward well when targets are achieved.

The next ingredient I would wish to mention is respect for those they serve. Please excuse my cynicism if I say that too many public servants today are dedicated at pushing paper but short on implementing decisions.

One suggestion made to me on this subject was to incentivise decision making. That might be through throughput or by saying that any application or paper requiring a decision that sits on an officers desk for more than two weeks should receive automatic approval. If it was good then the system speeds up. If it wasn't then the public servant must be answerable.

Whatever solutions we come up with - and we must if we are to lead our country out of the doldrums - one thing is for certain. Efficiency in the future will mean streamlining systems and public servants taking quick well judged decisions.

Respect those they serve may sound a strange ingredient for a public servant. But that is going to be an essential in the future.

Respect for those they serve means being an enabler rather than a restrictor. Having to wait hours to be served at a government office is just not acceptable. Then to have ones business request entertained by an officer with an oblivious and lethargic attitude is intolerable.

But worst of all is to be sent away assuming all is well when it isn't. Time wasting slothfulness, surliness and indifference are no part of the respect the public deserve from their public servants. Politeness, empathy, responsiveness, alertness and a helpful approach will be the new buzz words of the ideal public servant. Perhaps part of our problem in the past is that we have had one of the largest public services in the world. With nearly one in five of our population working for or dependent on the government. How can our tiny economy sustain such a high level of public servants? And do they all work as hard and as diligently as would like.

Controversial though this may be I do believe that the time has come for us to allow the public service to become leaner. We simply cannot sustain a situation where 20% of our budget is spent on the public service. We would be better served, public servants, politicians and the people alike if we created a public service that was smaller, fitter and more professional in the years ahead.

But enough of that for now. I have left competency until last quite deliberately. In the context of the public servant competence means knowing your subject and applying your knowledge to best effect. It means to never knowingly allow the politician you advise to make a bad decision - nor your colleagues or the public for that matter.

Competence is a crucial quality that the ideal public servant possesses. And lack of competence is the most punishable offence in my book. Each and everyone of us can make a wilful judgement to be competent or not. Those who choose 'not' to, let down their colleagues, the politicians and the country at large. They should not play any part of the new professional public service we wish to create.

In such a distinguished audience I hope that in the last few minutes I have extended the debate on the sort of public service we want to create in the future in a positive way. I do not say that I have all of the answers. But I know what I see and admire. In Dharmasiri Peiris the qualities I have talked about are all evident. The professionalism in Dharmasiri reminds us all to strive constantly to improve what we have.

Over the years the public service has been battered by successive administrations. No wonder that we find today a service struggling to find pride in itself and with few champions in the outside world. Some deserve the criticism piled upon them. Most do not.

As you read this book you will see the demanding job a public servant faces. Although my checklist mentioned many qualities we expect from our future public servants it did not mention a few more that Dharmasiri displayed. The book is a multi-faceted as the man.

A man who faced many challenges in his career.

A man who faced adversity with resilience.

A man who implemented unpleasant but necessary political decisions whilst maintaining his principles and integrity of character.

A man who used his vast intellect and quiet confidence to achieve what sometimes looked like the impossible.

A man who served but who was and is a leader in his own right. Dharmasiri from his past service has shown us the way to the future. For everyone who wishes to know what it takes to be a public servant of the future. And for those who are studying public administration there is no better book to act as an inspirational guide to those who want to achieve the best for their nation.

I commend this book to you.

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