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by Lloyd Fernando

Government is a trust, and the officers of the government are trustees; and both the trust and the trustees are created for the benefit of the people. - Henry Clay - Speech, 1829

Under the Westminster system of government based on political parties, have we a chance of placing the right man in the right job for the greater glory of the country in the long run? Whatever merits this multi-party system of government reveals in our part of the world, it tends to throw the whole community into political factions, aggressive confrontations and intractable rivalries. Eventually when it comes to governance there is severe political victimization on the one hand, and on the other, we continue to be saddled with square pegs in round holes!

Hallmark

The hallmark of good governance is good administration - and to establish a smooth administration, it is imperative we have the right public officers in the right places. This hardly happens under the multi-party system outside Westminster, particularly, in the Afro-Asian sector of the globe while I am referring specifically to the de facto position in Sri Lanka.

Whims and fancies

During the colonial administration under the British, they gave us the Ceylon Civil Service (CCS) that administered the country impeccably well as it is done even to this day in that land of the Big Ben. After we gained Independence in 1948, we continued with this system of Kachcheri Administration, the only difference being that the Ceylon Civil Service was transformed by name to the Ceylon Administrative Service (CAS) and then to the Sri Lanka Administrative Service (SLAS).

These transformations were mere changes in terminologies and there was no cause for alarm whatsoever; but the problem arose only when the officials manning the administrative service came to be picked from here and there to suit the politician's whims and fancies; and so what followed was chaos and indiscipline - and of course, the inevitable political stooging.

Discipline vital

Discipline in the Public Service is vital for the smooth operation of the State machinery or Public Administration as much as it is for governance, or for that matter in the running of the home, or any organisation in civilized society. When discipline breaks down, the structure of the whole unit goes haywire, and you are left with nothing but utter chaos, bitterness and rancour, and overall confusion.

This is exactly what happens when politics get mixed up so intractably with public administration in a government of the people, for the people and by the people, such as in Sri Lanka. It is true the people's representative has a binding obligation by his political supporters but that does not mean he must sacrifice his good name and the trust placed in him by the leader to 'deliver the goods' in the best possible manner.

Disorder and confusion

The leader selects the Cabinet of Ministers after much deliberation and careful analysis of the suitability and qualifications of the potential Cabinet Minister for a specific portfolio. Based on this assumption, it is the primary duty of the new Cabinet Minister in turn, to select his 'men' - the most suitable and qualified, notwithstanding their political connotations so much.

On the contrary, if the officer is politically tarnished but possesses superlative qualifications on the job, with a proven record of excellence in his work, the Minister should surely make use of such officers, if necessary, under observation. Under no circumstances should we sacrifice talent and efficiency for petty political gain. I know of a very senior Cabinet Minister of a past era who practised this administrative exercise sans any political favouring. He ended up not only with resounding political success of a job well done in his portfolio but also of building up a high esteem by the other political parties for his unusually rational political maturity.

However, on the other hand when political supporters or 'catchers' with no qualifications except their political affiliations, are haphazardly selected for jobs, the inevitable disorder and confusion arise. The 'catchers, slowly but surely, assume control of the office and most officials, sad to say, succumb to their 'political acrobatics' in turning the Establishment Code, the bible of the Public Service, upside down, in favour of the political appointees. This, then, is the beginning of the end, when the Minister's 'catchers' call the tune!

Vanishing tribe

One by one, the officers fall in line with the political intruders' way of life in the administrative office, quite oblivious to the administrative and financial regulations that govern the Public Service, through sheer fear of political victimisation. Overtime, travelling and subsistence and leave - as and when required, come by sans any impediments or opposition, and so life goes on ever so satisfactory for the politico's 'men' thereafter. Now and then - and here and there, the political appointees meet their Waterloo with politically fearless men of integrity and honesty in the public service who could not care a rap for the 'catchers'.

With their years of seniority and experience in the various categories and stages of public service, they are wise to the so-called political interference - and thus limit their official obligations only as far as the Establishment Code goes.

True, they are reported to the big boss, but they are covered by the fact they are only carrying out their duty to the best of their knowledge and ability. Such officials are few and far between and, perhaps, are a vanishing tribe in this politically mixed up world of public administrations.

There was a very senior and much respected public servant who never yielded to political pressure and always acted rightly and safely within the framework of governmental regulations. Of course, he knew his subject thoroughly, in addition to being able to converse fluently and so impeccably with the highest in the land, politically or otherwise, to convince those in power he was merely following the most cautious, if not the most sensible way of carrying out the particular assignment in an attempt to safeguard not only the politician but also the officials from a catastrophic outcome sooner or later. To the political 'catcher', this model of an officer is, indeed, a nightmare. This unusual officer commanded the respect of everyone and quite contrary to expectations, he was very much in demand; so much so that he held many supernumerary appointments during varying regimes.

Who called the tune?

The political appointees stay in office could well be summed up as follows. They thought not what they could have done for the country but what they could have done for themselves.

Before the term of office of the Minister ended, the 'catchers' quit their jobs, having accrued Himalayan benefits; so much so that the more permanent government servants are left wondering who called the tune.

Realistic appraisal

Economic development plans should be based on a realistic appraisal of human resources. It is not only money and materials which must be budgeted but also manpower. It is said that manpower policy must be geared to three fundamental goals, namely, to develop the abilities of the people, to create jobs to use these abilities, and to link the first two, to match people and jobs on the basis of 'right man for the right job.'

In order to remedy the inadequacy of the right man for the right job' - indeed, in some cases the total lack of vocational skills among job seekers, and to provide training opportunities for the many unemployed workers, the Department of Labour organised vocational training. (The writer is Former Secretary to Governor, NWP)

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Copyright 2001 The Associated Newspapers of Ceylon Ltd.
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