Yahapalanaya in public service

2016-10-15

Public service must be more than doing a job efficiently and honestly. It must be a complete dedication to the people and to the nation. –Margaret Chase Smith 

The theme of the 29th Annual Conference of the Organization of Professional Associations (OPA) held recently was "Good Governance –The Way Forward", where there was a discourse by professionals on the different aspects of good governance, which is now commonly known by its Sinhala term Yahapalanaya in Sri Lanka.

Of course, the scope of good governance encompasses the importance of transparency, accountability, predictability, efficiency, Rule of Law, sovereignty of the people, anti-corruption, independence of the judiciary, stakeholder participation and freedom of expression. Sri Lanka has suffered substantially due to the failure in upholding many of these values in the past mostly due to the adoption of undemocratic and often ill-conceived policies and practices in implementing varied development programmes. The determination of the government as expressed by President Maithripala Sirisena and Prime Minister Ranil Wickremesinghe to overcome these tendencies would usher in a new era for the future of our motherland.

This article offers a concise view of the areas that need to be addressed on some fundamental issues affecting Sri Lanka's public service.

Media freedom

The new government has already taken many steps to restore good governance by recognizing the services to the nation by the former Army Commander by granting the due promotions in service and removing certain restrictions placed on media freedom, which are welcome steps indeed, that should be further strengthened with concerted efforts taken aimed at improving transparency in the maintenance of law and order and making dedicated efforts to ensure effective administration of the principles of natural justice. Subsequent to the repeal of the 18th Amendment to the Constitution the establishment of the Independent Commissions such as a Judicial Services Commission, a Police Commission, a Public Service Commission, an Election Commission, a Commission against Bribery and Corruption, an Audit Service Commission and a Human Rights Commission has ensured the transparency and democratization process of governance.

The effectiveness of these commissions however, depends to a great extent on the selection of commissioners who have a proven record of integrity and honesty and demonstrated ability to act with impartiality and fairness on issues referred to these commissions for adjudication. The efficiency of commissions to act with due diligence and propriety would also depend on the quality of staff engaged to work in these commissions. It is in this respect that much has to be done to restore confidence of the people in the public service which has diminished over time due to a variety of reasons. It is appropriate to consider the public sector performance at this point.

Public service

The public service inter alia consists of the Sri Lanka Administrative Service, Educational Administrative Service, Overseas Service, Police Service, Customs Service, Accountants' Service, Planning Service, Agricultural Service, Valuers' Service, Scientific Service, Engineering Service, Animal Protection and Health Service, Surveyors' Service, Architects' Service, Judicial Officers' Service, Legal Officers' Service, Medical Officers' Service, Inland Revenue Service, Wildlife Service, Nursing Service, Principals' Service, Teaching Service and Development Officers' Service. There are other support services as well.

The varying standards applied to recruitment to public sector positions contributed to some quality deterioration. Consequent to the replacement of the Ceylon Civil Service with the Sri Lanka Administrative Service in 1963 large scale recruitment took place for higher level positions, albeit with relatively less onerous requirements, ostensibly on the premise that larger numbers were required to fill vacancies that had multiplied consequent to increased public sector involvement in diverse activities, including statutory undertakings. While the quality of most public servants who entered the service was not in any way inferior to those who were admitted earlier, the level of admission requirements and the kind of in-house training provided before they were posted to responsible positions were reported to be less intensive and inadequate to meet the levels of leadership required for discharging their functions.

In-house training

In-house training before substantive postings became less and less emphasized also because of the compelling need to fill public sector vacancies expeditiously in government institutions. Although the situation has shown signs of improvement in recent years, the backlog of qualitative deficiencies added to declining performance levels.

It must be emphasized that the efficiency of the public sector diminished due to politicization to a large extent. However, when public servants made use of this opportunity to seek favours and ignore tradition-bound value systems and ethical conduct, a service that had built its reputation on its ability to withstand political pressures, maintain impartiality, objectivity and transparency in its dealings since the time of the British rule, began to deteriorate. Loyalty was linked to political parties and individuals rather than to institutions and programmes. Elevations in service were determined not on the basis of performance appraisals but on the basis of a public servant's political affiliations and influence.

Reward system

There were no reward systems based on performance and there had also been no systematized approaches to adopting punitive measures against those who underperformed. Except when issues became complex and serious irregularities were reported public servants got away with indiscipline and poor performance, largely unnoticed or ignored. The inadequacies in the disciplinary framework seriously impaired the efficient functioning of the public sector.

Punctuality, discipline and commitment to work became rare commodities, partly because public servants did not have the opportunity to look up to any improvements in their career prospects. Irregularities in promotions and transfer, including political patronage brought about demoralization and frustration among those who had expected to build a career within their service. Inadequate salaries and poor working conditions have also had deleterious effects on productivity.It is noteworthy that the government as one of its first initiatives increased the salaries of public servants thereby signifying the need for improving the morale and efficiency of the public sector.

Superfluous staff

The government dedicated to Yahapalanaya should take immediate steps to guide the public sector in the proper direction by re-assignment of superfluous staff in ministries and departments. Revised recruitment procedures should be enunciated giving emphasis to competence, qualifications and integrity issues. Elevation in service should be based solely on competence and performance based assessment. Political interference in these matters should be terminated.

There should be a systematic approach to provision of training to the different levels of staff based on priority needs identified through annual performance appraisals. Public sector organizations should be held accountable for results and this would be possible only if public servants are fully conversant with results-based management concepts. Incentives should be granted to high performers among the public sector staff to uplift the morale and enthusiasm and contribute to enhanced performance. Lack of such a system has often been highlighted as one of the factors contributing to less than satisfactory performance. The role of the public sector in Sri Lanka to accelerate development would increase substantially in the future consequent to increased economic activity.

Decision making

Capacity to absorb increased aid would be largely dependent on the extent to which public service reforms are carried out, including the introduction of new results based procedures and processes for enhanced decision making, and commitment to deliver. Decision making must be devoid of political patronage and should be based on judgments that reflect the integrity and impartiality of decision makers.

In conclusion, good governance and development would depend on the quality, integrity, commitment and dedication of the public service which has the overall task of implementing development programmes for reconstruction and development at both central and provincial levels. In order to uplift the morale of the public service suitable salary increases accompanied by the introduction of incentives systems in order to reward superior performance and increased productivity should be put in place in order to achieve Yahapalanaya in Sri Lanka's public service. As Margaret Chase Smith, a well-known American politician has very correctly stated and quoted at the outset our public servants should remember that public service must be more than doing a job efficiently and honestly. It must be a complete dedication to the people and to the nation.

The writer is an Attorney-at-Law with LLB, LLM, MPhil (Colombo)