Crisis at top of public service

THE EDITOR: How can a country share a vision of development status in 2020 while one of its prime development infrastructures is tottering at the top is mind boggling. An efficient public service is integral to the success of development plans in any society. An efficient public service requires well qualified and experienced top managers. At the ministry level, each CEO (PS) is responsible for formulating and implementing sectoral development perspectives under his/her charge. The CEO of the public service is the Head of the public service. It follows that effective functioning at those levels should not be simply a derivative of seniority and minister’s choice but should be based on qualification and training, relevant experience, vision and competence. How many of the current crop of PSs meet these criteria? The lack of public examination in this regard has contributed to the gathering public sector management storm.

The selection process for PSs is bare of structure and transparency. These is no process of application and interviews. No stipulation on minimum qualification and training. Not even a proper structure of seniority is in place to ascend to that office. What obtains in most instances? A recommendation may be initiated by a Minister or the Head of the public service which goes through the Public Service Commission and then to the Prime Minister for approval. Once that selection process is stamped, a PS is born. What has this process created? A cadre of permanent secretaries of which some 60 percent has substandard qualification and training in the disciplines that concern the ministries they head. Just to mention a few of the dubious deployments, a manager in the public service, one of the largest employment sectors in the country, does not have advanced tertiary training, a basic requirement for posts above Range 60. In recognition of her limitation, she has created history by surrounding herself with a female PS-assistant team. Vintage former heads of the public service such as Reggie Dumas, John Andrews and Ansley Tim Pow never needed such coverage.

The Ministry of Labour is headed by a PS who, though a very good DJ, is limited in qualification and training in the business of the Ministry. The Ministry of Finance is led by three permanent secretaries whose individual training does not extend much beyond minimum university qualification and attachment at multi-lateral institutions. Interesting enough, the two of the most highly qualified and trained PSs in Finance, Hamid O’Brian and Kamal  Mankee languish in other ministries. Telecommunications falls under a PS who, though hard working, does not know the difference between spectrum and frequency. Do not try to have a technical conversation, on matters relating to their respective Ministries, with the PS, Ministry of Works, Ministry of Agriculture or the Ministry of National Security, except embarrassment is the objective. Often blame is cast squarely at the feet of the ministers. Amazingly the top ministerial advisors and implementers go unscathed. When are they going to be brought to book? They are the accounting officers, not the Ministers. This does not mean the top cupboard is totally empty. There are a few well-qualified and competent PSs. The oasis includes Sampson, Wilkinson, Mankee, O’Brian, Clarke and Bartholomew. Unfortunately, the two top class PSs, in terms of qualification, training, experience and competence: Mr Rudder and Dr Prince have been plucked by international agencies. It is well past the time for a thorough examination of top public service managers before the State-fish, rotting swiftly from the head, decays completely. Glaucoma eyes do not yield 20/20 vision.

DICK TRACEY
Port-of-Spain