… and coordinate responsibilities to cover all areas, in terms of subjects and locations

Dear Mr Jayasuriya

Further to my last letter regarding guidelines you should consider laying down to promote Good Governance, I would like to suggest some practical measures to improve service to the people. As you took office I wrote to you about the work we had been doing to improve service delivery to the regions, and hoped you could have a roundtable on the excellent report prepared by Mr Asoka Gunawardena following an initiative of the Ministry of Public Administration with the support of UNDP.

I was disappointed to hear from you that you had discovered that District and Divisional Secretariats had been combined with the Ministry of Fisheries, but I believe you can still lay down guidelines for Good Governance, to be followed by public administrators working for that Ministry, in addition to others. In the long term, you must work towards greater coherence in the allocation of departments to Ministries, which was a pledge in the Presidential manifesto.

In fact I was told that Mr Shiral Lakthilaka, Coordinating Secretary to the President, had replied when questioned about this at a recent seminar, that they had initially had a more sensible arrangement, but this had been changed. You should find out who did this and why, since such interference with a pledge of His Excellency is a sad reflection on the coalition that worked so hard to promote Good Governance.

Meanwhile I hope you can work on sending the suggestions in the attached schedule in the form of a circular to public officials who need to respond to the needs of people. With regard to grass roots consultation the recording officer could perhaps be the Samurdhi officer allocated to every GN Division, so I will copy this letter to the Hon Sajith Premadasa, who I know is also very concerned about an efficient and effective public service.

I should note that the 3rd suggestion took off from the Women and Children’s Units set up under the last government. Since the functions have been divided up, I have no idea whether those units are functioning. There should be no problem because they were coordinating mechanism, but given the difficulties of adapting when responsibilities are not clear, perhaps you will need to look into the situation and ensure that work continues. In the long term, again you need more scientific distribution of departments. I would suggest going back to one Ministry of Social Services, with departments for Women, Children, etc. There could be Deputy Ministers for these subjects, with specific responsibilities, though these should not be under the Prime Minister.

I can if you wish send you the text of the formal acknowledgments I have prepared for anyone who writes to a Ministry, together with the text of the letter I use to forward any query to the relevant official. I mention there that I expect the response to be sent in a week, and I tell the original correspondent to contact me if they have not got a reply within two weeks.

The point is that public servants must serve the people. This does not mean acceding to all requests, since decisions must be made in terms of the regulations as they exist (though interpreted with sympathy). But government cannot keep people waiting in suspense and anguish, and must ensure that responses are swift and clear and reasons for the decision are given.

 

Yours sincerely

Rajiva Wijesinha

CC. Hon Sajith Premadasa

Schedule

  1. Consultation mechanisms should formally be set up at Grama Niladhari level, chaired by the GN but with clear responsibility for another official to maintain records and minutes and ensure follow up.
  2. The minutes of Grama Niladhari Level meetings, with decisions / action points noted, should be shared with the next level up of government. Responses must be conveyed to participants at GN level, along with the minutes, at the subsequent meeting
  3. At Divisional Secretariat level, there should be coordination mechanisms for groups of subjects, such as Social Services and Women and Children, Education and Training, Agriculture and Irrigation, Forests and Wild Life, Health and Nutrition. Officials should work as a team, and ensure attention to all GN Divisions. Individuals can be given responsibility for particular GN Divisions, with the coordinating committee at DS level looking into all issues and providing feedback.
  4. There should be regular consultative meetings of department heads at Divisional level, chaired by the Divisional Secretary. To facilitate this, all government departments should treat the Division as the basic unit of administration. This will require restructuring of a few Departments, ie Education and the Police. This has been pledged in the manifesto of the President, and making the necessary structural changes will be simple, and can be swift if there is sufficient will.
  5. Regular discussions between the Divisional Secretary and the elected head of the Local Government Unit are necessary. Ideally the proposed Local Government Act will lay down specific responsibilities so overlap of responsibilities will be minimal, but coordination and agreement on priorities is essential. Making the Divisional Secretariat and the Local Government Unit (or Units) coterminous will facilitate coordination.
  6. All government officials must understand the need to respond promptly to requests from the people. They must also ensure that records are kept. Telephone commitments should be kept to a minimum, since these can be forgotten. Officers who delegate tasks must ensure that these are performed promptly.

Island 27 Feb  2015 – http://www.island.lk/index.php?page_cat=article-details&page=article-details&code_title=120378

Advertisements