Excessive bureaucracy in civil service administration - a dent in nation building
There is no chemistry of or optical illusion from the reality that excessive bureaucracy in civil service administration has resulted in the snail-paced development agenda of governance.
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A survey indicates that most Metropolitan, Municipal and District Assemblies (MMDAs) and Ministries, Departments and Agencies (MDAs) are bedevilled with excessive bureaucracy, thereby making the country lag behind in terms of development.
It would be recalled that inertia within civil service administration compelled a past government under ex-President Kufuor to create the Ministry of Public Sector Reforms, which had a policy dubbed: “New Chatter” to expedite activities within civil service administration.
On several platforms, Ex-President John Dramani Mahama too has harped on the same string, entreating workers to eschew excessive bureaucratic tendencies in civil service administration, and to be proactive in the discharge of official duties.
Ineptitude
However, while some MMDAs and MDAs attempt to heed governments’ concern to reduce excessive bureaucracy, other MMDAs and MDAs still wallow in inertia toward official assignment.
For example, some heads of departments and officers, who are to ensure that official duties are discharged within a time frame, just exhibit laxity.
It is noted that at some MMDAs/MDAs, documents lie on officers’ desks for days pending just a signature or approval to execute an official assignment.
Consequently, the time frame for executing the assignment is prolonged, affecting the spate of development, especially if such assignments were time-bound.
Such ineptitude features in most of the country’s institutions, making the development agenda of the government of the day lag.
The irony is that the very people who contribute to laxity in administrative procedures through excessive bureaucracy tend to blame the central government for poor performance.
The MMDAs that are attempting to be up to the task must be commended on being proactive and giving prompt attention to day-to-day running of affairs on government’s development agenda.
Two of such MMDAs worth commending are the West Akim Municipal Assembly in Asamankese and the New Juaben Municipal Assembly (MA) in Koforidua, both in the Eastern Region.
Records indicate that both assemblies have been pragmatic in carrying out development agenda.
The exemplary fashion displayed on duty at the two MAs is worth emulating by other MMDAs/MDAs that are still clung to excessive bureaucracy.
Delegation of authority, procedures and the overly need for caution and security result in culture of bureaucratic habits within the civil service.
The bane of development of a nation is realised when workers tend to exhibit lackadaisical attitude towards duties. It is noted, especially in civil service, that workers, especially the heads, go to work late.
For example, the reporting time for work in the civil service is 8 a.m. and closing is 5 p.m. However, some heads and subordinates of institutions report for work after 10 a.m., and depart during lunch time.
Meanwhile, a document that needs urgent approval by those heads of department will be lying on their desks pending approval for work to begin at the stipulated time.
The question is, what happens with such attitudes in Ghana’s development agenda?
Critical role of civil service
The civil service exists to serve the government of the day and mostly the general public. It occupies a unique position because of its clear accountable mandate underpinned by a strong ethos of public service.
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The professional values are objectivity, honesty, impartiality and integrity.
These same values govern the civil servants’ dealings with the public and underpin the trust placed in civil servants, to advise or decide on issues without any personal favour or prejudice.
Thus, the civil service is neutral and wholeheartedly committed to serving the elected government of the day in devising and implementing its programmes.
The beauty about civil service administration is professionalism in commitment, with loyalty to current and future governments.
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Civil servants must act in a way that earns and retains the confidence of the government while at the same time ensuring that they will be able to establish the same relationship for future governments. This means ensuring not to be partisan in the provision of advice or operations.
There is the need to deal competently and straightforward with current members as the best way of demonstrating that future governments will employ the same support.
The vision of every government is to make civil administration less bureaucratic and hierarchical, but more unified.
Any organisation in the 21st Century that is not reducing bureaucracy in its activities lags behind in terms of development.
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In climax, organisational behaviour requires strong, coherent leadership, culture change that supports innovation, challenges the bias to inertia and becomes more receptive to relevant experience.
Let us all rally behind the government of the day to discharge duties effectively and efficiently for a better tomorrow.
Long Live Ghana, Long live her citizenry!
The writer is an Officer of the Information Services Department.
Writer’s Email: tommystill24@gmail.com