The Nigerian state, since its post-independence trajectory, has generated its own unique experience of public administration. This can be framed in terms of the myriad attempts at achieving institutional reform of the public service system inherited from the British colonialists. The commencement of the democratic experiment in 1999 puts a new spin on the urgency of bending public administration to the demands of democratic governance that will transform the quality of life of millions of Nigerians who have been promised the dividends of democracy.
How then can we articulate the fundamental questions that should guide our understanding of the relationship between public administration and democratic governance in Nigeria? What are the critical issues that the government, its bureaucracy and public administration theorists ought to make the core of their reflective endeavor?
In what follows, I frame seven of such big questions in line with my many years of theoretically and practically engaging with the perils and promises of the public service as a mechanism for democratic fulfilment in Nigeria.
One: How can public managers break away from non-innovative fixation with excess of procedural rules and regulations that prevent public agencies from producing results and outcomes that translate to better life to the people in a democracy? This question speaks to the centrality of the “I-am-directed” Weberian tradition and the centrality of the input and process-oriented business model that undermine the output-oriented model which demands performance, efficiency, productivity.
Two: How can the public service resolve the seemingly jinxed pay and remuneration policy problem which has prevented the public service from achieving an excellent talent management regime that enables attraction and retention of talented professionals and some of the scarce skills the service requires to perform at optimal levels?
This is a question that stems from government’s loss of status as the employer of choice which in turn has eroded civil service’s prestige as a brand, as well as the inability of the public bureaucracy to attract and retain the brightest and the best while managing adversarial industrial relation that undergirds employer-employee contractual obligations.
Three: How can public managers measure the achievements of their agencies in a way that is game-changing for performance of government and the productivity of the national economy? The success of democratic governance in Nigeria is aligned to the urgent need for a shift in the productivity paradigm that ensures that the public service system becomes motivated by a performance management that increases the productivity profile of the Nigerian state.
Four: How can the nature and role of the state be sustainably redefined and how to leverage same to organise and utilise government resources to better achieve the collective good? The nature and the role of the state keeps changing in relation to its governance responsibility. And this demands that the success of public administration is seen in terms of the state’s relationship to other non-state and nongovernmental actors that are stakeholders in the governance space.
Five: How can the public service regain public trust and foster social equity within framework of stewardship relationship with the people in a democracy? This question addresses the modalities by which the public service system function as a democratic institution that is transparent, accountable and open to the citizens as the most significant component of a democratic government.
Six; How should NGOs be empowered so they can play more positive role in society and in getting public policy to achieve the common good, and how can their desired roles be better protected? NGOs, as a nonstate actor, opens up the governance space (hitherto dominated by government and its agencies), and serve as the critical mediator between the government and the citizens.
Seven: How can the public service strike a balance between the values of being neutral and non-partisan as basis for strengthening professional ethics and the public servants’ capacity to speak truth to power? The founding dichotomy in public administration—the politics/administration distinction—insists that the politician and the administration must operate on different level of the policy divide. However, this dichotomy must be balanced with the capacity of the public servant to confront and engage with policy somersaults that fails the test of policy intelligence and action research.
These big questions constitute core issues which the public administration profession in Nigeria must foreground as the central reflective points for rethinking the functionality of the public service in Nigeria’s quest for democratic distinction on the continent.
Concluded.
Prof. Olaopa is Chairman, Federal Civil Service Commission. He wrote from Abuja.
By Tunji Olaopa @TheINDEPENDENT
