George Simataa, thank you

For many nations, particularly those that have been known as developmental states, one of the key characteristics has been a competent bureaucratic system.

In such meritocratic systems, jobs and responsibilities are given to those who are skilled and most capable. Such a bureaucracy is divorced from political criteria in discharging its responsibilities, particularly in providing opportunities. As they say: 'It is what you can do, not who you know.'

In some of these systems, to secure serious jobs in the public service, individuals are subjected to a written test. In the Chinese meritocracy, for example, this competence-driven system is even extended to the political leadership. To become a member of Cabinet, one is required to write and pass certain tests. Such competent bureaucracies emerge as self-driven and able to deliver results and have been credited with high growth rates.

These bureaucracies and bureaucrats have a good understanding of how to navigate between political questions and administrative work. Unfortunately, and understandably, Namibia has not been recognised as one of the countries with what can be regarded as a competent bureaucracy.

The country did not even benefit from an assertion by overzealous scholars that it has a competent bureaucracy.

Our bureaucracy has been repeatedly analysed, and these studies all come to the same conclusion: our bureaucracy is susceptible to other factors other than meritocratic considerations.

Ours is a bureaucracy that was populated by individuals whose only claim to entry into public service was because their parents were promised that their children would get jobs, regardless of their qualifications, once the country obtained freedom from colonial forces. Their ticket to public service is a geography of birth and exile.

As they go to work every day, they create a hierarchy in their minds that says they are special and, at times, refuse to take instructions, particularly from those whose parents were not in exile.

Although not publicly stated, an individual close to power was once unemployed and defaulted on her loans. During her moment of need, she obtained a job in government, at the level of deputy executive director, in order to earn an income and sort out her debt.

There are another two or three executive directors who came to the public service as charity cases. Just imagine the results that will emerge from a room full of charity cases and senior management that are assisted by exile kid bureaucrats.

Things and people change, but given that these individuals from exile were not subjected to any form of training, and considering that our bureaucracy does not engage in substantial skilling, reskilling, and upskilling, the prospect of meaningful change becomes challenging.

The results of corruption and maladministration are there for all to see. Even the auditor general's findings can be an easy source for us to determine the character of our public service. When closely analysed, it may actually be discovered that public debt, which is now more than 70 percent of GDP, reached those heights due to an incompetent bureaucracy that is characterised by public servants determined through place of birth and those who need jobs to pay loans.

It is for this reason that the retreat of executive directors and chief regional officers organised through the stewardship of the secretary to Cabinet, George Simataa, is noteworthy. This event, which is live-streamed on the information ministry's Facebook page, demonstrates a fresh way of looking at the public service and possibly a platform to dissect issues and find solutions.

To see executive directors and chief regional officers, who are usually confined to their ministries and regions, captivated by their tunnel vision, thinking together is refreshing. This is what actually happens in the public service of developmental states.

Also refreshing is to see presentations delivered by so-called captains of industries presenting on sectoral issues. It almost resembled university classes for executive directors and chief regional officers. Whether it will be a mere talk show, like many others, or an opportunity to accumulate S&T for the festive season, as some have opined, to serious minds, this is a good seed that is being planted. For that, we must thank George Simataa, secretary to Cabinet. Thank you, BaGeorge.

* Muthoni waKongola is a native of Kongola in the Zambezi Region primarily concerned with analysing society and offering ideas for a better Namibia. She is reachable at [email protected] or @wakongola on Twitter / X.