Over the last few years and most probably after the introduction of the Pay Scale in 2015, civil service jobs have become the most sought-after career option for the youth of this country.
In fact, for the university students of Bangladesh, it has become a common practice to start taking preparation for the cadre service jobs from the very beginning of their undergraduate years.
More importantly, we are now observing that students studying technical subjects (eg, engineering) are becoming interested in joining the general cadre services like administration or police -- a trend that is being criticized by many. To them, it is a waste of money, time, and expertise of these students, as they are not utilizing their education in their professional life.
However, this argument is problematic for two reasons: First of all, it is unwise to blame the students, especially when they actually should have the choice regarding their profession. Moreover, there is also a possibility that they will utilize their knowledge while serving in the civil service by making our service delivery and policy making process more evidence oriented.
Secondly, there is also a possibility that by focusing only on the educational background of the new entrants, we are missing the bigger question. In fact, in my opinion, we need to ask another more important question -- as students from diversified educational background are entering the generalized cadre services, how is this affecting the civil service in terms of being responsive or accountable to people? Is the bureaucracy becoming more diversified and more innovative? Is the bureaucracy freeing itself from "elitism" and "paternalistic attitude to citizens" and is finally deciding to listen to and serve the people?
These are even more important questions that we are not asking. Considering that the bureaucracy will play the most important role in transforming our development goals in reality, it is high time for us to explore ways through which we can make the new bureaucrats citizen-friendly, development-oriented, and responsive.
The result of the 40th BCS examination came out in March, and the Public Service Commission recommended 1,963 candidates in different cadres. Since these new entrants will join the service soon and play a definitive role in shaping the country’s pathways towards development, maybe we should try to help them in understanding a few basic guidelines that will be useful.
Considering this, I am trying here to prepare a "10 things to do list" for the new bureaucrats. It is mostly directed at the people joining the administration cadre, but I think others may also consider this. And I am preparing this list based on my understanding, which can be wrong and can be even misleading.
But still, it’s a start.
1. Decide what type of bureaucrat you want to be. Scholars like Putnam or Knill have talked about two different types of bureaucrats -- classical or autonomous, and political or instrumental. Of these two, classical bureaucrats are the elitists; they consider themselves as the "experts" who know everything and hold a paternalistic attitude towards citizens. They don’t like the politicians.
On the other hand, the political or instrumental bureaucrats are pragmatists. They do understand that they are there to serve the political masters and they have to work for people. They understand the value of political actors, and try to work with them. Here is the first thing you need to consider -- it is likely that you will be surrounded by the classical bureaucrats. Watch them, learn from them, analyze their activities, but try your best not to become one.
2. Try to understand and define "public interest." It’s easy to say that you are supposed to serve the public interest, but it is extremely difficult, if not impossible, to define it. Yes, you have rules, regulations, and laws to follow, but following rules blindly without considering the consequences does not make you a public servant working in public interest.
Ignore the symbolic dimension of public interest; concentrate on its instrumental value and be ready to bend the rules if that allows you to help people.
3. Use caution while using discretion. You will have discretionary power and there is no accountability system in the world that will completely eliminate your discretion. You will have it and, yes, learn to use it. But be very careful. Don’t get overzealous.
4. Use discretionary power appropriately. How can you use the discretionary power appropriately? We probably did not have to talk about this if we had a democratic accountability system in place. Unfortunately, we lack that and that is why you have to search for and determine a "new sense" of accountability. Don’t forget one thing -- you are, and always will be, what scholars called an "accountable juggler."
In performing your roles, you have to be accountable to the law, to your superior, to your political master, and to your conscience. Furthermore, you also need to manage the expectations of the citizens. Often these various dimensions of accountability will be in conflict with each other. You have to learn to juggle.
Here is the catch -- don’t get ideologically committed to the party in power. You may like or dislike a particular policy idea, but you have to work to implement that policy at the end of the day. Show your commitment to the policy but never display your loyalty to a party or to the ideology it has embraced. That will simply kill your professional capacity and your neutrality.
Please do remember -- you can serve public interest while being neutral, but once you take a side, you no longer will serve the people -- all people. More importantly, since sooner or later you will see your superior or political leader asking you to do something that your professional judgment does not support, you need to develop what Friedrich called an "inner check."
You need to learn how to test every directive through this inner check, you need to learn to rely on your expertise, you need to learn how to raise voice or even "neglect" bad orders, and you need to learn laws and acts like Right to Information Act or Whistleblower Protection Act or Civil Service Act or Government Servant Conduct Rules (and many others).
These are your weapons to guide your action.
5. Start learning ethical decision making process. Bureaucratic ethics is different than absolute moral ethics or religious ethics. You need to learn how ethical decisions can be made. Svara’s ethics triangle is still useful. And just to be careful, please read The Administrative Evil by Adams and Balfour to know the consequences of unethical decision making.
6. Learn to deal with political leaders. Once you have decided on the mission and vision of your career, start focusing on the managerial activities. First thing you need to learn: Deal with the political leaders. Remember that these leaders are not your enemy, and don’t turn them into one.
There is nothing worse than a powerful enemy with political power at his/her disposal.
Be flexible. Make it clear to the political leaders why you may or may not help him/her. If you must, and if you have no option, then yes, fight! But before that, make sure that you have enough support -- from your boss, from the other actors, or from other leaders.
7. Learn to collaborate and cooperate. Public policy problems, in today’s world, are complicated, and it is highly unlikely that you will be able to solve every single one of them on your own, even if you are the most competent one. You will need support from your colleagues belonging to other cadres. You will need help from the police officer, from the judicial officer, from the agricultural extension officer, and, in fact, from everyone.
Show them respect. They are capable officers just like you. Learn from them and yes, address the senior officials of other cadres as "sir." That will help you a lot.
8. Identify and know all the CSOs and NGOs working in your locality. You will need their help. Don’t antagonize them or consider them as enemies.
9. Learn to work through networks. Please do understand that hierarchical administrative structure will not work anymore. Today’s management structure is new, and today’s management challenges are different. Try to understand what a network is and how a network can be managed.
10. Finally, do interact with the citizens. Don’t just sit idly in your office, waiting for the citizens to come to you. Instead, reach out, learn from them, and innovate public service delivery.
We often fail to understand that a career in civil service is extremely challenging. And because of this challenge, this is rewarding. Bureaucracy can make services accessible to people, can help them in realizing their rights, and more importantly, ensure a country’s upward journey.
However, for that, the bureaucrats need to embrace some basic principles. This to-do list is not an exhaustive one, but it may help the entry level bureaucrats.
Asif M Shahan is Associate Professor in the Department of Development Studies, University of Dhaka.
