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Need to support President’s commitment to development

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By Jehan Perera

President Gotabaya Rajapaksa’s statement that his verbal orders should be considered as circulars to be implemented has generated considerable interest. There has been much commentary on it, not all of it positive. The president issued this directive at a meeting organised for him in one of the country’s most underdeveloped areas. His desire to cut through layers of bureaucracy could be based on his previous experience as a serving military officer and later as Defense Secretary. The large number of requests made by the residents of the village of Vilanwita in the Badulla District could have been the reason the president made this announcement to ensure that the decisions he was making on the spot would be implemented.

Velanwita which was the focus of the president’s attention will be a fortunate beneficiary of the president’s visit. It was clear that the president was not satisfied with the findings he made regarding the living conditions of the people who had voted for him in very large numbers. He visited the homes of people and also their agricultural lands to get a firsthand experience of the problems that needed the government’s attention. While in Velanwita he issued another directive that if a written inquiry from one institution did not receive a reply within fourteen days from another institution, it would be deemed to be approved. While this may solve the problem for those who seek the approval, the potential to adversely affect the rights of others needs to be considered.

Among the decisions taken by the president to improve the life of the people was to upgrade the road, provide drinking water and to provide electricity to the village within three months. In addition, he ordered that the village school be provided with a new building and to increase the number of teachers. As there were also people from neighbouring villages who attended the meeting they too presented their problems which received solutions. All of these people can consider themselves to be fortunate as they will be getting first priority among all other villages when it comes to obtaining funding from the government budget which is presently in deficit due to the shortage of financial resources.

 

PRESIDENT’S COMMITMENT

Ideally, the presidential intervention in Velanwita village needs to be replicated in many thousands of other villages whose people continue to lag behind in development. As the president cannot be involved in developing each and every village there is a need to rely on the government administrative services to deliver these results. There is also a need to release more financial resources for development and to increase the efficient administration of those resources. This calls for a holistic approach in which accountability for the use of scarce financial resources needs to get adequate priority. This brings up the need for the government to consider the lacuna in the 20th Amendment, which significantly reduces the role of the state audit mechanism which is there to ensure that resources are not misallocated or misused.

Reforming the state administration system so that it delivers better results is important if the country is to develop to its full potential. This requires a process of consultation with its members. Many if not most of them are highly capable officers and would wish to work in a system that delivers the best results to the people. There are multiple motivations that cause people to apply for state sector jobs. These include obtaining stable and pensionable employment. But those are not the sole motivating factors and a strong spirit of service and patriotism is also there which needs to be supported and encouraged.

For any system to work, those in it should know what is expected of them and possess the authority and resources to deploy to deliver the result. A verbal directive may be the first indication of what is to be done. But it cannot be the only indicator as verbal communication can be misheard, misunderstood and misinterpreted. Written communication that follows the initial verbal directive will therefore be necessary for efficient delivery of development objectives. An exercise that is often given in management training programmes is when a message passed to one person by word of mouth is passed down a chain of persons. It is invariably the case that what emerges down the line is something significantly different from what was passed down at the outset.

 

STRENGTHEN SYSTEMS

The challenge is for the government to ensure that the mandate received by the president and government is successfully implemented in a manner that benefits the whole country and not only sections within it. This requires constructive engagement with the public administration system as a key partner in the development effort. The president’s resolve to speed up decision making in the government bureaucracy needs to be appreciated. There are a large number of examples that can be given where development initiatives at the local level do not progress because of objections on the part of individuals with legal rights or by others who have environmental considerations. This is seen as a setback to development when it needs to be seen in a wider perspective as protecting the rights of all, including the environment.

The need to show results on the ground, and to improve the life of the citizenry, is looming large in President Rajapaksa’s priorities as demonstrated by his surprise visits to government departments in the capital and now to the most rural villages in the country. This desire to show results may result in the advocacy of short cut methods to speedier implementation of development activities. But this must not be at the cost of the integrity of the system as a whole and the top-down system that functions effectively in the military is not appropriate to civilian governance. The president’s directives regarding his verbal orders is one example where the needs of civil governance need to be met. Another area of concern would be the reduction in audit scrutiny of government institutions as proposed by the 20th Amendment.

Best practices in the military are where speedy decisionmaking is provided by having rigorous systems in place. Those in the military cannot step outside of those systems which have been developed through long years of national and international experience. This same efficiency now needs to be brought to the civilian administration system in regard to delivering state-led development to the people. This requires strengthening the civil administration system which is based on consultation and assessing the needs of multiple parties. There are both national and international standards here that need to be met in regard to accountability for funds used and responsibility for decisions made that are fundamental to governance.

 

 

 

 



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Recruiting academics to state universities – beset by archaic selection processes?

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by Kaushalya Perera

Time has, by and large, stood still in the business of academic staff recruitment to state universities. Qualifications have proliferated and evolved to be more interdisciplinary, but our selection processes and evaluation criteria are unchanged since at least the late 1990s. But before I delve into the problems, I will describe the existing processes and schemes of recruitment. The discussion is limited to UGC-governed state universities (and does not include recruitment to medical and engineering sectors) though the problems may be relevant to other higher education institutions (HEIs).

How recruitment happens currently in SL state universities

Academic ranks in Sri Lankan state universities can be divided into three tiers (subdivisions are not discussed).

* Lecturer (Probationary)

recruited with a four-year undergraduate degree. A tiny step higher is the Lecturer (Unconfirmed), recruited with a postgraduate degree but no teaching experience.

* A Senior Lecturer can be recruited with certain postgraduate qualifications and some number of years of teaching and research.

* Above this is the professor (of four types), which can be left out of this discussion since only one of those (Chair Professor) is by application.

State universities cannot hire permanent academic staff as and when they wish. Prior to advertising a vacancy, approval to recruit is obtained through a mind-numbing and time-consuming process (months!) ending at the Department of Management Services. The call for applications must list all ranks up to Senior Lecturer. All eligible candidates for Probationary to Senior Lecturer are interviewed, e.g., if a Department wants someone with a doctoral degree, they must still advertise for and interview candidates for all ranks, not only candidates with a doctoral degree. In the evaluation criteria, the first degree is more important than the doctoral degree (more on this strange phenomenon later). All of this is only possible when universities are not under a ‘hiring freeze’, which governments declare regularly and generally lasts several years.

Problem type 1

Archaic processes and evaluation criteria

Twenty-five years ago, as a probationary lecturer with a first degree, I was a typical hire. We would be recruited, work some years and obtain postgraduate degrees (ideally using the privilege of paid study leave to attend a reputed university in the first world). State universities are primarily undergraduate teaching spaces, and when doctoral degrees were scarce, hiring probationary lecturers may have been a practical solution. The path to a higher degree was through the academic job. Now, due to availability of candidates with postgraduate qualifications and the problems of retaining academics who find foreign postgraduate opportunities, preference for candidates applying with a postgraduate qualification is growing. The evaluation scheme, however, prioritises the first degree over the candidate’s postgraduate education. Were I to apply to a Faculty of Education, despite a PhD on language teaching and research in education, I may not even be interviewed since my undergraduate degree is not in education. The ‘first degree first’ phenomenon shows that universities essentially ignore the intellectual development of a person beyond their early twenties. It also ignores the breadth of disciplines and their overlap with other fields.

This can be helped (not solved) by a simple fix, which can also reduce brain drain: give precedence to the doctoral degree in the required field, regardless of the candidate’s first degree, effected by a UGC circular. The suggestion is not fool-proof. It is a first step, and offered with the understanding that any selection process, however well the evaluation criteria are articulated, will be beset by multiple issues, including that of bias. Like other Sri Lankan institutions, universities, too, have tribal tendencies, surfacing in the form of a preference for one’s own alumni. Nevertheless, there are other problems that are, arguably, more pressing as I discuss next. In relation to the evaluation criteria, a problem is the narrow interpretation of any regulation, e.g., deciding the degree’s suitability based on the title rather than considering courses in the transcript. Despite rhetoric promoting internationalising and inter-disciplinarity, decision-making administrative and academic bodies have very literal expectations of candidates’ qualifications, e.g., a candidate with knowledge of digital literacy should show this through the title of the degree!

Problem type 2 – The mess of badly regulated higher education

A direct consequence of the contemporary expansion of higher education is a large number of applicants with myriad qualifications. The diversity of degree programmes cited makes the responsibility of selecting a suitable candidate for the job a challenging but very important one. After all, the job is for life – it is very difficult to fire a permanent employer in the state sector.

Widely varying undergraduate degree programmes.

At present, Sri Lankan undergraduates bring qualifications (at times more than one) from multiple types of higher education institutions: a degree from a UGC-affiliated state university, a state university external to the UGC, a state institution that is not a university, a foreign university, or a private HEI aka ‘private university’. It could be a degree received by attending on-site, in Sri Lanka or abroad. It could be from a private HEI’s affiliated foreign university or an external degree from a state university or an online only degree from a private HEI that is ‘UGC-approved’ or ‘Ministry of Education approved’, i.e., never studied in a university setting. Needless to say, the diversity (and their differences in quality) are dizzying. Unfortunately, under the evaluation scheme all degrees ‘recognised’ by the UGC are assigned the same marks. The same goes for the candidates’ merits or distinctions, first classes, etc., regardless of how difficult or easy the degree programme may be and even when capabilities, exposure, input, etc are obviously different.

Similar issues are faced when we consider postgraduate qualifications, though to a lesser degree. In my discipline(s), at least, a postgraduate degree obtained on-site from a first-world university is preferable to one from a local university (which usually have weekend or evening classes similar to part-time study) or online from a foreign university. Elitist this may be, but even the best local postgraduate degrees cannot provide the experience and intellectual growth gained by being in a university that gives you access to six million books and teaching and supervision by internationally-recognised scholars. Unfortunately, in the evaluation schemes for recruitment, the worst postgraduate qualification you know of will receive the same marks as one from NUS, Harvard or Leiden.

The problem is clear but what about a solution?

Recruitment to state universities needs to change to meet contemporary needs. We need evaluation criteria that allows us to get rid of the dross as well as a more sophisticated institutional understanding of using them. Recruitment is key if we want our institutions (and our country) to progress. I reiterate here the recommendations proposed in ‘Considerations for Higher Education Reform’ circulated previously by Kuppi Collective:

* Change bond regulations to be more just, in order to retain better qualified academics.

* Update the schemes of recruitment to reflect present-day realities of inter-disciplinary and multi-disciplinary training in order to recruit suitably qualified candidates.

* Ensure recruitment processes are made transparent by university administrations.

Kaushalya Perera is a senior lecturer at the University of Colombo.

(Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.)

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Talento … oozing with talent

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Talento: Gained recognition as a leading wedding and dance band

This week, too, the spotlight is on an outfit that has gained popularity, mainly through social media.

Last week we had MISTER Band in our scene, and on 10th February, Yellow Beatz – both social media favourites.

Talento is a seven-piece band that plays all types of music, from the ‘60s to the modern tracks of today.

The band has reached many heights, since its inception in 2012, and has gained recognition as a leading wedding and dance band in the scene here.

The members that makeup the outfit have a solid musical background, which comes through years of hard work and dedication

Their portfolio of music contains a mix of both western and eastern songs and are carefully selected, they say, to match the requirements of the intended audience, occasion, or event.

Although the baila is a specialty, which is inherent to this group, that originates from Moratuwa, their repertoire is made up of a vast collection of love, classic, oldies and modern-day hits.

The musicians, who make up Talento, are:

Prabuddha Geetharuchi:

Geilee Fonseka: Dynamic and charismatic vocalist

Prabuddha Geetharuchi: The main man behind the band Talento

(Vocalist/ Frontman). He is an avid music enthusiast and was mentored by a lot of famous musicians, and trainers, since he was a child. Growing up with them influenced him to take on western songs, as well as other music styles. A Peterite, he is the main man behind the band Talento and is a versatile singer/entertainer who never fails to get the crowd going.

Geilee Fonseka (Vocals):

A dynamic and charismatic vocalist whose vibrant stage presence, and powerful voice, bring a fresh spark to every performance. Young, energetic, and musically refined, she is an artiste who effortlessly blends passion with precision – captivating audiences from the very first note. Blessed with an immense vocal range, Geilee is a truly versatile singer, confidently delivering Western and Eastern music across multiple languages and genres.

Chandana Perera (Drummer):

His expertise and exceptional skills have earned him recognition as one of the finest acoustic drummers in Sri Lanka. With over 40 tours under his belt, Chandana has demonstrated his dedication and passion for music, embodying the essential role of a drummer as the heartbeat of any band.

Harsha Soysa:

(Bassist/Vocalist). He a chorister of the western choir of St. Sebastian’s College, Moratuwa, who began his musical education under famous voice trainers, as well as bass guitar trainers in Sri Lanka. He has also performed at events overseas. He acts as the second singer of the band

Udara Jayakody:

(Keyboardist). He is also a qualified pianist, adding technical flavour to Talento’s music. His singing and harmonising skills are an extra asset to the band. From his childhood he has been a part of a number of orchestras as a pianist. He has also previously performed with several famous western bands.

Aruna Madushanka:

(Saxophonist). His proficiciency in playing various instruments, including the saxophone, soprano saxophone, and western flute, showcases his versatility as a musician, and his musical repertoire is further enhanced by his remarkable singing ability.

Prashan Pramuditha:

(Lead guitar). He has the ability to play different styles, both oriental and western music, and he also creates unique tones and patterns with the guitar..

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Special milestone for JJ Twins

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Twin brothers Julian and Jason Prins

The JJ Twins, the Sri Lankan musical duo, performing in the Maldives, and known for blending R&B, Hip Hop, and Sri Lankan rhythms, thereby creating a unique sound, have come out with a brand-new single ‘Me Mawathe.’

In fact, it’s a very special milestone for the twin brothers, Julian and Jason Prins, as ‘Me Mawathe’ is their first ever Sinhala song!

‘Me Mawathe’ showcases a fresh new sound, while staying true to the signature harmony and emotion that their fans love.

This heartfelt track captures the beauty of love, journey, and connection, brought to life through powerful vocals and captivating melodies.

It marks an exciting new chapter for the JJ Twins as they expand their musical journey and connect with audiences in a whole new way.

Their recent album, ‘CONCLUDED,’ explores themes of love, heartbreak, and healing, and include hits like ‘Can’t Get You Off My Mind’ and ‘You Left Me Here to Die’ which showcase their emotional intensity.

Readers could stay connected and follow JJ Twins on social media for exclusive updates, behind-the-scenes moments, and upcoming releases:

Instagram: http://instagram.com/jjtwinsofficial

TikTok: http://tiktok.com/@jjtwinsmusic

Facebook: http://facebook.com/jjtwinssingers

YouTube: http://youtube.com/jjtwins

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