Can the Sri Lankan public sector be revived?

The issue therefore isn’t whether the public sector should continue to exist, but how it can be revitalised to effectively meet the needs of a modern Sri Lanka. The photograph shows commuters queuing up for tickets at the Ella Train Station

The Sri Lankan public sector has historically played a vital role in national development. Following independence, the State assumed responsibility for providing essential services and ensuring equitable access to opportunities across the country. Public institutions helped expand education, healthcare, transportation, irrigation, and administrative services

Performance management systems should be strengthened with clear targets, measurable outcomes, and regular evaluations

Public servants must be equipped with the knowledge and skills to operate in a complex and technology-driven environment

The question of whether the Sri Lankan public sector can be revived is one that has attracted significant attention in recent years. Economic challenges, fiscal constraints, public dissatisfaction, and demands for greater efficiency have all brought the role and performance of the public sector under close scrutiny.  While criticisms of bureaucracy, inefficiency, and waste are often heard, it is important to recognise that the public sector remains the backbone of governance, public administration, law and order, education, healthcare, infrastructure development, and social welfare. The issue therefore isn’t whether the public sector should continue to exist, but how it can be revitalised to effectively meet the needs of a modern Sri Lanka.

Historical role of the public sector

The Sri Lankan public sector has historically played a vital role in national development. Following independence, the State assumed responsibility for providing essential services and ensuring equitable access to opportunities across the country. Public institutions helped expand education, healthcare, transportation, irrigation, and administrative services. These efforts contributed significantly to Sri Lanka’s achievements in literacy, life expectancy, and human development, placing the country ahead of many nations with similar economic resources.

Cadre mismanagement of successive governments

However, over time, several challenges have emerged. Successive governments expanded public sector employment, often for political rather than operational reasons and quite oblivious of acting in the best interest of our beautiful island. This resulted in overstaffing in certain areas while critical skills remained scarce in others. Bureaucratic procedures became increasingly complex, slowing decision-making and reducing responsiveness to citizens. There is nothing new about the frustration and helplessness that citizens face when they have to go to the Government institution to get something legitimate done. The callous ‘no care’ attitude displayed by several public servants is unbearable. Are they, in fact, ‘Public Servants? By definition a public servant serves the public. It may be important to introduce the definition and follow-up actions necessary, in the orientation programme for new recruits into the public service. In many instances, outdated systems and manual processes continued to be used despite advances in technology. Public confidence was further eroded by allegations of corruption, inefficiency, and lack of accountability.

The economic crisis that culminated in 2022 exposed many of these weaknesses. Severe fiscal pressures highlighted the unsustainable nature of a large public wage bill and the urgent need for institutional reform. At the same time, the crisis demonstrated the importance of a functioning public sector. Public servants in healthcare, education, security, and local administration continued to provide essential services despite unprecedented challenges. This resilience suggests that the foundation for revival already exists.

Focusing on performance

Reviving the Sri Lankan public sector requires a comprehensive and long-term strategy. The first priority should be improving efficiency and productivity. The objective should not merely be reducing the number of employees but ensuring that every employee contributes effectively to organizational goals. Performance management systems should be strengthened with clear targets, measurable outcomes, and regular evaluations. Promotions and rewards should be increasingly linked to merit, competence, and achievement rather than seniority alone. Performance Management Systems primarily should be applied to Secretaries of Ministries and from their respective goals and objectives, the actions and initiatives with timelines should be cascaded down the line authority and to departments heads.

Journey toward digitalisation

Digital transformation offers another powerful avenue for revival. Many government services still involve lengthy paperwork, multiple approvals, and physical visits to offices. The adoption of digital platforms can significantly improve service delivery, reduce delays, and minimize opportunities for corruption. Online applications, electronic records, integrated databases, and digital payment systems can enhance both efficiency and transparency. Citizens should be able to access government services conveniently and securely from any part of the country. My friend Dr. Hans Wijesuriya, a fellow-Thomian is on the job, but I wonder whether the bureaucracy supports him sufficiently in order to deliver the speed of measurable output to match his genuine intention.

Effective management of human resources

Human resource development is equally important. Public servants must be equipped with the knowledge and skills necessary to operate in an increasingly complex and technology-driven environment. Continuous training programmes, leadership development initiatives, and professional certification opportunities can help build a more capable workforce. Public sector employees should be encouraged to embrace innovation, problem-solving, and customer-oriented service delivery. Problem solving is unique to the problem but decision making is unique to the person.

Governance and accountability

Another critical area is governance and accountability. Public trust can only be restored if institutions operate with integrity and transparency. Strong internal controls, independent oversight mechanisms, and robust procurement procedures are essential. Anti-corruption measures must be applied consistently and without political interference. When citizens see that public resources are managed responsibly, confidence in government institutions is strengthened.

Political commitment is perhaps the most important factor in achieving meaningful reform. Public sector revival cannot succeed if appointments, promotions, transfers, and recruitment continue to be influenced by partisan considerations. Professionalism and institutional independence must be protected. Governments of all political persuasions should view public sector reform as a national priority rather than a short-term political issue. Members at the helm of governance must bear in mind that formulating policies alone is not satisfactory unless the ‘policy tools’ are also developed as relevant. Lack of policy tools allows corrupt politicians to change systems as they wish to benefit themselves or their goons.

Need for decentralisation and PPP

Decentralisation also has an important role to play. Local authorities and provincial institutions are often best positioned to understand and address community needs. Empowering these institutions with appropriate authority, resources, and accountability mechanisms can improve responsiveness and encourage local innovation. Citizens are more likely to appreciate public services when decisions are made closer to the communities they affect. The role of public-private partnerships should also be considered. The objective should not be privatization for its own sake, but the strategic use of partnerships to improve efficiency, technology transfer, and service quality. In areas such as infrastructure development, transportation, information technology, and specialized services, collaboration between the public and private sectors can create mutually beneficial outcomes while preserving the public interest.

Service-oriented culture

A change in organizational culture is equally necessary. Public institutions should cultivate a service-oriented mindset where citizens are regarded as valued stakeholders rather than inconveniences. Courtesy, responsiveness, professionalism, and accountability should become defining characteristics of public service. Recognition programmes that celebrate excellence and innovation can help reinforce these values.

The younger generation of public servants can become an important catalyst for change. Many young professionals entering government service possess technological competence, fresh ideas and a desire to contribute to national development. By creating opportunities for leadership, innovation, and career progression, institutions can harness this energy to drive modernisation and reform.

Importantly, public sector revival should not be viewed solely through the lens of cost reduction. While fiscal discipline is essential, the ultimate goal is to create institutions that deliver value to citizens. A well-functioning public sector contributes to economic growth, social stability, investor confidence, and national competitiveness. Effective governance is not a burden on development; it is a prerequisite for development.

In conclusion, the Sri Lankan public sector can indeed be revived. The challenges are significant, but they are not insurmountable. The country possesses a dedicated cadre of public servants, a strong administrative tradition, and considerable human capital. Through digital transformation, merit-based management, capacity building, enhanced accountability, and sustained political commitment, the public sector can be transformed into a more efficient, responsive, and trusted institution. The revival of the public sector is not merely an administrative necessity; it is a national imperative that will help shape Sri Lanka’s future prosperity and progress.

The elimination of corruption and the enhancement of efficiency and productivity in Sri Lanka’s public sector should not be viewed as competing objectives. In fact, they are mutually reinforcing goals. A public sector that is transparent, accountable, and free from corruption is more likely to be productive and efficient, while an efficient system leaves fewer opportunities for corrupt practices to flourish. What several citizens note is that the present Government although being honest, is slow to initiate actions with speed for quicker delivery which would positively impact economic stability.

One of the most effective ways of achieving this balance is through the simplification of procedures. Complex rules, excessive documentation, and multiple approval layers often create opportunities for bribery and delays. By streamlining processes and reducing unnecessary bureaucracy, government institutions can improve service delivery while simultaneously limiting opportunities for corruption.

Performance management systems should also be strengthened. Public officers should be evaluated not only on their productivity and achievement of targets but also on their adherence to ethical standards. Rewarding both high performance and integrity sends a clear message that efficiency must never come at the expense of honesty. At the same time, anti-corruption controls should be designed intelligently. Excessive checks and approvals can slow decision-making and discourage initiative. Risk-based monitoring systems, where greater scrutiny is applied to high-value or high-risk transactions, can maintain accountability without burdening routine operations. This allows honest and competent officers to perform their duties efficiently while ensuring that public resources remain protected.

Leadership is another critical factor. Senior public officials and political leaders must set the tone by demonstrating both integrity and a commitment to results. When ethical conduct is visibly rewarded and corrupt behaviour is consistently punished, a culture of accountability develops throughout the organization.

Furthermore, citizen engagement can contribute to both objectives. Public feedback mechanisms, complaint channels, service standards, and transparency portals enable citizens to monitor performance and report irregularities. Such participation strengthens oversight while encouraging institutions to improve service quality.

The key is to move from a culture of control to a culture of accountability. Instead of relying solely on cumbersome procedures to prevent corruption, public institutions should establish clear responsibilities, measurable outcomes, transparent reporting, and strong consequences for misconduct. This approach allows public servants the flexibility to perform efficiently while ensuring that they remain answerable for their actions. In Sri Lanka, the challenge is not choosing between anti-corruption measures and productivity improvements. The real challenge is designing reforms that achieve both simultaneously. By embracing technology, simplifying procedures, strengthening accountability, promoting meritocracy, and fostering ethical leadership, the Sri Lankan public sector can become cleaner, more efficient, and more productive—thereby restoring public trust and supporting national development.

There is nothing new about the frustration and helplessness that citizens face when they have to go to the Government institution to get something legitimate done. Going to the Department of Immigration and Emigration to obtain a passport is one such place

(The author is the Chairman of McQuire Rens Global Consulting (Pvt) Ltd. and Non-Executive Chairman of Eswaran Brothers Exports (Pvt) Ltd. He was a former Regional Director, Sterling Winthrop, East Africa overseeing 8 countries and thereafter Regional Head of Special Projects and Regional HR Consultant, Smithkline Beecham International (a Fortune 500 Company), overseeing functional responsibility for 9 countries)