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<\/p>\nAt the beginning of January, the Office of the Prime Minister announced the appointment of executive directors (EDs) across various government ministries.<\/p>\n
At face value, the announcement signaled action, reform and a willingness to strengthen public administration.<\/p>\n
However, on closer scrutiny, the exercise appeared less like renewal and more like rotational grazing \u2013 a familiar movement of the same individuals across ministries, with only a handful of new faces introduced into the system.<\/p>\n
While some executive directors were elevated to accounting officer status and others were stripped of such responsibilities, the overall approach raises important questions on governance that deserve public reflection.<\/p>\n
If the objective of the reshuffle was to enhance accountability, curb corruption, and improve service delivery, the method chosen needs to be interrogated honestly and critically.<\/p>\n
PRIME CONCERNS<\/p>\n
Firstly, the reshuffling seems to be informed by concerns surrounding alleged corruption, inefficiency, or incompetence.<\/p>\n
If this is the case, a fundamental question arises: why move instead of remove?<\/p>\n
Rotating an official suspected of underperformance or maladministration from one ministry to another does not eliminate the problem; it merely relocates it.<\/p>\n
In some instances, it risks spreading institutional weaknesses across government.
Accountability should not be symbolic.<\/p>\n
Where there is credible evidence of failure or misconduct, decisive corrective action \u2013 including removal \u2013 is more effective than administrative recycling.<\/p>\n
Secondly, executive directors are not ceremonial figures. <\/p>\n
They are the primary administrative heads of ministries, equivalent to permanent secretaries, entrusted with translating political direction into operational reality.<\/p>\n
In principle, these positions are merit-based appointments.<\/p>\n
This brings into sharp focus the question of suitability and sectoral relevance.<\/p>\n
How multi-qualified are the appointees to seamlessly transition between vastly different portfolios?<\/p>\n
There is a significant distinction between transferable management skills and sector-specific expertise.<\/p>\n
While individuals with backgrounds in management sciences, public administration, or economics may adapt across ministries with relative ease, this flexibility does not automatically extend to highly specialised sectors.<\/p>\n
An executive director with professional training and experience in the medical field may struggle to provide effective leadership in the immigration, safety or security portfolios.<\/p>\n
The same applies to fields such as media and communication, justice, labour relations, or national security, where contextual knowledge and sectoral depth are indispensable.<\/p>\n
SQUARE PEGS<\/p>\n
The effectiveness of government suffers when square pegs are forced into round holes.<\/p>\n
If rotation is unavoidable, then it should at least be guided by relevance, competency mapping, and institutional continuity.<\/p>\n
Otherwise, the state risks weakening ministries by stripping them of leadership that understands their technical, legal and operational complexities.<\/p>\n
Where suitability cannot be assured, removal, not reassignment, should be considered.<\/p>\n
Thirdly, the continued reliance on appointments rather than open applications raises concerns about transparency and public confidence.<\/p>\n
In an era where citizens increasingly demand openness and accountability, why not subject executive director positions to competitive bidding processes with publicly televised interviews?<\/p>\n
Such an approach would not only enhance legitimacy but also allow the public to assess the vision, competence and ethical grounding of those entrusted with managing public resources.<\/p>\n
Open processes deter patronage, widen the talent pool and signal a genuine commitment to meritocracy.<\/p>\n
MOVEMENT VS PROGRESS<\/p>\n
Fourthly, the decision to appoint two accounting executive directors in the ministry of justice and labour relations is a commendable and forward-thinking move.<\/p>\n
It acknowledges the complexity of managing multiple votes and the administrative burden that often delays service delivery.<\/p>\n
However, this innovation raises another question: why limit it to one ministry?
Many ministries operate multiple votes and face similar bureaucratic bottlenecks.<\/p>\n
Extending this model across government could significantly reduce approval delays, improve efficiency, and enhance financial oversight.<\/p>\n
In general, a more deliberate and holistic approach must be taken to executive director appointments.<\/p>\n
Rotation should not be mistaken for reform, and movement should not be confused with progress.<\/p>\n
Without clear criteria, transparency, and accountability mechanisms, reshuffles risk entrenching the very problems they are meant to solve.
Public administration is the backbone of state performance. <\/p>\n
Executive directors must be appointed, retained, or removed in ways that strengthen institutions rather than merely rearrange personnel.<\/p>\n
If Namibia is serious about fighting corruption, improving governance, and accelerating service delivery, the era of rotational grazing must give way to principled, transparent and competency-driven leadership.<\/p>\n
Shepherd Nyambe is Namibia\u2019s youngest award-winning and published researcher, a Sustainable Development Goals action advocate, and political science scholar. All views shared in this piece are the opinion of the author only; Shepherdmn01@gmail.com\u00a0<\/p>\n
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