Mr. President, government and the state permeate one another, cognitively and relationally. Where, politics and government and thus governance, are cultural based convergence of in-depth dialogue, interrogation and understanding of everyday real life cycle account of experiences and meanings of optimization of rights to human dignity and decent life.
The true value of any institution when, simultaneously, institutionalizing life cycle empowerment for integration to address and redress broader socio – economic exclusion and to affirm and reaffirm the rights and citizenship of those who otherwise are defined primarily by their broader exclusion in society, is not so much the physical and financial assets it commands, but the ability it has to sustain value issues of orientations towards all citizenry common good. Success is legitimacy that depends on the extent of coordination of constitutionality and legality, and capacity and capability for cross sectional thinking within, between and amongst all citizenry.
Government’s actions, contextually and inextricably, towards all persons, natural and otherwise, are not the primary contributor thereto but the measures it puts in place to hold institutions and whole sectors accountable for their actions towards its strategic priorities. Traditionally, legality dominates effectiveness which in turn dominates efficiency, where class relations are sustained by social relationships of trust, custom and power – value substance of experienced improvements in citizenry lives that inform value form, including profitability and not profit. However, in conflict situations political considerations tend to turn that order upside down, with discussion about basic values of sovereignty, freedom, equality, equity and social solidarity and integration in the affairs of society, and general wellbeing of all citizenry, and the basic institutions protecting them pushed in distant background.
Globally, economic benefits are enjoyed by governments that demonstrate active commitment and responsibility to inclusive sustainable and equitable improvement in wealth creation, distribution and accumulation and wellbeing of all citizenry. Therefore, activists, when facilitating adequate management of consolidated citizenry based aspects of property rights’ structures, should pursue, concurrently, economic efficiency and the social consequences thereof to fundamentally justify government’s existence. Inherently, bridging the cultural gap by managing cultural diversity attitudes, and building trust amongst all citizenry, as capabilities acquired through conceptualizations and practices are embodied in the broad human and perhaps also physical capital of societies under the custodianship of communities and not individuals. Any development driven by an individuals’ core understanding has potential implications of diminishing optimal value add to all citizenry, over time.
Today, signals emanating from relative environments indicate that despite liberalization of the Ugandan economy, family and community resources and asset bases, and trade and other market systems are insufficiently and inadequately responsive to significantly cushions the citizenry against environmental shocks. The Uganda government’s focus and applied accountability controls to management of substance of value, through pronounced rhetoric, are premised on distrust rather than trust, a legacy of Uganda’s colonial history, subordinated to exploitation and consumption and coexisting institutionalized social exclusion and distrust, rather than unity of purpose of all citizenry. Citizenry mobilization rests on construction of dichotomies and government facilitating concomitant sectional interests that are antagonistic to the state, which is eroding the state.
Lack of conceptual rigour and clarity and thus inadequate definition and interpretation of government success, has ensured suboptimal performance of government policies due to inadequate mobilization of all citizenry human and relations capital. Government, separately and insufficiently, concurrently, is managing pursuit of economic efficiency and the long term social consequences thereof, on the citizenry. The driver is short-term profit and not areas of greatest need with potentially the highest wealth and income distribution potential.
Government has failed to adequately manage interacting and interlocking, crucial, socio -economic – cum – managerial dimensions that interdependently and mutually, positively, reinforce real value consumption in the real economy, but has sheltered attainments and losses there from. This has compromised institutional ability to adequately facilitate sustainable life cycle infrastructure for achieving all citizenry aspirations and expectations, by undermining broad based wealth creation, distribution and accumulation.
The state and specifically government have failed to equitably uphold the general all citizenry welfare and rights, facilitating both regenerative and degenerative and fast diminishing social solidarity. Your leadership is shaped and driven by monopolistic speculative preferences, informal sets of practices and attitudes toward all citizenry and thus a fictional system of rules that are not impersonal and universally binding. An unwritten constitutional framework, with specific legal implications as pseudo competition does not adequately balance the equilibrium of rights, duties and preservation of personal rights of all citizens. Seemingly, high levels of politicization overshadowing the economic – cum – managerial dimension of running public bureaucracies inform your interpretations of effectiveness and efficiency and thus sustainable long-term citizenry value in relation to civil rights and societal common goals and fundamental shared values that guide the behaviour of all people and communities. This enhanced state legitimacy of privileges of the political over the technical, as a result of very low standards of business morality, has resulted in skewed exposure to, and distribution of, opportunities accompanied by low employment rates, high levels of structural unemployment and inequitable distribution of resources, wealth and incomes.
Consequently, potential general adverse deterioration in the social fabric of the nation may continue over generations to come, into people’s old age, as claimed improvements in per capita of Gross National Income (GNI) and Gross National Product (GNP) cannot explain reality in families, communities, and generally, nationally. In the extreme, simmering catastrophic social tensions may degenerate into civil instability and conflict, as a few people are strategically and productively carrying the nation’s developmental aspirations and expectation, with minimal impact of real economic growth on the majority of citizenry.
Largely, seemingly, your leadership lack in-depth understanding of legitimate everyday all citizenry life account of meanings, experience and perceptions of changing and shifting complex real life cycle socio – economic transforming phenomena. On one level, you have not shaped an integrating, cohesive and synergistic common and unifying all citizenry interpretation of the future management of dysfunctionality and optimal functionality of families and communities, on another level you have facilitated erosion of capacity for system thinking or commonalties of purpose, and mastery of and proficiency in maintaining a sense of perspective of the mental models based on understanding of the actions, notions and assumptions residing deep within the national psyche. On the whole, you have not provided and demonstrated interest in optimal management of life cycle functionality of all citizenry, and their well being. However, seemingly, you have adopted hedging strategies against perceived social and political positions by investing in areas that might attract positive interests and appraisal by what you perceive to be strategically important interested parties, with a strong bias towards kinship and loyalty, and patronage and party political allegiance. This self preservation, that does not generally preserve all citizenry rights within the constitution, is unsustainable due to inadequate diversification of potential attendant risks.
As a result of low competitiveness, and ethical and value-based rationales of highly concentrated purchasing and decision making powers, Uganda has a precarious macro – meso – micro socio – economic environment of weak productive base of the real economy. Today, Ugandans, as a state, defined primarily by their broader social, economic and political exclusion, are prone to deception due to insufficient economic management relative to inadequate management of the substance of value. Enjoyment of wealth and use-value, traditional reciprocal human relations born of love and trust, are a superfluous luxury. It is a crisis of political representation and institutional weaknesses in terms of ownership, trust and commitment, involvement and accountability.
Establishing and re-establishing state power and government legitimacy in its roles as instrument, arbiter and functionalist, to bringing the state closer to its goal, when proactively acting and reacting to rearrangement of rules, humanity’s collective responsibility to ensure equality and human dignity into old age, requires proper grounding, rigorous conceptualization and conscious management of convergence of all citizenry shared interpretive schemes of crucial dimensions of national and global reality. Also, as cornerstone of a democratic society, it requires continuous building and rebuilding of leadership coherency around mutually reinforcing political and value laden issues and issues that are managerial and technical.
The Author: Dr. Abdul Ssewaali
Abdul, a Certified Associate of the Institute of Bankers in South Africa (CAIB – SA, has concurrent degrees of Doctor of Business Administration (DBA)(BSN) and Degree of Membership of Doctor of Business Administration (DBA)(IMCA)(UK).
Abdul focuses on higher level global and holistic strategic policy performance management, including monitoring, evaluation, audit, and baseline data management research that informs organizational strategic direction
Contact: Email: firstname.lastname@example.org