Over a year ago, I entered the civil service. My father had always wanted me to join government service, but something in me wasn’t quite ready. It was only after attending an event where I witnessed firsthand the role of bureaucracy in policymaking that my interest truly sparked. I studied hard, fortunately cleared Lok Sewa on my first attempt, and when I finally held my appointment letter, I remember feeling on top of the world. Soon after, I chose to go to rural Nepal and was posted in Okhaldhunga under the Ministry of Urban Development. Reflecting on it now, with the limited experience I have gained so far, I think there are two major perception shifts I have had regarding government service that I’d like to share.
The first is about productivity and intent. While waiting in government offices in the past, I was often one of those who would say, “sarkari kaam kaile jhulkincha gham.” Contrary to this belief, my experience inside the system has shown me a different reality. I have met and worked alongside many sincere government employees who regularly put in extra hours beyond their official duties. Sadly, I also hear them express their frustrations, saying, “jati gareni gareko laigareko bhandai nantara aba thikai cha, estai rahecha.”
Bill bars local units from recruiting civil servants
I think this disconnect between service seekers and government employees often stems from how we frame the issue. It is usually seen as a matter of intent, when in fact it is largely a productivity problem. There are days when I put in long hours but still feel unproductive. For example, several units and departments within the Government of Nepal frequently request similar data on budgeting, progress, and action plans. While we respond to each request in the so-called “digital” way — with each unit having its own different “software” or “system” — the process becomes time-consuming and repetitive. Ironically, this fragmented approach is labelled as “smart and digital”, when true smartness would lie in integrating these datasets into a unified portal that every unit could access as required. From an individual unit’s point of view, this seems fair — they need the information and are simply doing their job — but from an organisational perspective, we lose countless productive hours. That loss eventually translates into lower individual output, which may understandably be interpreted by service seekers as an intent to delay work.
Public service delivery plays a key role in shaping how citizens perceive their government. With the current administration holding a strong mandate to inspire hope, it is crucial to view the relationship between government employees and service seekers through the lens of productivity as well. I believe that if the top leadership simply asked government employees at the implementation level — those who directly interact with the public — “What can we do to make you more productive?” it could lead to transformative results.
The second perception shift I have had concerns the idea, “sarkari jagir bhayepachi kina tension… talab ta paki halchani.” If I were to compare the two, I actually found my earlier job in a private firm much easier. There is tremendous public pressure to deliver on one hand, and the need to follow due process on the other — all while government offices in rural areas remain understaffed. And like many, I do feel discouraged at times because of the system we have. But despite this, there is also a deep sense of satisfaction in knowing that my decisions are making an impact on the ground. This service truly provides the opportunity to improve the lives of people at the root level, where it matters the most.
