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µGive a man a fish and you will feed him for a day, but teach a man how to fish and
he will be able to feed himself forever¶. The above saying is synonymous with the
role of MDI¶s all over Africa and beyond as an arm of Governments in their efforts to
foster and promoted governance and economic development.

Governments all over the world are laying emphasis on human resources
development in an effort to ensure efficiency and productivity both in management
and operations.

The key issues MDI¶s try to address in an effort to re-align it¶s service with it¶s key
client , the Government are:

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The need to promote efficiency in the public service is central to the operations of the
MDI in order to help their key client, the Government , achieve it¶s key primary
objective, which is provision of excellent quality services to the public. This can be
done with the aid of MDI who l play the role of ensuring quality management and
productivity improvement in the public service.

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Poverty, misallocation and misdirection of public resources are some of the key
hurdles that governments have to encounter in their efforts achie ve their primary
objective. In developing countries, persistent poverty, intolerance to the human
suffering and deprivation, self interest in some public circles, have led to prosperity
being a preserve of only a small elite. This is especially common in large countries
with large rural populations ,who are disadvantaged by their lack of proximity to
towns and cities which most governments tend to focus the majority of their
resources. The focus is to take into consideration, how MDIs can help governments,
through training and development of it s civil service in public focused Governance
and services to all parts of the country.

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It is the responsibility and duty of the peoples ¶ representatives (elected) and the
technocrats (appointed officials) to foster development, and establish linkage in the
governance process. The bone of contention , is how enhance the relationship
between the duties and responsibilities of the elected public officials and the
appointed technocrats, to meet the challenges of effective governance with out
conflicts in their roles, or duplication of responsibilities. The MDIs has a mandate to
tailor and re-orient current training programmes to meet these challenges.

 
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Private sectors of the of the economy are considered more efficient in operation and
management of resources. While the main focus of the private sector is on profit and
wealth maximisation, the public sector can also emulate some key operation s
techniques which they consider critical, while fulfilling their key mandate of providing
quality service.

MDIs which are well financed with skilful personnel can help the public sector bridge
the gap through training ,research activities, development of program mes tailored
towards public efficiency. Advocate for implementation and execution of training
acquired by the trainees in their various public sector areas of operation.

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The emergence of various leadership programs from the ground root levels of the
society, in an effort to develop leadership qualities, and promote public policies that
are capable of propagating and advancing the government agendas are another
aspect of governance which the MDI¶s can assist the government.

Through training program and development initiative practices, future leaders will be
well versed with the ever-changing role of the government which is mostly dictated
by it¶s relationships, both to the electorates and to the global community.

MDIs can play the key role of laying the groundwork, and preparing to meet the
challenges of governance and ever-changing environments.

When all is said and done, the performance of the Management Develop ment
Institute in achieving it¶s core duty of public sector human resources development,
largely depends on how the institute is itself managed.

An institution with enough resources vis a vis, financial, infrastructure , and well
trained and skilful personnel will invariably be able to meet the challenge of fostering
change in the public sector.

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Reference:www.amdin.net/documents date accessed 30 th June 2009 Author


 Dr.mamadou Dia, head of Division of political affairs African.

Reference : http://www.siba.net/ date accessed 29 th June 2009 © 2008 Seychelles

International Business Authority .