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As I gaze at the vacant chairs before me, my heart aches with overwhelming sadness. The sorrowful emptiness fills the air, and I can feel the weight of grief in the depths of my soul. My throat tightens with an unspoken agony, and I am left to grapple with a sea of emotions that threaten to overwhelm me. Above all, I am consumed by worry – a constant companion in a world that can be so cruel and unforgiving.

The mass exodus that is currently taking place is a profound and palpable burden on our nation. Social media platforms are overflowing daily with news of visa grants and celebratory cake cuttings. At the same time, those who remain behind are left feeling destabilised and distorted. I fear this exodus will only further aggravate the desire of professionals and skilled workers in the country to leave their jobs in search of greener pastures.

Yet, perhaps most distressing is the question of who will continue to provide the essential services that our citizens rely on. As shortages caused by this exodus already hamper our nation, the prospect of people leaving one after another with no end in sight is daunting. The loss of these talented individuals is a tragedy that will be felt for years to come.

Are we powerless to stop this destructive tide? Does this signal the end of hope? Can we not take responsibility and act to save our own country? Our sovereignty is at stake, and we cannot afford to lose it. The COVID-19 pandemic has drained our coffers, but can we abandon our nation in this time of need? We must not make the mistake of neglecting our country’s well-being. The consequences of inaction could be catastrophic. We must act now to prevent a miserable death like that suffered by other countries. We must understand that individuals make up the team and cannot afford to lose so many people. Let us not wait for a hard lesson to be learned. Our forefathers fought for our freedom, and we must preserve it. We must love our country and take responsibility for its future. Let us not be the generation that allowed our nation to wither away.

His Majesty The King’s vision for Bhutan is to reach unprecedented heights. His Majesty’s unwavering spirit and compassion for His people are unmatched. We must uphold the Royal Vision and work on propelling Bhutan forward. We cannot give up now. Instead, we must instantly take responsibility to avoid leaving a legacy of regret for generations. It is up to us to act now before it’s too late. Let us put our country before our self-interest.

Forgive me if I come across as pretentious, as I am not. I cannot forgive myself if I do not do everything I can from my little corner today. Although I have my own aspirations in life, such as obtaining a PhD and exploring the world beyond my walls, I have currently put those dreams on hold because the nation needs my time now more than ever. And I, too, often find myself drained and exhausted, with no energy to carry on. But my unyielding commitment to my King, country, and people serves as my last thread of hope.

I am compelled to repay the debt of gratitude I owe for all that my country has bestowed upon me. From my earliest days in pre-primary school to my current position, my upbringing and success have been inextricably linked to the nurturing embrace of my country. I am indebted to our selfless leaders, who have safeguarded our nation’s well-being and ensured our prosperity. Can we shirk our duties simply because we face difficulties or seek to outdo others? Do we dare to remain complacent, assuming that others will carry the load and our actions alone will not make a difference? How sad! How many more such attitudes must our country bear before it is hollowed out? Let us remember the power of the individual to effect great change.

It is almost unimaginable to comprehend the immense burden that His Majesty The King must bear alone in these challenging times. Our nation is under attack (from an invisible enemy) like never before, and we must awaken to the urgent call for action. Let us unite and work together to build a stronger and better Bhutan. Even if our impact is nominal, it is our duty to give our best effort in every aspect of our work. Each of our intentional acts contributes to the growth of our nation in its unique way, and we should take pride in our contribution. Whether you are a janitor or a CEO, performing your duties with the utmost professionalism is crucial. Every inaction leads to a gap that could be costly, and modern technology can never replace the significance of genuine human effort. We should strive to give our best in everything we do as our service to the cause of nation-building.

Amidst the difficulties and challenges we face, there remains a glimmer of hope that can potentially change the course of our nation’s future. This hope lies in the hands of those fortunate enough to receive higher education and exposure in other parts of the world and who have since returned to our shores. They are our brothers, sisters, uncles, aunts, friends, and relatives who possess the knowledge, skills, and experience that can take our country towards unprecedented heights. Those who have been exposed to the broader world and come back to serve have the potential to lead us to a brighter tomorrow. With your guidance, our nation can achieve feats never before thought possible.

Dear fellow citizens, as I conclude this prayer, I cannot help but feel a sense of urgency and responsibility weighing heavily on my heart. Our country is facing unprecedented challenges, and we must act swiftly and decisively to overcome them. It is easy to feel overwhelmed and demotivated during such times. Still, I urge you to remember that there is always hope. We have the power to make a difference, and that power lies within each one of us. We must come together as a nation, united in our commitment to serving our country and making it a better place for all. It does not help to sit back and wait for others to act. We must all do our part, no matter how small it may seem.

And to those who have left the country for higher education, I implore you to consider coming back and serving our nation. Your skills and expertise are needed now more than ever, and you have the potential to be a driving force behind our nation’s progress and development. Together, we can build a nation we are all proud of. So let us rise to the occasion and give our best to our country. Let us work tirelessly towards a brighter future, knowing every little effort of ours will contribute to the greater good of the country. Let us remember that our country’s future is in our hands, and we must do everything in our power to ensure it is bright.

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Have you ever wondered why, even though your salary has increased, your savings never seem to grow, and you are never satisfied with the money you have? And you desire a further hike in salary, thinking it might help solve your issues, but when it does, you find yourself back at square one. So, how do we know when it is enough?

Morgan Housel’s book The Psychology of Money tries to answer these questions by explaining why we have an insatiable desire for more money and the key to success and happiness.

Morgan says that one need not be a graduate of Oxford or Harvard or have a high-earning job to be financially successful; rather than knowledge, behaviour counts. According to Morgan, “financial success is not a hard science; it’s a soft skill where how you behave is more important than what you know.”

An interesting account from the book is about a tech executive who becomes rich after designing and patenting a key component in Wi-Fi routers. However, he spends lavishly and often throws gold coins in the river for fun, and as you can predict, he becomes broke despite his knowledge. On the other hand, there is a story of a janitor named Ronald Read who lived a humble life working as a janitor and gas station attendant his whole life. He lived in a small, two-bedroom house, and his favourite hobby, as his friend recalled, was chopping wood. When he died in 2014 at the age of 92, he had more than $8 million in his account and was listed among the names of millionaires who died in 2014. In his will, he left $2 million to his children, donated $6 million to his local hospital and library, and died a philanthropist.

The secret to Ronald’s success was that he lived a frugal lifestyle, saved as long as he could, invested in stocks, and grew his wealth through the magic of compounding. When his wealth grew, so did his humility. According to the author, “wealth” is money that is not spent, nice cars that are not purchased, vacations that are not taken—it is invisible. The book cites, “One of the most powerful ways to increase your savings isn’t to raise your income. It’s to raise your humility.”

There is no limit to how much money a person can make. But how do we know when it is enough? We frequently see wealthy people who are always seeking more than what they have and are pursuing more. This might be due to greed, an indescribable feature of human nature that is frequently driven by one’s tendency to compare oneself to others who are better than oneself. The ceiling of social comparison is so high that virtually no one will be able to hit it. There will always be bigger fish in the water. Once a goal is achieved, another looms, and you run for it only to realise many more goals are to be achieved. Perhaps the hardest financial skill, as the author describes, is getting the goalposts to stop moving.

The key to finding happiness is to focus on what makes you happy and what you want. Money should simply be the tool to create freedom.

The book suggests that spending less, saving more, investing in stock markets, and living a frugal life just like the wealthy janitor could help solve our issues. However, simply living an austere life can be difficult. Who doesn’t want to have more money, give the best of education to your children or travel to exotic destinations if you can afford it? Perhaps there is no harm in spending and being flashy if you have the money, but the problem arises when you spend beyond what you can afford. According to the book, money should be used only as a means to finding your freedom—the freedom to do what you want, when you want, for as long as you want. What does freedom mean to you?

The book is amazing in that it makes us realise that our behaviour towards money counts the most to be financially successful. Anyone who has money but doesn’t know how to keep it, who is struggling financially, who wants to understand the basics of the psychology of money or who wants lessons on wealth, greed, and happiness might find this book helpful.

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The world has been witnessing unprecedented digital acceleration in different fields. Even in Bhutan, we have always aspired to jump on the bandwagon faster, and the covid-19 pandemic leapt digital adoption forward by several years than we would have imagined possible. And with it taking some form and root in the country, this has indeed laid the foundation for its digital transformation journey.

As the country capitalises on this momentum to embrace and explore the best of both innovation and technology, we have with us Mr Jacques to discuss some of the exciting projects being undertaken in the country in the fields of Blockchain (NFT, stablecoins, Central Bank Digital Currency (CBDC)), National Digital Identity, Agriculture, Drones, Internet of Things among many others. This is in recognising its strategic advantages in realising our national goals and aspirations. As we unravel the limitless potential of leveraging technology as a small nation to our advantage, we will also discuss ways to manoeuvre through the foreseeable challenges of becoming a technology-based economy.

Nation Building - Lessons from Singapore’s Success

Learning from Singapore’s Success in Combating Corruption - Lessons for Bhutan

Factors Behind Singapore’s Economic Achievements

Strengthening Law & Order and Homeland Security

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To foster a renewed national identity, Bhutan recently launched its brand tagline, ‘Believe’— it is simple yet profound and deep in its meaning. Simply, it calls everyone to ‘Believe’ in us as a small nation determined to make a difference despite the constraints and leap above mediocrity and commonplace. And to ‘Believe’ in us to offer our guests the most distinctive travel experience. It is deep as it requires a collective citizenry effort and participation to realise the central tenet of the very concept, without which it will not only be challenging to inspire the outside world but will indeed be difficult to resonate and connect internally. We must internalise the brand concept and its vision first and take ownership of it if we are to successfully deliver what we promise the world through our nation-branding efforts.

Of the many things, our character, values, and virtues as Bhutanese will reflect and determine how we translate our brand image to the outside world for its long-term success. It may not be enough that we promote the country as an exclusive destination. Instead, individually, we need to be responsible citizens and the main stakeholders in upholding our country’s brand image. We must shift our focus inside and ‘Believe’ first that we are a truly unique nation that can make the world ‘Believe’ in our huge potential to stand out and make a difference.

For example, ‘Believing’ in ourselves can start with something as simple and important as managing our waste in shared public spaces and our homes. The recent five-day mega-night event in Phuentsholing drew crowds of thousands from within and outside, and the majority were youth. If anything, as a precursor to many such events in the prospective entertainment hub of the country, the gala event set a positive tone for its success in the future; it could draw more tourists in the years to come. However, the sight afforded from the vantage point at the corner of the ground by the end of the event was most painful and disheartening—taking home convivial memories of the event, the attendees left behind a ground strewn with litter all around. The beautiful turf was fully covered in plastic wrappers, bottles and cans, dirtied with Doma spits and lime stains, and permanently scarred with cigarette burns and chewing gums. We could have done it better. Such behaviour was in total contrast, for example, to how the Japanese charmed the world outside their home country at the Qatar World Cup when Japanese soccer fans picked up litter and cleaned the Ahmed Bin Ali Stadium, and when the Japanese team left their locker room spotless after the match. The coach of the Japanese team was quoted saying that it was normal for the Japanese to be doing that and said, ‘one should leave the place cleaner than before.’ What sets us apart from the Japanese?

Photo Courtesy: Department of Tourism

How people handle their waste can reflect so many things about individuals and countries alike—habits, disciplines, attitudes, culture, values, virtues, ethos, etc. Therefore, at the onset, we need to try and genuinely reflect on the minute yet very important attributes of the new tagline so that each one of us can become a worthy brand ambassador, within and outside, to live up to our brand vision. What seems to be our ‘long-cherished behaviour’ when it comes to managing trash and waste is just a case in point. The way we utilise public infrastructure and properties, including toilets, vehicles, parks, utilities, etc.; throwing empty bottles at the players or performers during certain events; engaging in the physical act of violence during games and sports, exhibiting road rage, engaging in corrupt practices and criminal activities, among many other similar ‘habits’ are issues of grave concern as a small nation that hopes the world will ‘Believe’ in us.

His Majesty expounded a profound analogy to the nation during the opening ceremony of the 8th session of the parliament: “Consider the increasing amount of litter in our cities and towns. From time to time, we see volunteers from different sections of society carrying out cleaning campaigns, toiling outside to clean up public spaces, driven by a genuine sense of service to the community. At the same time, we also have many people who litter thoughtlessly.” And the powerful figurative expression ends, “If one hand picks up litter but the other hand keeps throwing it, we will always have a problem. Which group do you belong to?” Similarly, where will we be headed if one hand relentlessly promotes the country’s brand image, but the other keeps tainting it?

As much as the new brand tagline is to connect with the world, it is more so for the Bhutanese to ‘Believe’ in ourselves to create an even stronger national identity and a progressive nation that will determine how we perform on our economic, social and democratic indicators. The transformation journey that we have embarked on has sparked a renewed vision and raised the hopes and expectations of our people from the systems we put in place. On several occasions, His Majesty The King stressed the need and importance for Bhutan to have ‘dependable’ people and systems that the world can trust and confide in. Therefore, it will be imperative for us to not lose sight of the bigger picture but to work together towards it.

The manner in which the world and its geopolitics are changing today is truly astonishing. Every day new discoveries are made and great feats achieved in areas of science and technology; wars break out, or truces are called; impacts of climate change have become a harsh reality; international laws and universal rights are being challenged; the race for global supremacy is real with the constant staging of economic and military might. And there are many other issues that we need to be concerned about or contend with. It is about time we trust ourselves to take care of the simple yet significant matters at home.  How can we survive as a small nation squeezed between two emerging global powers if we do not ‘Believe’ in ourselves to do better going forward?

We may say that we have been the ‘Prisoners of Geography’ (if I may quote the title of a book by Tim Marshall) that physically limited our economic growth and contact with the outside world for a very long time. But we are also aware that our geography has been instrumental in shaping our history and geopolitics. As nations before us have challenged and conquered such limits and narratives with cutting-edge technology and brilliant innovations, we are only excited that our transformation journey is all about embracing that and leaping forward on a firm footing despite the challenges. Therefore, for His Majesty The King to bestow such undaunted confidence and faith in the potential of His people, especially the younger and future generations, is truly humbling and a blessing that will take the country to greater heights. This belief in His people and the country for a brighter future is steering us boldly towards our transformation goals with an equal focus on investing in and empowering our future generations.

Some 115 years ago, our ancestors made a very wise decision, almost prescient in their ‘belief’ in crowning Gongsar Ugyen Wangchuck as the first Druk Gyalpo of Bhutan and entrusting Him to lead the nation forward. Since then, our successive monarchs have worked tirelessly to lay forth a strong foundation upon which to build an even stronger national identity today— and that is our biggest asset. Therefore, as we renew our pledge and commitment to serve our country this upcoming national day on the 17th of December, may we come together in body, speech and mind and rise to the occasion every day. May we be optimistic about the future, committed to our current efforts, and ‘Believe’ in ourselves first—only then will communication with the outside world become more effortless, authentic and meaningful.

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A patient in pain already feels better with the gentle touch of a doctor and a few kind and reassuring words. The poor villager feels heard and happy when the agriculture officer spares time during his district tour to listen to the villager’s story of hardship with a genuine intention to help. The young officers feel valued and motivated when the supervisor sincerely invites their views in their very first official meeting without prejudice. If each one of us in the public service can be as empathic as the doctor, agriculture officer, or supervisor mentioned above, the public will have so much to gain from our service.

Empathy is defined as “the ability to share someone else’s feelings or experiences by imagining what it would be like to be in that person’s situation” (Cambridge Dictionary). Or as Dr. Roman Krznaric puts it, “it’s the ability to step into the shoes of another person, aiming to understand their feelings and perspectives, and to use that understanding to guide our actions (Greater Good Magazine, November 2012).

Public service must be amongst the noblest of professions because it offers unlimited opportunities to serve and to literally touch countless lives and bring positive change, directly or indirectly. In any case, to be good and do good unto others is a natural human tendency. Evolutionary biologists like Frans de Waal have shown that we are social animals who have naturally evolved to care for each other, just like our primate cousins (Roman Krznaric, Greater Good Magazine, November 2012). And being in public service expands the scope for us to serve and spread goodness.

As someone had said, above the clouds every day is a clear day. So long as one can comprehend, public service provides that purpose to rise above the clouds and be in the service of a higher calling, a larger-than-life mandate. It’s a world of opportunity to make a positive difference. At the same time, when public servants fail to behave and conduct like public servants, we become the hindrance or the very cause of suffering for the public we are entrusted to serve. And more often than not, what makes the difference between the two is empathy (or the lack of it).

Everyday issues and grievances, be it with government policies or public services, can be addressed to a large extent if public servants, particularly civil servants, behind these policies or services practise a little more empathy. For public policies to work in the manner expected to fulfil the intended objectives, policymakers need to walk a mile in the shoes of the public. Bhutan’s policy to ban the sale and use of plastic carry bags, for example, could have yielded better results if we have envisaged the possible challenges businesses and citizens would face without them, or without suitable alternatives.

Kit Collingwood-Richardson, a UK civil servant, in her article “Why civil servants should become experts in empathy” describes how a 1920 ban on alcohol in the United States led to a huge loss in tax dollars, a massive upsurge in organised crime with only a modest downturn in alcohol consumption. “What they failed to understand was that many people quite like a drink, and that if government removed the opportunity they would be quite creative in filling the gap”. The ban was finally repealed in 1933. Some of our own policies such as the “dry day” policy prohibiting the sale of alcohol on Tuesdays or the removal of cut-off point for Class 10 students come to mind. “The ability to understand people’s motivations and feelings when they interact with the state should be considered a core skill in our sector. Civil servants should become experts in the practice of empathy”, notes Collingwood-Richardson (Civil Service World, November 2017).

In a country like Bhutan, where policymakers in Thimphu are geographically distant from the people in the villages, and the realities on the ground, the application of empathy should be a requirement in the policy formulation process. Policymakers should challenge their own assumptions, and each other’s, through an intense questioning mechanism, and through imagining or simulating all possible experiences the public will likely go through when the policy actually comes into effect. Policies formulated in bubbles or with policymakers detached from the reality are bound to fail.

The other aspect of public service where empathy is literally begged is public service delivery. We have all been at the receiving end at one point in time, so we know what it means. “Goedra Bey Yi: Office Sketch”, a satirical video developed by OTT platform Samuh depicting how an ordinary citizen is made to go through the miserable experience of bureaucratic indifference and red-tapism has been viewed over 591,000 times on its Facebook page, perhaps because people could relate to it. Citizens having to run from pillar to post, wait for days or weeks, or at times bear the wrath of an apathetic public servant for want of a service or information is commonplace in our public service system. Ironically, we sometimes leave citizens waiting at our office door so that we can go and attend a sermon by the high lama on how to be a good human being. Much of it has got to do with the lack of empathy than anything else.

The civil service is being reformed as per Royal Decree and the expectation is for it to be an intelligent, efficient and effective machinery in delivering its public mandates. This calls for, among others, leaders and civil servants to realise and accept, that we have an empathy deficit in our system, whether it is in the formulation of public policies or their implementation in the form of public services. We need to cultivate empathy, exhibit empathy-inspired behaviors, and make empathy a part of our culture and daily lives in public service. This is important for us to be able to serve the public fairly in the most inclusive, efficient and compassionate manner.

The good news though is that empathy is a cultivable attribute. Just like any other skill, we can learn how to be empathic. And more than anyone else, public servants need to learn how to be empathic because our behaviors and conduct impact the entire citizenry. Dr. Roman Krznaric, in his article “Six Habits of Highly Empathic People” describes six ways to develop empathy, and they are i) cultivate curiosity about strangers, ii) challenge prejudices and discover commonalities, iii) try another person’s life, iv) listen hard and open up, v) inspire mass action and social change, and vi) develop an ambitious imagination.

There are plenty of similar free resources on the internet on how to develop empathy and it is useful to read them because empathy doesn’t only make us good, it is good for us too. According to Professor Jennifer Lerner, a psychological scientist at the Harvard Kennedy School, people with empathy will feel more united with others, be able to resolve conflicts faster and achieve greater satisfaction at work. Experts also say that a mindset focused on others’ needs can lower stress hormones (CNN, June 2020). Bill Drayton, the renowned “father of social entrepreneurship,” believes that in an era of rapid technological change, mastering empathy is the key business survival skill because it underpins successful teamwork and leadership (Roman Krznaric, Greater Good Magazine, November 2012).

It’s all too good to have public servants who are competent and coolheaded, but that is not enough. In a profession where our thoughts and actions affect the emotions and lives of so many other people, we need to be warmhearted, too. Empathy indeed should form the bedrock of public service and measures must be adopted to foster empathy through training or even testing empathy levels of candidates during the selection and recruitment process. 

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Citizens’ frustrations with the system’s inefficiency resulting in days, weeks or even months of running from one office to another to get a job done have been shared even by public servants. The call for public servants to reflect on the efficiency and quality of the services we provide, and our role and behaviours as public servants is greater than ever.

In a Polis conversation with over five hundred Bhutanese public servants and private workers on “What are the desirable behaviours of public servants?” the respondents noted the most desired behaviours among public servants as having a high moral and ethical standing, being polite to clients, being accountable for one’s action and dealing with the public fairly and efficiently. While we seem to know the desirable behaviours as public servants, the bigger question is whether our day-to-day actions at the workplace translate to such behaviours.

Driving behavioural change is crucial in enabling the civil service as an institution to grow and achieve the level of excellence and sophistication necessary to support the larger national vision of becoming a developed country. It is high time that we realize the importance of keeping pace with global developments, and be reminded of His Majesty’s concern as thus stated: “If we are passive, slow, and daunted by the speed and complexity of innovation and change, we will not only fall behind others but our economy also risks being terminally dependent on foreign aid and loans.”

A study on “The Neuroscience of Goals and Behaviour Change” cites two dimensions that give rise to behaviours – the way to achieve (skills or abilities) and the will to engage (motivation) in a behaviour (Berkman, 2018). For an employee to engage in the desired behaviour, he/she must possess the relevant skills or abilities backed by the right motivation. This would require not only a fundamental shift in the skillset and mindset of public servants but indeed a re-engineering of our organisational processes and systems to drive the necessary behavioural changes.

Building a positive organisational culture is key to driving behaviour change in any organisation. Creating conducive work environments that nurture healthy team dynamics and collaboration, and regular and meaningful conversations between the leader and subordinates are important for employees to thrive at work and foster motivation to achieve the larger goals. This is where the role of leaders become pivotal; a leader who provides vision, inspires purpose-led actions, drives results, mentors and coaches, and ignites passion in their subordinates is integral to organisational development.

On the other hand, a growth mindset is one of the key factors that enhances life-long learning, workplace engagement and productivity. For instance, Joshi (2021) describes, a positive mindset as “the tendency to focus on the bright side, expect positive results, and approach challenges with a positive outlook.” While there are a lot of uncertainties during the change management process it is important to maintain a positive outlook. The Polis survey respondents also acknowledged the importance of positive mindset and highlighted that the seeds of a positive mindset must be cultivated at home and in schools.

Similarly, nudging can create positive and lasting change in the workplace. Improved punctuality among employees with the introduction of the biometric attendance system is a common example. Nudges could also be used to change public behaviours by agencies. A simple example of a nudge with great success is the significant rise in tax compliance in the United Kingdom after a reminder letter was simply reworded to say that most people pay their bills on time (Simmons, n.d.).

Additionally, research suggests that positive non-financial incentives like rewards or recognition, new projects, time-off, praise in public etc. for hard work and achievements, will likely produce the most motivation in employees. It also helps team members to be accountable. Further, inculcating spiritual values in professional life would help employees in finding purpose and driving more ethical behaviours in the workplace. Studies have shown a strong correlation between spirituality and resilience (Smith et al., 2013). According to Sarkar et al., (2017) collective research on psychological resilience suggests that enhancing resilience presents a viable means of preventing the potential negative effects of work stress and enhancing wellbeing and performance in the workplace.

Another powerful driver of behavioural change is training and continuous learning and development. Training enables an individual to acquire new skills, knowledge and abilities. To impart relevant training programmes, it is first essential for organisations to understand the current skill gap of their employees, and the practical realities of daily work. Continuous assessments and post-training engagements are ways to drive behavioural change in the training culture.

In the face of a fast-changing world and the stiff competition for growth and survival, governments and the larger public sector are understandably expected to perform and deliver at a higher level than ever before. In Bhutan too, the many reforms that we are currently undertaking aim to achieve just that, to enable us as a nation to keep pace with, or better still, stay ahead of the global forces of change.

While so much can be envisaged in terms of the macro-level structural and systemic transformation, a fundamental tenet of change remains the human behaviour, driven by one’s mindset, skillset and motivation. Hence, driving a sustained behavioural change in people working in mega state machineries such as the bureaucracy to make them more competent, motivated and performance-oriented is crucial in the pursuit of our larger national goals. Effecting the right behavioural change should not just be an integral part of the current transformation initiatives, it should indeed be the cornerstone of our pursuit of excellence in the public service and progress as a nation.

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