Dear Editor,
As a former Study Coordinator at the Bertram Collins College of the Public Service (BCCPS), I believe it is important to offer a factual and experience based perspective on the ongoing discussion surrounding public service training in Guyana. While the College served a purpose during its brief existence, it was fundamentally structured for a bygone era and did not align with the educational and administrative needs of a modern public service.
One of the most significant limitations of the BCCPS was its lack of accreditation by the Accreditation Council of Guyana. This meant that the qualifications received by cadets did not meet nationally recognized standards. The absence of accreditation further restricted graduates from pursuing academic progression or gaining broader recognition for their studies, ultimately limiting the programme’s long term value.
The institutional design of the College also raised serious concerns. The leadership structure was dominated by former army generals, colonels, sergeants, and other military personnel, rather than individuals with professional training and expertise in public administration or public service reform. This resulted in a culture and policy environment that closely mirrored the organisational framework of the Guyana Defence Force. A military oriented model is not inherently inappropriate, but it is ill suited for an institution that was intended to prepare a civilian workforce for roles that require administrative competence, policy literacy, and service delivery skills.
Although the concept behind the BCCPS may have been noble, the execution was deeply flawed. The programme catered to a select and often politically favoured group of individuals, limiting access to many talented and deserving Guyanese. The curriculum was one dimensional and offered no meaningful opportunities for specialization. Every cadet followed the same general pathway, despite the diverse needs of a modern public service that requires technical expertise in numerous fields.
My continued interactions with former cadets reveal another important concern. Many did not remain in the public service after graduation. A considerable number left to join the private sector, start their own businesses, or exit public employment entirely. This indicates that the programme did not achieve its intended objective of building a stable, long term public service workforce. Instead, it created internal tensions within agencies. Cadets were placed at the Clerk Three level, which often positioned them above Clerk One and Clerk Two officers who had more qualifications and greater experience, and who were then required to train individuals who entered above them. This understandably undermined morale and organisational harmony.
By contrast, the government’s partnership with Coursera represents a modern, inclusive, and forward looking approach to national human resource development. Coursera offers access to globally accredited and internationally recognized programmes designed by some of the world’s leading universities and institutions. The platform is open to every eligible Guyanese, regardless of background or political affiliation. It supports specialization, facilitates upskilling in hundreds of areas, and aligns with the realities of a technologically driven twenty first century workforce.
This initiative is not limited to the public service. It extends opportunities to the private sector and to all citizens who wish to expand their knowledge and enhance their professional abilities. It represents a shift from exclusivity to equity, from outdated training models to globally competitive standards.
Guyana is positioning itself for rapid transformation in the years ahead. To sustain this momentum, our education and training systems must evolve. The BCCPS was firmly rooted in the past. Coursera provides a pathway to the future and ensures that learning is accessible, relevant, and responsive to the needs of a modern society.