Errol Hewitt, Contributor
Opposition Members of Parliament Abe Dabdoub (left) and Mike Henry in a tête-à-tête in Parliament last Tuesday. Dabdoub resigned from the Jamaica Labour Party last week but will remain as an independent MP. - RUDOLPH BROWN/CHIEF PHOTOGRAPHER
"THE PLANS of the diligent lead to profit as surely as haste leads to poverty," Proverbs 21:5.
In Part I of this article, a summary look was taken of the seriousness of Jamaica's current economic circumstance; financial strictures; low production/ productivity; widening trade gap; balance of payment difficulties; and a debt so huge that 54 per cent of collected revenue goes towards paying interest due. The size of the public sector utilises 37 per cent of revenue collected, leaving only nine per cent towards financing the national budget which is completed by loans and grants.
There is no doubt that Jamaicans have been unhappy with the reality of their circumstance under succeeding governments of both major parties, venting their bottled-up frustration through any opportunity available to express their anger. Included in the constant chorus of their lament is concern with the 'absence' of the Member of Parliament and this cuts across all income ranges - from the inner-cities through to Jacks Hill, Smokey Vale, etc. Yet it seems that beyond the focus to 'win' the constituency, there is a deep-seated belief that the representational duties are not high on the average MP's list of priorities. Instead, the perception is that the main aim of all candidates in any general election is the career-building desire to become ministers of government and that based on the list of past and present ministers, most if, not all, believe that they are just as, if not more, capable.
The fact is, however, that the real requirements of a minister of government in today's Jamaica, the enormity and complexity of the national task and the need for selfless commitment, should disqualify many. And the stark reality readily observable from the recent leadership contests in both parties is that irrespective of the change in leadership, the two teams largely remain the same, consisting mostly of persons already tried at least once before.
Given the regulations pertaining to appointments to the Cabinet, one of the life-threatening (to the nation) strictures is the calibre of persons available for ministerial duties, a fact compounded by the steep decline in the general quality of the public service over the last 20 or more years.
The suggested reduction in the number of ministries and the size of government is, therefore, both reflective of the talent available and could represent a beginning in building a culture based on quality and productivity.
STRUCTURE OF GOVERNMENT
The fact is that an agreed national plan, inclusive of sectoral plans prepared and owned by persons of the sectors, is a basic step to which the country must return if it is to maximise the benefits to be gained from every dollar spent; if it is seriously to include every Jamaican in the development effort. It is the national plan which should determine both the thrust of education/training and just how the Government is structured; both must be so geared as to deliver the goals of the national plan.
The structure should, in regards to the responsibilities of a minister of government and the public administration in general, be geared to utilise the best available talent and experience nationally. It would seem that Jamaica's circumstance requires that Members of Parliament who can be 'spared' from ministerial duties be enabled to shoulder greater and better organised representational responsibilities; it is, after all, the people who must be the principal concern. Complementary to that must be a viable local government system (if we are to have one) which works with the national representatives towards achieving the goals of the national plan and within that, the needs of their joint constituents.
This could also pay dividends in ensuring a greater focus on community development which is crucial in any serious development effort and which by its very definition includes the majority of citizens. The community is where all the social and economic sectors meet (agriculture, small business/commerce, education, health, etc.); it is where the greatest needs of the people reside; it is where the development 'tyre' meets the 'road' of current circumstance. Education/training is one hinge on the door to development; community development is the second hinge.
The potential is almost endless, as with imagination and a plan, information and communication technology (ICT) as a prime facilitator could be so interwoven into the development of the community that it leaves no one behind, on the one hand, catering to the shoemaker, and on the other, expanding and enhancing the social and economic role of the schools at the centre of the community and everyone within it.
CIVIL SERVICE
As efficiency must be maximised, the actual operating of the civil service must also be re-examined and reformed. The contraction of the middle class has negatively affected both the abilities and capacity of most Government services. The civil service is increasingly being perceived by many as almost a feudalistic system, based on ascription ('connections') rather than merit; emerging talent is seen from a personal perspective as threatening competition and therefore to be put aside; the team 'benches' are full with sidelined talent and the best team is not necessarily on the field. The management of change is apparently still a huge challenge.
As a developing country, Jamaica should have the best team possible in Cabinet and in public administration. The number of ministries and size of the administration must be realistic and reflective of the means available; it must make sense and the country is now at the point where nothing less ought to do.
NATIONAL PLAN
The drafting of (as far as possible) a bi-partisan agreed national plan should enable the government of the day to significantly reduce and restructure Government to enable it to realistically implement agreed national programmes geared to move the country on a sure path. Prime Minister Patterson's earlier expressed concern about savings being minimal can be positively addressed by the proper selection and use of the available ICT. Its proper use must be on the basis that as a tool, it is used to assist in the delivery of the national and sectoral goals. Net savings will result, not necessarily initially in the use of the technology which is expensive, but rather in the actual reduction in the size of government and importantly, without sacrificing but rather enhancing work output.
TECHNOLOGY
It is important that the selected ICT system serve seamlessly across sectors, departments, agencies and ministries. Beyond that must be Government's linkage with civil society; the sectoral linkages, e.g. the agricultural sector's link within itself (the farmer, the extension office/officer, the Government agricultural marketing centre); with tourism (hotel, restaurant) or the general commercial sector supermarket etc.
Following the details of the strategic plan, the technology should be used to serve the required external links with trading partners, regional members etc.
It must be recognised that the advantage of the technology is that it is designed to pursue an interest to which boundaries - such as those of departments, ministries, agencies, etc. - increasingly become blurred and then fade away, hence the ease with which it can facilitate the reduction of the number of ministries, without diminishing the flow of work.
APPLICATION
The ICT-selected programme will likely be introduced in stages which will make it more logical and easier to effect the reduction of the size of government in matching phases which in turn will facilitate both the retraining/ re-equipping of staff being displaced and those still in the service requiring additional training.
In seeking to reduce the size of Government we must not lose sight of the fact that this is in order to broaden, deepen and accelerate the development process. Unlike the promotion of ethanol, ICT facilitates and enhances but it is no miracle and due care must be exercised.
Note: There was an error in Part I of this article, published yesterday, in respect of the percentage of the budget which is sourced from loans and grants (the article said 90 per cent). In fact the percentage used was transposed from the statement on revenue.
Errol Hewitt is an information and communications technology planning consultant with the United Nations and the Commonwealth Secretariat.
