Let’s suspend security of tenure now

After 47 years of Jamaica’s Independence, it is more than obvious that we have not done a good job at managing our affairs. Jamaica is badly adrift and is on the verge of becoming a failed or rogue state.

Saving our country requires strong leadership and an urgent overhaul of the public bureau-cracy, which has failed at its job to effectively manage the country’s business and deliver first-rate services. The public sector needs an infusion of talent.

Public-service employment arrangements, inherited from less complex economic times, make it difficult to import talent into the bureaucracy or to remove employees, except for the most egregious misbehaviour.

Given Jamaica’s crisis, we must declare a period of public emergency, allowing for the suspension of security of tenure for civil servants as well as an impartial assessment of the people now employed and the jobs they perform.

Part of a revolution

The bottom line is that public-sector reform must not merely be an accounting exercise for dealing with immediate fiscal problems. It is part of a revolution.

The best talent, regardless of political antecedent, must be employed to do the job.

Concomitant with the over-haul of the public sector, Government, in consultation with the private enterprise and civil society, must establish policy priorities for creating the environment conducive to social stability, economic growth and job creation.

We must demand action from the Government and hold them accountable for performance.

Similarly, the political execu-tive must retreat from its generally incompetent dabbling in bureaucratic management, leaving that job to those for whom it is intended – the public servant. The politicians must do their own job of establishing policy and holding public service managers accountable for theirs.

In this rebuilding, Prime Minister Golding must assume the role of mobiliser-in-chief, exciting Jamaicans into wanting to be part of the renewal, rather than fleeing the country.

Tough challenges

This revolution will, of course, face tough challenges, including many that require political consensus. Some of these include legislative changes to further modernise the economy, fight corruption and improve security and justice.

It is Mr Golding’s job, as prime minister, to lead this process. It is, however, neither his nor the ruling party’s alone.

The Opposition People’s National Party (PNP) must behave responsibly. Its own long, ineffectual period in government contributed to Jamaica’s decline. The PNP’s leadership has an obligation to contribute to the fix. They must be clear that they will be held to account if they are obstructionist.

Political parties and their leaders must no longer be allowed to manipulate poor, uneducated Jamaicans, whose votes they perennially milk for the advantage of the political class. A rejuvenated and newly assertive private sector and civil society must be vigilant and willing to speak out.

Lead the change – Renew private sector for a renewed Jamaica

Except for a handful of institutions and a few individuals, Jamaica’s civil-society and private-sector leadership has, for too long, been accommodating of incompetent management of the country’s affairs.

If our nation is to be rescued from its long and worsening economic and social crises, that will have to change. Private-sector institutions and leaders must find their voice, assert their influence and demand an environment that is conducive to growth and prosperity. Civic leadership must help liberate Government from its entrapments by outmoded economic policies which are supposedly good for the poor, but which really keep Jamaica in poverty.

This will require the willingness of business/civic leaders to identify weak political leadership, bad public-sector management, and to offer the private sector’s skill, insights and support to an often well-meaning, but mostly inefficient bureaucracy.

Corruption unacceptable

Politicians and bureaucrats, in this regard, must be told that corruption is just not acceptable in any form, and that our untrust-worthy police force and creaky justice systems have to be fixed. They must know, too, that civil society, broadly, but more specifically the private sector, will not tolerate the relationship, residual or otherwise, between political parties and community enforcers, which perpetuates garrison politics.

At the same time, the private sector must insist on a rebalanced economic environment. Undue tilt needs shifting in favour of margin gatherers to an even keel where real sectors, with a capacity to create jobs, can find a sustainable space.

Flexibility in fiscal reform

Economic reform must also include greater flexibility on the part of firms to reorganise, including making positions redundant, without risking staff’s existence, which is now often the case.

Existing laws require companies to meet the high cost of severance, especially when stressed firms can least afford to pay.

It is sort of like the private sector flip side to the near, if not absolute, security of tenure enjoyed by civil servants.

The private sector is not without history of leading change. It certainly has the leverage to demand it.

In the 1970s, a period of deep ideological schism, many Jamai-cans feared for their democratic freedoms. The late Carlton Alexander, CEO of Grace-Kennedy, and others, spoke out forcefully. In the process, they created the Private Sector Organisation of Jamaica as an effective counterbalance to government policy. They helped win the ideological battle of the day.

With appropriate mobilisation and support, a similar victory is possible over today’s decidedly different, and perhaps even more profound, problems.

We want and deserve more

Jamaica is ill-served by a public bureaucracy that has retreated from its responsibility to manage. The problem is compounded by politicians who believe not only that the job is theirs but that they are capable of doing it.

The result is abject failure, exemplified by the embarrassingly small economic growth since Independence, deepening poverty, high levels of crime, poor performance in education, a decrepit justice system, inadequate infrastructure as well as social and physical decay. There is, too, our intensely competitive and divisive political process that often breeds violence and has difficulty in fostering consensus.

While our politicians stumble around in management roles that were not designed for them and for which most have neither skill nor training, their core policy functions are poorly handled or left largely unattended.

The executive has become, at once, formulators and implementers of policy in a system that lacks real oversight or accountability. Parliament operates inefficiently. Constituency representation is often weak and, in some cases, ‘outsourced’ to, if not outright criminals, people who operate close to the margins.

These, of course, are not new problems. Nor are they limited to any specific party or administration. But Jamaicans are fed up. They want and deserve better. The environment is ripe for change.

Listening to the people

The transformation must start with our leaders engaging in a frank conversation with the people, listening to our ideas, being willing to act decisively for the good of the country. Small parliamentary majorities can’t be held up as the reason for failing to do what is right; and should appropriate policies be predicated on their impact on the next election?

In other words, our call is for a leadership that is beyond declarations of integrity, but a readiness to respond to the hard tests when they come – such as extraditing accused criminals, whatever their status in a political constituency, or how strategic their support may be considered to a party.

Time to mount efforts

It requires, too, that politicians and their critical supporters stop exploiting the ignorance of portions of our population. It is also time for our leaders to mount credible efforts to dismantle political garrisons.

This restructuring must also include reform of the legislature. The Senate must no longer be used as a place to reward the hard-core party faithful or those who fail at the hustings. Its members should be bright people, allowing the Upper House to operate as a serious, deliberative chamber and from where governments can appoint key ministers.

Sweeping changes

The legislature is not only inefficient, but expensive to operate. We propose that the seats in the House of Represen-tatives be cut from 60 to 45, the size of the Cabinet radically reduced, and better use made of backbenchers in the legislative process.

For two decades, Jamaica has talked local-government reform but has achieved little. We should cut the number of parish councils and consolidate their operations.

Parliamentarians must be paid decently but their remuneration should be linked to performance and a system of accountability. We must also introduce state-financed political campaigns, with clear limits on what parties can spend.

At the bottom line, we insist on a political process that is prudent and responsible, offering adequate representation to its constituents. It should be so structured to attract the best talent and the confidence to hold itself accountable for performance.