New ways to approach governance in Jamaica

Peter Melhado, GUEST COLUMNIST

The following commentary is prompted by my own experiences in the public sector through boards and various projects/committees, and underpinned by my private-sector background of some 25 years. My views may or may not be felt by others with similar experiences and are made with the intention of fomenting discussion that will lead to new ways of approaching our significant challenges.

Successive governments have suffered most critically from a lack of human, as opposed to financial, resources - a deficit that has affected the quality of deliberation that feeds into making complex decisions. Simply put, the requisite level of analysis and modelling of key outcomes is often forgone for more expedient decision-making. The results, not surprisingly and despite best efforts, are often manifested in massive project overruns or future obligations that become disproportionately onerous.

There is no need to adumbrate particular examples, but suffice to say that a small economy can only bear a limited number of such shocks without material consequences to its growth and development. And while cynical observers may argue that conflicting goals and selfish motives have been primary drivers in many of these decisions, I am firmly of the view, while these factors may have obtained in some situations, that it is not so in the majority of cases and certainly does not negate the need for an urgent examination of how we do business nationally.

In considering possible solutions, the question must be posed as to what factors contribute to the shortfall of human capital in the public sector. Undoubtedly, the existing constraints around compensation and the negative perceptions of the public service, fostered by pervasive criticism of an outmoded bureaucracy, are two such factors.

frustrated talent

As a result, not enough of our talent pool enters the sector, and when they do, they are often frustrated by organisational structures not in keeping with their ideal of employment. It is foolhardy to think this perception will change quickly and, therefore, a tangential solution is perhaps most germane, given the urgency of our situation.

It is with this in mind that I bring attention to an innovative structure recently created to assess the prevailing circumstances of an important infrastructure project and then develop an implementation framework within prescribed guidelines.

I speak of the LNG subcommittee, chaired by an extremely capable and technically gifted professional, Christopher Zacca, and augmented by a mixed group drawn from the private (myself included) and public sectors. This project (see committee outputs on http://www.cabinet.gov.jm/procurement/lng) involves capital investment of hundreds of millions of US dollars, yet the resources previously allocated to the process were perhaps typically inadequate, given the scale and sophistication of the undertaking.

I raise this example, which I know is controversial given its history, not to give credence to the project but to reference one of several modalities that I believe can advance our ability as a country to make sound decisions in critical areas. Simplistically, this model entails key secondments from the commercial sector (Zacca, in this case) supported by public-private figures with expertise in the subject matter, mandated to produce solutions in areas that are pivotal to our growth and development. As a private-sector operative involved in the process remarked to me, "We need 20 of these committees and we are on our way."

I am in no way suggesting that we can govern by committee, but I do believe that if we leverage our collective talents across sectors, the key actors would have access to superior information from which to make far-reaching decisions for our country. Very importantly, a change in management methodology is perhaps the only profound difference that we, as a country, can effect on our own, given the current strictures of an IMF programme and a tough world economy.

This idea, which could assume many forms, is intended to take advantage of two prevalent factors: our nationalistic leanings (in some cases dormant but worthy of stimulation) and the impending threat of economic hardship with its inevitable corollary of social upheaval, unequalled in our history. It requires the private sector to lend significant resources to Government, specifically through secondments and extra-curricular service, and for the Government in turn to adopt flexible structures like the aforementioned example that allow these resources to be brought to bear.

necessary precursors

There are several necessary precursors that cannot be overlooked, as they will form the foundation for this collaboration:

The explicit (and specific) commitment of our public- and private-sector leaders to implement such initiatives within stated time frames.

Consensus on a few national priorities that form the core of our country strategy over the medium term and serve as the litmus test for all future decisions.

Is this paradigm possible, or is it the naive dream of a son of the soil who wants a better country? I believe the former, particularly as I sense the growing convergence of corporate self-interest and economic survival.

No longer can we take a hands-off view in critical policy decisions that increasingly impact the livelihood of our employees and shareholders. With this revelation comes commitment to participation, as has been seen in the tremendous efforts of the Private Sector Working Group on Tax Reform, along with many other such examples. There is a new day dawning that dispenses with boardroom histrionics bemoaning ineffective public policy and calls us to action.

I sincerely hope our new Government embraces this view, finds ways to aggregate the many capabilities of our people, and in doing so spread the responsibility for the inevitably tough choices across a wider base of society. I am confident I speak for a large group of committed Jamaicans in saying we are ready to serve, compelled by the "fierce urgency of the now".

Peter Melhado is CEO of the ICD Group. Email feedback to columns@gleanerjm.com and peter.melhado@gmail.com.