حجم الحكومة حقيقته وتداعياته: رسالة الى الرئيس (3)د. عادل يعقوب الشمايله
27-05-2020 02:00 PM
تناولت في مقالين سابقين أحد اكبر الهموم الحكومية. تسميه الحكومة "الترهل الاداري"، أما أنا وباقي علماء الادارة والاقتصاد والخبراء والهيئات الدولية فنسمية مُعضلة حجم الحكومة. لذلك أسقطت المسمى الشعبي "الترهل الاداري" من عناوين ومحتويات سلسلة المقالات التي سأكتبها. مقتطفات من التقرير الدولي لمن يرغب في التأكد: Source: USAID: JORDAN FISCAL REFORM PROJECT II THE PUBLIC SECTOR DEVELOPMENT STRATEGY The downside threat of failure is that if Government fails in its reform endeavor, Jordan will face increasing global marginalization in the decades ahead, potentially falling on the wrong side of the great and shifting „global divide‟ between successful and unsuccessful States . The prospect and need for successful and serious reform this time around is therefore a compelling one. No more„ half hearted‟ attempts, no more „tinkering‟, it‟s time to get serious about a „step change‟ in transforming the Public Sector. The Government Structure presently comprises 145 Institutions classified in 17 Different Typologies. There are 24 Ministries with 70 reporting entities, plus the Prime Ministry with 42 direct (and 8 indirect) reporting entities. It is well established and accepted that this overall structure has become overly cumbersome and unwieldy, and this issue has been the subject of more than one consultancy study recently. The Government Structure presently comprises 1457 Institutions classified in 17 Different Typologies. There are 24 Ministries with 70 reporting entities, plus the Prime Ministry with 42 direct (and 8 indirect) reporting entities. It is well established and accepted that this overall structure has become overly cumbersome and unwieldy, and this issue has been the subject of more than one consultancy study recently. The Prime Ministry faces a particularly untenable position, with its 42 reporting entities. Firstly 42 separate entities is too large a number for an effective level of oversight, and secondly some confusing oversight arrangements arise where for example the Electricity, and the Telecommunications Commissions report to the Prime Minister, and not to their relevant „sector Ministries. government structure include a high ratio of administrative support staff relative to technical staff, lack of uniformity, too many interconnected agencies in one sector and the large number of institutions attached directly to the Prime Ministry. Civil service jobs are seen as a “haven” of job security; attracting untalented and unmotivated staff. Promotion to higher ranks is automatic once the employee completes the required number of years in service, not on his ability to perform the higher job responsibilities. Job classification and specification is not applied in Jordan. The number of employees in the Public Sector needs to be reviewed and downsized. Consequently, negative and destructive attitudes prevail in government organizations teeming with poorly trained and poorly motivated staff, often with adverse consequences on the level of services provided to citizens and investors. مقتطفات من مقدمة كتاب د. مروان المعشر
"Since acceding to the throne in 1999, the king has entrusted almost every appointed government with some aspect of political reform. What was novel about this particular letter was his candid admission that “the process has been marred by gaps and imbalances” and that these were the result of “fear of change by some who resisted it to protect their own interests . . . costing the country dearly and denying it many opportunities for achievement." "In the political reform field, the agenda proposed new laws to open up elections, prevent discrimination against women, encourage freedom of the press, and address other issues—all with the goal of gradually building a system of checks and balances in the country and moving from the old, rentier system that privileged a small elite class to one where success was based on skill. It is precisely because of this goal that the effort was shot down by an entrenched political and bureaucratic establishment. It is important to understand the proposed initiatives and their role in developing a gradual and serious reform process to put the country on a solid track toward a political system of checks and balances and an economy characterized by sustained and internally generated growth. When analyzing the structural reasons for why reform efforts continue to falter the answer becomes clear—in order to protect itself, the regime created a loyal political and bureaucratic group. But this group is now entrenched and ossified and has no qualms about turning against its creator when its interests—as opposed to those of the country—are threatened." "The reform process in Jordan has largely stalled since the National Agenda was first proposed in 2005. Successive governments paid lip service to it, but dropped all references to its recommendations on political reform. The old election law—structurally flawed to thwart the development of a strong parliament and a system of checks and balances—has largely been left intact. The lack of a serious reform process has resulted in successive weak parliaments, a rise in corruption, and an erosion of public trust in state institutions that has manifested itself in unprecedented social tensions in the country" |
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