Visions and Problematic Execution Mechanisms

By: Marwan Moasher

تم نشره في Tue 3 May / May 2016. 09:45 PM
  • Marwan Al Moasher

The governmental device grew over the years, to incorporate 42 per cent of the Country’s labour power, and it is one of the highest rates around the world. It was not possible, and it is still not possible, for the device to develop its capacity to meet the demands of the current times, with the government unable to employ more people, and the legislation unfitting for the expansion of the private sector to develop real job opportunities that would absorb annual new entry of thousands into the labour market. Accordingly, Jordanian bureaucracy, in its wider sense, transformed into a party in itself —save for the explicit instatement of the word; a “Party” that has developed a management form that does not stand before the structural challenges of a national economy, especially in terms of unemployment, with favouritism and corruption festering in the sector for decades.

Moreover, the rapid, recurrent reshuffles in governments, with the absence of political party life, constrained the abilities of any prime minister or government to implement economic, organisational, and managerial plans in accordance to clearly defined frameworks. And with time, the governmental device became stubborn to change, even should the decision maker be inclined to enforce necessary reforms; so much that even when the people with visions came into office, this bureaucratic management found it hard to interact with them, and none of them were able to change this chore managerial organisation.

Ministerial administrations have consistently revoked all ideas, as well as people, with political, economic, or social reformist potential out of their executive body. In other occasions, these departments successfully contained and neutralised agents of change in a way that rendered them incapable of executing their reformist discourse, only to often surrender to the dominant managerial pattern.

His Majesty noticed this problem, when He formed the National Agenda (the comprehensive national committee of members inside and outside of government), to outline the visualisation for political, economic, and social reformation that does not rely solely on the outcomes of the sometimes impotent bureaucratic management, mostly incapable of innovative resolution to the political, economic, and social suffocation Jordan endures. And there was laid out, then, an advanced vision that benchmarks today the tasks at hand, and necessary for the arrival at a modern, prosperous future. Still, this vision did not find its way into execution for many political, opportunist factors, next to the fact that those in-charged of seeing through are the very bureaucratic and authoritarian bodies themselves; the ones governed by the traditional frameworks that have not sufficiently been developed.

More so, reformation cannot be attained without reformists; it is often difficult to expect the same old administrations to produce modern visions. What does that mean? Simply, it means that planning and proposing visions is hardly valuable without the executive tools to implement. Numerous plans were laid for this sector or that, numerous times, and still they do not meet implementation; due to either the government’s lack of capacity or lack of will. And how many several times did The King express His frustration at driving away investment, or the refusal of all and any out of the ordinary proposition made to the government?

So, what to do? There should either be a real, concrete effort behind driving development in governmental administration; that is “one”, so that the management can address and incorporate the visions laid out, to cast out favouritism and adopt qualification as a determinant factor in selection. Two, either give into the fact that the executive authority with its current bureaucracy either cannot handle or does not want change, and it would therefore be more beneficial to direct these efforts to the development of civil society and youth sectors to induce change, with the full realisation that this particular discourse requires a lot of time.

We do not lack visions anymore; we lack execution methods, else, we will cycle down the same stream over and over, pulling out visions every now and then, without putting in the chance and the effort for execution.