Holding our politicians accountable

As a proud past student of Jamaica College, I have been attending our annual Carlton Alexander Awards for quite some time. This June event brings together old boys from many of our golden eras and some from the recent past. It serves to rekindle the wonderful experiences when 'hash and roast beef, mince and pie' ruled the roost.

Over the years, as we regaled each other with story after story about pranks, caning and various teachers, we all felt comfortable reliving our past as we conveniently blocked out the harsh realities of the present-day conditions. At the 2006 ceremony, while delivering his first address as board chairman, R. Danny Williams, OJ, began by recalling the good old days of Jamaica College. Suddenly and unexpectedly, he jolted us all out of our collective dream by laying bare the facts of the 2006 Jamaica College: a run-down, filthy school; unprofessional staff; poorly disciplined students and poor education performance.

Transformation of Jamaica College

From seeds of change planted in 2003 by then parent-teacher association president Claudette Chin and alumni president David Minott; and spurred on by a donation from Dr Karl Hendrickson, the transformation of Jamaica College began on that memorable June night. Danny Williams knew he could not do it alone, and so his first task was hiring a competent school leader, Ruel Reid.

Along with committed and competent vice-principals, deans and other staff members supported by board members, alumni, parents, students and other stakeholders, Williams, Reid and Chin developed and executed a five-year transformation strategy for the school, results of which are clear for all to see today. Jamaica College has a clean, refurbished campus; its committed, professional staff and disciplined students are working in partnership with other key stakeholders. Its substantially improved performance in academics, sports and other areas of endeavour has allowed Jamaica College to regain its position as the No. 1 school in the country for holistic student development.

At this year's award ceremony, in his farewell speech as board chairman, Williams announced that he has set in train another five-year strategic-transformation process to take the school to the next level.

As we enter our 50th year of Independence, it is good to reflect on the many wonderful accomplishments of Jamaica and Jamaicans on the national, regional and international stages in sports, arts, culture, entertainment, academia and technology. However, while we prepare for the massive celebrations leading up to August 6, 2012, we cannot simply daydream while forgetting about the realities of our country: low literacy rates, poor education outcomes, a failing health system, a violent society with high murder rates, low productivity, a divisive and tribalistic political system, corrupt officials in many places, and poor socio-economic performance.

How can we translate the successful Jamaica College strategic transformation to Jamaica, land we love? It is my firm belief that the people of Jamaica, given the right opportunities and the right support, can deliver on Vision 2030. The citizens of Jamaica collectively contract an organisation to provide those opportunities and support: it's called Government. We appoint, every five years or so, via elections and the governor general, a prime minister to lead the Government. Lest we forget, the prime minister is not the leader of the country; he/she is the leader of the Government, tasked with the responsibility to serve all Jamaican residents and visitors. This responsibility carries with it significant authority and the incumbent must, therefore, be held to the highest level of accountability.

New leadership vision

Can we find a prime minister with the visionary and effective leadership capabilities displayed by Danny Williams, to drive the transformation of our country to be the place of choice to live, work, raise a family and do business? Do we have the public-sector leadership and staff with the strategy execution focus of principal Ruel Reid and his team? Are our supporting cast of leaders in the unions, private sector, media, churches and other areas of civil society aligned and focused on achieving Vision 2030?

On his own Nationwide talk show on Wednesday, September 14, host Ronald Mason was asked whether Portia Simpson Miller or Bruce Golding was equipped to lead the country out of its doldrums. He responded that neither could. He stated clearly that Mrs Simpson Miller does not have the capability to lead this country, and that while Mr Golding has the capability, he does not have the will to do so. I believe that leadership qualities are best displayed in times of crisis; not when one reads a speech well written by a professional speechwriter or even when rallying troops on a political platform.

At the height of the Trafigura crisis, then Prime Minister Simpson Miller ducked any semblance of accountability with her famous "ask the PNP" quip, leaving Colin Campbell as the scapegoat. Similarly, at the height of the Dudus extradition crisis, Prime Minister Bruce Golding ducked accountability by allowing the JLP parliamentarians to reject his "offer to resign", while making Ronald Robinson and Harold Brady the fall guys.

Mr Golding has since resigned and, inexplicably, several of those persons who told him to pack his bags and go are now asking him, "Why resign?" When Michael Manley left the post prematurely, we heard shouts of "black man time". Similarly, when P.J. Patterson relinquished the reins of power, we heard shouts of "woman power". With Mr Golding's imminent resignation, we are now hearing "youth time".

Now that Andrew Holness has become the 'PM-designate', civil society cannot sit back on its laurels and expect that youthful exuberance will lead a public sector charged with the responsibility of transforming Jamaica to achieve Vision 2030. I do have some concerns about Mr Holness' ability to take the tough decisions in leading the transformation. I have been consistent in my writing that education transformation never got off the ground from the moment Mr Patterson tabled in Parliament the Task Force Report on Education Reform in December 2004. Over the seven years since, both administrations have failed to take the tough decisions needed to effect the transformation as outlined in the report. I really hope Mr Holness has a better go at leading the transformation of Jamaica.

Role of civil society

It cannot be business as usual for the People's National Party either. Over the last four years, while doing a good job keeping the Government on its toes, the Opposition has not given enough evidence that its transformative leadership capability is any different now than during the 18 ¹/ ² years during which Mrs Simpson Miller was a senior minister and prime minister.

How must civil society play its role in ensuring that our Government, whichever party wins the next general election, lead the transformation to Vision 2030?

First, we must get our governance arrangements right. For instance, we must force our parliamentarians to truly represent constituents rather than parties. Despite Everald Warmington's sometimes crass behaviour, he has been showing a lot of gumption by being independent and holding to account the leadership of his party in Parliament. For this he has been given little credit, and instead referred to as a loose cannon. The only other member of the House who comes close to any semblance of independence from time to time is Ronnie Thwaites.

Second, we must hold our leaders accountable. To do so, we must find ways to measure the performance of those to whom much power is given; and to report on the extent of the execution of that power in the best interest of citizens. There must be public discussion on the performance of all ministers, permanent secretaries and other senior government officials.

Third, we must insist on transparency in all areas of public life.

Finally, we must insist that our public-sector entities all articulate and execute strategies to drive high performance in support of the achievement of Vision 2030.

With good governance, visionary and effective leadership, strategy, accountability and transparency; nothing should prevent us from becoming, by the year 2030, the place of choice to live, work, raise a family and do business.

Robert Wynter is the managing director of Strategic Alignment Limited, which facilitates visioning, strategy articulation, organisational realignment and leadership development. Comments are welcome at columns@gleanerjm.com and rob.wyn@hotmail.com.