By Tariq A. Al-Maeena
In the past few decades our public sector has come under increasing fire from an irate public for failure to deliver on their promises. From the Ministry of Health to Education, from the Housing Ministry to our municipalities, none have been spared the criticism that follows after goals were not met.
To understand why, one must reflect on the people within such organizations and what makes them tick. A chance encounter with one such national who worked at a civil organization that serves a large sector of the population brought forth revelations about the inner workings of this government organization whose primary mandate is to serve the public.
Ahmed is retiring soon. And he is visibly relieved and elated. After 32 years of service in that particular company, he is counting the remaining days until he bids a final farewell to an organization he has given his all. During our talks, I wondered whether there were any slight misgivings among all that joy.
“Oh yes, Tariq, there have been many, but they are no longer my concern. I am leaving and let those who remain attempt to sort out the mess we have become. I can no longer fight against an immovable brick wall of incompetence and that I have had to put up for many years.”
When asked to elaborate, Ahmed continued, “I joined this organization when it was vibrant and dynamic. Primarily foreigners who in the capacity of advisers were not hesitant to recognize local talent and allow it to develop and flourish steered this company. If you were good, you stood out and moved forward. And if you were not, then you were quickly shown the proverbial door.”
“Back in the eighties the growing infrastructure of this country and the challenges we faced was of such magnitude that we all pitched in to put forth a quality service product. In the early nineties, things started to change. The expatriates were gradually replaced with Saudis, some from within and some who were appointed from outside the company. And it was then that the seeds of incompetence were sown.”
“The Saudis who came in from outside at executive levels exercised their authority within the company as though they owned the outfit, and soon modified the company mission into what this organization could do for them rather than the opposite. Public service was soon replaced by private greed as more and more, the profile and culture of this place became into a temple of worship of our CEOs.”
“Our monthly company newsletter began glorifying the activities of our CEO, while the increasing public discontent with our service in the press was quickly met with hollow denials. Even conscientious employees were soon forced into a situation to accept this new form of discipline or else seek work elsewhere. Those who joined the bandwagon were quickly targeted for promotions, regardless of their incapability. Remember SAMAREC? Well, we have taken nepotism and favoritism several steps upward. And those of us who chose to make it a career here and expressed alarm at this unethical trend were quickly labeled as trouble-makers.”
“Today, this place is reduced to what can I get out from this company, and not the other way around. What fruits can we harvest from it for our own personal gains and use. Forget the paying public. If they don’t like it, tough luck. Let them go somewhere else. As long as the government keeps pouring money into our budget, do we really care about what the public thinks?”
“Unless there is independent accountability of this public sector, our executives will always view this company as a cash cow, created for their own personal gains. This is how the corporate culture has changed over the past few years. And so, if I have misgivings, it is about what could have been and what it is today.”
“But Ahmed, why didn’t you just pack it in and leave earlier as others had done,” I inquired. “Why stay in an outfit that is obviously doomed into ineptitude? You are a bright man, and your services could have been picked up anywhere.”
“Tariq, the feedback I got from the few other public sectors who could have used my talents, the message was the same. Once on board, I had to hail the mighty chief and his inner circle. It’s like Ali Baba and the 40 thieves suckling on the cash cow. I am not made like that. That is not what I believe my services are for. It is toward the paying public.”
After wishing him luck and bidding Ahmed farewell, I was somewhat the wiser about all that milk going to the Ali Babas’ of the public sector, and not where it was intended to — the public.
The author can be reached at talmaeena@aol.com. Follow him on Twitter @talmaeena
