Malta's administrative system owes a lot to the British model. To this day there are many similarities and Malta falls squarely within the Anglo-Saxon model, as distinct from the continental one.
On February 13, 1857, the Chief Secretary to the Government, Victor Houlton, announced the first ever competitive exam for recruitment into the Malta Public Service. This innovation pre-dated reforms in Britain's Home Administration which, up to the mid-19th century, was still largely patronage-driven. The inspiration for this avant garde development in Malta was the Indian civil service.
A lot of water has flowed under the bridge since then and the opportunities and challenges of the 21st century are markedly different from those of the mid-19th century. But I believe we are all in agreement that, imperfections notwithstanding, this public service has delivered strong results over the years. This is not to say that there isn't still the need to upgrade certain services, at a time when the public increasingly expects more customer-friendly processes and attitudes and the business community demands less bureaucracy. However, one certainly cannot deny the results achieved so far.
It is not the first time that I have publicly acknowledged the many unsung heroes who give far more than a full day's work, many a time at the expense of private and family life. Of course, there are the laggards. But I am sure readers will agree that if Malta has progressed since the mid-1800s, be it in the economic, social, health or security sectors, some of this progress has to be thanks to the "Sir Humphreys" and the whole workforce that implemented the policy of the governments of the day, particularly since Independence.
The latest achievement? Being the only country of the 27 member states to have submitted its National Strategic Reference Framework document to the European Commission. The country with the smallest public administration arrived first past the post! At times like this it makes me proud to head this organisation - the largest on the island, even if today it is at its lowest level, in terms of the number of employees, in a number of years.
One hundred and fifty years down the line, capacity building remains a priority. We must ensure that our staff is afforded every opportunity to develop talents, aptitude and abilities. Capacity building does not necessarily translate itself into larger numbers. You do not throw people at problems. An important ingredient of capacity-building is investing in human capital. Hence, why the Office of the Prime Minister has submitted a significant project under the ESF programme. But more of that some other time.
Precisely because this office believes in continuous development, we intend reviewing the training component by critically evaluating both the functions of the Staff Development Organisation as well as the role of the Institute of Public Administration and Management (IPAM), which is co-sponsored by the University of Malta, even if both have, so far, rendered sterling service to thousands of public officers.
The public service cannot afford not to move with the times. It cannot afford to be fossilised in the past - its methods, its outlook, its very composition must adapt to the times. When I was appointed Principal Permanent Secretary I promised an evolution rather than a revolution, conscious of the fact that the present team owes much to its predecessors. Please allow me to salute all those who are now retired but once served this country in different capacities, at whatever level. But change is an essential ingredient of growth and progress. Thus, all of us need to critically evaluate the way we operate with a view to consolidating what is functional while weeding out what obfuscates progress.
Much as one invests in training and effective re-deployment, one must also acknowledge that there is a certain threshold at which one will need more hands on deck. Readers have at times read about claims of under-manning. Not every claim is necessarily sustainable. But in truth the service does need to beef up certain areas. The service needs to target particular areas in the light of the current and medium term needs. We are operating in a different scenario, which demands specialised skills. Hence why, just to concentrate on one area, earlier this year EU fund mangers were recruited and why currently there are two open calls for the posts of EU fund officers and EU fund support officers.
This recruitment drive is not intended to undo the down-sizing that has taken place over the years. On the other hand, one must acknowledge that, in the short term, this service faces a retirement mini-tsunami when many post-war baby boomers will be reaching pensionable age. And we must plan ahead since it is essential for the new recruits to absorb as much of the institutional knowledge as possible.
Is a career with the public service fundamentally different from what it was 150 years ago? I propose the ideals and underpinning principles that inspired the public servant then and now need not be much different. In synthesis it is all about serving the public in an apolitical, fair and transparent way. But whereas, up to some years ago, our youth aspired for a job for life when joining the service, we are now experiencing a generation for whom mobility is the order of the day, a generation of people who would not dream of spending more than a few years in a particular post or job.
Indeed, we are experiencing, particularly in certain departments which have an EU focus, a steady stream of bright, intelligent and energetic individuals, fresh from the University, who are craving to have a stint as public officers but who move on after a couple years, seeking new pastures either in the private sector or with the EU institutions. One particular department has a 70 per cent annual turnover of staff. Many youngsters gain experience with the service and then take up a job in Brussels or Luxembourg.
I honestly think that, while this high turnover is indeed a challenge the public service has to manage, this mobility and cross-fertilisation is nonetheless an opportunity that enriches the individual concerned, the public service and the country, particularly if those concerned do come back, after a stint on the continent. This is nothing else but another example of investment in human capital.
We must look to the future with optimism. It gives me great satisfaction that, as we review the recruitment process to match the current scenario, I can safely say that experience has shown that this office can bank on a number of strong factors: the cooperation of the trade unions, who normally react positively in the interest of those they represent, the Public Service Commission, which is coming across as very amenable to change even as it retains its crucial role as guardian of the Constitution, and also the internal structures (even if, in this regard, I feel that some in senior management still need to fully embrace change and be ready to take additional risks).
As we commemorate the event of 1857, not by engaging in any particular festivities but by seizing the opportunity to take stock of our recruitment and training policies, I appeal to youngsters out there to actively consider enrolment with the public service as a viable career option. We may not be the best paid individuals but we are proud to form part of an organisation that is a leader in a number of policy spheres - family friendly measures, for instance, being one such area.
Last year there were no fewer than 148 public calls (a total of 434 posts). The opportunity is there. Why, then, not consider a career with the public service? It could be the career you hadn't thought of yet...