A true public worker – the memories of Joseph Grima
Joseph Grima’s memoir, Memories from the Front Line, provides an exceptional overview of the development of the public service over a period of 50 years, from 1956 to 2005, covering the most important events in the history of Malta.
His career was separated from serving a colonial government for direct rule by the United Kingdom, to serving the independent Maltese government, as it passed from a constitutional monarchy to a Republic and eventually to membership of the European Union.
As a real public servant, he served loyally for no further reason except for the good of Malta, five Prime Ministers, each with his own political agenda. He has the enviable quality of being able to deal with people of different characters and personalities without losing his composure.
The autobiography shows that he was very good at managing the relations between the occupants of political posts and the public service without creating unnecessary friction.
The various events in Malta’s political history have brought each of its challenges and process of change. In addition, the change of prime ministers has also brought about change. The experience of such a change from the “front line”, as Grima describes it, was certainly the most interesting, but it also allowed him to actively participate and influence the course of the story.
The writing style is conversational and Grima at no point seeks any self-gratification through these memories. It is factual and objective, while demonstrating its commitment to public service.
Nor was Grima the kind of person who agrees to do nothing when he recognizes that change was needed. He was able to carry out a radical change quietly.
An analysis of the various changes that took place at various levels when he was Head of Public Service, shows such a radical change, but made sure that the big bang approach is never used.
Grima at no point seeks any self-gratification through these memories
Another important quality of Grima was his foresight. When others thought the changes he wanted to introduce seemed to be a change for the better, he made sure that the public service was well prepared for the challenges they faced.
There are several examples in the book that illustrate these two qualities. The reform that was needed in preparation for Malta’s accession to the EU is just one of them.
This was not an easy task as each department was required to review its work, review the relevant legislation and prepare the input for Malta’s negotiating position.
I took part in some of this preparatory work, and with the knowledge of a look back, I can now say that his guidance to the rest of the Civil Service proved invaluable.
Grima also strongly believed in the need to modernize the public service and make it more relevant to the needs of society. He has been steadfast in his promotion of the use of information technology.
He strongly believed in the ‘principle of merit’, which he sought to incorporate into legislation that the public service proposed to the government. Perhaps more than any other, it removed seniority as a guarantee for promotion, and sought to promote people who were more academically qualified or through demonstrated competence.
He certainly did not need any lessons in diversity as on his watch the profile of officers in the highest positions changed drastically.
By the time he left the public service, department heads were much younger and more women held directorial positions.
Grima put into practice the philosophy of servant leadership, where his goal as a leader was to serve.
These memories are indispensable for those who want to gain insight into how the public service has developed over the years.
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