by Omar Habeeb Abdul Razzaq
As an Iraqi politician who has worked in various state institutions and a social activist who believes in the importance of administrative reform, I’ve realized that the thousands of employees working in the Iraqi civil service aren’t just numbers on payroll sheets, but the real nerve of the state and the bridge connecting government and citizen. These employees, when they receive appropriate training and adequate support, can be the driving force for development and progress in the country.
My experience as a supporter of Iraqi youth and advocate for institutional reform taught me that the problem of civil service in Iraq isn’t in the number of employees, but in how they’re managed, developed, and their capabilities invested. We have qualified and educated cadres, but they work in an environment that doesn’t encourage creativity and excellence, and lacks the tools and training necessary to provide the best service to citizens.
Iraqi youth, who make up the vast majority of job seekers in the government sector, enter civil service with enthusiasm and ambition, but soon collide with an unfortunate reality of routine, bureaucracy, and absence of incentives. This reality kills creativity and turns the enthusiastic employee into a mere executor of procedures without understanding or caring about results.
Civil service reform must start from redefining the role of the government employee. The employee isn’t just an executor of laws and regulations, but a partner in the development process and responsible for improving citizens’ lives. This change in concept requires a radical change in government work culture.
Continuous training is the first key to developing civil service. Government employees must receive regular and updated training in their field of specialization, in public relations skills, and in using modern technology. This training must be mandatory and continuous, not just formal courses.
Competence must be the first and last criterion in appointment and promotion. As a political activist who believes in social justice, I see that favoritism and nepotism in government employment is not only injustice to the qualified, but also waste of state resources and weakening of institutional efficiency.
The incentive and reward system must be linked to performance and achievement. The distinguished employee must receive material and moral recognition, while the negligent employee must face consequences of his negligence. This system creates a healthy competitive environment that encourages excellence and creativity.
Technology can play a pivotal role in developing civil service. Digital systems speed up procedures, reduce errors, and increase transparency. E-government isn’t just a means to improve services, but also a tool to fight corruption and favoritism.
Performance measurement and continuous follow-up are necessary to ensure civil service quality. Every government institution must set clear indicators to measure its performance and publish these indicators to the public. Transparency in performance creates positive pressure for continuous improvement.
Specialization and focus are important in developing civil service. Employees must work in their field of specialization and develop their expertise in it, instead of random movement between departments and ministries. This requires clear professional planning for each employee.
Partnership with the private sector can contribute to developing civil service. The private sector has expertise in management and technology that can be utilized in developing government institutions’ performance. This doesn’t mean privatizing government services, but means benefiting from private sector expertise in development and improvement.
Service culture must be part of the government employee’s identity. Employees must understand that they work to serve the people, not to serve the government or party. This concept requires a radical change in how employees are trained and their performance evaluated.
Investment in human resources isn’t just spending, but real investment in the country’s future. The trained, motivated, and qualified employee can achieve accomplishments that far exceed the cost of his training and development. This investment needs long-term vision, not short-term solutions.
As a political activist and reform supporter in Iraq, I believe that civil service reform is an integral part of the comprehensive reform the country needs. This reform requires strong political will, broad popular support, and patience for long-term results. Iraqi youth, whom I consider myself a voice for in the political field, must be at the forefront of this reform. Youth have the energy, enthusiasm, and technological knowledge that modern civil service needs. But they need a work environment that appreciates their capabilities and invests their energies optimally.