Thursday, 2 July y

International Crisis Group Report; Reforming Pakistan’s

Civil Service

- Mismanagement, political manipulation & corruption have made pak civil service
incapable of delivering public services

- The public views civil servants as unresponsive and corrupt

- Bureacratic dysfunction provides military with oppurtunity to exploit state and shift from
democracy to extremism

- Musharraf’s regime left behind a demoralised inefficient bureaucracy, rise in military

enroachments ad retired generals were appointed to key civil posts

- Military regime poorly conceived devolution of power led to administrative confusion &
breakdown of service delivery at district level

- Revenue, law & order handed over to nazims led to further corruption
- But civil service was ruined before military came in cause of archaic rules and rigid
hierarchical authority structure; low salaries, insecure tenure, obsolete accountability has
led to corruption. Recruitments, postings and promotions are based on personal contacts
rather than merit

- Fall in civil service affects the poor the most

- Intl community to help in improving governance by supporting civil service reform and to
prove technological support & expertise to modernise methods of administration. Donors
to however refrain from supporting bureaucratises like FATA where there is unchecked
power and corruption is more likely. Aid to also be made conditional on transparency and
accountability, as if millions of dollars are poured in to unaccountable institutions then
corruption is likely to rise

- Recommendations :
1. Enhance civil service performance

- Increase salaries/pensions. Better housing, transport, insurance for all govt employees
- Regular training at all levels

1
 Thursday, 2 July y
- Standards of instruction to be improved at training institutions to teach professional skills
that reward integrity

- Competitive compensation and benefits to attract qualified instructors

- Officers performance during training to be liked to promotions
- Modifying Annual Confidential Reports to include tangible, performance oriented criteria
- Transparent/competitive selection process to encourage rep of all occupational groups
- Specialists to have same access to training facilities as generalists
2. Eliminate military interference

- End practice of hiring serving/retired military officers

- Abolish 10% quota for military officers
- Refrainn from renewing contracts of retired military officers who are presently serving in
CS

- Laws to bar serving/retired military people from heading any institution dealing w service
training, recruitment or promotions

- End practice of having senior appointments subject to evaluation & clearance by military’s
intelligence agencies

3. Enhance functioning of federal/provincial secretariats

- Reduce centralisation of functions & devolve admin/financial power to lower tiers

- Revise/simplify existing rules to ensure civil servants informed of their rights
- End bias in favour of generalists over specialists and same opportunities for postings,
promotions to be given

- Reverse quota for federal appointees to provincial posts so provincial civil servants get a
chance

4. Effective accountability over civil bureaucracy

- Recommendations of charter of democracy signed b/w ppp and pmln to set up independent
accountability commission which will be answerable to NA. This commission is to
investigate alleged malpractice & corruption and take disciplinary action for those who
found guilty

2
 Thursday, 2 July y
- Empowering federal/provincial ombudsman to redress public grievances against
malpractice

- Hold federal/provincial secretaries accountable to parliament & provincial assemblies.

Regular hearing requiring civil servants to account for efficient use of resources and
org,mgmt, staffing of their depts

5. Promote fairness/eliminate opportunities for political manipulation

- Expand role of FPSC from a recruiting agency to one that oversees all aspects of
bureaucracy’s functioning

- Mandate parliamentary committees to approve senior civil service appointments proposed

by FPSC and ensure they are made on merit & not on personal/political affiliation

- Withdraw discretionary power of PM to promote officers to highest grade in bureaucracy

and give this power to FPSC

- Guaranteee security of tenure & provide civil servants legal protection against
postings,transfers, promotion

- Empower federal services tribunal to monitor postings/transfers

- All these measures to also be introduced in govt
6. Settlee on status of report by NCGR and implement it

7. Improve land admin & local governance

- Computerise land records

- Make certificates of possessions and other land ownership docs available at info kiosks at
tehsils at a small fee

- Call centres to report request for bribes by patwari

- Devolve authority to tehsil officials to issue certificates domicile/related docs rather than
thru district HQ

8. Modernise civl service systems and inter agency coordination thru e-governance

- Make compliance w standards set by E govt directorate for all FG projects

- Compulsory training in basic info technology processes for all govt employees
- Give EGD greater financial/org autonomy by converting it from a cell to attached dept of
ministry of info technology

3
 Thursday, 2 July y
9. Improve functioning by reviewing Police Order 2002, parliamentary subcommittee to be
set up to deal w policing

10. FATA secretariat and office of political agent to be abolished, authority to be transferred
to NFWP secretariat, relevant provincial line ministries & district department

11. US/ INTL COMMUNITY : condition aid to Fata from US on reform of bureaucracy by
abolition of Fata secretariat and political agent, poser to be given as stated above.
Technocrats and civil servants to be included in public sector building projects and
training given at into institutes. Capacity of training institutes in pak to be improved thru
providing instructor and teaching material on best intl practices of public policy, fiscal
policy, financial mgmt, HRM, infrastructure development. Also to provide technical
support for expansion of govt technologies in areas like land revenue admin, taxation,
policing. Line ministries, depts and agencies to be given right to incorporate e-
governance in their domains

- The civil service of pak is resistant to radical change but there is support in civil
bureaucracy for reforms that would serve institutional and individual interests

- Political leadership needs to show the will to reform bureaucracy to gain legitimacy of
state institutions, and create an accountable govt which is right now exploited by military
and extremists

- Corruption is widespread and public confidence in govt agencies like police, revenue
services is low

- Every regime change brings with it a change in postings of people at policy making levels,
this politicisation of bureaucracy adds to its dysfunction. Promotions increasingly
dependant on officer’s closeness to those in power

- Military rule has undermined the CS capacity/professionalism. Ayub became a junior

partner in the bureaucracy. Zia infiltrated the bureaucracy with military officers and quotas
for military officers. Musharraf intensified this militarisation by appointing retired military
officers and violating quotas

A. Colonial Heritage

- Pakistans civil bureaucracy has its origins in ICS which was the steel frame that allowed
British to rule over the Indian empire

- ICS established by the reform under Aitchison Commission; change in convenanted and
unconvenated to create a new cadre called ICS. There was a statutory civil service created
before ICS where 1/6 of positions previously held for covenanted were now filled with
Indians. But the Indians were not quite happy with this, so called for abolishment of

4
 Thursday, 2 July y
statutory civil service and to be replaced by Provincial Civil Services from which the
provincial bureaucracy of Pak came. The provincial civil services were to be manned by
Indian officers

- Uncovenanted was divided into 2 parts ; 1) PCS higher ranking positions 2)junior
appointments grouped into sep cadre called subordinate civil service

- PCS led to a distinction b/w centre and province. ICS officers were hired by the govt
primarily for provincial assignments. PCS officers worked only in their respective
provinces

- The elite ICS drawn from the covenanted civil service formed the most powerful officials
in the British empire

- At heart of ICS was the office of collector, district officer, district magistrate or deputy
commissioner ; all these offices manned by one man and there was one in each district,
was an ICS officer and had a range of powers from revenue collection, policing, land
admin….

- Aitchison commission lay foundation for cadre system which was then incorporated into
pakistan. ICS became CSP

- CSP/PSP officers only made up All Pakistan Services. Foreign seraice, audit & accounts,
customs & excise, taxation were central services whose officers were assigned to federal
positions

- 1947-1958 ; pakistan ruled by senior civil servants with the military as a junior partner
- 1958 ayub imposed martial law, so now bureacracy with military was ruling the country.
Bureaucracy only aimed to achieve ayubs political agenda

- Ayub banned political parties, and to give a democratic facade created the basic democrats.
- 1970 Bhutto comes to power thru elections and after war with Bangladesh
A. Bhutto’s Administrative Reforms:

- Bhutto aimed to curb power of bureaucracy, so dismissed 1300 civil servants on grounds
of corruption

- Constitutional protection of civil servants was removed, which protected them from
arbitrary removal

- Elite CSP cadre abolished, service distinctions terminated and in came the occupational
groups

- Reservation of posts for members of elite services were removed

5
 Thursday, 2 July y
- Rank hierarchy that divided CS into four classes was now changed to a system of 22
grades known as Basic Pay Scales ; 1-4 were workers performing unskilled tasks, 5-15
were clerics, 16 was superintendents and 17-22 was officers

- CSP cadre made into DMG and TAG. TAG dealt with areas of Baluchistan, FATA,
northern areas. DMG ran administration in all settled districts

- APS now did not just have CSP/PSP, but also had DMG,TAG, Police Group & Secretariat
Group

- APS renamed to All Pakistan Unified Group

- Lateral entry was introduced, 5000 officials recruited directly into civil bureaucracy
bypassing the examination and selection process of the FPSC

- Elite cadre still enjoyed a lot of powers, many private industries were nationalised which
gave the elite cadre to indulge in further corruption

A. ZIA

- 1977 came to power

- Islamisation to achieve domestic legitimacy from religious right, secular civil bureaucracy
was compelled to reframe the ideological orientation of the civil servant thru measures like
a dress code and compulsory prayer breaks

- All occupational groups abolished, several technical services to accommodate specialists

were created like agriculture, education, medicine.

- In service training institutions were created

- Later recruitment ended
- TAG merged into DMG
- Military induction into civil service was institutionalised, Zia set a quota of 10% for civil
servants from grade 17-22 for retired/serving military officials. Officers not to be selected
by FPSC but by a high powered selection committee headed by Zia himself

- Committee to also fill 10% of senior vacancies (19 & above) in secretariat group, foreign
affairs group, accounts and info group

- Zia also used local bodies to cloak highly centralised system under facade of
decentralisation. 3 tiers of local govt in rural areas ; union, tehsil, zila and 3 tier in the
urban areas ; town committees, municipal committees and municipal corporations

6
 Thursday, 2 July y
- Local councils main job was the mgmt of small scale public welfare and development
activities, civil bureaucrats who were non voting members of zila councils retained control
over general admin & law and order

- So bureaucratic neutrality at the local level was also eroded

B. Bureaucracy under civilian rule

- Bhutto and sharif both had own team of civl servants who were patronised and promoted
not on merit but on their loyalty to their respective political masters

- Senior officers appointed foe their political affiliation rather than professionalism created
an atmosphere of corruption

- Also there was an end in Zia local govt scheme, local bodies were dissolved due to
political notions not desire to improve governance. The local officials had served as clients
of military regime so the new govt now opted to appoint administrators (regular federal or
provincial CS) to run local councils

C. Military Rule and Civil Service Reform

- Musharraf introduced a Devolution Plan in 2001

- 3 tiers of local govt at district, tehsil (sub-district) and union levels…his plan was different
from Zia’s in the sense that administrative powers were given to locally elected officials.
All three tiers operated independently of one another so led to confusion and undermined
service delivery

- District officials were subordinated to indirectly elected district nazim

- Posts of DC/District Magistrate and assistant commissioner/sub-divisional magistrate who
had controlled executive ,judicial and revenue functions in district were abolished and
replaced by administrative structure headed by a district coordination officer (DCO) who
was directly responsible to Nazjm.

- Magestrial powers transferred to district/sessions judge & revenue/police oversight powers

to district nazim

- 11 provincial departments were devolved to districts with an EDO (executive district

officer) heading each dept. DCO coordinated activities of all district depts & exercised
general supervision over all projects and service delivery mechanisms

- The district nazim had no accountability so opportunities for corruption increased.

Provincial Local Government Commission could conduct special audits and inspections of
district govt, this was no substitute for permanent, institutionalised checks & balances

7
 Thursday, 2 July y
- The DCO was not accountable to either provincial legislature nor district council
- By 2010 Musharraf’s devolution scheme was dissolved as most provinces were critical of
it. Balochistan dismissed Nazims and replaced them with administers. NWFP reduced
power of nazims & other elected officials and gave an increase to district bureacracy’s
authority. Punkab restored office of commissioner.

- Musharrafs rule also saw a militarisation of the civil bureaucracy; army monitoring teams
appointed to supervise civil admin at all levels from subdivision and district to federal and
provincial. 3500 serving/retired military officers were appointed to these teams

- Military officials also appointed to key civilian posts like chairmanship of FPSC which is
responsible for recruitment of civil servants. Many military officers some serving some
retired were appointed heads of a large no. of civil orgs (Pak steel mill etc)

- Every aspect of civil service was put in hands of army (recruitement, mid career, senior
level training, postings,promotions). 2002 Pak admin staff college which is main
instituition for senior civil servants was transformed into NSPP which was headed by a
retired LG (still is)

- 2006 retired MG appointed director general of CSA which trains fresh recruits of civil
services

D. Reform Attempts

- 2006 NCGR set up to recommend reforms that would allow govt,its institutions and
infrastructure to better meet social/econ/pol challenges faced. It was headed by Ishrat
Hussain

- NCGR recommends administrative restructuring, HRM. Simplification of existing rules

and improvements in service delivery

- The report is to be reviewed and approved by a special parliamentary committee on govt

reform on which half members nominated by govt and half by opposition, once approved
bill to be presented for a vote in NA and if passed implemented immediately

CIVIL SERVICE STRUCTURE AND ORGANIZATION

I. Constitutional Provisions and regulatory mechanisms

- The constitution specifies civil service appointments and their terms/conditions set by act
of parliament

- Constitution also specifies that all provincial civil service posts are determined by acts
passed by provincial assemblies

8
 Thursday, 2 July y
- Civil Establishment Code is laws, operating procedures, rules and regulations for every
aspect of civil service ; terms and conditions of service,
appointment/recruitment/seniority/promotions, conduct and discipline, postings and
transfers, appeals/petitions/represenations

- FPSC is constitutionally mandated; responsible for direct recruitment to officer level

positions in federal bureaucracy thru exams for all federal posts of and above a specified
level of seniority. Every province has its own provincial public service commission

- Constitution also mandates creation of special administrative bodies known as service

tribunals to exercise exclusive jurisdiction over issues relating to terms/conditions of
service of civil servants including disciplinary matters. It hears appeals of civil servants
against any departmental authorities. Every province has one with same functions

- Imp regulatory body is office of Wafaqi Mohtasib or federal ombudsman. Job is to listen to
complaints of people being violated by maladministration by any govt agency. Federal
ombudsman can summon officials, compel them to produce docs, recommend disciplinary
action against anyone found guilty of maladministration. Every province has one for
provincial govt agencies

I. Federal and provincial secretariats

- Secretariat at centre has federal ministry. Secretariat in provinces has provincial ministries
- Every ministry divided into 1 or more administrative divisions. An elected parliamentarian
heads each ministry, a senior civil servant with the rank of secretary heads each of the
ministries divisions ==> then come additional secretaries, joint secretaries, deputy
secretaries

- In province highest ranking member of civil admin is chief secretary who supervises admin
functioning of all provincial ministries & acts as primary link b/w provincial political
executive (CM) and province’s civil admin

- Each admin division in centre and provinces has a central secretariat, attached dept and
subordinate offices and affiliated autonomous/semi autonomous orgs

- Autonomous orgs under less direct control of central secretariat

- Secretariat system distinguishes between staff officers (working in secretariats) and line
officers (in attached departments/autonomous orgs). Staff officers set policy direction and
responsible for staffing/training of officers. Line officers only implement the policies. Staff
officers are generalists ranked higher, line officers are specialists ranked lower. Career
progression of staff officers is more defined, not as defined for line officers who will
achieve the same status in 10 years.

9
 Thursday, 2 July y
- All senior federal/provinicial positions kept for generalists.
- Sure ZAB reforms tried to make bureaucracy more egalitarian by breaking hold of CSP
cadre over all top positions and giving equal pay scales for all services , but failed to give
career advancement and promotions equally to all groups

- DMG cadre dominates policy making, both federal/provinicial despite the fact that
secretariat positions at deputy secretary level are open for all occupational groups

- Selection to secretariat posts to be based on expertise,diversity of experience and capacity

to innovate.

- Provincial secretariats hampered by battle b/w federal recruited civil servants and their
federal counterparts, as federal bureaucracy controls key provincial posts and sidelines
provincial civil service officers cause of its own interests

- DMG officers can be appointed to positions at all three levels ; federal, provincial, local.
75% seats reserved for PCS officers and rest for DMG in provincial posts. But as level of
seniority goes above BPS 21 75% seats are reserved for DMG. It is almost impossible for
PCS to become chief secretaries or even secretaries

- Provincial civil servants complain that they dont have the clearly defined paths of
promotion and career development that DMG have. This demoralises them

- Under FATA’s administrative & legal framework in the FCR a federally appointed
political agent is the senior most civil servant in an agency and he exercises extensive
executive, judicial and revenue powers. PA is also the chief development agent and
planner, selectively distributes funds to local elites thru patronage system. PA is not
accountable to NWFP’s provincial assembly although the federal ministry of states &
frontier regions is responsible for the overall admin of FATA.

- The FATA secretariat was set up by the military regime in 2006. FATA secretariat is not
accountable to the FATA public or their elected reps. Headed by centrally appointed Chief
Secretary. Relies on informal mechanisms & forums like tribal jirgas or councils rather
than courts/elected bodies. No auditing of money the PA receives/spends. FATA
secretariat’s rule of business provide for very limited internal/external accountability

- If militancy in FATA has to be eliminated then FATA secretariat and PA to be abolished

and their powers to be transferred to NWFP secretariat, relevant provincial line ministries
& district depts

-
II. Recruitment

10
 Thursday, 2 July y
- 4 channels of recruitment ;
- 1) direct : candidates can enter bureaucracy through the CSS examination held by the
FPSC. Successful candidates assigned to respective occupation groups

- 2)direct induction of military officers : since Zia regime there has been an annual 10%
induction of military officers. Military inductees dont need to take CSS exam or any other
test, just simply nominated by their respective military hierarchies and then just have to
give interview to FPSC

- 3)advertisements against listed vacancies in ministries/depts

- 4)ad hoc recruitment by depts/ministries for temporary vaccines
- 4 provincial public service commissions (PPSC) are same to FPSC are directly recruit
officers to provincial bureaucracy after taking test similar to CSS exam and serve just in
their respective provinces. There is no quota for military inductees

REFORMING THE BUREAUCRACY

A. Tackling over centralisation

- Overcentralisation of powers/functions has undermined serious attempts to reform

- Recruitment/transfer of clerks is even subject to approval of secretary or ministry. So
senior officials get distracted from their task of implementing policies

- Centralisation has made bureaucracy less responsive to public concerns/priorities

- Ministries have taken over functions of attached depts & subordinate officers. Lower &
middle tiers of ministries often unclear about their role cause no framework for delegating
authority. Standard operating procedures for most ministries have not been revised for
years

- No adequate control mechanisms or supervisory structures to ensure bureaucratic

efficiency & accountability. Officers complain that countless reports are prepared and filed
but none are ever properly reviewed

- Centralism in granting approval for projects leads to delays in delivery. Development

proposal coming from one ministry has to be approved by other relevant ministries &
ministry of finance/revenue. Files keep going back & forth and time is lost cause of over
centralisation

- Rules and procedures to be revised to reduce hirerarchichal righty & encourage delegation
E. Combating corruption/increasing accountability

11
 Thursday, 2 July y
- Bureacratic corruption comes in various forms like abuse of discretionary power, misuse of
regulatory authority and institutionalised & participative practices

- Some efforts have been made but resisted cause they threaten the status quo of those in
power, lack of transparency in executive authority & decisions make these procedures of
reforms easier to manipulate

- In institutionalised corruption govt org provides cover to its own corrupt official and in
participative there is a collusion bw bureaucracy & pvt sector. Private sector imp in tax
admin; complexity of taxation laws, excessive taxation rates, lack of proper documentation
in pvt sector & widespread tax evasion makes corruption possible

- Low salaries/inadequate welfare in the sense of no health facilities etc discourages civil
servants

- There is detonation in internal/external accountability measures; inadequate training,

absences of merit in appointments and promotions, poor practices and norms, weak
regulatory mechanisms, unchecked discretionary powers, weak standard mgmt systems
and failure to regularly upgrade rules and provide easily accessible info on service
delivery. Also there is lack of follow through

- System of evalutation thru Annual Confidential Reports (ACR) hardly if ever criticise.
Higher accountability mechanisms like quarterly/yearly reports submitted by secretary
about performance of his/her division are just formalities. Dysfunction of successive
parliamentary public accounts committees held hearings of those engaged in corruption but
after they were transferred/retired

- Some signs of change ; leader of opposition Chaudry nisar Ali chairs the public accounts
committee (PAC) regular hearings are held and investigation into corruption are done. Past
PAS chairs from leading party never wanted to do anything

F. Recruitment and Training

- Recruitment
- Recruitment functions of federal/provincial public service commissions limited to officer
level positions above BPS 16 so lower level are left out for departmental selection
committees

- Recruitment hardly based on jobs descriptions/ qualifications

- Written exam and psychological test with interview. Those who have studied math, science
do well and those who have done liberal arts face probs.

12
 Thursday, 2 July y
- Also background/past experience never taken into account when considering assignment to
occupational groups, so doctors end up in the police etc

- Background should be kept in mind so ministries get the right recruits

- NCGR report says that an initial screening for ex-cadre and cadre positions with MCQs,
reasoning q’s. Then tests in line with the occupational group of choice so candidates can be
test in the right manner

- Training
- First step after passing is common pre service training followed by specialised training
- In service training federal and provincial officials at level of deputy secretary take courses
in admin and development @ National management institute, but this training is only for
BPS 20 above

- Cadre officers were sent abroad to get masters degrees but this should be extended to
specialists also

- No training oppurtunity for specialists, and so leads to gap in govt’s ability to

formulate/implement projects that require specialised input

- NCGR says that as specialists form bulk of officer grades they should be given in service
training like generalists

- Provincial goats have hardly paid any attention to training of neither of generalist or
specialist. Vast majority of provincial/district civil servants work in edu,health, policies so
professional training to be made mandatory

- Shortage of qualified/motivated instructors in govt training programs, this problem needs

to be addressed. Most instructors are serving officers who dont like these postings. To
attract best instructors all should get same pay and facilities as other employees of NSPP
(national school of public policy)

- Standards of instruction, testing and certification at all training institutions to be brought in

line with those stated by NSPP

G. Posting, promotions and performance evaluation

- Postings have become arbitrary.

- No transparency in career progression leads to lack of professional commitment
- As govts come and go they bring in their own officers and these disruptions distract
federal/provincial from business of governing

13
 Thursday, 2 July y
- NCGR suggests that to reduce political nature of postings and arbitrary practices ; security
of tenure for 3 yrs, legal protection to civil servants against postings & transfers that dont
conform to due process before end of their terms

- Goverment should empower federal services tribunal & provincial tribunals to monitor
postings & transfers & review civil servants complaints art arbitrary transfers

- Existing promotion policy not transparent nor consistent, officers that have
political/military connections most likely to get promoted

- Under civil servants rules 1973 promotions in bureaucracy to be based on seniority/merit.

Central Selection Board makes promotions to BPS19 posts above on excellence and merit.
Promotions to BPS22 decided by PM. These promotions based on : 1)minimum length of
active service 2)unblemished disciplinary record 3)required threshold of Performance
evaluation reports 4) successful completion of mandatory training course

- No formal req of favourable reports by military intelligence as a criteria for promotion but
these reports have been decisive in senior officer’s promotions

- Musharraf introduced linking intelligence reports to promotion

- Training courses imp for promotion but completion is the only req. performance has no
bearing on promotion prospects so no incentive to improve

- Diversity of experience hardly plays a role in promotion and it should be linked to

promotion and should be rewarded

- Favourable performance evaluation reports are a major criteria for advancement but hardly
have any negative remarks. Very general simplistic and no indication of performance
related targets

- Mechanisms to be put in place to ensure promotions take place only on merit and in
accordance with rules/regulation. Promotion policy to include measures like performance
related criteria, promotion to be linked to leadership shown in training programs, and
diversity of experience to be integrated. Also to remove favouritism, prime minister not to
choose BPS22 promotions rather authority to be transferred to independent body like FPSC

- Civil servants should be subject to parliamentary oversight, Parliamentary committees to

be given authority to vet key civil service appointments. Federal Ombudsman & chairman
and members of federal services tribunal to also be vetted.

- Improving service delivery in key areas

A. Land management

14
 Thursday, 2 July y
- System of maintaining land records & assessing/collecting lad revenues remains very
obsolete

- At centre of this system is the Patwari (village revenue officer) he asseses/collects

agricultural revenue, records inheritance, sale & transfer of land, maintaining all land
records in its area of jurisdiction. All information is noted manually in registers in the age
of technology

- Most commonly required land related doc is Fard and can only be given by the patwari,
this is a lot of authority given to a BPS5 revenue officer. Fard serves many purposes like it
gives a guarantee for furnishing bail in court cases, proof of permanent residence to obtain
a domicile certificate as well as loans from financial institutions, proof of changed
ownership thru inheritance, and records ownership of land thru sale, purchase, mortgage,
lease or gift. So people seeking fard naturally exposed to extortion by the patwari

- Bribes paid to patwari vary according to individual’s finances & nature of transaction for
which the doc is required

- No effective checks on patwari

- Many ppl want the computerisation of all land records which would eliminate two of
patwaris most abused powers ; 1) maintenance of land records 2)assessment of revenue.

- 2 world bank assisted pilot projects in Punjab & Balochistan have insitituted computerised
records but faced resistance from patwaris. The landed elite sitting in national/provincial
legislatures or operating as nazims are in collusion with patwaris who give them
preferential access to land & other privileges in return for bribes.

- Computerising all land records would reduce opportunities for corruption & malpractice
B. Education

- Pakistans failing public education system has radicalised many young ppl by failing to
furnish them with the skills imp for modern economy & pushing them towards crime

- Education sector is overcentralised from curriculum policy, responsibility of federal

minister’s curriculum wing, to provincial textbook boards’ control over production &
content of text books for province’s public schools

- Delays in production of textbooks arise as a result of bureaucratic infighting & inefficiency

and deprives teachers/students of material

- Public school teachers are civil servants and dont like the job, more attracted to job
security that is provided by pvt schools. With limited federal/provincial oversight state run

15
 Thursday, 2 July y
schools and federal/provincial education ministries offer many more opportunities for
corruption that in pvt schools

- Local officials with strong political connections obtain govt funds to run schools just on
paper, and some even sublet school premises to private interests

- Musharrafs local govt scheme devolved education fromn province to district. Distict govts
monitored schools & carried out evaluation of teachers, also executive district officer
(education) oversaw edu dept allocating all education related resources

- District govts responsible for primary, secondary and higher secondary edu but could only
recruit primary secondary school teachers upto BPS 16. Powers of hiring, firing,
transferring senior positions (BPS 17 and above) remained with provincial govts which
also exercised control over inter district transfers,budgets & textbook production

- Devolution of edu to district will require new initiatives to reduce bureaucratic control.
Every public school to have own board of governors elected by parents and teachers and
should have parents on the board also. Board to be given power to hire/fire teachers based
on performance. Rather than full time civil servants as teachers, they should just be hired
on short term contracts based on performance to be reviewed annually by board

C. Law and order

- Govt to prioritise reform for the bad police force

- Musharraf put forth the Police Order of 2002 to transform police into efficient apolitical
service but later to increase his own control and that of his pol allies the order was
amended

- Effective monitory and accountability mechanisms are absent and so political manipulation
and nepotism is still there

- As police is first point of contact b/w ppl and state a corrupt force ruins the legitimacy and
bond

- Public grievances to be redressed against police excesses and political manipulation

- Govt has taken some steps like has raised salaries and allocated funds for better weapons.
But better reforms needed to make police accountable and Police Order 2002 to be put
infront of parliament. NA standing committee to make a sub-committee dealing just w
police

D. E-Governance

16
 Thursday, 2 July y
- Info and comm technologies to be incorporated to support govt processes and provision of
services w more transparency in decision making, will lead to accountability and better
delivery

- It will also increase participation of citizens in decision making

- There is an e-govt directorate (EGD) cell in info technology ministry, but its work has been
ruined by bureacratic obstruction and lack of autonomy

- EGD’s recommendation for it to become an attached dept of into technology ministry to be

considered as it will give more financial/operational autonomy

- May 2005 EGD produced a 5 yr plan to enhance e governance with federal ministries to
improve inter minestrial coordination and commutation. This plan was shut down due to
military’s security worries

- Govt to increase use of e governance in ministries, departments & other public agencies
according to EGD 5 yr plan for all large IT federal govt projects as well as provide basic IT
training for all govt employees of BPS 6 and above. EGD to be given
financial/organization autonomy by turning it into an attached dept from a cell

E. International Role

- Intl community esp US to show its commitment to strengthening democracy by making

public sector development a major priority

- Kerry-Lugar-Berman bill Oct 2009 called for 1.5 billion $ non military assistance to pak
over 5 yrs. key target areas were democratic institutions, judiciary, health, education..

- This assistance wont be helpful w/out reform in civil service as without reform this would
only increase chance for corruption

- This is esp imp for FATA where there is an unaccountable bureaucracy. Structural/political
reforms needed to merge FATA secretariat into NWFP which is accountable to NWFP
assembly

- US to make direct delivery to FATA on terms that there is reform of FATA’s

unaccountable institutions making them more accountable

- This also applies to pak’s overall bureaucracy. With more money coming in there will only
be increased oppurtunities for corruption

- Intl community (US esp) to strengthen role of EGD thru technical assistance and training.
If EGD is helped in making more advanced applications then these could be given to line
ministries to ensure more effective and transparent service delivery. Donors to leverage aid

17
 Thursday, 2 July y
to encourage line ministries, departments and agencies to adopt e-goverance,
computerisation of records…

- Donors to also support civil service training initiates like establishment of specialised
training institutions for civil service recruits as said by NCGR. Training institutes to be
prioritised for policing, fiscal policy and financial mgmt, energy, industrial development,
trade etc

- These bodies to be useful for technocrats who occupy majority of officer level positions in
bureacracy but denied training and career advancement given to their generalist
counterparts

- Foreign funded training to target young, mid career officers rather than those nearing
retirement as has been done in the past

18