Cutting the red tape

On October 10, a Saudi delegation was hosted in Islamabad for a diverse and impactful meeting that covered key discussions on strengthening trade relations, investment opportunities, economic cooperation, and regional security.

The visit underscored Saudi Arabia’s commitment to supporting Pakistan’s economic development. The delegation also aimed to address bureaucratic obstacles, highlighting the need for a more streamlined and business-friendly environment.

During the discussions, a Saudi minister referenced a notable remark from his conversation with Chief of Army Staff General Asim Munir, quoting him as saying, “We are moving from red tape to red carpet”. Though shared in a lighter vein, these words carry a deep message about the slow-moving bureaucratic system and its impact on government operations.

While the delegation seemed eager to embrace this narrative, it prompted me to reflect on the hard realities that I encountered during my tenure as minister of health. The burdens of red tape not only hindered good governance practices but also discouraged the potential interests of foreign governments.

I could vividly remember the frustration of my cabinet colleagues over the government machinery's inefficiencies, attributing them to undue delays, non-productive lengthy procedures, and cumbersome file processes that stifled development.

The establishment of the Special Investment Facilitation Council (SIFC) is a commendable step in the right direction for redefining an investment-friendly environment. However, the SIFC itself faced the same obstacles in pursuing its ambitious agenda of economic growth.

The bureaucratic entanglements infiltrating the SIFC through its modus operandi could have stunted its potential to become a true ‘magnum opus’ had the leadership not tuned in to the issues at hand.

The high command of the SIFC has taken innovative steps to unlock the council's full potential, and it has begun to achieve its targets. It stands as a ray of hope, demonstrating a model worth emulating for fast-tracking national development and exemplifying good governance.

Before joining the federal cabinet, I had an extensive and close association with the bureaucracy. While my experience was mixed, it imparted valuable lessons that I applied during my tenure as a federal minister. However, even with that close interaction, I was unaware of how deeply entrenched the bureaucracy was within all government functions.

As a minister, one often has little to no authority to make even the smallest decisions. Decision-making power frequently rests with the secretary, who holds the authority to delay or even ignore requests entirely. This issue permeates down the hierarchical ladder, impacting strategic matters of significance as well.

When it came to benign minor issues like notifying a ‘task team’, ‘working groups’, or ‘technical task forces’, one had to constantly follow up with the secretary.

If a simple routine issue proves so hard to get done due to of ‘red-tapism’, how can one hope to effect meaningful speedy policy changes?

The most a minister can do is to request the prime minister to transfer the secretary. It may happen or one may have to live with it; in my case, I had to bear with this till the end.

This scenario raises an important question: if for a minor task, this level of persistent follow-up is required, how can we enact any new strategies or policies in a system addicted to inertia?

Despite the constraints imposed by the unending cycle of bureaucratic red tape, our technical team valiantly faced resistance, meeting our targets and laying the groundwork for an export-oriented health economy – one that could benefit both the government and the public.

The vision of a new people-friendly, efficient, and supportive bureaucratic system offers a ray of hope.

Now more than ever, the onus is on the government to reform the bureaucracy, restoring it to its original purpose: serving the public rather than ruling over it. Current hierarchies, siloed information channels, and unnecessarily lengthy procedures defeat this purpose.

Embracing the shift from ‘red tape to red carpet’ in its true spirit would address numerous governance challenges, enhancing service delivery and strengthening human security. A vision for a supportive bureaucratic system is not merely aspirational; it is essential for our progress.

Dismantling barriers imposed by outdated practices could ultimately drive the economic revitalisation and development we so urgently need. While bureaucratic ‘red tape’ poses formidable challenges, the potential for meaningful change exists – all it requires is vision and resolve.

By committing to reform and adopting innovative strategies for efficiency, Pakistan can pave the way for a prosperous future characterised by responsive, transparent, accountable, and agile governance with a genuine commitment to public service. This journey toward a more effective and compassionate bureaucracy is not only necessary but achievable.

Collaboration among political leaders, government officials, business leaders, and the public is vital, as each has a vested interest in a streamlined, efficient system. As we look forward, the lessons from the recent Saudi delegation’s visit, the successful conclusion of the SCO summit, and a ‘fit-for-purpose SIFC’ model can guide us.

By embracing a reform vision that prioritises efficiency and public service, Pakistan can foster a thriving economy and enhance its international standing. The road ahead may be challenging, but with the right mix of leadership, clear vision, determination, and shared commitment, we can transform our systems ‘from red tape to red carpet’ across all spheres.

The writer is a former federal health minister. He can be reached at:

Nadeemjan77@hotmail.com