Improving bureaucratic efficiency

LAHORE: The efficiency of a country’s bureaucracy is typically evaluated based on factors such as transparency, accountability, meritocracy, corruption levels, adaptability and responsiveness. In this regard, Singapore ranks at the top, followed by Denmark and Switzerland. In contrast, the country’s public sector efficiency is ranked very low.

Pakistan’s bureaucracy faces numerous challenges, including red tape, corruption, and delays, which stem from structural, operational and cultural issues. The country’s selection process, centred around the central superior services (CSS) exam, prioritises general knowledge and analytical skills over specialised expertise. As a result, bureaucrats are frequently transferred between departments, regardless of their qualifications. This practice leads to inefficiency in sectors such as health, education, and technical industries.

While initial training is provided, ongoing professional development, especially in specialised fields, remains limited. This hinders bureaucrats’ ability to adapt to the technical demands of different sectors. Regular rotation of bureaucrats across departments and regions disrupts continuity, institutional memory and long-term planning. Political considerations often influence appointments and transfers, undermining meritocracy and accountability. The hierarchical nature of the system offers little room for innovation or flexibility, with junior officers often lacking the authority to make decisions, thereby slowing down processes.

The current selection policy, which only requires a graduate degree for entry, does not ensure candidates possess the technical expertise needed for specialised roles. Although the CSS exam is rigorous, it primarily assesses general knowledge, leaving gaps in technical competency. Once selected, candidates undergo uniform training, without specialised tracks for fields like health, education or finance.

To improve governance, introducing specialised qualifications for bureaucrats in various sectors would be crucial. For instance, health departments should be managed by professionals with backgrounds in medicine or public health, while specialists with experience in education policy and administration should oversee the education sector. For administrative roles, generalists with strong analytical and management skills could handle traditional tasks. Furthermore, cross-sector collaboration should be encouraged, but technical positions should remain in the hands of domain experts.

The deputation of bureaucrats to public-sector enterprises (PSEs) is another issue in Pakistan, as many lack the technical and managerial skills needed to run these organizations efficiently, often leading to operational inefficiencies and financial losses. Bureaucrats tend to prioritize bureaucratic processes over entrepreneurial decision-making, stifling innovation. In countries like the US and the UK, public enterprises are typically managed by professionals with domain expertise rather than bureaucrats.

To address these issues, the government of Pakistan should introduce specialised entry tracks for sectors like health, education and technical industries, alongside the generalist cadre. Continuous sector-specific training and certifications should be implemented, and bureaucrats should be allowed to gain long-term experience in particular sectors. Furthermore, private-sector professionals should be allowed to enter the bureaucracy for technical roles through a transparent process. Professional managers should be appointed to public enterprises to reduce bureaucratic control, and performance metrics should be integrated into bureaucratic evaluations.

India also uses a common pool entry system through the Indian Administrative Service (IAS), Indian Police Service (IPS), and Indian Revenue Service (IRS), but it has separate cadres for technical roles such as the Indian Health Service and Indian Engineering Service. While generalists dominate administrative roles, India has recently emphasized the lateral entry of domain experts into bureaucratic positions. Civil servants in India receive specialised training after selection, with sector-specific modules for certain cadres. While India also appoints bureaucrats to public-sector enterprises, the practice is debated regarding its efficiency.

China’s bureaucracy is highly centralised and hierarchical but is known for its efficiency in executing policies, due to strict accountability mechanisms and a focus on technical expertise. Bangladesh’s bureaucracy operates similarly to Pakistan’s, with similar challenges and structures.