Public Finance

In an era where digital governance and climate crises demand agile policymaking, Pakistan’s civil service—a relic of colonial-era structures—faces mounting pressure to modernize. Despite contributing 2.3% of GDP to public sector wages, systemic inefficiencies persist: 60% of citizens rate service delivery as “poor” in federal surveys, while projects like the Benazir Income Support Program (BISP) suffer from delayed disbursements due to bureaucratic bottlenecks. Recognizing this gap, federal and provincial governments have launched competency frameworks to recalibrate civil servants’ skills. Yet, as global indices rank Pakistan 124th in government effectiveness, the urgency for transformative capacity-building has never been clearer.

Diagnosing the Skills Deficit

A 2023 assessment by the National School of Public Policy (NSPP) revealed critical competency gaps:

• Digital literacy: 70% of civil servants lack proficiency in data analytics or e-governance tools.
• Policy innovation: Only 20% of officers receive training in climate adaptation or AI-driven decision-making.
• Public engagement: 65% score below par in grievance redressal and participatory budgeting.

Civil Service Training Outcomes (2022–2023)

Pioneering Reforms: From Punjab to Singapore

Punjab’s Competency Enhancement Program (CEP), launched in 2021, offers a blueprint. By mandating 100 hours of annual training in project management and IoT applications, it boosted healthcare project completion rates from 54% to 82% in two years. Key features include:

• AI-driven skill audits: Matching officers to roles via aptitude analytics.
• Cross-department rotations: Placing finance officers in climate units to foster interdisciplinary thinking.
• Public-private partnerships: Microsoft trained 5,000 officers in cloud-based service delivery.

Internationally, Singapore’s Civil Service College (CSC) model—which ties promotions to competency certifications—has inspired Pakistan’s proposed Merit-Based Performance System.

Bridging the Implementation Gap

While frameworks exist, execution falters. Sindh’s Efficiency & Discipline Rules, though progressive, cover only 15% of employees due to union resistance. Similarly, the federal Capacity Building Commission (CBC) struggles with uneven funding—63% of its 2023 budget remained unutilized. Persistent hurdles include:

• Outdated curricula: 80% of training modules haven’t been updated since 2010.
• Political interference: 40% of postings prioritize loyalty over competency.
• Gender disparity: Women hold just 12% of senior roles, limiting diversity in decision-making.

A Roadmap for Adaptive Governance

To transform frameworks into outcomes, Pakistan must:

1. Institutionalize continuous learning: Adopt Kenya’s Mentorship Circles, pairing junior staff with retired experts.
2. Leverage technology: Scale KP’s e-Academy, which uses VR simulations for disaster management training.
3. Align incentives: Link 30% of salaries to competency metrics, as practiced in South Korea.

Proposed Competency Framework (2024–2027)

From Capacity to Capability

Competency frameworks alone won’t suffice without cultural shifts. Punjab’s success stemmed from Chief Secretary-led accountability, while Balochistan’s programs floundered without political buy-in. As Pakistan revamps its civil service, the focus must extend beyond skill-building to fostering innovation ecosystems—where officers are incentivized to experiment, fail, and iterate. With 65% of the workforce set to retire by 2030, the window for cultivating a tech-savvy, ethical bureaucracy is narrowing. The alternative—a civil service outpaced by global challenges—risks rendering governance obsolete.

This article was published on PublicFinance.pk.