The document discusses reforms to Pakistan's civil services. It proposes organizing civil services into four categories: All Pakistan, Federal, Provincial, and District. The All Pakistan Service would include the National Executive Service, Pakistan Administrative Service, and Police Service of Pakistan. Federal services would include the Foreign Service of Pakistan and other specialized services. Provincial services would be divided into management, executive, technical, and judicial branches. The goal is to enhance capacity, competence, and improve public service delivery through reforms to recruitment, training, performance management, and use of e-government.
This document summarizes the key points of a paper on civil service reform in Pakistan. It outlines the role and responsibilities of civil servants, the constitutional and legal framework governing the civil service, past reforms in 1973, and the perceived need for ongoing reforms. It discusses recommendations from the 2008 National Commission on Government Reforms and recent reforms introduced in 2019. It also examines public perception of the civil service and the role of accountability institutions like NAB, the judiciary, and media.
This document provides an overview of civil services in India and compares them to other countries. It discusses that the Indian civil service was formed after independence in 1947 based on the British model. Civil services are classified into all India, central, and state levels. Training is provided at multiple levels. The civil services of India, England, Italy, Japan, Singapore, and China are also summarized in terms of structure, appointments, and roles. Challenges, approaches, and strategies to improve civil services are outlined.
This document provides a history of public administration in Pakistan and South Asia. It discusses the roots of Pakistan's administrative systems in British colonial rule and various historical empires that ruled the subcontinent. It then outlines the establishment of public administration as an academic discipline in Pakistani universities in the 1960s. Finally, it notes some current issues with public administration in Pakistan like a lack of long-term human resource development and challenges from political pressures.
This document discusses the history of public administration in Pakistan and South Asia. It traces the evolution of administrative systems from ancient civilizations like the Indus Valley, to the Maurya Empire, Mughal Empire, and British colonial period. During British rule, the civil service system was established which Pakistan continued to rely on after independence. The document also outlines the development of public administration as an academic discipline in Pakistani universities, as well as issues like bureaucratic control and administrative regression over time.
Civil services have played an important role in India since ancient times. They provide continuity during political and social changes and help ensure policies are effectively implemented. Civil servants are responsible for serving the elected government impartially and delivering services professionally to the public. As India has grown, the role and expectations of civil servants have evolved from administrators and controllers to facilitators and enablers of growth. For civil services to continue meeting society's needs, reforms are needed to help civil servants develop new skills and orientations suited to modern challenges.
Structural reforms for effective public administrationASM Nazmul Hasan
The document discusses structural reforms for effective public administration. It provides background on public administration practices and the differences between public and private administration. It then discusses various types of reforms including examples like education, financial, and public sector reforms. Key committees and commissions that have recommended reforms in Bangladesh are outlined, including their major recommendations. The recruitment process and structure of the civil service in Bangladesh is explained, along with changes over time to criteria like age limits and exam structure. The hierarchy of central and field administration is also depicted.
The document outlines the presenter's research proposal to strengthen Bangladeshi local government through increasing local revenue mobilization, building strong monitoring systems, and drawing lessons from Japan's local government system. It provides context on local government structure in Bangladesh, challenges around weak financial capacity and oversight, and the importance of empowering local governments for development goals. The research aims to address issues of local government dependence on central government and lack of diversified revenue sources.
This document summarizes the key points of a paper on civil service reform in Pakistan. It outlines the role and responsibilities of civil servants, the constitutional and legal framework governing the civil service, past reforms in 1973, and the perceived need for ongoing reforms. It discusses recommendations from the 2008 National Commission on Government Reforms and recent reforms introduced in 2019. It also examines public perception of the civil service and the role of accountability institutions like NAB, the judiciary, and media.
This document provides an overview of civil services in India and compares them to other countries. It discusses that the Indian civil service was formed after independence in 1947 based on the British model. Civil services are classified into all India, central, and state levels. Training is provided at multiple levels. The civil services of India, England, Italy, Japan, Singapore, and China are also summarized in terms of structure, appointments, and roles. Challenges, approaches, and strategies to improve civil services are outlined.
This document provides a history of public administration in Pakistan and South Asia. It discusses the roots of Pakistan's administrative systems in British colonial rule and various historical empires that ruled the subcontinent. It then outlines the establishment of public administration as an academic discipline in Pakistani universities in the 1960s. Finally, it notes some current issues with public administration in Pakistan like a lack of long-term human resource development and challenges from political pressures.
This document discusses the history of public administration in Pakistan and South Asia. It traces the evolution of administrative systems from ancient civilizations like the Indus Valley, to the Maurya Empire, Mughal Empire, and British colonial period. During British rule, the civil service system was established which Pakistan continued to rely on after independence. The document also outlines the development of public administration as an academic discipline in Pakistani universities, as well as issues like bureaucratic control and administrative regression over time.
Civil services have played an important role in India since ancient times. They provide continuity during political and social changes and help ensure policies are effectively implemented. Civil servants are responsible for serving the elected government impartially and delivering services professionally to the public. As India has grown, the role and expectations of civil servants have evolved from administrators and controllers to facilitators and enablers of growth. For civil services to continue meeting society's needs, reforms are needed to help civil servants develop new skills and orientations suited to modern challenges.
Structural reforms for effective public administrationASM Nazmul Hasan
The document discusses structural reforms for effective public administration. It provides background on public administration practices and the differences between public and private administration. It then discusses various types of reforms including examples like education, financial, and public sector reforms. Key committees and commissions that have recommended reforms in Bangladesh are outlined, including their major recommendations. The recruitment process and structure of the civil service in Bangladesh is explained, along with changes over time to criteria like age limits and exam structure. The hierarchy of central and field administration is also depicted.
The document outlines the presenter's research proposal to strengthen Bangladeshi local government through increasing local revenue mobilization, building strong monitoring systems, and drawing lessons from Japan's local government system. It provides context on local government structure in Bangladesh, challenges around weak financial capacity and oversight, and the importance of empowering local governments for development goals. The research aims to address issues of local government dependence on central government and lack of diversified revenue sources.
Public service reform in sa y muthien vers 3meagz24
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This document discusses the organizational structure and staffing patterns of local government units (LGUs) in the Philippines according to the Local Government Code and Civil Service Commission guidelines. It outlines the mandatory and optional appointive officials for provinces, cities, and municipalities. It also provides guidelines on establishing the organizational structure, human resources management practices, limitations on appointments, and other administrative requirements for LGUs according to Philippine law and regulations.
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This document analyzes governance issues in Pakistan from a managerial perspective and suggests reforms. It identifies several problems with Pakistan's bureaucracy, including inability to promote welfare, elitism, and inefficiency. Other issues discussed include overemphasis on technology without substance, mismanagement of human capital, lack of consultation on reforms leading to resistance, lack of indigenous policymaking, need to reform intelligence agencies to address militancy and terrorism, and exploitation of Pakistan's economy and resources by international agencies. The document argues that comprehensive reforms are needed across Pakistan's governance systems to address these problems.
The document discusses Pakistan's civil service system. It outlines the four fundamental functions of public personnel management: planning, acquisition, development, and sanction. It provides details on recruitment and selection processes, training programs, compensation structures, and historical reforms to the Pakistani civil service since independence. Overall, the civil service inherited a strong system from British rule but underwent several restructuring attempts to increase political control and address issues like inefficiency and corruption.
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The civil service originated in the East India Company and was formalized in the 19th century. A 1954 report recommended professionalizing the civil service by implementing examinations, merit-based promotions, and generalist roles rather than technical specialists. Civil servants are divided into service-wide administrators and specialists, and departmental groups. Reforms since the 1960s have aimed to increase efficiency and introduce private sector practices through initiatives like Next Steps agencies, the Citizen's Charter, and New Labour's Modernising Government white paper. However, critics argue reforms have overly politicized and businessized the civil service at the expense of its traditional impartiality and public service ethos.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The role of local government in development involves administering basic services at the local level as delegated by national government. These include health, agriculture, infrastructure, and regulatory functions. Local governments generate revenue through taxes and shares of national taxes to fund their operations. While the Local Government Code of 1991 devolved many responsibilities and increased autonomy of local governments, issues remain such as inadequate funding, interference in personnel matters, and the need to further broaden tax bases and devolve additional powers and functions.
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This document outlines reforms initiatives in Khyber Pakhtunkhwa province of Pakistan. It discusses the establishment of a Reforms Implementation Cell and Change Management Unit to oversee reforms. Working groups were formed for priority sectors like education, health, and local government. A Charter of Good Governance and laws on right to information, right to public services, conflict of interest, and anti-corruption were introduced to improve transparency and accountability. Reforms were undertaken across various departments including education, health, local government, and energy to improve services and governance.
Day2 kyoko comparative public policies in perspective (final for may 4) april...Hung Nguyen Quang
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This document discusses personnel administration and the civil service. It begins by defining key terms like civil service, which refers to non-technical government services. It then discusses the roles of the civil service in areas like development administration, political development, economic development, modernization, and internal government functioning. It also covers topics like classification of civil service positions to group similar roles and the steps involved in developing a position classification plan. Overall, the document provides an overview of the civil service and its various functions and responsibilities within government.
The document provides an overview of the administrative system in India, including its evolution and current structure. It discusses the constitutional framework and key features of civil services. It outlines the administrative structures of the union government, state governments, districts, and local administrations. It also summarizes major reforms to the administrative system after independence, including reports from the First and Second Administrative Reforms Commissions. The Second Administrative Reforms Commission is currently studying four key areas to improve public administration in India.
National policy conference 2017 legislature and governanceSABC News
What’s expected in a discussion document on legislature and governance for the upcoming ANC policy conference is an identification of the challenges and pressures that threaten democracy and democratic governance in South Africa today; and then proposing tangible and realistic policy solutions to resolve these, through the relevant structures be it the national, provincial and local legislatures and executives.
Sindh.Police by Capt. (R) Parvez Ahmed Chandio, PSPParvez Chandio
To apprise the reader about the history of policing, causes of its failure in service delivery and various attempts made to reform the police. To share an implementable operational plan for improving service delivery by addressing the loopholes through IT interventions at district SSP office level in Lasbellah, Hyderabad and Ghotki Districts in Sindh Province of Pakistan
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Public service reform in sa y muthien vers 3meagz24
This document summarizes the key challenges to implementing public sector reform in South Africa as outlined in the National Development Plan. It discusses 6 focus areas: 1) the dual governance of accountability and ethics has impacted performance, 2) the making of political versus professional appointments has politicized senior roles, and 3) building skills and leadership throughout the public sector is critical but progress has been uneven. Overall, public sector reform has come a long way since 1994 but building a capable state requires unprecedented effort across many areas simultaneously.
This document discusses the organizational structure and staffing patterns of local government units (LGUs) in the Philippines according to the Local Government Code and Civil Service Commission guidelines. It outlines the mandatory and optional appointive officials for provinces, cities, and municipalities. It also provides guidelines on establishing the organizational structure, human resources management practices, limitations on appointments, and other administrative requirements for LGUs according to Philippine law and regulations.
This document discusses the need for constitutional commissions and independent offices in Kenya to decentralize their services to align with the country's devolved system of government established in 2010. It notes that these state agencies must ensure reasonable access to their services across all parts of the country and directly engage with county governments rather than just the national government. The document recommends that these agencies review their mandates and strategies to account for socioeconomic differences between counties and determine the best approach to delivering services at the local level, whether through national offices with county missions or a more permanent county presence. It aims to help these agencies better support Kenya's transition to devolved governance as required by the constitution.
Situation of governance in pakistan by Rahat ul-aainRahat ul Aain
This document analyzes governance issues in Pakistan from a managerial perspective and suggests reforms. It identifies several problems with Pakistan's bureaucracy, including inability to promote welfare, elitism, and inefficiency. Other issues discussed include overemphasis on technology without substance, mismanagement of human capital, lack of consultation on reforms leading to resistance, lack of indigenous policymaking, need to reform intelligence agencies to address militancy and terrorism, and exploitation of Pakistan's economy and resources by international agencies. The document argues that comprehensive reforms are needed across Pakistan's governance systems to address these problems.
The document discusses Pakistan's civil service system. It outlines the four fundamental functions of public personnel management: planning, acquisition, development, and sanction. It provides details on recruitment and selection processes, training programs, compensation structures, and historical reforms to the Pakistani civil service since independence. Overall, the civil service inherited a strong system from British rule but underwent several restructuring attempts to increase political control and address issues like inefficiency and corruption.
This document discusses local government units in the Philippines. It defines decentralization and the three forms: devolution, deconcentration, and debureaucratization. It also outlines the three levels of local government - province, city/municipality, and barangay. The key differences between each level are defined, including their composition, officials, functions, and criteria for creation.
The civil service originated in the East India Company and was formalized in the 19th century. A 1954 report recommended professionalizing the civil service by implementing examinations, merit-based promotions, and generalist roles rather than technical specialists. Civil servants are divided into service-wide administrators and specialists, and departmental groups. Reforms since the 1960s have aimed to increase efficiency and introduce private sector practices through initiatives like Next Steps agencies, the Citizen's Charter, and New Labour's Modernising Government white paper. However, critics argue reforms have overly politicized and businessized the civil service at the expense of its traditional impartiality and public service ethos.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The role of local government in development involves administering basic services at the local level as delegated by national government. These include health, agriculture, infrastructure, and regulatory functions. Local governments generate revenue through taxes and shares of national taxes to fund their operations. While the Local Government Code of 1991 devolved many responsibilities and increased autonomy of local governments, issues remain such as inadequate funding, interference in personnel matters, and the need to further broaden tax bases and devolve additional powers and functions.
The document discusses recommendations from India's 2nd Administrative Reforms Commission and Citizens' Charters. It provides background on administrative reforms in India since independence. It summarizes the 2nd ARC's 15 reports and recommendations in two categories. Citizens are at the core of good governance and citizen centricity. Citizens' Charters aim to make administration transparent, accountable and citizen-friendly by outlining service standards and grievance procedures. Key components and effective implementation of Citizens' Charters are also outlined.
The document provides information on civil service systems in several Southeast Asian countries. It details the enabling legislation, coverage, implementing agencies, position classification systems, qualifications requirements, and recruitment processes for Cambodia, Philippines, Singapore, Thailand, Indonesia, and Laos. For each country, it outlines the key laws governing the civil service, which government body manages the system, how positions are categorized, basic eligibility criteria for employment, and typical hiring procedures.
Nepotism and corruption have become rampant in senior government appointments in India. The civil services have become highly politicized, reducing transparency. Experts from outside the civil services are rarely appointed to strategic positions, despite some outstanding examples in the past. Unless major reforms are made to make appointments based on domain knowledge, integrity and competence rather than political connections, corruption will continue and undermine India's development and reputation. Reforms must make the appointment process more transparent and remove political interference to restore integrity and merit-based selections.
This document outlines reforms initiatives in Khyber Pakhtunkhwa province of Pakistan. It discusses the establishment of a Reforms Implementation Cell and Change Management Unit to oversee reforms. Working groups were formed for priority sectors like education, health, and local government. A Charter of Good Governance and laws on right to information, right to public services, conflict of interest, and anti-corruption were introduced to improve transparency and accountability. Reforms were undertaken across various departments including education, health, local government, and energy to improve services and governance.
Day2 kyoko comparative public policies in perspective (final for may 4) april...Hung Nguyen Quang
This document summarizes decentralization policies and experiences in East Asian countries. It discusses three main types of decentralization - administrative, political, and fiscal. While countries pursued common trends of decentralizing power, experiences differed based on levels of subnational government, policy orientation, access to finance, and capacity issues. The case of Japan's long-term decentralization involved initial deconcentration, postwar delegation for development, and recent reforms granting more autonomy to address diverse social needs.
This document discusses personnel administration and the civil service. It begins by defining key terms like civil service, which refers to non-technical government services. It then discusses the roles of the civil service in areas like development administration, political development, economic development, modernization, and internal government functioning. It also covers topics like classification of civil service positions to group similar roles and the steps involved in developing a position classification plan. Overall, the document provides an overview of the civil service and its various functions and responsibilities within government.
The document provides an overview of the administrative system in India, including its evolution and current structure. It discusses the constitutional framework and key features of civil services. It outlines the administrative structures of the union government, state governments, districts, and local administrations. It also summarizes major reforms to the administrative system after independence, including reports from the First and Second Administrative Reforms Commissions. The Second Administrative Reforms Commission is currently studying four key areas to improve public administration in India.
National policy conference 2017 legislature and governanceSABC News
What’s expected in a discussion document on legislature and governance for the upcoming ANC policy conference is an identification of the challenges and pressures that threaten democracy and democratic governance in South Africa today; and then proposing tangible and realistic policy solutions to resolve these, through the relevant structures be it the national, provincial and local legislatures and executives.
Sindh.Police by Capt. (R) Parvez Ahmed Chandio, PSPParvez Chandio
To apprise the reader about the history of policing, causes of its failure in service delivery and various attempts made to reform the police. To share an implementable operational plan for improving service delivery by addressing the loopholes through IT interventions at district SSP office level in Lasbellah, Hyderabad and Ghotki Districts in Sindh Province of Pakistan
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3. Sequence of Presentation
Introduction
Historical Background
Current Organization of Civil Service
Bottlenecks
Need of Reforms
Recommendations of NCGR
Conclusion
Recommendations
3
CIVIL SERVICES REFORMS
5. Introduction 1/3
Human Development South Asia Report 1999
“SouthAsia presents a fascinating combination of many
contradictions. It has governments that are high in
governing and low in serving; it has parliaments that are
elected by the poor but aid the rick; and society that asserts
the rights of some but perpetuates exclusion for others.
Despite a marked improvement in the lives of few, there are
many in South Asia who have been forgotten by formal
institutions of governance. These are the poor, the
downtrodden and the most vulnerable of the society,
suffering from acute deprivation on account of their income,
caste, creed, gender or religion. Their fortunes have not
moved with those of the privileged few and this in itself is a
deprivation of a depressing nature.”
5
CIVIL SERVICES REFORMS
6. Introduction 2/3
“Governance constitutes for ordinary people, a daily
struggle for survival and dignity. Ordinary people are
too often humiliated at the hands of public
institutions. For them, lack of good governance
means police brutality, corruption in accessing basic
public services, ghost schools, teacher absenteeism,
missing medicines, high cost and low access to
justice, criminalization of politics and lack of social
justice. These are just few manifestations of the
crisis of governance.”
UNDP -Human Development Report for SouthAsia –
2005
6
CIVIL SERVICES REFORMS
7. Introduction 3/3
o Economic policies are framed and translated into economic and social
benefits by the Executive branch of the state for the population.
o There is a consensus both among the Civil Servants and those interacting
with these that the present system has become dysfunctional.
o Reforms in civil services would not only encourage the committed and
hardworking officers but would also discourage the corrupt ones.
o Better performance indicators can be achieved through professional
human resource and incentives and rewards
7
CIVIL SERVICES REFORMS
9. Historical Background 1/10
o Civil bureaucracy of Pakistan has its origins in the
Indian Civil Services (ICS) which Pakistan inherited at
the time of partition.
o ICS was formed on the recommendations of
Aitcheson Commission set up in 1866.
o The ICS cadre became the Civil Service of Pakistan
(CSP), with minor modifications
9
CIVIL SERVICES REFORMS
10. Historical Background 2/10
CIVIL SERVICES REFORMS 10
Indian Police Service
Police Service of
Pakistan
External Affairs,
Commonwealth
Relations
Pakistan Foreign
Service
Accounts Department
of India
Pakistan Audit &
Accounts Service
Custom & Central
Excise Department
Pakistan Custom &
Excise Service
IncomeTax Service
PakistanTaxation
Service
11. HISTORY OF REFORMS IN PAKISTAN 3/10
Thousands of hours of committed people have been dedicated
to study, analyze and suggest changes in the administrative
landscape of the country.
The pity is that their hard work has either been neglected,
partially implemented or distorted beyond recognition.
In 1948, the Central Legislative Assembly appointed a
Committee under the Chairmanship of SirVictorTurner to
review the organization and structure of the Ministries and
Departments of the GoP.
CIVIL SERVICES REFORMS 11
12. Historical Background 4/10
After the promulgation of Martial Law in 1958, Mr.
Justice A.R. Cornelius was appointed to head a Pay
and Services Commission in 1959.
Mr. G. Ahmad revisited the administrative
reorganization of the Central Government in 1961
and introduced scheme of Section Officer, reducing
the internal hierarchy within a Ministry.
CIVIL SERVICES REFORMS 12
13. Historical Background 5/10
o Zulfiqar Ali Bhutto introduced Administrative
Reforms of 1973, to curb power and autonomy of the
civil bureaucracy.
o 1300 civil servants were dismissed on the grounds of
corruption and incompetence.
13
CIVIL SERVICES REFORMS
14. Historical Background 6/10
o Constitutional protection of employment was
removed. Resultantly, the executive acquired the
power to meddle in the bureaucratic affairs and
dismiss the most senior civil servants.
o Bhutto’s administrative reforms also abolished the
elite CSP cadre, which dominated civil service
positions at all levels of the administration, all civil
service cadres were labeled “occupational groups”.
14
CIVIL SERVICES REFORMS
15. Historical Background 7/10
o Previously, civil servants were divided into four
classes starting from officer level Class I to menial
positions in Class IV was replaced by a system of 22
national pay grades known as Basic Pay Scales
(BPS).
o The All-Pakistan services now comprised the
DMG(PAS),TAG (Tribal Administrative Group), the
Police Group and Secretariat Group, in which
induction of all officers of the federal services was
made after certain level of seniority.
15
CIVIL SERVICES REFORMS
16. Historical Background 8/10
o The All-Pakistan services were renamed the All-
Pakistan Unified Group while other federal
services, previously known as Central Services,
were designated the Federal Unified Group.
o Bhutto introduced Lateral Inductions through
which around 5,000 officials of various ranks and
grades were directly recruited into the civil
bureaucracy.
16
CIVIL SERVICES REFORMS
17. Historical Background 9/10
CTP was a brainchild of ZAB.
Zia ul Haq introduced the induction of military officers in the
civil bureaucracy on quota basis.
Musharraf introduced Local Government Ordinances of 2001
and Police Ordinance, 2002which were the most sweeping
reforms introduced in Pakistan since 1973.
CIVIL SERVICES REFORMS 17
18. Historical Background 10/10
Posts of Commissioner, Deputy Commissioner,
Assistant Commissioner were abolished; their
powers were transferred to elected Nazims.
Police officers were also held accountable to District
Mayors.
CIVIL SERVICES REFORMS 18
20. Cadre Level
o Services
o Foreign Service of Pakistan
o Inland Revenue Service
o PakistanAdministrative
service
o PakistanCustoms Service
o Police Service of Pakistan
o Groups
o Audit and Accounts Group
o RailwaysGroup
o Postal Group
o Military Lands and
Cantonment
o Commerce andTrade Group
o Information Group
o Secretariat Group / Office
Management Group
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21. Ex-Cadre
o Federal Civil Services
o ( Ex - Cadre Officers )
o Science andTechnology,
Education, Health, Food
andAgriculture, Law
Communications Natural
Resources
o Federal Civil Servants
(Grade 1- 16)
o ProvincialCivil Services
o ProvincialCivil Service
o Provincial Secretariat
Service
o ProvincialTechnical
Services or Group
o Ex-cadre officers and
o Subordinate Services
Grade 1-16.
21
CIVIL SERVICES REFORMS
23. Bottlenecks 1/3
o Lack of initiative and decision making
o Weak governance structure and poor management
o Pressures and compulsions from the political leadership leads
Civil Servants to favoring the ruling party rather than adopting
a neutral stance.
23
CIVIL SERVICES REFORMS
24. Bottlenecks 2/3
o Training of cadre level Civil Servants to the exclusion of a large
majority of Civil Servants, particularly professionals and
technical experts.
o Lack of will to devolve power at the local level; centralized
power system .
o Obsolete and outdated rules and procedures are in vogue.
24
CIVIL SERVICES REFORMS
25. Bottlenecks 3/3
o Inadequate compensation packages have led to widespread
rent-seeking activities
o Rapid transfers of Civil Servants, particularly in Police and
District Administration due to the politicians of the area has
resulted in lack of will to implement right decisions.
25
CIVIL SERVICES REFORMS
27. o Decentralization and Devolution of power and resources to
lower tiers of Government
o Pakistan is constantly rated low on various comparative
country rankings especially in public service management and
governance
o Dysfunctional and inefficient government machinery is
operating at various levels.
27
CIVIL SERVICES REFORMS
28. o Structural economic reforms require competent, robust, viable
and responsive institutions for their implementation
o Need for Assessment and Evaluation of the Executive.
o Disparity amongst various cadre and ex-cadre jobs leading to
demoralization .
28
CIVIL SERVICES REFORMS
29. o Civil servants consider themselves to be underpaid,
overworked, demoralized and stressed individuals
o To reduce Brain drain from the country
o Prevent political interference in Bureaucracy
o Civil servants are poorly trained, sub- optimally utilized, badly
motivated and ingrained with attitudes of indifference,
arrogance and apathy.
29
CIVIL SERVICES REFORMS
30. Reforms Introduced till 1971 1/2
Introduction of Section Officers Schemes in the Secretariat
Delegation of administrative powers to the Attached
Departments (Ads) and the Secretariat entrusted with policy
making and control
Creation of Economic pool for Economic Ministries
Re-organization of Planning Machinery
CIVIL SERVICES REFORMS 30
31. Reforms Introduced till 1973 2/2
Introduction of LocalGovernment System – Basic Democracies
National EconomicCouncil, National Finance Commission,
Election Commission and Federal and Provincial Public Service
Commissions
Creation of In-service training institutions for public servants
Civil Service Academy, Administrative Staff College, National
Institute of Public Administration and PakistanAcademy for
Rural Development
CIVIL SERVICES REFORMS 31
32. Reforms Introduced 1973-2001 1/2
Constitutional guarantee on the security of service removed.
Unification of all the services structure i.e. Non gazetted, class-II, class-I
and superior services and abolition of the Civil Service of Pakistan (CSP).
The former Central Superior Services(CSS) were divided in All Pakistan
Unified Group, Federal Unified Groups Provincial Unified Groups
CIVIL SERVICES REFORMS 32
33. Reforms Introduced 1973-2001 2/2
Merging of all services into a single unified grading structure and all civil
servants categorized into 22 grades under the National Pay Scale (later
Basic Pay Scale).
Horizontal movements allowed from one cadre to another and the scope
of out-of-turn promotions introduced.
Lateral entry system though which individuals from the private sector
could be inducted at higher grades into the Government.
The Federal and Provincial Secretaries andAdditional Secretaries could
be retired from the service without assigning any reason.
CIVIL SERVICES REFORMS 33
34. Reforms since 2001 1/2
A three-tier local government structure consisting of District,Tehsil/Town and
UnionCouncil was established in all the four Provinces.
Head of District Government will be an elected District Nazim, Head ofTehsil/
Town Government will be an electedTehsil Nazim and Head of Union Council
will be an elected UC Nazim.
The Division level and Sub-Divisional level of administration were abolished.
The offices of Commissioner, Deputy Commissioner andAssistant
Commissioner were abolished
CIVIL SERVICES REFORMS 34
35. Reforms since 2001 2/2
Each department will be headed by an Executive District Officer who will be
under the direct control of the District Nazim with a District Coordination
Officer (DCO) acting as the Coordinator for all departments.
A new Police Order replacing the PoliceAct. 1891 was enacted to lay the
basis for a new administrative structure for the Police.The District Police
Officers (DPO) will be responsible to District Nazim for law and order and
not to DCO.
Executive magisterial powers were transferred to the Judicial Officers.
CIVIL SERVICES REFORMS 35
37. Introduction of NCGR
o It was established in 2006 .
o Presented report on REFORMINGTHE GOVERNMENTOF
PAKISTAN in 2008
o Its purpose is to introduce reform in medium to long term in
10-15 years.
o Reforms pertaining to Executive organ of state.
37
CIVIL SERVICES REFORMS
38. Structure of NCGR
CHAIRMAN
MEMBERS
EX – OFFICIO
MEMBERS
SECRETARY
ESTABLISHMENT
SECRETARY
CABINET
SECRETARY
FINANCE
SECRETARY
DIRECTOR
(REFORMS)
DIRECTOR
(ADMIN)
38
CIVIL SERVICES REFORMS
39. Hierarchy at NCGR
o Chairman
o Dr Ishrat Hussain
o Members
o Dr A. Malik Kasi
o Mr ShafqatAli Shah Jamot
o Mr Shamsh Kassim Lakha
o Mr Farooq Rahmatullah
o Mr Asad Jahangir Khan
o Mr Shahid H Kardar
o MrWjaz Rahim
o Ex Officio Members
o SyedTariqAli Bokhari
o Mr Ijaz Rahim
o MrTanwirAli Agha
o Secretary
o Ms Nargis Sethi
39
CIVIL SERVICES REFORMS
40. A high powered Steering Committee, co-chaired by
the President of Pakistan and Prime Minister and
consisting of the four Provincial Chief Ministers was
authorized to take final decisions on the
recommendations of the Commission.
CIVIL SERVICES REFORMS 40
41. Aims & Objectives of NCGR 1/2
o Reorganizing and restructuring the Civil Services at federal and provincial
levels.
o Strengthen the District Service
o Revamping Human Resource Management through recruitment and
training
o Improve the service delivery: Education, Health, Land Revenue & Police.
o Performance based rewards.
41
CIVIL SERVICES REFORMS
42. Aims & Objectives of NCGR 2/2
o Potential offered by e-Government should be exploited quickly
and advantageously
o Young and direct recruits in “Thanas” and “Tehsils” for public
service.
o Promotion Policy and Career Management
o Timely update of Procedures and Processes
42
CIVIL SERVICES REFORMS
43. UltimateGoals of NCGR
o To enhance the capacity and competence of Civil Servants, to
improve their public service to the common citizens, in an
efficient, effective and equitable manner.
o To attract, retain, motivate and develop high quality Civil
Servants, in order to improve the functioning of the Executive
43
CIVIL SERVICES REFORMS
44. Reform Sectors
1. Organization of Civil Service
2. National Executive Service
3. Recruitment and Selection
4. Training and Development
5. PerformanceAppraisal
6. Promotion and Career Planning
7. Transfer
8. E-Government
44
CIVIL SERVICES REFORMS
46. Organization of Civil Service
o There will be four types of services in Pakistan-All Pakistan,
Federal, Provincial and District.
o All Pakistan Service
All Pakistan
National
Executive
Service
Pakistan
Administrative
Service
Police Service of
Pakistan
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CIVIL SERVICES REFORMS
47. Federal Services
FEDERAL
Foreign Service
of Pakistan
Pakistan Audit &
Accounts
Service
Pakistan
Revenue Service
Inland Revenue
Service
Pakistan
Customs Service
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CIVIL SERVICES REFORMS
49. o Those belonging to the Federal services will work only at the
Federal Government.
o Fresh recruitment to some of other existing cadres such as
postal,CTG, Railways, Information should be discontinued in
the future.
o other modes of competitive recruitment such as for Education,
Health,Agriculture can be set up by each province based on
specific job requirements need to adopted.
49
CIVIL SERVICES REFORMS
50. o District ManagementGroup to be renamed as Pakistan
Administrative Services
o Contract, short term, part time employment and use of
consultants to be encouraged
o Need for specialized workforce in knowledge based economy
50
CIVIL SERVICES REFORMS
51. o Specialized skills requirement in Economics, Social
Development, Human Resource and Regulation
o Creation of National Executive Service to supplement key
policy making positions by specialists
o Selection to be made by FPSC/PPSC through a competitive
process for filling senior positions in Grade 20 -22 in secretariats
51
CIVIL SERVICES REFORMS
52. o Candidates will have to fulfill the requisite criteria of education,
experience and past performance
o Selection to NES to be based on merit. Competency,
transparency and specialized skills
o Equal opportunity to all officers irrespective of quota and
better compensation
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53. o Fast track promotion prospects and attractive compensation
package will provide incentives for better performance, high
quality output and minimize corruption and rent-seeking.
o Introduction of three specialized cadres along with general
cadres at senior levels
o Open to Civil Servants from Government and Private sector
53
CIVIL SERVICES REFORMS
55. Recruitment & Selection 1/6
Problems
o Current recruitment system does not take into account aptitude,
knowledge and skills of candidates
o Analytical and problem solving skills are not tested through the
examination
o Previous work experience and academic qualifications are given zero
weight-age.
55
CIVIL SERVICES REFORMS
56. Recruitment & Selection 2/6
o Personality and PsychologicalAssessment are more of
formality
o Non availability of job descriptions and Specifications
o More Holistic approach towards recruitment and selection is
required
o Active interaction of FPSC/PPSC with universities is required
56
CIVIL SERVICES REFORMS
57. Recruitment & Selection 3/6
o Presentation in job fairs and open houses to give presentations
to interested candidates
o Job descriptions and specifications for both cadre and ex cadre
positions
o Candidates should be tested for Managerial as well as
Administrative Skills
57
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58. Recruitment & Selection 4/6
fresh recruitment should be discontinued in the following two services
and a plan for corporatization of these will be prepared along with a
transition plan:
Pakistan Railway Service
Pakistan Postal Service
Railways and Post Office are competing with private operators i.e road
transport and courier services.
Conversion into autonomous commercial organizations with their own
decision making authority and accountability.
CIVIL SERVICES REFORMS 58
59. Recruitment & Selection 5/6
In case of Commerce andTrade Group, the two main avenues for career
progression were
(a) Export Promotion Bureau (EPB)
(b) Commercial Counselors abroad.
Conversion of EPB into an autonomousTrade Development Authority
(TDA) which will recruit its own personnel.
posts of Commercial Counselors abroad to be filled through a
competitive selection process, open to both public and private sector.
CIVIL SERVICES REFORMS 59
60. Recruitment & Selection 6/6
Recruitment Procedure
Screening
General
Examination
Group
Specific
Examination
Psychological
Test
Interview
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62. Training & Development 1/5
o InstitutionalCapacity Building ofTraining Institutes
o Focus on imparting technical trainings to civil servants at
Provincial level
o Training of ex-cadre officers on same lines as cadre officers
o Compensation and Incentives of staff of training academies
should be at par with NSPP with extra points for promotion
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CIVIL SERVICES REFORMS
63. Training & Development 2/5
o Standards of Instructions, Pedagogy,Testing and Certification
of all training institutions should meet the standards of NSPP
o All training institutions should be made autonomous bodies
with their own BOD and respective secretaries /ministers as
heads
o Training Institutions should be given financial, administrative
and operational powers
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CIVIL SERVICES REFORMS
64. Training & Development 3/5
o Training institutions should also be mandated to develop the
capacity for policy research in their respective areas of
expertise and thus provide inputs to the Ministries in their
policy formulation work.
o CentralizedTraining Division under the Cabinet Secretariat
should be formed
o Training need assessment (TNA) of all cadre and ex-cadre
officers
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CIVIL SERVICES REFORMS
65. Training & Development 4/5
o Monitor, track and maintain, an updated scorecard of training
received by each officer.
o Utilize the academic institutions and non-government training
institutions, to augment the training resources in the public
sector.
o Undertake impact assessments of training courses after regular
intervals
65
CIVIL SERVICES REFORMS
66. Training & Development 5/5
Majority of ex-cadre officers serving in the Federal Government
receive no systematic training for upgrading their technical and
professional skills are a major setback on the quality of
investment and operations of our development projects.
The other missing ingredient in training of civil servants in
Pakistan, is the inculcation of soft skills – values, attitudes,
orientation, and respect for citizens.
CIVIL SERVICES REFORMS 66
68. Performance Appraisal 1/4
o Eradicate the weaknesses & empower public sector employees to
become more proactive to contribute and deliver their work objectives
o Performance Management system should be linked toTraining &
Development
o High performers to be rewarded in both financial and non financial
terms
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CIVIL SERVICES REFORMS
69. Performance Appraisal 2/4
the system ofAnnual Confidential Report (ACR) should be replaced with
an open Performance Evaluation Report (PER)
A move towards open, transparent and objective Performance
Management System which includes setting up of mutually agreed and
realistic objectives
Ensuring that post holder and reporting officer are clear about
objectives from the outset also these are realistic, achievable
challenging
CIVIL SERVICES REFORMS 69
70. Performance Appraisal 3/4
Mid year assessment to ensure that objectives are up to date
and progress is being made to achieve them
The appraised can then sign the report or appeal to the next in
line supervisor against the findings of his immediate supervisor.
This way the PER is used mostly as a tool for the development
of the individual to meet the needs of the organization.
CIVIL SERVICES REFORMS 70
71. Performance Appraisal 4/4
Need to separate high performers from low performers and
corrective measures to address low performance
it is the capability, motivation and skills of the workforce, which
form the main driver for achieving the long term goals of this
reform package.
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73. Promotion & Career Planning 1/3
The legal framework for promotion is provided in the Civil
Servants Act (Appointment, Promotion andTransfer) Rules
which categorizes promotion on the basis of:
Seniority cum-fitness.
Selection on merit.
CIVIL SERVICES REFORMS 73
74. Promotion & Career Planning 2/3
o Undue weight attached to Performance Evaluation Report
(PER)
o PER is largely subjective and contains irrelevant and un-
measureable attributes
o Training reports are not quantified in PER and mere
attendance/successful completion of course is considered
satisfactory
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75. Promotion & Career Planning 3/3
o The officers are to be considered in order of seniority, but
seniority shall not carry any extra weightage for the purpose of
determination of merit and potential for promotion
o Performance Evaluation Report (PER) should not be the sole
determinant for promotion
o Officer’s capacity, academic qualification, competitiveness,
leadership qualities , demonstrated performance and ability to
perform in demanding positions should be evaluated by board.
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CIVIL SERVICES REFORMS
77. Transfer 1/4
o No career planning by Establishment Division in terms of
transfers leading to unpredictability, lack of transparency and
high level of anxiety among officers
o Well connected officers are able to get lucrative postings owing
to their political linkages
o Officers are reluctant to serve outside their home provinces
particularly in rural areas
77
CIVIL SERVICES REFORMS
78. Transfer 2/4
o For horizontal movement of the officers within the cadre and service
groups, Internal JobVacancy system be introduced on similar lines as
adopted by the Federal Board of Revenue
o Officers become risk averse, complacent and unprofessional due to fears
of transfers and insecurity of tenure
o Security of tenure of office, for a specified period of time should be
strictly observed and Civil Servants be given legal protection against
arbitrary acts, that do not conform to due process of law
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79. Transfer 3/4
o All officers(including female officers) of PAS and PSP should
serve in provinces other than home province for a minimum
period of 3 years
o Postings at very senior levels, (BS-21/22) should be done by
properly examining each individual case, in order to ensure
that the right officer is placed at the right job
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CIVIL SERVICES REFORMS
80. Transfer 4/4
o Adequate facilities, specially accommodation, be ensured to
officers being posted to far flung or under developed areas, or
Islamabad
o Officers exerting political influence regarding their postings or
trying to avoid certain postings be penalized at the time of
promotion
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82. E-Government 1/6
o E-Government is recognized internationally as an enabler
toward achieving good governance through transparency while
increasing the ability of citizens and businesses to access public
services in an effective and cost efficient manner.
o Objectives of E-Government in Pakistan :
(a) improving the productivity of government departments and
ministries,
82
CIVIL SERVICES REFORMS
83. E-Government 2/6
(b) reducing the transaction costs and thus effecting budgetary savings
(c) providing convenience to ordinary citizens in accessing public
services
(d) modernization of business processes in Govt departments and
ministries
(e) sharing knowledge and improving communication within the
government
83
CIVIL SERVICES REFORMS
84. Areas Covered by E-Government 3/6
• Govt to Govt interactions between Federal,
Provincial, Local and other countries.
G2G
• Govt to business includes suppliers & business
procuring services from govt.
G2B
• Govt to Citizen includes interactions with citizens
to provide higher quality and greater accessibility
in terms of service.
G2C
• Govt to Employee interactions provide easy to
use, easy to find points of service.
G2E
CIVIL SERVICES REFORMS 84
85. Phases of E Services to Citizens 4/6
Informational
Provision of
information
to the citizen
along with
quality, use &
Currency
InteractiveCitizens can
enter
complaints,
job
applications
Transactional
High level of
authorization
required for
online
passports,
NICs
Collaborative
citizens and
businesses
collaborate
with the
government
on processes,
projects.
CIVIL SERVICES REFORMS 85
86. SERVICES BY E-GOVERNMENT 5/6
Land Revenue Record mutations and Land Services
Urban immovable property Record Registration and Services
Court Case load management
Police Station record and FIR registration
Payment of electricity bills
Payment of telephone bills
Payment of water bills
Payment of gas bills
CIVIL SERVICES REFORMS 86
87. SERVICES BY E-GOVERNMENT 6/6
School Enrollment
Issuance of Computerized National Identity Card
Passport Services
DomicileCertificate
Driving Licenses
Birth/ Death Certificates
Payment of traffic licences
MotorVehicle Related taxes
CIVIL SERVICES REFORMS 87
89. o Governance deficit in Pakistan has degenerated into a malaise
whose cure should be of most urgent concern to the Government.
Pakistani state can no longer afford to live in Past tense. Reforms
as recommended by NCGR can only be as good as their
implementation, which should be sincerely done to stop the civil
service from dying its death
o Restructuring of civil services is required to convert it into a
dynamic and vibrant institution whose members have capacity and
competence and show qualities of courage and compassion
o The key to long term development lies in strengthening the
institutions of Governance of which civil service is the most crucial
one
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CIVIL SERVICES REFORMS
91. RECOMMENDATIONS 1/4
o Quota for rural areas should be separate and it should include all rural areas of
country. Candidates from rural areas should compete with their rural
counterparts
o Government should instead address the education issues of country especially
higher education and not give lengthy extensions to quotas
o Pre screening should be done in order to assess the candidates at initial level
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CIVIL SERVICES REFORMS
92. RECOMMENDATIONS 2/4
Selection process is unduly and unbearably lengthy. It should be reduced
Compensation of civil servants should be competitive according to market
value
Values of transparency, accountability, service delivery and facilitation of
common man should be inculcated in civil servants.
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CIVIL SERVICES REFORMS
93. RECOMMENDATIONS 3/4
o Selection to specific groups should be made in accordance with
the passing of elective subjects and aptitude.
o Analytical abilities and problem solving skills of candidates
should be tested instead of English writing and rote learning
abilities
o Weeding out obsolete rules and procedures and their
replacement with pertinent and up to date ones
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CIVIL SERVICES REFORMS
94. RECOMMENDATIONS 4/4
o Induction from Armed forces is a gross discrimination against
those who get selected through exam.
o No need to test candidates in irrelevant optional subjects (
Geography, languages, Natural sciences and Philosophy etc )
o E-governance should be introduced in phased manner.
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CIVIL SERVICES REFORMS
Editor's Notes
The Commission believes that the Railways Corporation, Postal Services Management Board, Trade Development Authority and Information Ministry should broaden their pool of recruitment and not rely exclusively on generalists recruited through the Federal Public Service Commission. They should bring in other expertise, skills and specialists, that may not be available among those recruited through the CSS examination
It is proposed that a set of mandatory elective subjects must be developed for these six different groups, according to the job requirements e.g. the candidate who is opting for Income Tax, Customs and Excise must qualify papers of Financial Accounting, Financial Management and International Standards of Audit, since they reflect the most essential part of the cadre requirement. For District Management Group subjects such as Economics, Financial Management and Human Resource Management may be made mandatory. Those opting for Foreign Service should have International Relations, Diplomacy, International Trade and Economics as elective subjects. Those opting for Police Service should be asked to appear at Criminal and Penal Laws and Human Resource Management.
G2B:The aim is to reduce the government's burden on businesses by accelerating government processes vis-à-vis businesses, providing services, eliminating redundant collection of data and better leveraging E-business technologies for communication
Transactional: Provides secure transactions with high level of authorization. Citizens can now apply online for passports, NICs and make payments online. This requires a high degree of security and basic infrastructure allowing for secure transactions