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NCGR Vol 1

Recommendations of NCGR for Civil Service

• Four types of services; All Pakistan, Federal, Provincial and District:

• All Pakistan includes: (officers to be rotated b/w federal & provincial govt)
- National executive service (NES)

- Pakistan Adminstrative Service (PAS) formerly known as DMG

- Police service of Pak (PSP)

- Federal service includes these cadres along with ex-cadre/subordinate services :

- Pakistan Foreign Service

- Pakistan Audit and Accounts Services

- Pakistan Taxation Service

- Those working at federal service will only work for federal govt.

- Fresh recruitment to some other existing cadres & occupational groups thru CSS exams to
be eliminated and substituted by other modes based on job specific requirements

- Provincial Services to include :

- Provincial Management Service

- Provincial Executive Service

- Provincial Technical/Professional Service

- Provincial Judicial Service

- New District Service including posts BPS 1-16, in every district or group of districts.
Divided in 2 categories:

- Constitution does not mention a district service but interaction between public and state at
district level is the largest

- Common service staff will be generalists and their rotation between offices to be done
without any problems (drivers,messengers etc). Grouped into single cadre

- Technical staff belonging to specific departments to be in sep cadres or in ex-cadre/non-

cadre posts in their respective departments. Promotion prospects to be same as cadre

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- City District Governments

- District service to include BPS 17 officers

- NES

- New All Pakistan Service

- PES in each Provence

- Senior positions BPS 20-22

- NES/PES open to existing govt servers and also professional from outside meeting
eligibility criteria

- Selection to NES thru open merit based competitive system, representation for
underdeveloped/provincial regions

- Any officer in grade 19 in Federal/Provincial/PAS can appear at NES exam, if passed will
become officer of NES in grade 20. Rise to 22 based on performance, output,
competencees, integrity thru selection process

- Need for knowledge based and skilled officers who have the capacity for policy
formulation

- Candidates to fulfil criteria of eligibility of yrs of experience, qualifications, past records

(both those in govt service and those from outside)

- Inter seniority will depend on the merit list made by FPSC

- 2 streams of NES ; Economic Mgmt Group (specialists in the secretariat posts needing
expertise) and General Mgmt Group (generalist and larger than EMG, will man posts in all
ministries)

- NES has no preferential treatment for any one group

- Level of efficiency of govt likely to increase with specialisation base of recruits

- Officers of NES will be rotated between the province and federal govt to improve
understanding of state=> rotation to be criteria of promotion in NES

- Delinked from pay structure of BPS, brought at par with MP1/2/3. Existing officers to be
given choice of which pay scale they want

- PER to be redesigned and make it more goal oriented, promotion policy linked to PAR,
training, experience

- Fast track promotions will attract ppl and improve performance

- NES is good as it will attract talent from both within CS and outside

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• DMG to be renamed as PAS
• Contract short term part time employment & use of consultants to fill the skill gaps or jobs
with exceptional description

- Strengthening District Service

- BS 1 to be chosen thru District Services Selection Board

- BS 5 thru DSSG

- BS11 thru DPSC

- BS 14 thru DPSC

- National Reconstruction Bureau (NRB) & federal ministry of local govt & rural
development to be abolished, their responsibilities to be transferred to PG.

- Local council service to be abolished, all officers to be put into districts service

- Teachers, health workers not to be part of district service as they are not regular civil
servants, rather will be hired on contractual terms

- Pays in different districts will differ depending on the supply of officers

- Should be able to borrow from other districts, PG/FG if they fall short of officers

- Provincial dept to organize local govt according to its needs in line with CCI

- Clear responsibilities to be devolved bw PG and devolved depts at district level. PG will

have powers to formulate policy, quality standards, officer training, monitoring,
evaluation. Those provincial depts that have devolved functions to no longer execute
policy

- To meet urban planning needs of large cities, Municipal Service Corporations to be

established with Governing Board. MSC’s to attract quality human resources with skill,
and modern mgmt techniques to be established. Improve meeting needs of urban citizens

- City District Governments (CDGs) to be assigned responsibilities of Master Planning and

delivery of municipal services like water supply,santiration e.t.c

- Training Needs Assessments (TNA) at every District. Course content, teaching tools,
methods of on job training to be developed. Those who fail to qualify standards to be
removed and replaced

- Development projects initiated by District Govt removes inter district differences in access,
and are more responsive to local needs. So FG to formulate policies of inter-provincial
projects. PG to do the same for inter-district and province wide covering projects

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- Enforcement of local/special laws can be ensured thru Illaqa Magistracy. Given functions
like crisis management and relief measures like inspecting markets for ensuring price
control

- Post of District Cordination Officer now to be District Chief Officer…

- Reorganizing Structure of Federal Government

-
- Federal Government to transfer legislative, admin and financial powers to PG in respect of
education (except higher EDU) and health (except national health programmes),
agriculture, livestock…

- National Council of Ministries containing federal/provincial ministers in charge of

portfolio and National Committee Secretaties containing Federal/provincial secs to meet
and formulate plans & strategies for these subjects

- Execution will remain in hands of PG and District Govt

- New ministries & divisions by merging/transferring already existing ones ; Technology
development (merging science/technology and IT) , Human Resource Development (in
place of edu,health, population, social welfare), infrastructure development (merging
communications, ports and shipping, railways and civil Aviation)

- All the existing 411 autonomous bodies, semi-autonomous bodies, corporations,

companies, councils, commissions, training institutes, attached departments, subordinate
officers etc. have been regrouped into two broad categories:
(i) Autonomous bodies (ii) Executive departments

- After mergers, winding up, privatization, transfers to the provinces, liquidation, etc. only
177 Autonomous bodies and 70 Executive departments will be retained at the Federal
Government

- Autonomous bodies will have an independent Board of Directors and led by a Chief
Executive reporting to the Board.

- All training institutions will be reorganized as Training and Policy Research Institutions
which will be autonomous with their own board of directors.

- All Executive departments will work under the direct supervision and guidance of the
Secretary of Division. The head of the department will, however, enjoy the autonomy to
deliver the agreed work program for the year and for this he will be provided the requisite
financial, human and other resources

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Improving Human Resource Management

- Recruitment
- The present recruitment quality is bad because the right pool of candidates cannot be
located, the single common exam of CSS does not take into account knowledge in regards
to specialised posts, and since e-govt is being introduced those with the right education
background of these processes should be recruited

- Relationship to be built with different education universities by both FPSC and PPSC to
communicate what type of talent is needed

- The sources of recruitment for the Civil Services should be widened. The Federal/
Provincial Public Service Commissions should arrange participation in job fairs and make
presentations to institutions with potential candidates for civil service employment. For
specialist and technical expert jobs they should acquire the services of professional
recruitment agencies.

- Job descriptions and specifications should be developed for all the positions in the Federal
and Provincial Governments to communicate the type of skills required. Recruitment rules
to also be revised/aligned with the job descriptions

- The FPSC study on improving the current examination and interview system should be
used to make changes within the Federal as well as the provincial recruitment processes.
Initial screening and psychometric testing should help in assessing the attitude, team work
and other personality traits of the candidates.

- Current examination system to be replaced with initial screening test (for all cadre/non
cadre, MCQ specifically for areas of reasoning, language, vocab, everyday science
knowledge)

- Common exam for all occupational groups to be limited to subject of comprehension,

English essay writing, pak studies, current affairs

- Separate exam for diff occupational groups based on the group they opt for to test their
knowledge on that. To be based on specific elective subjects for 6 diff groups. Those in
police to be tested in criminal/penal laws and so on

- Personality tests, although already pshycholigial tests are done followed by interviews,
personality tests will be done by higher caliber experts in psychological testing

- Attention to be paid to recruitment of ex-cadre officers, standards to be brought in line with

cadre services. Written exam/structured interviews for this category too

- The choice of services at the central superior services (CSS) examination should be linked
with the selection of elective papers. For example, a candidate for Audit and Accounts or

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Taxation Service cannot be considered eligible for these services unless he/she has
successfully passed the elective paper in Accounting or Financial management.

- The recruitment standards and processes by the PPSC should be brought at par with the
FPSC. The method and eligibility criteria, the tenure of the chairman and members and the
quality of permanent staff of these commissions should be reviewed and upgraded.

- No recruitment for Pakistan Railway Service or Pakistan Postal Service as these services
have to be made private commercial organizations as they compete with private operators.
As ex-cadre who have skills of these orgs are not put in them these orgs are likely to get
ruined

- Training

- Existing training is based on common training for fresh recruits and then specialised
training for DMG probationers and some for other services. In service training at different
institutes like NDU, NMI, NIPA. Training abroad for selected personnel officer of BPS 17-
19 for masters, and BPS 20-21 sent to Harvard

- Less focus has always been on ex-cadre for induction training or in service training while
they are recruited in larger numbers than the generalists

- Provinces dont focus on training of either generalists or specialists

- New training institutions should be established for training of technical and professional
staff at the Federal and Provincial Governments in the subject areas of their respective
expertise. The majority of ex-cadre officers do not undergo any systematic training
throughout their career to acquire new skills or modern techniques and knowledge. Bad
design/implementation of infrastructure projects reflects weak training of those in technical
fields

- Ex cadre to be given in service training and this training is to be linked to promotion

- Provincial govt are setting academies to train generalist officers, specialised training needs
to be given as most of these officers are in field of health, edu,police etc

- Another thing missing in training of civil servants is the inculcation of soft skill; values,
attitudes, respect for citizens

- Existing training institutes grouped together in 8 clusters, each cluster will be an

autonomous body with its own board of directors who will decide on hiring/firing of staff
of all grades

- Cluster means audit and accounts academy to be under Institute of Fiscal policy and will
be overlooked by the IFFPM. Other clusters are energy policy institute (training on water
decision etc), human development policy institute (education, health,labor) etc

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- Just like management training has been made mandatory for promotion to the next grade,
professional training should also be made pre-condition for officers both at the Provincial
and the Federal Government levels.

- To attract instructional staff to the training institutes it is essential to combine policy

research at these institutes with extra points in computation of marks for promotion and
special emoluments and facilities such as free residential accommodation. Salary of
teaching staff to be separated from that of the BPS. Cadre or ex-cadre officers who decide
to work in these institutions will get extra points for promotion

- Standards for instructional staff at training institutes to match that of the NSPP, standards
of instruction, pedagogy, testing, certification

- Training institutions to be autonomous bodies with own board of directors, should enjoy
financial, admin and operational freedom to work effectively

- TNA of all cadre/ex-cadre. Keep track of their performance and place them in training
courses according to results of TNA

- Strengthening key institutions of governance

- 100 key public sector institutions have a critical impact on the economic/social outcomes.
Their governance structure has to be made more transparent and merit-based so that the
right man is chosen as the Chief Executive. A special Selection Board will screen,
interview the candidates, and prepare a short list for consideration by the Prime Minister.
This process will minimize arbitrary discretionary powers of the Chief Executive and
attract capable candidates for these key jobs.

- Search Committee made to recruit the CEO, which will put forth a short list of suitable
candidates

- Search committee will be supported by high profile head hunting firm from the private
sector to find the right pool of candidates

- Establishment Division will ask each ministry to prepare job description, eligibility criteria
and skills needed for the job. Collected info will when be circulated among govt officers to
seek out those who fit the criteria, jobs will be advertised publicly

- Establishment Division will give long list of candidates to the SC while will interview and
give a short list to PM who will choose from the list given to him

- Compensation and Benefits

- Civil servants to be provided with decent living wage and gap b/w wages received in 1994
& actual wages in real terms received today should be filled

- Compensation package to include cost of living increment, job content and performance
related increment

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- The pension system should be revised from defined benefits, to defined contribution and
should be funded.

- Monetization of perks, non-pecuniary benefits and allowances should be gradually

introduced and the existing incumbents given a choice, either to opt for an all inclusive
monetized package or stay with the current compensation package. New entrants should be
given the monetized package only.

- Most of govt salary bill goes to those in grade 1-16 as it is overstaffed, and they are paid
better than their counterparts in the private sector. However, those above BPS 16 are paid
less and this restricts talent. So new recruitment to 1-16 to be frozen except for teachers,
health workers, policemen. Such a reduction will help pay officers more

- Performance-related salary has been introduced in some government organizations,Federal

Board of Revenue. As long as the selection to these specified posts is
competitive/transparent and measurement of performance indicators is objective, this mode
of salary should be introduced in other key organizations and later extended to the whole
government in a phased manner.

- Performance Appraisal

- Performance at the moment is low because there is no recognition of high calibre work, no
proper job description etc

- There needs to be a system that rewards those who work

- Realistic goals are to be set by both the reporting officer and post holder that are in line
with the business plan

- Moreover the mid year review should be done to ensure that the goals that were set are still
in line with the plan

- Appraisal will help in differentiating between good officers and bad officers, and
implementing corrective action on those who dont do good work will help organisation
improve

- Lack of recognising good achievements leads to a lack in further polishing high calibre
individuals

- Skill gaps will be identified and training can be given in that context to improve
performance

- Monitoring should be consistent, will lead to more motivation in officers that all are
evaluated in the same way and subsequent promotion is done in a fair manner

- To be ensured that relevant courses/training are made available to officers

- fair and equitable compensation system cannot work well unless it is accompanied by an
objective performance appraisal system. recommended that current system of Annual

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Confidential Report (ACR) be replaced with an open Performance Evaluation Report
(PER) system in which the goals and targets are agreed at the beginning of the year, key
performance indicators to measure the achievements are settled and an open discussion is
held between the appraisee and the supervisor on the identification of development needs
to carry out the work. Mid-year review is held to assess progress and provide feedback and
the annual evaluation is held jointly through a discussion between the appraised and the
supervisor. The appraisee 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. Poor or
underperformers are particularly focused upon to bring them to better performance
outcomes.

- Promotion Policy

- At the moment the promotion policy focuses on intelligence reports although officers are
not told about these reports and neither are these reports a criterion for promotion. Officer
is not even given change to respond to the allegations against him

- Promotion is likned to training at NIPA or NDU for BPS 20&21, but there is just a need
for completion of course and training reports are not quantified

- Some officers not promoted because they dont have a lot of experience required for higher
responsibilities, although this is not even the fault of these officers because they have no
discretion over their career profile

- There is a lot of importance given to the PER but this is very subjective, dumb remarks are
given and sometimes officers ask for good reports. Sometimes even used as a stick to
punish officers by superiors. So PER is not a valid criteria for promotion since it is so
flawed

- Performance Management System to be introduced

- Seniority not to be seen as a determinant for merit and potential for promotion

- Past performance thru PER to give weightage to performance only in the last 2 grades.
Training reports to focus on mgmt skills and qualities required for decision making.
Grading to be added to overall PER score to give weightage to an officer’s professional
profile

- Establishment Division to give services/groups clearly defined career paths, officers need
to be given the opportunity of diversification in experience which will improve skills for
future assignments

- Lack of variety of experience not to be used to not promote an officer

- promotion policy and career management should be the responsibility of a centralized

Human Resource Management and Development Agency

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- The Establishment Division should be reorganized into two divisions (a) Human Resource
Management Division (HRMD)– which will be responsible for the policies of recruitment,
career planning, promotion, compensation and benefits, severance, etc. and (b)
Organizational Development Division – which will be responsible for the policies of
training and organizational developments.

- Promotion policy should lay down the criteria including the weight given to PER, Training
and Skills acquisition, rotation of assignments, diversity of experience, complexity of jobs,
etc. for each level.

- Postings policy

- No proper career planning by establishment division or other depts responsible for

postings/transfers which leads to unpredictability and lack of transparency

- Well connected officers are able to have themselves posted to choice postings and continue
to do so throughout their careers, whereas the rest have to waste time and energy,
searching for appropriate postings,

- At the time of promotion, an officer is put at a disadvantage for not having fulfilled the
criteria required to cross the barrier. Like specialisation in a certain area or job variety, and
this is not even the fault of officers

- Officers belonging to All Pakistan Services are reluctant to serve outside their own
provinces, specially in remote and under develop areas, as there are no explicit career
enhancement incentives attached with such rotation.

- Due to non-implementation of the provisions for security of tenure, officers have become
risk averse, complacent and unprofessional.

- Postings have become very politicised, those who have good political backing get good
postings unlike those who dont

- Transparent and merit-based postings at all levels and grades of civil services.

-  Equality of opportunity for career progression and appointment to senior managerial

positions should be provided without any reservations or discrimination, to all members of
the Civil Services, whether they belong to services, cadres, occupational groups or ex-
cadre positions.

-  Security of tenure of office, for a specified period of time should be strictly observed and
Civil Servants given legal protection against arbitrary acts, that do not conform to due
process of law.

- Each service/ group has its own peculiar requirement, depending on whether they deal with
policy making, service delivery or regulatory functions. The Personnel Management Units
dealing with each cadre, services or groups have to design, develop, disseminate and
enforce the posting policy for officers under their administrative control.

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- Those in All pakistan service to be given oppurtunity to work both as sub-division and
district level in 2 or more provinces. Those in other services/groups to be given
oppurtunities to variety of posts in the field they opt for

- In case of officers belonging to All Pakistan Services, serving in a Province other than their
home province, be made mandatory and strict implementation be ensured. ( fresh
probationers settle in new environments more easily, officers to gain sense of unity if they
work in a province other than their own, also provinces who have less rep in civil services
to benefit from young officers from other provinces)

- Guidelines for Career Planning are required to be designed, developed, disseminated and
enforced for different services, while job descriptions are to be designed for non-cadre
positions.

- A broad profile be drawn up for each service/ group, listing the kind of postings relevant
for the career of an officer.

- In case of officers belonging to All Pakistan Services, posting in a province outside

province of domicile, for at least three years be made mandatory and the policy introduced
in 1988 be revived.

- Adequate facilities, specially accommodation, be ensured to officers being posted to far

flung or under develop areas, or places like Islamabad where rental ceilings are
forbiddingly high. This might involve a review of the basic pay scale structure.

- 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. For this
purpose, a committee of senior most secretaries may be formed as a recommendatory
body.

- Officers exerting political influence regarding their postings or trying to avoid certain
postings be penalized at the time of promotion.

- Staff Welfare :

- facilities like monthly grant for widows and disabled government servants and farewell
grant for employees who retire after twenty five years continuous service are provided by
the FEB & GIF

- Group Insurance Scheme for the federal employees, under which group insurance cover on
death during service, on invalid retirement is provided to the employees. Besides, this fund
also manages to pay marriage grant, burial charges and educational stipends.

- The Federal Government Employees Housing Foundation, was set up and registered in
March 1990, as a Company Limited, by guarantee, with the objectives of formulating
programs, projects and their launching, sponsoring and implementation regarding
provision of shelter to Federal Government employees, in all major cities of Pakistan. This

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foundation aims to give employees plots before they retire, but most retire before next
phase so dont get any plots. Also an employee senior in age has priority in allotment

- problems of retired employees could be categorized as lack of health benefits, loss of

income after retirement, settlement of children of retired employees, post retirement
housing problems

- To give benefits to those in service and to those retired more financial resources are
required, which can by given by govt and contributed by employees

- A living wage and compensation package, including decent retirement and other welfare
benefits should be made available to civil servants, in order to boost morale and improve
performance

- Civil Servants Foundation may be established on the line of the Fauji Foundation. -funds
for welfare activities, the Benevolent Fund organization can initially raise funds through
contributions from the employees, as well as grant from the Federal government.

- Foundation can also look for jobs for retired ppl in pvt/public sector

- Welfare measures for adjustment of children of retired

- Health facilities for both in service and retired

- House on retirement to be given, money to be cut from salary from beginning

- To avail house In housing scheme employees to be able to get a house 5 yrs after
retirement

- Federal govt to fund cost of plots, by providing land for residential schemes free of cost

- Provinces to adopt same policies as the employees of both federal/province are

contributing to the funds

- Simplifying Rules, Process and Procedures

- Cumbersome, rigid, colonial rules make working of public sector inefficient. These rules
have not even been revised in many years leading to overcentralization of authority. Lead
to lack of incentive in servants

- Rules to be made simpler and secretaries/heads should be able to make decisions without
interferences, clearance and back & forth movement of files

- Delegation of financial, administrative, procurement, human resource management powers

should be revisited and adequate powers commensurate with the authority should be
delegated at each tier of the hierarchy.

- Estacode, Financial Rules, Accounting and Audit Rules, Fundamental Rules and all other
rules to be brought in line w modern practices

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- E-govt introduced in phased manner

- Amendments in areas that cause constraints in disposal of work : strengthening the position
of Secretary, in order to facilitate decision-making and to relieve the Prime Minister and
Ministers from attending to matters that can be disposed off at Secretary‟s level.

- Full powers for re-appropriation within the budgetary allocation should be delegated to the
Secretaries.

- Secretaries should be empowered to delegate financial and administrative authority to sub-

ordinate officers and Heads of Departments

- For initial recruitment, the condition of obtaining an NOC from the Establishment Division
should be withdrawn. Similarly, the requirement for obtaining approval for constituting
Departmental Selection/ Promotion Committees should be waived.

- The Minister in-charge should be empowered to approve visits abroad of officers in BS-21,
BS-22 and equivalent grades.

- The facility to rent residential accommodation, should be extended to all stations.

Secretaries should be suitably empowered to rent and order repairs and maintenance of
residential buildings.

- Secretaries should be empowered to re-designate and/or abolish sanctioned posts.

- E-Government tools and development in digital technology offer promising prospects for
improving the efficiency of government, reducing the costs of transactions, conveniencing
the ordinary citizens, introducing transparency and reducing discretionary powers and
therefore corruption and tracking the performance and output.

- Despite such potentially powerful impact of E-Government the resistance, reluctance and
contrived delay in its adoption are fierce. A modest beginning has been made in an ad hoc
manner but a concerted effort steered and guided by the top leadership at the Federal and
Provincial governments is lacking.

- report stresses equally upon training and adaptation by those already working in the
government to make the transition from a paper-based environment to electronic filing,
messaging, sharing and exchanging of documents, retrieving, reporting and archiving
smooth

- Commission has said to purge the multiple rules, regulations, instructions and circulars
existing in the manuals followed by the government officials on day-to-day basis, to update
them and compile a concise and accurate manual. Establishment Manual and Financial
Manual uploaded on govt of pakistan website to be followed

- Ministry of Finance has agreed to replace the outdated concept of Financial Advisor
organization by the Chief Financial and Accounts officer in each Ministry working under
the direct control of the Principal Accounting Officer (PAO), who is the Secretary of the

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Division. The full powers for reappropriation within the approved budget will be delegated
to the Secretary of the Division. The Secretary can further delegate some of the financial
powers to the Heads of Executive departments or other officers in the Ministry.

- E-Govt in Federal Government

- part of the Information and Communication Technology (ICT) in support of economic

development and competitiveness.

- 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.

- The objectives of introducing of E-Government in Pakistan are (a) improving the

productivity of government departments and ministries, (b) reducing the transaction costs
and thus effecting budgetary savings, (c) providing convenience to the ordinary citizens in
accessing public services, (d) modernization of business processes in government
departments and ministries, (e) sharing knowledge and improving communication within
the government and transmitting information to the public at large.

- E-Govt Encompasses the following areas :

- G2G: interaction b/w federal, local, provincial and govt of diff countries. To allow process
and IT integration and provision of services that support admin savings and improve
delivery to citizens

- G2B: suppliers & businesses procuring services from govt. aim is to reduce govt’s burden
on businesses by making govt processes quick thru businesses, providing services,
eliminating redundant collection of data & better leveraging E business technologies for
communication

- G2C: interaction with citizens to provide easy to find, easy to use points of service, while
providing higher speed & quality and greater accessibility

- G2E: interaction with govt employees to easy to find, easy to use points of service while
providing higher speed, quality and greater accessibility

- Phases of e-services to citizens divided into;

1. Informational : first phase and includes the provision of information alone. The quality,
usability and currency of the content determine the value of this phase of e-government.
This is the least complex of all the phases.

2. Interactive : some degree of online interaction. For instance, citizens can enter complaints
or job applications online. This phase does not include secure transactions such as
financial or other transactions that require a high degree of authorization and audit.

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3. Transactional : 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.

4. Collaborative : citizens and businesses collaborate with the government on processes,

projects, etc. This is especially important for businesses working together with the
government on projects, for public-private partnerships, NGOs, citizen forums, etc. This
phase requires a collaboration infrastructure, which brings together suppliers, consumers
and the government in a network with the object of increasing value creation

- Strategy for implementation of E-Govt found in E-Govt Strategy and Five year plan,
salient features are :

- Basic infrastructure like PCs, intra ministry network, office automation software, intra-
minestrial communication at all govt agencies to connect all govt agencies w each other
thru secure federal govt data centre

- Common Applications - A portfolio of applications that are common to all Divisions has
been identified, namely Internal Communications & Movement of Files, Human Resource
Management, Finance & Budget Management System, Inventory & Procurement
Management System and Project Management System, These are to be implemented in all
Ministries of the Federal Government.

- Agency-Specific Applications & e-Services for Citizens - Every Ministry is to identify

high-impact processes for the agency and to provide services to citizens electronically.
This is then to be implemented through the support of Electronic Government Directorate
(EGD), however, with the ownership lying with the respective agency.

- Standards - An EGD Framework is under development and will be made accessible for all
E-Government projects so that reference architectures, standard methodology, best
practices and lessons learned are leveraged at all projects.

• Enabling environment will be (i) federal govt in which top leadership by National
Electronic Government Council under chairmanship of PM will meet to see
implementation of e-govt (ii) agencies will take on ownership & implement e-govt
programs with support of EGD, training mandatory for all employees of and above BPS 5
(iii) EGD given more org/financial autonomy to remove unnecessary procedural delays

• The Government of Pakistan encourages the Government organizations to use e-mail,

Internet, organizational websites and other means of electronic media to conduct the
business of Government, to communicate with other officers within Government and with
the general public. To help govt orgs in this the internet & email usage policy along with
web standard & guidelines for govt website have been created

• The GoP Web Portal, www.pakistan.gov.pk, is developed and managed by EGD. It was
launched in 2002, and has created cyber-presence for the Government of Pakistan. It is the

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official gateway to the Government of Pakistan on the Internet, and contains websites of all
Federal Ministries. It provides basic information about the government to the public, search
capabilities, hosting of relevant forms, linkages with other relevant sites, as well as e-mail
addresses and phone numbers of offices or officials. It has resulted in a number of benefits
like information dissemination to the citizens without having to visit offices of government

• Apart from information dissemination and contact details about Government, EGD is in
process of incorporating citizen-services in the portal, to provide a central self services
gateway to the citizens. Various EGD projects that are coming on-line are being
incorporated into the new portal. As an example, online application submission in FPSC
(Federal Public Service Commission), online Access to Case Laws, Online Hajj
Applications processing are a few to name, while there are many to come in near future as
they get completed.

• NCGR believes that E govt has not been supported at highest level thats why
implementation has been slow, common understanding of potential of E-govt across all
agencies is lacking

• The National Electronic Government Council (NEGC) under the chairmanship of Prime
Minister, should be reactivated and meet frequently to assign time bound action plan to the
ministries and departments for introduction of E-services, resolve problems in the
implementation and coordinate, monitor the progress and takes turn action against those
who are not cooperating in the implementation of the plan. NADRA kiosks to be brought
into the fold as can be helpful for citizens

• Most important e-governement services for citizens are :

1. Land Revenue Record mutations and Land Services 2.Urban immovable property Record
Registration and Services 3.Court Case load management 4. Police Station
record and FIR registration 5.Payment of electricity bills 6.Payment of telephone
bills 7.Payment of water bills. 8. Payment of gas bills 9. Health Care
Services/ Public Health, Immunization 10. School Enrollment
11.Issuance of Computerized National Identity Card 12. Passport Services
13.Domicile Certificate 14. Driving Licenses 15. Birth/ Death Certificates
16.Payment of traffic licences 17.Building permits and approvals 18.Property taxes
19.Motor Vehicle Related taxes. 20.Postal Services. 21.Distribution of Zakat.

- Governance and Delivery of Essential Public Services (quick reforms)

- Education

- A clarity in division of responsibilities for various levels of education has to be established.

Federal Government will deal only with curriculum and Higher Education financing,
standards and regulation. Provincial Governments will be responsible for College

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Education, technical and vocational training and charters of higher educational institutions.
District Governments will cover primary, secondary and high schools.

- coordination and ensure uniformity in standards of public, private and not for private
schools it is recommended that a District Education Board be established in each
district.Board will consist of eminent persons enjoying a good reputation in their
communities and will have the District Education officer as the Secretary of the Board.
The Boards will be assisted by the School Management Committees which will be
empowered. Head Teachers will enjoy more administrative authority in running the
schools and disciplining the teachers. The Board will be involved in the oversight of
selection of teachers and inspection of schools.

- Management and teaching cadres should be separated and the career paths for the two
cadres would not discriminate against the teachers.

- Endowment funds should be established by the Provincial Governments to provide

financing for talented students to pursue studies at top institutions in the country.

- Student vouchers or stipends should be given to mentoring children from the poor families
to attend private schools of their choice.

- To promote increased female enrollment at primary schools, it is suggested that only

female teachers be employed whenever possible.

- Health

- Health management cadre should be separated from teaching and service providers in each
province and the Federal Government. Only those having the aptitude should be recruited
as health managers and trained at the National and Provincial health academies.

- District, teaching and other specialized hospital should have their own boards of directors
and should be given autonomy in administrative, financial, legal and human resource
matters.

- Health manpower to be developed in terms of paramedics and nursing

- Health regulatory framework to be decentralised to the Provincial Directors of Health

- Police

- The original Police order (2002) has been compromised by amendments that have
weakened the functioning as well as the accountability of the Police. The revised Police
order should be reviewed.

- The Provincial Police office should be organized along functional lines and the powers
delegated under the Police order should be exercised at all levels.

- Police stations should be merged, upgraded and headed by an officer of Grade 17 with full
responsibility for Watch and Ward, Investigation, and Operations

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- Legislative amendments and revised disciplinary rules are needed to allow Police officers
to perform their duties in ascendance with the Police order and to remove the discretionary
powers of the Police.

- Police force should not fall under the purview of the Civil Servants Act (except those
belonging to the Police Service of Pakistan) to enforce internal accountability.

- Traffic Police in all large cities should be organized and operated on the lines of Motorway
Police.

- Training, allowances, mobility, logistics support, lodging and boarding, medical facilities
and welfare of the Police Force fall short of their requirements and create demoralization,
too. These should be reviewed and strengthened.

- Land Revenue

- Land revenue assessment and collection, adjudication and dispute resolution should be
under the District Government but the maintenance and update of land records should be
taken away from the District Government and placed directly under the Board of Revenue.

- Patwari to be replaced by Revenue Assistant in BPS 11 & above recruited thru PPCS

- Efforts to create a digital database of land records should be expedited.

- Colonization of Government Lands Act 1912 should be revised for better and transparent
allocation and utilization of State land.

• Read through phases of reforms

• There is a general consensus that the performance of the Civil Service in terms of output,
efficiency, neutrality, objectivity and attitude towards common citizens, no longer meets
either the standards set by the British or the exigencies of the new state.

• The gradual deterioration in the capacity of Civil Servants can be attributed to a number of
factors.
. (i)  Absence of a long term human resource development and management policy, which has
resulted in a neglect in harnessing the potential of Civil Servants and providing a transparent,
predictable, level playing field for all Civil Servants.
(ii)  Civil Servants have by and large become risk averse individuals, who avoid
taking timely decisions, as the need for catering to the personal whims of the ruling classes
has taken supremacy over observing and implementing the rule of law. (iii)  Pressures and
compulsions from the political leadership in power, push the ambitious Civil Servants into
taking partisan positions, favouring the ruling party rather than adopting a neutral stance. (iv)
A small group of encadred Civil Servants has been given preference for training,
development, promotion and status, to the exclusion of a large majority of Civil Servants,

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particularly professionals and technical experts. (v)  Decision making has become highly
centralized and fear of delegating powers to the lower tiers is highly pervasive. (vi)  Rapid
turnover and transfers of key Civil Servants, particularly in Police and District
Administration, at the behest of the politicians in power, has adversely affected
implementation capacity and equality of access. (vii)  Less than adequate compensation
packages, have encouraged widespread rent-seeking activities by the Civil Servants,
particularly at lower levels, where most of the interactions take place between citizens and
government functionaries. (viii)Creation of isolated, parallel, project units and organizations
for meeting donors‟ conditionalities, has fragmented and weakened the existing capacity of
Civil Service. (ix)  Reliance on antiquated and outdated rules, procedures and regulations has
led to failure in adapting to the changed circumstances and promoting a problem solving
attitude. (x)  Turf fighting and self preservation, perpetually adversarial relationships and a
silo mentality amongst the ministries, between the Federal and the Provincial Governments
and between the Provincial and District Governments, delay grievance redressal and confuse
the citizens. (xi)  Redressal of grievance and complaint resolution mechanisms for the citizens
against Civil Servants, remain un-satisfactory and time consuming, despite existence of the
Federal and Provincial Ombudsmans‟ offices. (xii)  Absence of internal accountability for
results/outcomes, convoluted and formalistic accountability before the public have taken
away the incentives for improving performance and behavior.

• The 1973 reforms discriminated against ex-cadre although they form the majority of the
civil service….politicisation was present, cadres were also unprotected, no accountability,
low wages through unified pay scale led to demotivation, lateral entry politicised civil
service furtherThe Civil Services of Pakistan are organized at three levels (a) All Pakistan
(b) Federal and (c) Provincial. The All Pakistan Services consist of (i) Secretariat Group (ii)
District Management Group and (iii) Police Service of Pakistan. The officers belonging to
All Pakistan Services are obligated to serve both in the Federal and the Provincial
governments.

Current

The Federal Civil Services consist of (i) cadre services (ii) ex-cadre officers (iii) subordinate services
(Grades 1-16). The Federal Cadre Services or Occupational Groups,

• The Federal Cadre Services or Occupational Groups:

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Pakistan Foreign Service ,Audit and Accounts Group, Income Tax Group ,Customs & Excise
Group ,Railways Group ,Postal Group, Military Lands and Cantonment Group ,Commerce
and Trade Group ,Information Group,Economists and Planners Group

• Ex-cadres(specialist in grade 17 and above) : Ministries and organizational entities such as Science
and Technology, Education, Health, Food and Agriculture, Water and Power, Communications,
Petroleum and Natural Resources, Law, Labour and so on. They are also recruited directly through
the Federal Public Service Commission, in response to the requisitions placed by various Ministries
and organizational entities of the Federal Government. As compared to the cadre services or
occupational groups, the ex-cadre officers do not have a defined or prescribed career progression
path.
• Subordinate services cover all the Federal Civil Servants in Grade 1 to 16. These civil servants are
mainly support staff and range from Naib Qasid in Grade 1 to Office Superintendent in Grade 16.
• The Provincial Civil Service consists of (i) Provincial Civil Service (ii) Provincial Secretariat
Service (iii) Provincial Technical Services or Group (iv) Ex- cadre officers and (v) Subordinate
Services Grade 1-16. .
• Aim of reforms

- Open, transparent, merit-based recruitment to all levels and grades of civil services, with regional
representation as laid down in the constitution.
- cadres and ex-cadres treated uniformly ; training, career opportunities and development to be the
same

- Specialized training and managerial training both

- Training to be linked to promotion
- PER to be reorganised, open discussion between supervisor and employee, realistic goals
to be set ==>aim is to build on strenghts/ overcome weaknesses
- Security of tenure
- Promotion not be on seniority rather on expertise, training, qualification, diversity
- Less people attracted to civil services now because private sect job opportunities are better
at the entry level and they pay more. Also HEC is providing people w opportunities to
study abroad
- Subordinate services BPS 1-16 make up 90-95% of the civil service, most of govt’s budget
goes in their wages. So to increase wages of officers new recruitment for this service is to
be frozen. Even if e-govt is introduced they shouldn’t be made redundant rather their skills
are to be upgraded==> staff protection
- Now that the new structure of the civil services has been proposed it wont work without
measures that will support efficiency : e-govt to make process quicker and transparent,
FPSC and PPSC to be strenghtned, promotion policy to be clear and eligibility to be set

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out, human resources to be developed, better compensation, better welfare thru pension
medical stuff, civil servants rights to be protected, security of tenure and give civil servants
the right to know what the intelligence is saying in regards to them

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