Public sector governance drives the delivery of public services and contributes to the advancement of the nation itself.
The history of these public sector systems dates back to pre-Partition times, when the Subcontinent was ruled by the British and a governance system was developed to control and administer the region accordingly. Unfortunately, Pakistan’s administrative system still largely follows the same governance pattern set by the British, with only minor changes. Over the years, various rulers have attempted to reform the system to suit their needs, but these efforts have largely proven unsuccessful – even as the system has grown in size.
The Pakistani system of governance is characterised by a dense network and a complex amalgamation of institutional, political and bureaucratic inertia. The Pakistani administrative service continues to dominate both the decision-making process and policy execution. Unfortunately, over the past few decades, the bureaucracy has become increasingly politicised, drifting away from the ideal of an impartial and professional institution. These systems were originally intended to function autonomously for the public good, but have instead been undermined by political elites.
Rather than appointments and transfers based on merit, the system now often rewards loyalty, leading to a decline in performance and morale. As a result, civil service operations face chronic disruption. Although Pakistan has many competent officers, senior officials are frequently transferred before they can implement lasting reforms. A telling example is the case of the Punjab chief secretary, who was transferred six times in 2022 alone. Such unpredictable instability seriously undermines professional morale.
On the other hand, looking at examples from around the world, we see that countries such as Singapore and New Zealand have implemented strict merit-based appointment systems and offer performance-based rewards to enhance employee motivation. For instance, Singapore’s Public Service Division regularly trains its personnel and maintains a clear causal relationship between performance and advancement. Its civil service is viewed as an honourable, incentive-driven and accountable institution.
In contrast, unfortunately, Pakistan still relies on outdated hiring procedures, such as the Central Superior Services (CSS) exam, which has not been updated to assess the modern administrative and analytical skills required for 21st-century governance.
Another key issue is the lack of accountability and transparency in public sector agencies. Pakistan’s governance system remains largely paper-based. In the absence of digitalization, the likelihood of corruption and inefficiency increases significantly. According to Transparency International’s 2023 Corruption Perceptions Index, Pakistan ranked 133rd out of 180 countries, reflecting poor governance and persistent corruption.
To address corruption, many countries have implemented e-governance models, which help reduce opportunities for corrupt practices. Developed countries provide detailed information on how citizens can use digital tools to manage taxes, vote, and access medical records. While Pakistan has made some attempts to adopt e-governance, such as through the Pakistan Citizen Portal, these efforts have had limited success due to a lack of digital infrastructure, digital literacy and public interest.
Lack of transparency ultimately leads to the mishandling of public finances. In Pakistan, budgeting procedures are largely hidden from the public, contributing to widespread mistrust. Due to ongoing tensions with some neighbouring countries, a major portion of the national budget is allocated to defence and debt repayment. This leaves very limited funds for public development – including local government empowerment, healthcare and education.
This imbalance is evident in the recent 2024–25 budget. Education received less than 2.0 per cent of GDP, while defence and debt repayment together accounted for nearly 50 per cent of government income – over Rs7,000 billion. In contrast, developed countries consistently invest significant resources in the public sector to support the development of human capital.
One of the key reasons for the failure of Pakistan’s public sector governance is the inefficient functioning of local governments. Although Article 140-A of the constitution mandates the transfer of political, administrative and financial authority to local governments, true decentralisation is absent. Despite several attempts to decentralise the system, successive governments have resisted meaningful implementation. Local governments continue to operate with limited independence from provincial authorities and local elections are rarely held and often postponed.
There is also a pressing need for greater civic engagement. Public perception of the government as unresponsive contributes to low levels of trust. Pakistan also lacks sufficient legislation to support an open government framework.
It is clear that multiple political and structural barriers hinder effective public sector governance in Pakistan, contributing significantly to inefficiencies and public mistrust.
There is an urgent need for reforms and policy revisions to restructure this sector. While global best practices can offer guidance, they cannot simply be copy-pasted into Pakistan’s system. Instead, they must be adapted thoughtfully to fit the country’s unique political, administrative and cultural context.
Hassan Murtaza Syed serves as a coordinator at the Sustainable Development Policy Institute (SDPI). Mariam Sakeena is an intern at the same institution. The views expressed by the writers do not necessarily represent the official position of SDPI or any other organisation.”
