THIS is with reference to the report ‘Govt looking to induct experts in key ministries’ (Sept 19). One can only heave a sigh of relief that such a thought has entered the minds of the policymakers. Even military dictators, nurtured in an environment that merits professionalism, did not realise the necessity of appointing professionals in technical ministries for the purpose of prudent decision-making.

Having served as head of a technical wing of a ministry, I observed during my service that most decision-makers were appreciative of being apprised of the possible negative impacts of their decis-

ions on the national economy. In contrast, the men in uniform often refrained from highlighting potential pitfalls to their bosses.

Our Central Superior Services (CSS) cadre officers, generally considered the cream of students, happen to be the ones who often choose the CSS path after failing to get admission to professional colleges. During their service, unlike doctors or engineers, the officers are groomed and kept abreast with latest developments in respective cadres by organising courses and trainings both within the country and abroad.

However, only about five per cent of these officers get such an opportunity. As such, the professional knowledge and administrative skills of our CSS lot are considered below the international standard.

Furthermore, these cadre officers are not trained in long-term planning which could make them conversant with the intricacies and difficulties related to development projects.

They are trained as supervisors, not implementers. Right from their first appointment, as was the practice in the colonial period, they are vested with all the authority, but no responsibility. Therefore, when they are finally posted as heads of technical ministries, they are often totally ignorant of the technicalities of the subject.

On assuming charge of secretary of a ministry dealing with some professional matter, all technical heads prepare for a fresh briefing to educate the ‘new student or boss’ about the fundamentals. It takes at least one year to acquaint the new secretary to understand the difference between, say, a barrel and a gallon. Therefore, while granting final approval to a technical proposal, he involves his staff down to the level of the section officer, who finally takes the file to the technical head, requesting a dictation. This naturally wastes valuable time across the decision-making process.

To make matters worse, the tenure of a secretary in a ministry is only three years. Just as he is able to have some grip on the ABC of technical issues, he is transferred and posted as an economist, scientist or even a financial expert.

This phenomenon, unfortunately, has negatively impacted the working of all technical ministries.

The induction of heads of departments in key ministries, like Finance, Energy, Industries, Commerce, Science and Technology, Planning and Development, and Information Technology (IT) necess-

itates selection of highly experienced, well-educated professionals having worked in the respective field at various tiers. Having a PhD should not be the lone criterion.

Besides, attaching a professional with a secretary as advisor should be avoided. Instead, the selected professionals should be posted as secretary of the respective ministry after at least three months of training in administration.

Rashid Malik
Ex-Director-General (Minerals), former Ministry of Petroleum & Natural Resources
Islamabad

Published in Dawn, September 29th, 2024