Shadman Zain
In Pakistan, the concept of public-private partnerships (PPPs) is often reduced to a mere illusion, largely due to the stark differences in the operational mindsets of the public sector and the private sector. This disparity is particularly pronounced in the development sector, where governmental bodies and non-governmental organizations (NGOs) interact frequently. Unfortunately, the prevailing culture within public entities often emphasizes securing favors and kickbacks over genuine service delivery.
When private organizations seek to partner with public entities, they find themselves in an environment where certain public officials expect remuneration simply for performing their jobs. This relationship can become a precarious balancing act, as development organizations are compelled to navigate the bureaucratic landscape while adhering to regulations that require collaboration with public departments. Without the grease of bribery, progress becomes painfully slow, if not entirely halted.
I oversee a regional office of a reputable national NGO, where I have witnessed the profound challenges posed by this dynamic. One incident stands out. A visiting officer from Islamabad scheduled a weekend visit, requesting various forms of support, including decent accommodation for him and his family, along with sightseeing excursions. He insisted that these arrangements remain undisclosed to his accompanying staff from Peshawar.
The situation escalated when the officer, dissatisfied with the accommodations due to a temporary electricity outage, erupted in anger at 2 AM. His complaints—even unfounded—were directed at us, as if it were our fault that the local conditions did not meet his expectations. Despite the hospitality we extended, including shifting him to a different hotel and facilitating his sightseeing, it became evident that the expectation for unreciprocated favors was a central part of our interaction.
This perpetual attitude among public officials extends beyond individual encounters. There is a widespread belief that NGOs and private sector organizations are flush with funds, leading to an expectation that they should always be prepared to “grease the palms” of public servants for compliance with even the most mundane tasks. Such a culture fundamentally undermines the possibility of a fruitful and effective partnership.
To unlock the potential of public-private partnerships in Pakistan, a significant shift in mindset is necessary. Both sectors need to acknowledge that they are essentially two wheels of a single vehicle, capable of driving growth and development when aligned in their objectives. If public entities can move away from transactional relationships and embrace collaborative spirit, the full advantages of PPPs can be harnessed, ultimately benefiting the society at large.
In short, while the idea of public-private partnerships holds great promise, the current realities in Pakistan render it largely mythical. Transforming this narrative requires an urgent reevaluation of values within public service, fostering an environment where genuine collaboration can thrive, rather than one steeped in expectations of bribery and favoritism. Only then can we truly capitalize on the synergies between the public and private sectors for sustainable development.
Comments are closed.