Can we move to 5 Es framework without ABCD?

There is logical sequence to pass through first four alphabets before reaching 5 Es

ISLAMABAD:

The minister for planning has recently launched a 5 Es framework covering exports, e-Pakistan, environment and climate change, energy and infrastructure, and lastly equity and empowerment.

This appears to be a sound structure and planning framework, although it is difficult to find anything new in terms of implementation modalities. Nonetheless, it may provide an opportunity to monitor and evaluate the development framework in a more structured manner.

However, there is a logical sequence to pass through the first four alphabets, ie, ABCD, before reaching the 5 Es.

‘A’ stands for accountability. We excel at creating plans, lengthy documents, and attractive slogans.

While many of these plans outlive governments or political structures, there needs to be an accountability mechanism that covers not only the governments responsible for design and implementation, but also the bureaucracy and other related institutions.

A comprehensive results and responsibilities framework or matrix must be prepared, adopted, and implemented alongside such plans.

Accountability entails more than just monitoring and evaluating the identified performance indicators; it also involves capturing and addressing hurdles and impediments arising from mala fide decision-making and particularly delays.

We need to move towards efficiency audits for macro development plans, which should include an accountability mechanism to address intentional delays in required decisions and implementation mechanisms.

‘B’ represents bureaucracy. The most critical stakeholder or factor in the success or failure of any governance or development plan is the bureaucracy.

We face multiple challenges concerning the capacity, efficiency, effectiveness, empowerment, and accountability of the bureaucracy. Recently, lack of interest due to fear of the National Accountability Bureau (NAB), among other reasons, has been added to the list.

It is of utmost importance to engage a bureaucracy, in implementing the 5 Es, that is not only skilled and equipped with the required decision-making power and mandate but, most importantly, willing to opt for, embrace, and implement this framework in true letter and spirit.

This bureaucracy must be willing to be held accountable for the responsibilities entrusted to them. The current bureaucratic structures are not capable enough to internalise such plans and deliver according to the vision and bigger picture.

Unfortunately, we have transaction-oriented bureaucratic structures that need to be replaced with results-oriented ones.

Furthermore, caution must be exercised against using models such as Ahad Cheema’s, which went beyond the realm of possibilities and the threshold of tolerance within our existing bureaucratic system.

‘C’ denotes complementarities. To begin with, there must be a set of complementary policies for implementing the 5 Es framework, in order to provide an enabling policy framework.

We have witnessed numerous instances where such plans face challenges and bottlenecks due to an incompatible policy framework, particularly in fiscal and monetary policies.

Complementarities, in addition to finance and investments, also include human resources and an enabling framework for the sustainability of the actions and initiatives under the 5 Es framework. These complementarities also involve the involvement of a diverse set of stakeholders or owners of success for this framework.

Most importantly, the private sector, local institutions, non-government institutions, and influencer networks or platforms should also be brought on board.

‘D’ represents a decentralised approach to implementing the 5 Es. Even the main plan for the 5 Es should be disaggregated, at least at the provincial level. The implementation of these plans needs to be decentralised to the most practical governance units, such as districts.

One of the major reasons for the failure of previous grand plans was the centralisation of planning, decision-making, and implementation. We need to create collective and wider ownership for these types of plans.

Many of the subjects or issue areas included in the 5 Es are decentralised at the provincial levels, such as health, but we are still far away from the true meaning of this decentralisation, which must involve the delegation of authority, equitable distribution of resources, and empowered decision-making.

One can only hope that this 5 Es Framework does not prove to be yet another short-lived political slogan or a voluminous shelved document. Therefore, it is imperative to follow the ABCD while reaching out to the Es.

THE WRITER IS AN INTERNATIONAL ECONOMIST

 

 

Published in The Express Tribune, June 12^th, 2023.

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