Dr. Muhammad Shabbir Awan
Pakistan as a ratified signatory to the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD), stands on the global stage committed to ensuring the rights and well-being of Persons With Disabilities (PWDs). However, The Directorate General of Special Education (DGSE) established in 1985 as a beacon of hope, has unfortunately transformed into a burden, a white elephant for the Ministry of Human Rights. Therefore, a reformation of DGSE is essential to address the systemic issues that hinder the fulfillment of its mandate – to provide education and training to rehabilitate PWDs.
Established under the Ministry of Health, Social Welfare & Special Education, the DGSE was transferred to the Ministry of Human Rights in August 2019. Initially it had mandate of providing education and training to rehabilitate PWDs in Pakistan. After the 18th constitutional amendment, its operations are now limited to the Islamabad Capital Territory (ICT). Thus, the original necessity of a centralized Directorate overseeing over 100 centers and institutions nationwide is no longer applicable in its current form, given the reduced scope of its responsibilities.
According to the Ministry of Human Rights website, the DGSE now oversees 13 special education centers and institutions, catering to about 2000 to 3000 students. However, it is disheartening to note that the Directorate is overstaffed, with approximately a hundred employees, including a Director General, 6 directors, 8 deputy directors, admin officers, and other support staff. On the other hand, crucial positions related to training, teaching, and technical expertise within the special education centers are vacant.
Interestingly, the actual work of educating and training PWDs is predominantly carried out by the institutions themselves, each having its own director. These directors at the grassroots level understand the unique challenges and needs of the students, making the centralized structure of the DGSE appear redundant and inefficient. This not only impacts the quality of education and rehabilitation services, but also raises serious questions about the allocation of resources and the prioritization of administrative roles over those directly involved in the delivery of services to PWDs. Thus, this excessive bureaucracy is not only financially burdensome but also hampers the effective functioning of the institutions it is meant to support.
As we delve into the intricacies of the DGSE structure, a disheartening reality emerges that discrimination persists within its very walls. Reportedly, individuals without disabilities appointed as Upper Division Clerks (UDC) have been fast-tracked to deputy directors, and assistant directors, even reaching the position of director general. In stark contrast, some PWDs within the same department, with dedicated service spanning up to 25 years, remain stagnant in their roles. This disregard for meritocracy goes against the principles of equality and inclusion that Pakistan, as a UNCRPD signatory, should champion.
Furthermore, it is distressing to note the DGSE’s exploitation of PWDs, both as employees and students. While the organization showcases PWDs as tokens in front of the press, the international community, and high government officials, it appears that these individuals are sidelined in critical processes such as policy formulation, planning, and monitoring. This tokenistic approach not only undermines the genuine inclusion of PWDs but perpetuates a facade of progress without addressing the substantive issues faced by the community.
The call for inclusivity echoes loudly in the phrase, “nothing about us without us.” Persons with disabilities should not only be recipients of aid and support but active participants in the decisions that affect their lives. The DGSE, in its current form, seems to have forgotten this fundamental principle, contributing to a culture of exclusion rather than empowerment.
It is therefore, time for a comprehensive review and restructuring of the DGSE. A plausible solution could be to streamline the administrative structure, reducing the DGSE to a single director with 3 or 4 deputy directors in the department of Federal Education or within the Ministry of Human Rights. The crucial thing is to ensure that people with lived experience of disability are included in the decision making structure.
This approach would not only eliminate redundant positions but also foster a more direct and efficient chain of command. By consolidating administrative functions at the ministry level, the focus can shift towards strengthening the capacities of individual special education centers. This decentralization would empower local directors and staff to make decisions tailored to the specific needs of their institutions, thereby enhancing overall performance. Such a restructuring aligns with the current geopolitical landscape after the 18th amendment and addresses the evolving needs of special education in the ICT.
Critics may argue that dismantling the DGSE could jeopardize its overarching mission. However, the proposal aims at optimizing resources, redirecting them where they are most needed, and ensuring that the DGSE’s original purpose is not lost but enhanced with the active participation of PWDs. A leaner administrative structure at the ministry level would allow for a more hands-on and targeted approach to addressing the challenges faced by PWDs in the Federal Territory.
To conclude, it is high time to rescue the DGSE from the clutches of inefficiency and discrimination, allowing it to emerge as a powerful force for change, a symbol of inclusivity, and a source of hope for all persons with disabilities in the country.
About Author: The writer is
policy specialist and holds PH.D. in International Relations. He can be contacted on X: @MShabbirPhD
