By Adnan Aftab
Manager Administration
Kharadar General Hospital

Healthcare in first-world countries is primarily seen as a service provided and facilitated by the state, ensuring access to quality care for all citizens. In contrast, Pakistan’s healthcare system has regrettably become more of a revenue-generating industry than a service to the people. Anyone can open a healthcare business without oversight or prior approval from regulatory bodies, often resulting in substandard care and significant harm. Despite this, Pakistan has only one hospital bed for every 1,000 people, which translates to a meager 0.1% availability of hospital beds. In the 2014-15 survey, Pakistan’s top healthcare provider, PIMS Hospital Islamabad, ranked 5911th globally. According to a Lancet study, Pakistan ranks 124th out of 195 countries in healthcare access and quality.

The inefficiencies plaguing Pakistan’s healthcare system continue to undermine the health and well-being of its citizens. These inefficiencies include poor funding, inadequate training, and a centralized approach to administration that hinders progress. Pakistan allocates less than 2% of its GDP to healthcare—among the lowest globally—leaving a vast gap in resources for public health services. In response, some NGOs have stepped in, bringing international donations to ease the burden on underserved populations, but their efforts can only stretch so far.

Training and development are another area of concern. There is no standardized protocol for healthcare staff training across the country, which results in a lack of uniformity in care quality. Moreover, many healthcare providers in Pakistan continue to use a centralized management structure, stifling growth and contributing to employee demotivation. This poor organizational structure leads to the inefficient allocation of resources, both human and financial, compounding the inefficiencies.

Further complicating matters is the frequent conflict between clinical and non-clinical operations. This dissonance weakens collaboration, reduces overall productivity, and detracts from the goal of improving patient care. In terms of infrastructure, around 90% of healthcare facilities in Pakistan are not purpose-built, meaning they operate reactively rather than proactively, leading to logistical inefficiencies and poor patient outcomes.

To address these systemic issues, several measures need to be taken. The government should increase healthcare funding by allocating a larger share of the GDP to health services. Pakistan’s hospital bed capacity needs a significant increase, aiming for 0.5 beds per 1,000 people. Additionally, resource allocation should be managed more effectively through an advisory committee to ensure that both human and financial resources are used optimally. Establishing a dedicated training and development department to provide international-level certification for healthcare staff will help standardize care quality. A decentralized approach to management should be adopted to empower staff, foster growth, and improve efficiency. Purpose-built healthcare infrastructure is also essential for smooth operations. Lastly, measures should be taken to retain medical talent, preventing brain drain, and implementing EMR-based data systems to standardize practices and improve research and disease management. With these reforms, Pakistan can move toward a more efficient, accessible, and equitable healthcare system.