Tariq Mahmood Awan
A common criticism in Pakistan is that state institutions lack the capacity to effectively respond to public challenges. Provincial bureaucracies, in particular, are often dismissed as traditional administrative machines—more comfortable with paperwork than crisis management. Yet, the recent floods in Punjab have somewhat challenged this perception. Deputy Commissioners, Additional Deputy Commissioners, and Assistant Commissioners visibly stepped into the field, working tirelessly to provide relief and reduce public suffering. Their efforts demonstrated that despite structural flaws, individual dedication and responsibility can still make a difference, though the debate over overall results remains open.
A striking dimension of this response has been the role of women officers. In Pakistan, women are rarely seen in decision-making or field leadership roles. However, during the floods, female Deputy Commissioners and Assistant Commissioners actively engaged in on-ground operations. Their leadership proved that women bureaucrats should not remain symbolic figures but must be fully integrated into practical governance. This shift could help build a more inclusive and balanced administrative framework in the long term.
Still, not everything was flawless. In certain cases, officers combined their genuine hard work with a noticeable emphasis on media coverage. While showcasing relief work can build public trust, problems arise when publicity overshadows actual service delivery. Governance must ensure that real performance is never compromised by the temptation of projection. This balance is essential if institutions are to maintain credibility and earn sustained confidence from the people.
The broader question remains: can Pakistan’s governance rely solely on individual efforts, or is an institutional structure needed that responds automatically to crises? Experience shows that where officers applied their skills and energy, outcomes improved. Yet such reliance on personal commitment is unsustainable. Institutions must evolve into systems that function effectively regardless of who is in charge.
Several policy directions are clear. First, Pakistan urgently needs empowered local governments capable of disaster management and emergency response, linked with provincial authorities through permanent institutional frameworks. Second, bureaucratic training must prioritize real-time crisis management so that officers go beyond files and procedures. Third, the role of women must be expanded and formally recognized to ensure inclusive governance. Finally, the use of media should be regulated toward transparency and accountability rather than cosmetic publicity.
In conclusion, Punjab’s civil service has left a positive impression through its recent flood response. The courage and hard work of officers—men and women alike—have shown what is possible. But these successes cannot remain one-off stories tied to individual zeal. Pakistan needs a permanent, institutionalized governance model, rooted in principles rather than personalities. Only then can the state guarantee resilience in crises and a system truly oriented toward serving the people.
