From Punjab Speed to Punjab Velocity

Punjab’s reputation for rapid infrastructure development is well-documented. From extensive road networks and metro systems to the Orange Line and coal-fired Sahiwal power plant, Prime Minister Shehbaz Sharif earned the nickname ‘Punjab Speed’ from Chinese officials – an acknowledgement echoed by his political friends and foes alike.

Recently, the prime minister himself acknowledged that ‘Mohsin Speed’ has surpassed his own pace, evident in the swift renovation of the Qaddafi Stadium and the construction of bridges and underpasses during his tenures in Punjab. However, as Pakistan evolves, mere speed may no longer suffice.

What Punjab needs now is velocity – speed with direction. This direction entails citizen-centric governance with a strong focus on environmental sustainability and the empowerment of women and the marginalised.

The first year of Maryam Nawaz's historic tenure as Punjab's first female chief minister marks the beginning of a transformative journey, already showing promising directional shifts in governance.

Her leadership brings a distinct approach to urban management, particularly visible in the Suthra Punjab initiative. The programme transcends random cleanliness drives, incorporating aesthetics that simultaneously prioritise ease of function and lead to not just public approval but public participation. The crackdown against encroachments is an example of this.

Also noteworthy is the incorporation of technology into local governance. An example of this is the Lahore Waste Management Company (LWMC), where a remarkable transformation has occurred. Despite limited literacy and minimal access to technological devices, field staff have been successfully integrated into a digital workflow system for their daily operations. This modernisation serves a dual purpose: enhancing organisational efficiency while safeguarding workers from potential exploitation by supervisors who previously might have misused their authority for personal benefit.

Her administration's focus on social welfare reflects what are traditionally identified as leadership traits popularly associated with women – enhanced empathy and attention to vulnerable populations. This is evidenced by groundbreaking initiatives like Punjab's first autism school, the Himmat card for persons with disabilities, and targeted scholarships for deserving students.

The Apni Chhat - Apna Ghar housing scheme represents a thoughtful evolution of previous housing initiatives. Rather than merely constructing homes, it creates pathways to homeownership for those who previously considered it beyond their reach.

In agriculture, the tubewell solarisation project exemplifies innovative governance. Its unique, transparent model empowers farmers with choice rather than imposing standardised solutions, thus simultaneously addressing agricultural needs and climate concerns, and farmers’ agency.

Cultural revival is evident in the vibrant activities at the Alhamra Arts Council and beyond. The Information and Culture Department has moved beyond its conventional approach, fostering cultural and entertainment events across Punjab while enhancing information dissemination and strengthening citizens' connection with the government. This is the first provincial government department in Pakistan to leverage AI technology to assist its Directorate General of Public Relations in improving the speed and quality of discourse analysis – an element essential for responsive governance.

The Punjab government’s approach to minority rights transcends ceremonial statements. Concrete actions like the Sikh Marriage Act and the Minority Card demonstrate a genuine commitment to inclusive citizenship.

Environmental consciousness has moved from seasonal concern to strategic policy priority. The elevation of environmental considerations in development planning reflects an understanding that progress without sustainability is ultimately self-defeating.

Notably, Maryam Nawaz’s administration has departed from the traditional practice of immediate bureaucratic reshuffling. Instead, it is allowing time for system stabilisation and direction-setting. This measured approach contrasts sharply with previous arbitrary transfers and suspensions and is likely to impact the governance ecosystem in terms of stability of bureaucratic leadership and effective implementation of policies at different administrative tiers.

Historically, government decision-making has been plagued by a critical weakness: policy formulation without a robust empirical foundation. The introduction of the Socio-Economic Registry represents a transformative approach to governance, providing a data-driven direction for targeted social support. This is a significant departure from the previous scatter-shot approach, enabling precise identification and assistance of the most vulnerable populations.

Ultimately, the true measure of governance does not lie much in statistics or infrastructural achievements, but in the tangible improvement of the daily lives of citizens. The pertinent questions are refreshingly simple yet profound: Are families finding it easier to meet their basic needs today compared to a year ago? Has the burden of grocery shopping eased? Are children better fed and schooled? Have employment and economic opportunities expanded? And perhaps most fundamentally, has the quality of life improved for the average citizen?

These questions transcend political rhetoric and administrative metrics and present a persistent challenge to political leaders. They touch the core of governance – the tangible impact on people's lives. It is in the answers to these fundamental questions that we find the real testimony to Punjab's progress – moving not just with speed, but with direction toward ease for people.

The writer is a Chevening scholar specialising in media and e-governance and a technology entrepreneur.