At this critical juncture in Pakistan’s history, where we witness the near collapse of state institutions, societal values, social structures, and the resulting economic and political crises, uncertainty looms. The question at the forefront is not whether elections will be held or not, but how to navigate and overcome this multidimensional crisis.

Elections, or the lack thereof, should not be our primary concern; they are merely a means to the end of achieving good governance. Therefore, the most pressing issue is whether the existing governance structures can effectively address this crisis, and the answer is an emphatic NO. What we need is a new governance structure, a model that has already proven successful in developed and well-governed countries.

There are several underlying causes of this multidimensional crisis and conflicts within Pakistani society, but two stand out as particularly significant. The first is the incapacity and lack of commitment on the part of the state and its functionaries to address these issues and crises. The second cause, closely related to the first, is the conventional thinking of state functionaries, especially ministers and civilian bureaucrats, which hinders them from devising innovative solutions to the problems, issues, and needs of society and communities. Many of the issues facing Pakistani society require a holistic, multi-jurisdictional, and networked approach, which experts in governance term as ‘new governance.’

It’s essential to note that the term “governance” gained prominence in the 1970s and 1980s when many hierarchical states began to fail in addressing the needs and problems of their people. This led to a shift in focus from the government to governance, with policymakers in the developed world emphasizing improvements in governance at local, regional, national, and international levels to meet the needs of the populace.

Political parties and politicians in Pakistan have failed to adopt a new approach to governance as they remain rooted in the past. Whether it’s the Sharif or Bhutto families or the PTI led by former Prime Minister Imran Khan, their discourse is often entrenched in past achievements or failures. According to the new governance approach, what truly matters is the system and structure of the governing apparatus and its ability to address the people’s demands and resolve their issues. Unfortunately, successive governments in Pakistan have overlooked this critical aspect of governance. While acknowledging the importance of addressing historical wrongs, it’s become clear that the traditional approach to governance is a major factor contributing to the incapacity of state functionaries to bring about change and progress.

The issues facing Pakistani society, and contemporary societies in general, are complex and multifaceted, necessitating a comprehensive, multi-jurisdictional, and networked approach, as mentioned earlier. Take, for instance, the challenge of unemployment among young males. This issue cannot be effectively tackled in isolation by the Ministry of Finance and Economic Affairs. Instead, multiple ministries, including those responsible for education, social welfare, youth affairs, economic affairs, and foreign affairs, at various levels of government, along with civil society and the private sector, must collaborate in a networked manner to address the problem of unemployment in Pakistan. This networked approach is at the core of the ‘new governance’ concept.

Unlike the hierarchical approach of conventional governance, new governance relies on collaboration and networking. However, our politicians and civilian bureaucrats, steeped in traditional thinking and a belief in the chain of command and authority, have struggled to adopt this new governance approach. Consequently, issues and problems that demand a departure from traditional governance methods persist and multiply.

It’s worth noting that international governance networks and organizations, including intergovernmental and non-governmental entities, as well as international donor agencies, have attempted to encourage the adoption of the new governance model in Pakistani government and ministries. They’ve established units such as Strategic Support Units (SSUs) or Independent Monitoring Units (IMUs) within federal and provincial ministries and departments, staffed with experts in various fields. However, these units have often been ineffective because the ultimate decisions are made by Pakistani civilian bureaucrats who are hesitant to deviate from their traditional methods. They often ignore the expert opinions of the researchers and analysts in these units, rendering their efforts inconsequential.

Civil servants have a vested interest in resisting the new governance models, as they would entail sharing their authority and power with other stakeholders, including the private sector, non-profit organizations, and the market. This notion of power-sharing is not readily accepted by ruling politicians and civilian bureaucrats. Nevertheless, it is essential for the meaningful resolution of societal issues, problem-solving, and meeting the needs of the population.

Until the state and its functionaries recognize that the challenges, problems, and needs of society are beyond their capacity to address single-handedly and that they will remain powerless to find solutions on their own, the adoption of the new governance approach will remain nearly impossible. Therefore, it is up to the intelligentsia, whether in academia or journalism, traditionally where they are found, to lead the way. Experts and intellectuals must make both current and potential political leaders, as well as civilian bureaucrats, understand that the world has changed, and the approach to governance must change too. Governance is not merely about luxurious offices and official meetings; it is about solving the population’s problems and meeting their needs. While politicians can be influenced to understand this shift, changing the mindset of civilian bureaucrats is more challenging. The only way to achieve this is by altering the political system to produce genuine leaders.