The Nation Editorials 4th August 2026

Electoral Responsibility

Prime Minister Shehbaz Sharif has declared an early political victory in Azad Jammu and Kashmir, and the polling trends appear to justify his confidence. With the PML-N securing a simple majority according to unofficial results, the party is poised to form another regional government aligned with the ruling coalition at the centre.

Yet the celebrations should remain restrained. The election process is not complete, and neither was it entirely smooth. Polling was disrupted in several constituencies, allegations of rigging and interference have been levelled, and armed clashes were reported. These are not minor blemishes that can simply be dismissed in the glow of electoral victory. The PML-N may have secured the numbers, but it must now work to secure public confidence and rebuild trust.

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AJK shares several of the governance and development challenges faced by Gilgit-Baltistan, including weak infrastructure, limited economic opportunities, administrative inefficiency and dependence upon Islamabad. However, its political circumstances are more complicated. Its constitutional position, the presence of refugee constituencies and its legal and political connection with India-occupied Jammu and Kashmir make every internal dispute particularly sensitive.

The controversy surrounding the refugee seats and the protests led by the now-proscribed Joint Awami Action Committee demonstrate that deeper questions of representation and legitimacy cannot be addressed through force or prohibition alone. They require dialogue, constitutional clarity and political accommodation.

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The PML-N must therefore treat its apparent victory not as an opportunity to expand patronage, but as a mandate to restore stability. Its first task should be to reduce tensions, reach out to political opponents and rebuild trust in the electoral process. Thereafter, it must turn urgently towards employment, infrastructure, public services and institutional reform.

Winning an election gives a party the authority to govern. Governing fairly, healing divisions and delivering prosperity are what ultimately give that authority legitimacy.

Reforming the Executive

The opposition of Provincial Management Service officers to the Punjab government’s plan to create 101 Additional Assistant Commissioner posts comes as no surprise. Seldom has the officer class accepted changes to its power structure without consultation or its express approval. Yet the government’s failure to bring serving officers on board before announcing such a substantial administrative restructuring reflects a serious weakness in the reform process.

The objective of strengthening field administration and improving public service delivery is commendable. Citizens frequently face delays in revenue matters, price control, regulatory enforcement and other routine administrative functions. Increasing the number of officers could help reduce this burden, but merely creating new posts will not automatically resolve the underlying problems.

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The concerns raised by PMS officers therefore deserve serious consideration. If existing bottlenecks in approvals and decision-making remain untouched, more AACs may simply divide authority further while increasing the administrative workload. If postings and transfers continue to be made at the whims of the elected government, the additional positions could create greater room for political favouritism and vested interests.

There are also legitimate questions about cost, career progression and institutional overlap. The government must explain how the new posts will interact with the Punjab Enforcement and Regulatory Authority and whether their functions will duplicate those already being performed by other departments. Poorly paid or professionally frustrated officers operating under political pressure remain vulnerable to corruption and misuse of authority.

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The government should therefore engage the PMS association before proceeding. Consultation must not become a veto over reform, but those working in the field possess experience that policymakers cannot afford to dismiss. Strengthening the executive service may be a sound idea, but it must be pursued through institutional consensus, financial planning and structural reform rather than the simple creation of additional posts.

Beyond the Sting

The Federal Investigation Agency’s operation at the Pakistan Institute of Medical Sciences has exposed a dangerous vulnerability in the country’s medico-legal system. An official posing as an injured person was allegedly able to secure a fake medico-legal certificate in exchange for marked currency, leading to the arrest of three suspects and the recovery of old records.

Such an operation should not be treated as a one-off triumph. A sting may identify individuals willing to abuse their authority, but it also reveals the institutional weaknesses that made the abuse possible. The arrests must therefore mark the beginning of a wider reform process rather than the end of the government’s response.

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Ironically, those associated with the institution appear more willing to discuss systemic reform than the authorities themselves. Senior doctors have correctly called for the modernisation of medico-legal departments and the criminal justice system. Their concerns deserve serious attention.

Medico-legal certificates can influence criminal investigations, court proceedings, compensation claims and the liberty of accused persons. A fraudulent certificate can protect an offender, implicate an innocent person or distort the course of justice. Yet these highly sensitive responsibilities are often handled without specialised staff, proper oversight or modern systems of verification.

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Doctors assigned medico-legal duties should possess relevant postgraduate training in forensic medicine and medical jurisprudence. Police officers dealing with inquests, post-mortem documentation and medico-legal cases must also receive specialised instruction. Dedicated forensic units should be established in major hospitals, while records should be digitised and subject to independent audits. International models may offer useful lessons, but reforms must be adapted to Pakistan’s legal and administrative realities.

Responsible governments do not merely celebrate successful raids. They study the vulnerabilities revealed by them and close the loopholes. The Pims operation has sounded an alarm. Parliament, the health authorities and law-enforcement institutions must now ensure it leads to lasting reform.