detouring development

Detouring Development

Development is the process of creating lasting improvements in the lives of people by addressing their genuine social, economic, and public needs and not merely constructing new infrastructure, completing projects, impressive photographs, or utilising the allocated public funds. In a true sense, the real measure of development is whether the real problem has been solved, and whether the interventions have created sustainable public value and an evident change in social or economic conditions of the society.

A project should begin with a clearly defined problem and public need. Its vision, goals, activities, and measurable indicators should follow the problem. In professional project management practices, all these elements are recorded in the planning and design phase. In Pakistan, we have mastered the art of reporting these elements without achieving any meaningful results.

Imagine a public park surrounded by a steel fence. Children and families using the park are visible from the road. If funds are available and privacy is the genuine concern, the executing agency can add steel sheets, plant trees, or use temporary screens. Each solution is inexpensive and retains the existing structure. However, if the focus is primarily on expenditure, the agency may remove the functioning fence and replace it with a new brick wall. This may have a longer life, but is not necessarily the most economical or appropriate solution.

Considering Pakistan’s fragile economic outlook, many major development projects are financed through foreign loans. Such funds are eventually repaid, often with interest. Money spent on an unnecessary intervention is no longer available for genuine public need. This is a recurring weakness in Pakistan, where success is measured by the money spent, not by the effectiveness of the solution. This recalls Peter Drucker’s observation. “There is nothing so useless as doing efficiently that which should not be done at all.”

The continued existence of infrastructure built during the Mughal and British periods is in contrast with contemporary projects, which deteriorate within years. This might be a romantic comparison, influenced by the fact that we see only the structures that survived, but durability and long-term public value are not central to our project culture.

The same mindset is evident in urban beautification schemes. Imagine a local government installs a 15-foot-high statue. The project is indeed beautiful and will produce attractive photographs for official reports, but if the same statue is mounted on thoughtfully designed columns, the shaded seating can be utilised by daily wage workers who gather at bus stops, on footpaths, and in other public spaces because no designated facility is available. This is not an encroachment issue, but a planning failure. Planners and designers should use one intervention to achieve multiple objectives.

Imagine a decades-old roundabout, with a working fountain surrounded by grass. During hot afternoons, labourers and children visit the site to cool themselves in the fountain’s spray. Officials might consider this behaviour undesirable and wish to block access. They can barricade it through small trees or shrubs, but the typical response will be to uproot the entire structure, construct a new fountain, and replace the grass with artificial green carpet. The public behaviour may reflect the unavailability of affordable recreational areas or public bathing facilities. Yet, the official solution destroys a functioning public asset, removes a natural green area, and spends substantial funds without addressing the underlying need.

Needs assessment appears in project reports, but they are rarely conducted with sufficient depth. Imagine a posh housing society, where tubewells were eventually replaced by private borewells. Residents have spent a considerable amount to arrange their own water supply. Now, if any government agency has received funds for water distribution, they should spend it in areas where the people are still digging borewells or have no access to clean drinking water. However, again the typical response will be to spend millions in this posh area, where households have already arranged their own water supply. The fall of the water table is the real problem, which in this case will persist after spending millions.

Pakistan has an extensive planning structure, which includes the federal and provincial bodies, planning departments in government organizations, consultants, and project management units. In 2025-26 alone, the National Economic Council approved the national development portfolio of 4.224 trillion. Such substantial expenditure should produce visible and lasting improvement in people live. The problem, therefore, is not insufficient funding, but how projects are identified, designed, approved, and evaluated.

The same problem is visible in education, health, and administrative projects. Consider a basic health unit or education facility with a leaking roof. The available funds should be directed to fix the roof. However, funds are allocated to boundary wall, new signage, and in some cases, for an entirely new building. Similarly, for decade, government departments are trying to digitise their operations. For a quick solution, these departments procure specialised softwares, which has high licensing costs, and inadequate training mechanisms. After years of implementation, enforcement, and expenditure, the same departments revert to paper files or to a new software.

The first step should be, to strengthen the capacity of all relevant staff in problem identification and root cause analysis. Every project initiation document should clearly identify the problem, public need, examine alternatives, and link the proposed intervention to public value. These elements should always be in quantifiable terms. Moreover, the project indicators should measure the extent to which the problem is solved and the post-completion evaluation should validate the visualized public benefits.

Institutions move energetically, spend heavily, and report extensively, but bypass the original problem. Pakistan does not simply need more projects; it needs projects to solve problems; it needs interventions that respond to genuine needs, preserve what already works, and provide sustainable public value. The true measure should not be the amount spent but the resolution of the problem. Unless problem-solving becomes central to planning and evaluation, fund utilisation will continue to be mistaken for development and detour away from progress we seek.

Writers 

Dr. Sikandar Bilal Khattak 

Academician with Research Interest in Sustainable Systems

Can be reached at sikandarbilal1@gmail.com

Dr. Abdul Shakoor

Professor and Higher Education Consultant with Research interests in Strategic Planning and policy development. 

Can be reached at drshakooruetp@gmail.com

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The country is dealing with economic, security and political pressures all at once, along with instability on its Afghan border and a delicate Iran border to manage. That is a lot to balance already, which is exactly why the practical details of this new commitment matter more than the ceremony around its announcement. What Has Pakistan Actually Committed To? The basic idea is simple: an attack on one member is treated as an attack on all. But what does that actually mean in practice? What would genuinely trigger the commitment, and what military support would Pakistan be expected to give—or receive? And what happens if the three countries find themselves with different interests in the same crisis?   Pakistan’s own Foreign Ministry offered some sense of this in July 2026, saying that agreements of this kind mostly involve peacetime military cooperation, and that in an actual war, how far the commitment would go still needs to be worked out. If anything, that statement makes the case for more clarity, not less.   That uncertainty matters most in two situations close to home. If Pakistan faced another serious confrontation with India, would Saudi Arabia and Türkiye offer real support, given their own important ties to New Delhi? And if tensions with Iran escalated, would Pakistan be expected to take a position that could strain its relationship with its neighbour? Even the growing water dispute with India, one of Pakistan’s most basic security concerns, has not been publicly linked to any shared plan among the three partners. These questions remain open.   There is also a quieter concern worth sitting with. Saudi Arabia brings financial strength to the table, Türkiye brings a growing defence industry, and Pakistan brings manpower, real operational experience and nuclear deterrence. If these strengths are genuinely shared, all three countries could benefit. But if the load falls unevenly, with Pakistan carrying most of the manpower while its own position in a future India crisis stays unclear, the costs could end up outweighing the gains.   History offers a useful reminder here. In his 1983 book Can Pakistan Survive? The Death of a State, Tariq Ali examined Pakistan’s political system, its foreign policy, and the powerful role the military has long played within the state. The circumstances today are very different, but his broader question still feels relevant: can Pakistan turn its usefulness to other powers into lasting strength of its own?   Something else stood out alongside the agreement itself: the mood surrounding it. Governments naturally welcome diplomatic wins, but a defence pact carrying possible wartime obligations is a different kind of agreement than a trade deal. With so many practical details still unclear, the celebratory tone raises a fair question: is this a carefully thought-through long-term strategy, or mostly the excitement of the moment? Commitments this serious deserve a clear explanation before they deserve applause.   Pakistan must also make sure its growing ties with Saudi Arabia and Türkiye stay compatible with its long-standing relationship with China, and with the working relations it still needs with Iran and the United States. Strategic Relevance Is Not Strategic Autonomy Pakistan is becoming more important to other countries. Its military strength, its geography, its nuclear deterrence, and its relationships across very different global camps all give Islamabad real value in the eyes of others. But being useful to other countries is not the same as having a clear strategy of your own.   Strategic autonomy simply means that Pakistan knows what it wants and makes sure its partnerships actually serve that. It means asking not only what Saudi Arabia, Türkiye, China or the United States want from Pakistan, but what Pakistan wants from each of them in return. A country can be militarily valuable, geographically important and courted by several powers, and still have no defined national strategy behind it. That difference sits at the heart of this entire discussion.   Washington’s fairly quiet response also deserves attention. There is no evidence that the United States is deliberately setting a trap for Pakistan. But Islamabad should still think carefully about whether a closer Saudi-Pakistani security relationship could, over time,

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