Maqbool Malick
The decision of Punjab Chief Minister Maryam Nawaz Sharif to restructure the Directorate General Public Relations (DGPR), introduce third-party validation of its performance, approve a new headquarters building and provide the department with the resources required for modern communication has generated a wave of optimism among officers and employees of the information service.
The directives issued by the Chief Minister have been widely welcomed within the department, where officers and staff have long felt the need for institutional reform, modern equipment, adequate human resources and professional training. The prevailing sentiment among them is simple yet significant: “At last, our voice has been heard.”
The decision, however, should not be viewed merely as an administrative reform. It represents an opportunity to transform DGPR into a modern government communication institution capable of meeting the challenges of an era in which information travels instantly and public opinion is shaped as much by digital platforms as by traditional media.
While directing the restructuring, Chief Minister Maryam Nawaz emphasised that communication has evolved from an art into a science and that DGPR must be aligned with the requirements of the modern era. She also stressed the importance of keeping the public properly informed about government welfare initiatives so that citizens can distinguish facts from misinformation.
This approach reflects a fundamental reality of contemporary governance: a government’s performance is not judged solely by the number of projects it completes or the amount of public money it spends. Equally important is its ability to communicate what it is doing, why it is doing it, whom it benefits and what tangible results it is producing.
This is precisely where government public relations institutions acquire strategic importance.
At the federal level, the Press Information Department (PID), Islamabad, performs a central role in projecting government policies and programmes, facilitating media access, monitoring news coverage and providing feedback to the government. Its structured system of publicity and media coordination provides an important institutional model for comparison.
DGPR Punjab, on the other hand, operates in a much larger and more diverse provincial environment. Its responsibilities extend from Lahore to divisional and district-level information offices across Punjab. Through this field network, the department acts as a bridge between the provincial government, media and the public.
The scale of Punjab itself makes this responsibility particularly demanding. Government activity in areas such as health, education, agriculture, infrastructure, local government, women’s empowerment, youth affairs and public welfare generates an enormous volume of information every day. Communicating these initiatives accurately and effectively requires not only competent officers but also mobility, technology, data and specialised skills.
This is where the proposed restructuring assumes particular importance.
The performance of an Information Officer or Public Relations Officer can no longer be measured simply by the number of press releases issued, media clippings collected or events covered. In the digital age, performance should also be measured by media reach, public engagement, response time, digital impact, crisis communication, misinformation management and the quality of feedback provided to the government.
The proposed third-party validation can therefore become a valuable instrument for institutional improvement. An independent assessment can identify the strengths and weaknesses of different wings and field offices, determine whether available human and financial resources are being used effectively, and identify areas requiring additional support.
However, third-party validation should not become merely an exercise to find faults or assign blame. It should primarily be used as a performance-improvement mechanism. Officers who perform exceptionally well should be recognised, while shortcomings should be addressed through training, mentoring, better systems or additional resources.
Perhaps the greatest investment required by DGPR is investment in its people.
The modern Information Officer must possess skills that go far beyond traditional public relations. Along with strong writing and media relations skills, officers need training in digital journalism, social media management, mobile journalism, photography, video production, data analytics, artificial intelligence, fact-checking, misinformation management, crisis communication and strategic communication.
Continuous professional training would significantly enhance the confidence, competence and efficiency of DGPR officers and employees. A well-trained Information Officer is better equipped to engage with journalists, understand digital trends, respond to misinformation and present government initiatives in a manner that is meaningful to ordinary citizens.
Resources are equally important.
Divisional and District Information Offices should be equipped with adequate transport facilities, fuel allocations, laptops, high-speed internet, cameras, mobile journalism kits, editing facilities and other essential communication equipment. An officer working in the field cannot be expected to provide timely and comprehensive coverage of government activities if he or she lacks basic mobility and technological support.
The restructuring process should also include the immediate filling of vacant posts. Staff shortages place an additional burden on existing employees and inevitably affect the quality and speed of communication. At the same time, new positions should be created where necessary for specialists in digital media, social media, data analytics, research, video production and strategic communication.
Another important reform should be the establishment of a modern Central Media Monitoring and Public Perception System. Such a system could continuously monitor print, electronic and social media and provide decision-makers with timely information about public sentiment, emerging narratives, misinformation and communication gaps.
Artificial intelligence can significantly enhance this process through sentiment analysis, trend identification, automated monitoring and early warnings about potentially damaging misinformation. The objective should not be to replace human judgement but to give communication professionals better tools for making informed decisions.
There is also considerable scope for institutional learning between DGPR Punjab and PID Islamabad. Both organisations operate at different administrative levels but share the common objective of connecting governments with citizens through the media. Their best practices in media monitoring, publicity planning, digital campaigns, crisis communication and media coordination could be shared through structured training programmes and professional exchanges.
Ultimately, restructuring DGPR is not simply about constructing a new building, creating new posts or purchasing modern equipment. The real reform will occur when human resources, technology, training, mobility, performance evaluation and strategic communication are integrated into a single modern system.
Chief Minister Maryam Nawaz Sharif’s decision has therefore created an important opportunity for DGPR. The challenge now is to translate that decision into a comprehensive reform programme.
For the officers and employees of DGPR, the development is both an opportunity and a responsibility. If the government is prepared to listen to their needs, improve their working environment, provide modern resources and invest in their professional development, the department must respond with greater professionalism, innovation and measurable performance.
A restructured, adequately resourced and professionally trained DGPR can move beyond the traditional concept of government publicity and emerge as a modern, responsive, technology-driven and public-oriented Government Communication Institution.
The ultimate beneficiary will not be DGPR alone. A stronger communication system will enable the Punjab government to explain its policies more effectively, highlight genuine achievements, counter misinformation promptly and, equally importantly, listen more carefully to the concerns and expectations of the people.
That is why the proposed restructuring should be viewed not merely as an administrative exercise, but as an investment in the communication architecture of governance itself. If implemented in its true spirit, it can give DGPR a new identity—more professional in its approach, more confident in its people, more modern in its methods and more credible in the eyes of the media and the public.
