AS Pakistan marches into the digital age, the transformation of public service delivery is no longer a futuristic ideal; it is an urgent necessity. From online portals for land records to mobile applications for complaints and grievance redressal, the toolkit of local governments is steadily becoming more digital.

Yet, beneath the glossy surface of apps and dashboards lies a more complicated reality: uneven adoption, fragile infrastructure, and a persistent digital divide that threatens to leave many behind.

At the heart of this transformation is a fundamental question: can technology truly bridge the gap between the citizens and the state? Digitalisation offers several advantages for local governments. It can enhance transparency, reduce human discretion, and improve efficiency. In my own experience within district administration, digital initiatives, such as e-governance dashboards, real-time attendance monitoring in schools and health facilities, and online portals for revenue collection, have shown encouraging results.

In theory, a villager should now be able to lodge a complaint about a broken water pump using a mobile app, track its progress, and receivefeedback;allthis without visiting a government office.

This is what the theory is, with practical implementation still being a far cry.

One of the key challenges is the lack of digital literacy among both service providers and recipients. A significant portion of Pakistan`s rural population remains unfamiliar with basic smartphone functions, let alone navigating an online portal.

On the administrative side, resistance to change persists. Many functionaries, especially at the lower tiers, are more comfortable with paper files than digital dashboards. Without proper training and incentives, the introduction of digital tools often becomes a matter of formality.Moreover, internet connectivity remains patchy in several districts. There have been instances where biometric attendance systems in schools malfunction due to poor signals, leading to confusion rather than clarity.

True digital transformation requires more than hardware and software. It demands a shift in institutional culture.

Citizens must be empowered to use digital tools not just through access, but also through awareness and trust. Similarly, public servants must be trained, supported and then held accountablefornot using these systems as intended.

There is also a need to reimagine how digital platforms are designed. A poorly designed app that is difficult to navigate becomes another barrier rather than a facilitator. For digital governance to work at the grassroots, a few key steps are essential. Regular training sessions for field staff, particularly in rural areas, must be institutionalised.

Tech tools should be simplified and user-friendly, not intimidating. Digital platforms should be designed with the end-users in mind, especially women, the elderly and those with limited literacy.

Local media, community leaders, and educational institutions can play a vital role in spreading awareness about digital services. Investment in internet connectivity, especially in underserved regions, must be a top priority. Data should inform governance, not replace human judgment.

The use of dashboards should complement not substitute field visits and human engagement. The future of public service lies in leveraging technology to make governance more participatory, transparent and responsive. But, for this digital transition to succeed, it must be grounded in empathy, inclusivity and a deep understanding oflocalcontexts.

SadafAmjad Rawalpindi