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Final Report
Assessment of Capacity and
Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
Submitted to:
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The Urban Unit
P&D Department
4-B, Lytton Road
Lahore
People with simple Solutions
SEMIOTICS
Semiotics Consultants (Pvt.) Limited
Flat 6-7, 2nd Floor, Pearl Centre, Block 13, Super Market, Islamabad, Pakistan.
Phone: (051) 287 7266, 227 1248 - Fax : (051) 227 1606
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
TABLE OF CONTENTS
ACRONYMS ......................................................................................................................................... III
ACKNOW LEDGMENTS ........................................................................................................................... V
EXECUTIVE SUMMARY ......................................................................................................................... VII
1. ABOUT THIS REPORT ................................................................................................................... 1
1.1 PURPOSE ........................................................................................................................... 1
1.2 OBJECTIVES ....................................................................................................................... 2
1.3 METHODOLOGY .................................................................................................................. 2
2. SITUATION ANALYSIS OF URBAN SERVICE PROVISION (CITY-WISE) .................................................. 3
2.1 LAHORE ............................................................................................................................. 3
2.1.1 URBAN PLANNING ....................................................................................................... 3
2.1.2 MUNICIPAL FINANCES .................................................................................................. 4
2.1.3 WATER SUPPLY AND SANITATION................................................................................. 4
2.1.4 SOLID WASTE MANAGEMENT ....................................................................................... 4
2.1.5 TRANSPORT ............................................................................................................... 5
2.2 GUJRANWALA ..................................................................................................................... 5
2.2.1 URBAN PLANNING ....................................................................................................... 5
2.2.2 MUNICIPAL FINANCES .................................................................................................. 5
2.2.3 WATER SUPPLY AND SANITATION................................................................................. 6
2.2.4 SOLID WASTE ............................................................................................................ 6
2.2.5 TRANSPORT ............................................................................................................... 6
2.3 MULTAN ............................................................................................................................. 7
2.3.1 URBAN PLANNING ....................................................................................................... 7
2.3.2 MUNICIPAL FINANCES .................................................................................................. 7
2.3.3 WATER SUPPLY AND SANITATION................................................................................. 7
2.3.4 SOLID WASTE ............................................................................................................ 8
2.3.5 TRANSPORT ............................................................................................................... 8
2.4 FAISALABAD ....................................................................................................................... 8
2.4.1 URBAN PLANNING ....................................................................................................... 8
2.4.2 MUNICIPAL FINANCES .................................................................................................. 8
2.4.3 WATER SUPPLY AND SANITATION................................................................................. 9
2.4.4 SOLID WASTE ............................................................................................................ 9
2.4.5 TRANSPORT ............................................................................................................... 9
2.5 RAWALPINDI ....................................................................................................................... 9
2.5.1 URBAN PLANNING ....................................................................................................... 9
2.5.2 MUNICIPAL FINANCES ................................................................................................ 10
2.5.3 WATER SUPPLY AND SANITATION............................................................................... 10
2.5.4 SOLID WASTE .......................................................................................................... 10
2.5.5 TRANSPORT ............................................................................................................. 10
3. DEMAND SIDE CAPACITY ANALYSIS OF AGENCIES INVOLVED IN THE PROVISION OF URBAN SERVICES
............................................................................................................................................... 11
3.1 CAPACITY BUILDING IN PERSPECTIVE .................................................................................. 11
3.2 COMMON ISSUES .............................................................................................................. 11
3.3 SECTOR WISE ANALYSIS ................................................................................................... 12
3.3.1 INSTITUTIONAL MANDATES COMPATIBILITY OF URBAN MANAGEMENT AGENCIES AND OTHER
RELATED ISSUES ....................................................................................................................... 12
3.3.2 SOLID WASTE MANAGEMENT ..................................................................................... 13
3.3.3 MUNICIPAL FINANCE ................................................................................................. 14
3.3.4 WATER AND SANITATION ........................................................................................... 14
3.3.5 LAND USE AND SPATIAL PLANNING............................................................................. 15
3.3.6 URBAN TRANSPORT .................................................................................................. 18
3.3.7 CANTONMENT BOARDS ............................................................................................. 19
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
4. FINDINGS FROM SEMI STRUCTURED INDIVIDUAL AND GROUP INTERVIEWS AND FOCUS GROUP
DISCUSSIONS HELD WITH URBAN MANAGERS IN THE FIVE CITIES .................................................. 21
4.1 KEY CHALLENGES FACED BY URBAN MANAGERS OF TODAY. ................................................ 21
4.2 GENERIC KEY CAPACITIES AND CAPABILITIES WHICH URBAN MANAGEMENT AGENCIES MUST
HAVE TO BE ABLE TO PERFORM EFFECTIVELY AND EFFICIENTLY. ......................................... 22
5. CAPACITY GAPS ANALYSIS OF URBAN MANAGEMENT AGENCIES .................................................... 22
6. SUPPLY SIDE ANALYSIS OF CAPACITY BUILDING ........................................................................... 27
6.1 CAPACITY BUILDING INSTITUTIONS (CBIS)............................................................................ 27
6.1.1 LOCAL CBIS ............................................................................................................. 27
6.1.2 INTERNATIONAL CBIS AND PROGRAMMES .................................................................... 55
6.2 PROJECTS AND P ROGRAMMES ........................................................................................... 70
6.2.1 FAISALABAD AREA UPGRADING PROJECT .................................................................... 70
6.2.2 PROJECT IMPROVEMENT TO FINANCIAL REPORTING AND AUDITING PROJECT ................. 71
6.2.3 PROJECT IMPROVEMENT IN FINANCIAL REPORTING AND AUDITING PROJECT-II................ 72
6.2.4 DEMOCRATIC GOVERNANCE PROGRAM ....................................................................... 72
6.2.5 PUNJAB MUNICIPAL DEVELOPMENT FUND COMPANY .................................................... 75
6.2.6 PUNJAB MUNICIPAL SERVICES IMPROVEMENT PROJECT................................................ 77
6.2.7 DECENTRALIZATION SUPPORT PROGRAM .................................................................... 78
6.2.8 PUNJAB DEVOLVED SOCIAL SERVICES PROGRAM ........................................................ 79
6.2.9 PUNJAB RESOURCE MANAGEMENT PROGRAMME ......................................................... 80
6.2.10 RAWALPINDI ENVIRONMENT IMPROVEMENT PROJECT ................................................... 82
6.2.11 SOUTHERN PUNJAB BASIC URBAN SERVICES PROJECT ................................................ 83
6.2.12 STRENGTHENING DECENTRALIZED LOCAL GOVERNMENT IN PUNJAB- FAISALABAD DISTRICT
PROJECT ................................................................................................................. 84
6.2.13 JICA DEVOLUTION SUPPORT PROJECT ........................................................................ 85
7. CAPACITY BUILDING IN DPL SECTORS: DEMAND – SUPPLY ANALYSIS ............................................. 92
8. CAPACITY BUILDING PLAN/RECOMMENDATIONS............................................................................ 93
8.1 TOWARDS BUILDING THE CAPACITIES OF URBAN MANAGEMENT AGENCIES ............................ 93
8.1.1 ADDRESSING CAPACITY BUILDING NEEDS ON IMMEDIATE BASIS .................................... 94
8.1.2 ADDRESSING CAPACITY BUILDING NEEDS IN THE LONG RUN AND INSTITUTIONALIZATION OF
CAPACITY BUILDING .................................................................................................. 99
8.1.3 OPTIONS FOR INSTITUTIONALIZATION OF CAPACITY BUILDING ..................................... 100
9. CONCLUSION .......................................................................................................................... 105
ANNEXURES:
ANNEX I: INDICATIVE LIST OF CAPACITY BUILDING INSTITUTIONS/PROJECTS .......................................... 107
ANNEX II: LIST OF PEOPLE CONSULTED ............................................................................................. 109
ANNEX III: TERMS OF REFERENCE .................................................................................................... 113
ANNEX-IV: ORGANOGRAMS .............................................................................................................. 117
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
ACRONYMS
AATI Audit and Accounts Training Institute
ADB Asian Development Bank
AfDB African Development Bank
AIT Asian Institute of Technology
CBI Capacity Building Institutions
CCB Citizen Community Boards
CDB Caribbean Development Bank
CDG City District Government
CDGL City District Government Lahore
CDSP CIDA Devolution Support Project
CIDA Canadian International Development Agency
CSA Civil Service Academy
CSCI Civil Services College International
DANIDA Danish International Development Assistance
DCO District Coordination Officer
DDO Deputy District Officer
DFID Department for International Development
DGP Democratic Governance Programme
DMG District Management Group
DO District Officer
DSP Devolution Support Program
DTW District That Work
EDO Executive District Officer
FAUP Faisalabad Area Upgrading Project
FDA Faisalabad Development Authority
GDA Gujranwala Development Authority
GEA Government Engineering Academy
GIS Geographic Information Systems
HAS Health Services Academy
HRM Human Resource Management
HTV Heavy Transport Vehicle
IADB Inter-American Development Bank
IBA Institute of Business Administration
IBRD International Bank for Reconstruction and Development
IMF International Monetary Fund
INTAN National Institute of Public Administration, Malaysia
IP3 PPP Institute for Public Private Partnership
IPR Institute of Public Relation
ISD Instructional System Design
JICA Japan International Cooperation Agency
LDA Lahore Development Authority
LG Local Government
LGO local Government Ordinance
LTV Light Transport Vehicle
LUMS Lahore University of Management Sciences
MDA Multan Development Authority
METU Middle East Technical University
MPDD Management and Professional Development Department
MS Management System
MTBF Medium Term Budgetary Framework
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
NED UET NED University of Engineering and Technology
NESPAK National Engineering Services Pakistan
NGO Non Governmental Organization
NIPA National Institute of Public Administration
NIUA National Institute of Urban Affairs
NMC National Management Collage
NSPP National School of Public Policy
OSR Own Source Revenue
PCS Provincial Civil Services
PDSSP Punjab Devolved Social Services Program
PHED Public Health Engineering Department
PIF Punjab Initiatives Fund
PIFRA Project for Improvement in Reporting and Auditing
PIFRA Project Improvement to Financial Reporting and Auditing Project
PIM Pakistan Institute of Management
PIPFA Pakistan Institute of Public Finance Accountants
PLGO Punjab Local Government Ordinance
PMDFC Municipal Development Fund Company
PMSIP Punjab Municipal Services Improvement Project
PMU Project Management Unit
PRMP Punjab Resource Management Programme
RAI Regional Anchor Institute
RDA Rawalpindi Development Authority
REIP Rawalpindi Environment Improvement Project
RRMTI Road Research and Material Testing Institute
S&GAD Services and General Administration Department
SEDP Social Enterprise Development Programme
SP Spatial Planning
SPBUS Southern Punjab Basic Urban Services Project
TA Technical Assistance
TEVTA Technical Education and Vocational Training Authority
TMA Tehsil Municipal Administration
ToR Term of Reference
UEM Urban Environmental Management
UI The Urban Institute
UMP United Nations Urban Management Program
UNDP United Nations Development Program
UNICEF United Nations international Children’s emergency Fund
UNOPS United Nations Office for Project Services
USAID United States Agency for International Development
USTDA United States Trade and Development Agency
WASA Water and Sanitation Agency
WATSAN Water and Sanitation
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
ACKNOWLEDGMENTS
The team would like to thank City Government Officials in
Lahore, Faisalabad, Multan, Rawalpindi and Gujranwala for
their cooperation and assistance. Executive District Officers,
District Officers, Town Nazims, Town Municipal Officers and
Town Officers were extremely cooperative and flexible and
took the time to assist the team in assessing the present
capacity situation and raising key issues and challenges faced
by them today.
The team would also like to acknowledge the efforts made by
all five Development Authorities and WASAs in the five City
District Governments. The information provided by them
played a vital role in the completion of this report. Additionally,
Cantonment Board Officials were eager and helpful and
cooperative given the confidentiality of their activities.
The team would also like to extend their thanks to the faculty
and administration of the various Universities and Institutes
visited. In cases where a visit was not possible we would like
to thank concerned officials for their cooperation and the
provision of the required information.
Lastly, we would like to thank the staff at the Urban Unit for
their cooperation, support and hard work. Their assistance has
played a vital role throughout the project.
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Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
EXECUTIVE SUMMARY
This report sets out the findings of a study aimed at assessing the capacity and capacity
building of urban services agencies in five cities of Punjab namely Lahore, Multan,
Faisalabad, Gujranwala and Rawalpindi. Purpose of the study was to identify the
capacity building needs of local government officials and propose a plan and a roadmap
to fulfill the identified needs on a sustainable basis.
After the inception stage, the study assumed two parallel tracks. The first track focused
on the demand side of capacity building and thus involved study of all urban
management agencies responsible for spatial planning, municipal finance and provision
of urban services like transport, water supply, solid waste management and sanitation.
The second track pursued the supply side of capacity building. The focus was on
studying and analyzing all relevant institutions and programmes which had been involved
in the capacity building of urban agencies or have the potential to play such role in
future.
During field visits, the consulting team conducted individual and group interviews and
focus group discussions with as many of the urban managers as possible. To cover a
satisfactory sample of urban management officials, the team had to make repeated visits
to all the five cities. All in all the team covered nearly all the agencies involved in urban
management and met with more than 300 individuals (Please see annexure for a partial
list of individuals consulted). In order to collect accurate and relevant information in a
time efficient manner, a combination of semi-structured interviews, group interviews,
briefings from urban managers and focus group discussions were used. The data,
information and insights thus gathered were compiled and analyzed on completion of the
implementation phase. Synthesis of the findings revealed a number of similarities in the
type of challenges being faced by urban agencies in different cities as well as a number
of commonalities among their capacity building needs.
Urban management agencies in Pakistan like in other developing and transitional
countries of the world are facing unprecedented challenges in the delivery of urban
services due to a constellation of economic, political, social and cultural factors. These
include rapid and consistent urbanization, increasing automobile penetration, dwindling
water resources, increasing consumerism and commercialism and increasing awareness
in the citizens about the desired quality of urban services and their growing
dissatisfaction with what they are getting.
Among important constraints which impede the delivery of quality municipal services,
weak capacity of urban services agencies to handle urban issues stands out.
Substantive improvement in the efficiency and management culture of the government is
required if large cities are to accelerate economic growth, reduce poverty and improve
service delivery. Therefore equipping urban managers with requisite technical and
managerial capacities needed to cope with the challenges of modern urban management
has become imperative.
However, many of the urban managers consulted in the study did not consider lack of
capacity as their key challenge. Rather they mentioned a number of systemic factors
related to the ‘enabling environment’, as major contributors to the poor performance in
the delivery of urban services. These include;
i. Provincial governments use their influence over staff to direct them towards
their priorities. Vertical programs continue to direct substantial resources in
traditional ways under the central control of service delivery mechanisms.
Together, these factors create a disincentive for local politicians to exert their
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Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
authority over service delivery. As a consequence, local planning and
budgeting have not emerged as strong substitutes for central direction.
ii. Devolution has not been able to fully win the trust of urban mangers as many
are still skeptical about the fate of this system. This affects their commitment
and sense of belonging to the district set up.
iii. Often elected representatives are seen as influencing public servants to gain
private goods rather than working towards improving public goods.
iv. Appointment, Posting and Transfer (APT) issues: Most urban managers
belong to one or another federal or provincial cadre. Given that their postings
and transfers are not controlled by the district authorities creates many
complications. These include not filling vacant vacancies in time and or
posting of unsuitable officials in the district or transfer of well-performing
officials out of the district.
v. Vertical programs follow different lines of reporting and accountability, usually
directly to the provincial or even federal government, thereby undermining
local government’s autonomy and control in service delivery.
vi. The local government financing system, specifically the combination of recent
Provincial Finance Commission (PFC) awards and vertical programs, does
not induce improvements in the efficiency of budget allocations. Firstly, it
reinforces the imbalance between salary and non-salary expenditure. The
largest current components of the PFC tend to be negotiated on the basis of
staff establishment size. The larger the establishment in a local government,
the larger its current PFC allocation. There is little incentive to reduce the
number of staff members in local government employment during the fiscal
year, and divert the savings to operational budgets. Second, there is no
comprehensive picture of total funding for local government social sectors
before, during, or after the budget process, which prevents local governments
from making effective spending decisions.
vii. The public has become used to poor quality of urban services. Most people
are generally unaware of their rights in terms of service delivery, and of how
to complain when services are not delivered. The lack of transparency among
service providers, local government administrations, and the political
leadership weakens the public’s ability to hold government to account.
viii. The incentive, reward and promotion system in the public sector does not
support performance. Managers seldom have the discretion to reward high
performers. Promotions are based on seniority instead of potential to perform
and salaries are fixed as per grades. Moreover, low salaries of officers and
staff as compared to market induce inefficiency, lack of motivation and
corruption.
ix. Very few officials involved in urban management have received urban
management education or in-service training with sharp focus on modern
urban management. The management acumen they possess now is almost
solely attributable to on-the-job learning from convention, common sense and
trial and error.
x. Urban management, despite its daunting challenges and complexities, has
not emerged as a distinct profession as yet. Hence almost any and every
public servant belonging to a wide range of federal, provincial and district
departments can be posted in a CDG. Salary structure, transferability of staff
from and to urban agencies and tenure procedures need to be changed to
strengthen the human resource base of these agencies.
xi. Political interference by poorly trained and insufficiently experienced elected
representatives, who are often pursuing the politics of patronage, is seriously
undermining district functionaries’ ability to prioritize, plan and manage
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
xii. Weakness in implementation create a disincentive for planning which in turn
leads to weak planning and thus the quality of both planning and
implementation keep deteriorating, trapped in a vicious cycle.
xiii. Further clarity is needed in job descriptions and institutional mandates. The
PLGO 2001 tries to clarify institutional mandates but there is still a lot of
confusion regarding the allocation of functions between TMAs and CDGs.
Moreover, Job descriptions given in the PLGO stop at the DO level and most
of the urban agencies’ staff below this level do not know their job descriptions.
xiv. Integrated urban planning is missing. For instance, cantonment board areas
and housing societies must be taken into account while the CDG is making its
development plans. Piecemeal and fragmented development without
integrated development visions for these cities is perpetuating the creation of
islands of prosperity among expanding oceans of poverty. The option of a
metropolitan planning committee is a viable one to reduce the confusion
created by the large number of agencies involved in development planning.
xv. Excessive financial dependence of CDGs on the provincial government is a
major issue. For example the OSR of most of the CDGs accounts for less
than 10% of their total budget. Most of the taxes collected by the CDG are
deposited with the provincial government. This causes a disincentive for
increasing revenues. Financial independence will also lead to independence
in planning and service delivery. However whether existing urban managers
in the CDGs have the capacity to deal with this increased autonomy is also an
issue.
Capacity gap analysis of urban managers led to the identification of the following generic
capacities needed by urban managers across the various sectors. These include;
a. Capacity to understand the linkages between all sectors of urban service
delivery and the broader idea of integrated urban development.
b. Capacity to actively engage and consult all stakeholders and to raise public
awareness where needed.
c. Capacity to adopt modern Human Resource and Financial Management
systems and practices.
d. Capacity to develop strategic plans, vision, mission and set and achieve key
objectives.
e. Capacity to use, and benefit from, developments in modern Information
Technology.
f. Capacity to develop and implement a performance management system with
required policies and practices.
The capacity gaps analysis also helped in the identification of specific capacity gaps with
regard to various sectors covered in the study. Suitable recommendations to fill these
gaps are given in section 9 of this report.
In addition, one of the important thrusts of this report is on the need to view ‘capacity
building’ in its holistic perspective. While enhanced capacity does contribute towards
organizations’ ability to improve their performance, this ability alone will not lead to
improved performance levels unless it is complemented by an enabling environment that
supports performance. The environment is made up of policies, regulation, service
structure including APT issues, incentive and reward systems, political interference,
accountability and transparency. Keeping this in view, following important management
steps are being recommended to improve the overall environment and working culture of
urban management agencies;
i. Begin with Business Process Reengineering (BPR) in urban agencies. This will
involve study, documentation and analysis of all the processes with a view to
eliminating value deficient processes and increasing value efficient processes.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
ii. Conduct a thorough job analysis to develop clear job descriptions (JDs) and
performance standards at all levels, in line with the new processes. (Work in this
area is under way in Faisalabad CDG. However other urban agencies in
Faisalabad like WASA and FDA and almost all the agencies in the remaining four
cities are seriously lagging in this area).
iii. Develop job specifications (JSs) which cover key competencies required to
perform a certain job (Job specifications do not exist in any urban agency except
for those positions which have been recently opened for recruitment from the
market like MDs WASA.)
iv. Conduct Salary Survey to benchmark market competitive compensation
packages for each position. Abolish the existing grade system and develop new
job groups and their corresponding compensation packages based on JDs, JSs
and salary survey.
v. Conduct Resource Analysis to determine what resources are needed to perform
a certain job effectively. The resources would include human resources, physical
infrastructure, equipments, machinery, and financial resources. Make necessary
arrangements for provision of the identified resources to the respective agencies.
vi. Introduce a performance monitoring systems which collects information against
pre determined targets and performance standards.
vii. Develop performance (Service) standards at organizational level for every urban
agency.
viii. Develop and implement incentive and reward system which is closely linked with
performance. At present, people are mostly being paid for presence rather than
performance.
ix. Link promotion with past performance and future potential rather than
chronological seniority.
x. Develop a responsibility-authority matrix for each job and ensure that every
official is given sufficient authority to fulfill his/her responsibilities. Despite
devolution the authority is still concentrated at the top. With maximum at the
Nazim and DCO level, it diminishes rapidly from DCO to EDO and DO levels and
almost disappears completely below the ADO level.
xi. Make urban management a separate cadre with transferability from one CDG to
the other but no transferability to provincial and federal departments.
For capacity building of managers and staff of urban management agencies, this report lists
two sets of recommendations; one for immediate implementation and the other for
institutionalization of capacity building. Steps are needed to build the capacity of urban
management agencies in short to medium term include;
1. Immediately start the process to have EDOs, DOs and ADOs trained through short
term courses as identified in matrix given in section 7.
2. Start introducing BPR and service structure reforms to ensure that the newly trained
managers find it sufficiently rewarding to return and serve.
3. Bring in highly competent urban managers and faculty of urban management
institutes from countries like Singapore, Malaysia, Turkey, on secondement for up to
a year to implement reform agenda.
With regard to institutionalization of capacity building, four different options discussed in
this report are i) Establish CB function within each urban management agency, ii)
Establish CB function within each CDG at the CDG level, iii) Establish a centralized
capacity building center in one city to serve all the cities of Punjab and iv) Outsource
capacity building of urban management agencies to private sector. Based on the
advantages and disadvantages of each option explained in section 9, this report
recommends establishment of a centralized CB Institute, preferably in Lahore in
collaboration with private sector. An additional recommendation in this regard involves
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People with simple solutions
establishing small satellite CB units in each city which are linked to the main CB institute.
Broad contours of the proposed institute are as follows.
The proposed institute may be named Punjab Institute of Urban Affairs (PIUA), Punjab
Institute of Urban Research and Training (PIURT) or any other suitable name. While
establishment of such institute will have to be preceded by a more detailed design phase
with the involvement of relevant experts, its broad contours can be summarized as below;
Mandate of the Institute
Possible institutional mandates of the said institute could be,
• To become a state of the art research and training institution, serving as a catalyst for
continuously enhancing economic prosperity and social development within urban
areas of Punjab province.
• Develop high quality urban managers who are committed to the pursuit of excellence,
and are endowed with vision, managerial and technical competence and dedication.
• Improve urban management practices in Punjab through creation and dissemination
of knowledge.
• Serve as an intellectual resource base in the field of urban management.
Where it may be located
The institute should preferably be located in Lahore for the following reasons;
• Being capital of the province, it will be easier to coordinate with relevant provincial
line departments, provincial ministries and other government departments.
• Head offices of many large business groups and prominent corporate sector
companies are located in Lahore. This will make it convenient to engage corporate
leadership in the governance as well as in resource generation for the institute.
• Lahore, itself being the largest CDG of the province, can offer rich and diverse
opportunities for study, research, and practical exercises in the field of urban
management for prospective participants of capacity building programs.
• Lahore has greater chances of finding and retaining suitable human resources for the
institute than other cities.
• The Urban Unit, which is fast developing into a repository of knowledge and expertise
in urban management, is located in Lahore. Locating the proposed institute in the
same city will make it more convenient for the UU to play its due role in the
establishment of this institute.
Governance
The proposed institute must have a fully autonomous status and should be governed by a
Board of Directors. The BoD should have a balanced representation from the urban
management agencies, provincial line departments, corporate sector, academia
(Engineering University, LUMS etc) and civil society.
Funding
Conceivable sources of initial funding for the proposed institute may include grant from one
or more multilateral or bilateral donors, government’s own funds and donations from
corporate sector. It would be best to create an endowment fund in the start up phase of an
amount which is ensures a steady stream of income to meet the basic operational expenses
of the institute. As the institute grows, it will obviously need more resources. However,
having autonomous status, the institute should generate its own resources from its services
to top up the income from endowment.
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Development Policy Loan (DPL) Sectors
People with simple solutions
Some Functional and Operational Features of the Institute
• There is a yawning vacuum in the availability of reliable data and information about
for instance demand, access, usage and quality of urban services in the cities of
Punjab. Designing quality interventions by the institute would be contingent upon a
strong capacity to fill this information gap through conducting focussed and
meaningful research. Therefore the proposed institute must have a robust research
component. Similarly the proposed institute will need to have strong ICT capacity to
handle process and analyze huge amounts of data.
• Since there are hardly any experts available in Pakistan who could teach modern
urban management, faculty for the proposed institute will have to be brought from
outside the country. Moreover suitable technical expertise will be needed to design,
establish and launch this institute. This can be best achieved through entering into a
strategic partnership with a suitable and relevant oversees institution. ATRIUM -
Singapore, NIUA - India, AIT - Thailand, Civil Services College International –
Singapore, Middle East Technical University – Turkey and INTAN – Malaysia may be
explored for such collaboration.
• The institute may design and conduct basic courses in integrated urban planning and
advance courses in various urban management sectors like SWM, Urban Transport,
and Water Supply etc.
• There should be a general management unit within the institute which develops and
conducts general management courses contextualized within the ambit of urban
management such as strategic planning, human resource management, operational
management, information and communication management, comparative studies of
rapidly developing and developed cities of Asia and the world, management in
service industries etc
• The institute may first start short term certificate courses and then gradually move
into offering longer term diploma and degree awarding programs like a two years
masters program in urban management.
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People with simple solutions
1. ABOUT THIS REPORT
Urban managers in Pakistan like those of many other developing and transitional countries
of the world are facing unprecedented challenges in the delivery of urban services due to a
constellation of economic, political, social and cultural factors. These include rapid and
consistent urbanization, increasing automobile penetration – rising number of automobiles
per capita, dwindling water resources, increasing commercialism in all walks of life and
increasing awareness in the citizens about the desired quality of urban services and their
growing dissatisfaction with what they get.
Among important constraints which impede the delivery of quality municipal services, weak
capacity of urban services agencies to handle urban issues stands out. In Punjab much like
other provinces of the country, agencies responsible for the management of urban services
in general and those working in big cities in particular, are also facing similar issues and
challenges. Substantive improvement in the efficiency and management culture of the
government is required if large cities are to accelerate economic growth, reduce poverty and
improve service delivery. Therefore equipping urban managers with requisite technical and
managerial capacities needed to cope with the challenges of modern urban management
has become imperative.
To address these short-comings and to enhance economic growth, the government of
Punjab in collaboration with the World Bank, has initiated an urban sector reform program in
five large cities of the province. Thematically the program addresses the key sectors of
urban planning, land management, poverty, housing, urban services and municipal finance.
Among other important initiatives, the Urban Unit commissioned Semiotics Consultants (Pvt)
Limited to carry out this study which focuses on ‘capacity’ as the central issue. The study
identifies capacity gaps in selected urban management agencies and proposes a plan and a
roadmap to fulfill the identified needs on a sustainable basis. Effort has been made to paint a
holistic picture of the existing and required capacities in all of key capacity areas. This report
canvases both the demand side as well as the supply side of capacity building and proposes
various short term and long measures to fulfill the capacity building needs of these agencies
To address these short-comings and to enhance economic growth, the government of
Punjab in collaboration with the World Bank, has initiated an urban sector reform program in
five large cities of the province. Thematically the program addresses the key sectors of
urban planning, land management, poverty, housing, urban services and municipal finance.
Among other important initiatives, the Urban Unit commissioned Semiotics Consultants (Pvt)
Limited to carry out this study which focuses on ‘capacity’ as the central issue. The study
identifies capacity gaps in selected urban management agencies and proposes a plan and a
roadmap to fulfill the identified needs on a sustainable basis. Effort has been made to paint a
holistic picture of the existing and required capacities in all of key capacity areas. This report
canvases both the demand side as well as the supply side of capacity building and proposes
various short term and long measures to fulfill the capacity building needs of these agencies
This report sets out the findings of a study aimed at assessing the capacity and capacity
building of urban services agencies in five cities of Punjab namely Lahore, Multan,
Faisalabad, Gujranwala and Rawalpindi.
1.1 Purpose
To identify the capacity building needs of local government officials and propose a plan and
a roadmap to fulfill the identified needs on a sustainable basis.
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Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
1.2 Objectives
• Identify learning needs of local government officials;
• Analyze the form, substance, relevance and impact of capacity building programmes
and interventions availed by local government officials in past;
• Inventorize and assess capacity building programmes and opportunities available for
local government officials at present;
• Develop a comprehensive plan for capacity building of public institutions on a
sustainable basis, that delineates which capacities need to be built, from where, by
whom, when and how?
1.3 Methodology
Inception stage of the study was facilitated by meetings with the Urban Unit and a micro
study of Lahore which involved discussion and interviews with a representative sample of
urban mangers. After the inception stage the study assumed two parallel tracks. The first
track focused on the demand side of capacity building and thus involved study of all urban
management agencies responsible for spatial planning, municipal finance and provision of
urban services like transport, water supply, solid waste management and sanitation.
The second track pursued the supply side of capacity building. The focus was on studying
and analyzing all relevant institutions and programmes which had been involved in the
capacity building of urban agencies or have the potential to play such role in future.
Both the demand side and supply side tracks followed systematic processes of investigation
and analysis. The demand side investigation began with collection and review of relevant
documents from the urban management agencies. These included
• Organizational charter
• Relevant act, ordinance, bill or any other legal documents which describes the
purpose and objectives of the agency like LDA Act of 1976, LGO 2001 etc;
• Operational manuals
• Budget documents
• Job descriptions
• Records of capacity building interventions conducted in past
• Other relevant reports and documents which the agencies agreed to share
• Reports of relevant studies conducted by the World Bank, Asian Development Bank
and other international agencies
• Relevant Reports published by Government departments
Although efforts were made to complete as much portion of the desk review as possible
before field work, however in most cases both activities ran parallel to each other and more
documents kept coming in throughout the methodology phase. During field visits, the
consulting team conducted individual and group interviews and focus group discussion with
as many of the urban managers as possible. To cover a satisfactory sample of urban
management officials, the team had to make repeated visits to all the five cities. All in all the
team covered nearly all the agencies involved in urban management and met with more than
300 individuals (Please see annexure for a partial list of individuals consulted). The field
visits were used to validate the information gathered from secondary sources as well as to
collect new information, perspectives, views and ideas from those closer to the ground.
In order to collect accurate and relevant information in a time efficient manner, a combination
of semi-structured interviews, group interviews, briefings from urban managers and focus
group discussions were used. The data, information and insights thus gathered were
compiled and analyzed on completion of the investigation phase. Synthesis of the findings
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
revealed a number of similarities in the type of challenges being faced by urban agencies in
different cities as well as a number of commonalities among their capacity building needs.
2. SITUATION ANALYSIS OF URBAN SERVICE PROVISION (CITY-WISE)
Punjab is the largest province population wise having an estimated population of 72.6 million
as per 1998 census which is about 56% of the country total population. Out of the Punjab
31% population, around 23 million people (31%) are residing in urban areas and an
estimated 50 million people (69%) living in rural areas1. The shares of five big cities come to
around 22 million (30%) of the population of Punjab. The influx of people from rural to urban
centers specially the five big cities keeps on increasing for a variety of reasons such as
better living standard, education and health facilities and above all employment
opportunities.
As a result of rapid urbanization and declining access and quality of municipal services, most
cities of the Punjab are experiencing a substantial increase in the number of people living in
a depressing state of municipal services. Majority of the people in the urban areas of Punjab
are living in unplanned settlements with limited access to affordable and reliable municipal
services.
The following sections contain a brief city-wise overview of the sectors included in this study
providing a glance at the situation with regards to urban service delivery.
2.1 Lahore
Lahore is hub of commercial activities with an expanded economy, education institutions,
invaluable cultural assets, energetic business community and a dedicated leadership well
aware of its significant role in the overall development of the Punjab province with a
population of 7 million. Lahore’s share in the total urban population of Punjab is 22%. Lahore
is the capital city of Punjab and one of the largest metropolitan areas in Pakistan. Lahore
consists of 9 towns and 150 Union Councils. It has a large number of industrial units and
growing tertiary sectors contributing one third of the manufacturing gross value added but is
faced by many challenging and teething urban problems such as high influx ratio,
inadequate infrastructure and in hospitable regulatory framework for private investment and
limited fiscal capacity.
2.1.1 Urban Planning
As evident that without proper urban planning
mechanism improvement would be a far cry in true Government Offices and Other Agencies
sense. Migration of people to Lahore in search of job, Involved in Urban Planning:
education and health facilities are a continuous strain • District Officer Spatial Planning
on the limited resources vis-à-vis allocation of • Town Officer Planning
material and human resources at the disposal of the • Development Authorities
• Cantonment Boards
city Managers for maintenance and up-gradation of
• Defense and Private Housing Authorities
facilities. On the one hand there is a mushroom
growth of un-planned buildings in and around Lahore
with issues like lack of proper parking, rush on roads, lack of access to potable water and
decent sanitary provisions resulting in an un-friendly environment.
While on the other hand there are many agencies involved in the urban planning without any
clear role and Terms of Reference resulting in confusion and sheer wastage of resources
with out any visible effect to the common people.
1
Pakistan Population Census, 1998
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Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Qualified town planners are presently working at LDA, but have not benefited from any new
training or refresher courses. The lack of new skills and institutional confusion is causing a
major hindrance to successful and sustainable urban and development planning.
2.1.2 Municipal Finances
Devolution of power to grass root was essentially important but without corresponding
financial power is not going to serve any purpose. Currently there is a tremendous mismatch
in the revenue and expenditures responsibilities both for the CDGL and Towns in spite of the
fact that CDGs is entirely dependent on the Provincial Government funding for meeting all its
liabilities and development works. Own Source of Revenue (OSR) of the CDG Lahore is
merely 7%2 of its total revenue. TMAs of Lahore are comparatively better off as it is about
37% of its total revenue. Responsibility-wise CDG Lahore has a larger share in the provision
of basic services than TMAs. Revenue mobilization efforts are needed to enable CDG
Lahore to stand on its own feet and meet its responsibilities in an effective manner. It had
been pointed out to the team on various occasions that a key factor behind low OSR is the
fact that CDGs do not retain most of the income they generate (transferred to provincial
governments) which reduces the incentives to increase OSR.
2.1.3 Water Supply and Sanitation
Water supply and sanitation is a basic human right and needs to be provided to all and
sundry within a reasonable cost on a sustainable basis. In Lahore alone there are three to
four agencies responsible for this important task without any coordination. WASA Lahore,
DHA, Cantonment Board and private housing authorities are providing WatSan services in
their own areas.
WASA serves around 88%3 of the urban population as described by the old boundaries of
the city (the urban population has increased due to a shifting of boundaries after Lahore was
declared a City District.), a proportion, which has not changed for the last several years even
though population keeps on increasing in a steady manner resulting in a yawning gap
between demand and supply. WASA main source of water supply is through sinking of tube
wells due to which water table is lowering rapidly on yearly basis and is a cause for concern.
There are around 500000 4 households connections bringing the number of people served to
about 3500000 (7 person per household) in Lahore by WASA. The remaining population
meets their water and sanitation needs either on their own or through Cantt Board, DHA and
other housing authorities.
Sanitation situation is further deteriorated as most of the sewers are choked and need a lot
of rehabilitation to shoulder heavy demand. There is a lack of proper connection to main
sewers and most of the open drains are also not functioning resulting in stagnated water
ponds, a breeding ground for mosquitoes and other insects that are a main cause of water
born diseases.
2.1.4 Solid waste Management
Presently around 53500 tons of solid waste is generated on daily basis in Lahore, which will
triple over the next 20 years. Disposal of solid waste is the mandated responsibility of CDG
Lahore. CDG Lahore is mostly starved for financial resources to effectively dispose off solid
waste generated in the city. There are no proper filth depots resulting in heaps of garbage all
around streets and roads. Transportation of solid waste to far away depots is another gray
area causing too much cost in addition to delay in timely disposal. The DO Solid Waste is
2
Aide-Memoire Pakistan Lahore Review Mission
(October 10-16th, 2004)
3
WASA Lahore
4
WASA Lahore
5
DO Solid Waste CDG Lahore
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Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
further constrained by lack of any state of the art machinery or qualified human resources for
scientific disposal of waste to avoid pollution of environment. Only staffs available are
Sweepers who manually manage cleaning of street and lifting of solid waste. The situation is
further compounded by lack of coordination between WASA and CDG Lahore.
2.1.5 Transport
The ever-growing city of Lahore has witnessed a number of transport problems due to rapid
motorization. Intercity traffic along roads is growing at 7.9% 6% per annum ----- which will
double by 2014 at this rate. Roughly there are 735000 rishkaws with addition of 5000 on
yearly basis. The increase in pressure of traffic result in congestion and travel delays making
Lahore less competitive.
Road safety is declining resulting in increase in number of fatalities per year from 8100 in
1990 to over 300.Vulnerable road users are more exposed to traffic fatalities, including 30%
pedestrian, 10% cyclist and 8% motorcyclists due to inadequate walkways and cycle routes.
All these problems are mainly due to institutional overlapping in role and responsibilities
warranting a mechanism for integration and effective coordination.
2.2 Gujranwala
Gujranwala is an agricultural marketing center (grains, melons, sugarcane), it is also a
commercial and industrial center, manufacturing ceramics, iron safes, copper, brass, and
aluminum utensils. Gujranwala, on the Grand Trunk Road from Rawalpindi to Lahore, now
the third largest city in the Punjab, is of little centrality, even in the provincial context, due to
its proximity to Lahore; like a number of secondary cities, it has been dealing with the
spillovers of the capital of Punjab The total population of Gujranwala is 1.5 million having an
area of 3198 sq. m9. The City District consists of 7 Towns and 188 Union Councils
2.2.1 Urban Planning
GDA, CB and TMAs are responsible for urban planning in Gujranwala. Things are in
shambles and need to be streamlined for better living condition. Even the existing
infrastructure is inadequate to meet the demand and a sizeable gap exists between demand
and supply.
Some of the staff concerned with urban and town planning, including the EDO Municipal
Services are qualified town planners but face three main problems. There have been no
recent trainings with regards to town planning and spatial planning which would refresh their
knowledge and increase their capacity to deal with challenges of urbanization faced in
Gujranwala today. Secondly, cooperation and coordination between the various involved
agencies, GDA, TMAs, and CDG is non existent. Lastly in cases where capacity to develop
and implement plans is present, the officials are hampered by the fact that they are restricted
to small projects which are negligible in the bigger picture.
2.2.2 Municipal Finances
Devolution of power without complete fiscal decentralization has greatly impacted the
performances of LG .None of the LG are independent in imposition of taxes to raise their
OSR .Ironically there is no incentives for CDG to impose taxes as whatever increase is
generated locally goes to Provincial Government without any control or share in the revenue
raised during the distribution of resources by PFC.TMAs are comparably better off on this
account as they are allowed to use their own OSR. It is of note here that the District Officer
6
Aide-Memoire Pakistan Lahore Review Mission (October 10-16th, 2004)
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Aide-Memoire Pakistan Lahore Review Mission (October 10-16th, 2004)
8
Aide-Memoire Pakistan Lahore Review Mission (October 10-16th, 2004)
9
www.gujranwalacity.com
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
(Budget and Finance) in Gujranwala has not received any sort of trainings, In-service or
alternatively arranged, in the last ten years. Other officers at the Executive District Office for
Finance and Planning have received various trainings but no concentrated effort has been
made to train the whole staff as a unit and in an on-going basis. In-service trainings at the
Management and Professional Development Department and trainings on Project Cycle
Management by JICA were informative and helpful but such initiatives need to be made on
an on-going basis for the situation to improve.
2.2.3 Water Supply and Sanitation
Water supply and sanitation are important services which are not currently being provided to
a large majority of the population. Out of the total population of 1.5 million only 30%
numbering 0.45 million people have access to water and rest of the 70% are deprived of this
basic facility. A number of agencies like WASA, CB, TMA and PHED are involved in the
provision of WatSan services without any coordination. The present system is plagued by
rusting and aging pipes and tubewells that have gone dry. Water quality is another area of
concern for the policy maker due to lack of basic facilities for carrying out necessary testing.
On the sanitation side people are confused about the basic definition what to include in it or
exclude from its ambit. As per WASA figures 60% of the people are served and 40% are un-
served. Issues like filling of vacant posts, creation of additional posts corresponding to
increase in population coupled with skilled manpower are reasons hampering improvement
in the system.
2.2.4 Solid Waste
Around 850-100010 tons of solid waste is generated on daily basis in Gujranwala .Out of this
CDG has the capacity to lift only 400 tons per day and remaining solid waste is lying
indisposed in street ,open drain due to lack of equipment, personnel, dumping site and
proper landfill site.
As per standard one sanitary worker is needed for every 500 persons. However current
strength of District Office SWM is 1135 which is short of 589 sanitary workers. Lack of public
awareness on sanitary living and adoption of better hygiene practices are main causes of the
deplorable sanitary conditions in the city.
The District Officer for Solid Waste Management has received five trainings in the last ten
years, none of which were technical based that would have helped increase his knowledge
base and update him with respect to new waste management techniques.
2.2.5 Transport
Urban transport is the most neglected sector without any proper office where transport
related issues can be resolved? Secretary RTA exist but more focused toward other duties
assigned by Provincial Government and DCO. There is no proper transport policy to be
followed for effecting improvement in the transport system. Roads are completely
dilapidated condition and require full rehabilitation. Besides condition of roads, its capacity
cannot shoulder the ever increasing flow of transport without any regulatory mechanism in
place; commuters and transporter have no traffic sense resulting in a chaos like situation.
None of the officers involved in urban transport issues has received any training in the last
10 years. Town officers in Khiali Town and Aroop Town have conducted extensive research
on the urban transport problems in Gujranwala and come up with a list of recommendations
on their own initiative, but due to lack of coordination and various other reasons these have
failed to materialize.
10
Presentation by District Officer SWM Gujranwala
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Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
2.3 Multan
Multan is one of the oldest cities of Pakistan with a total population 3.866 million. Urban
Population is 1.896 and rural 1.97 million. There are six towns and 129 union council in the
CDG. Total area of Multan is 380 sq.Km with population density of 5855 person/Km2.
Literacy rate in the district is 61%, with 68% and 53% for male and female respectively.
2.3.1 Urban Planning
Currently MDA, TMA and CB are involved in the urban planning with no clear demarcation or
role and responsibilities resulting in un-planned settlement. The pressure on the limited city
infrastructure is multiplying for many reasons as people from adjoining areas are coming to
Multan for employment, education and health facilities. Most of the areas developed are
short of basic civic facilities which need a lot of efforts to streamline. Duplication in role and
responsibilities is an area of concern to policy makers for making any meaningful headway
to provide better and planned urban facilities to the people of Multan.
Staff at the Multan Development Authority’s Urban and Town planning wing has not received
any trainings in the past 10 years. Given the crucial role played by these officers in
coordination, design, and implementation of development plans, their expertise and
knowledge level needs to be continuously refreshed in order to successfully handle urban
development.
2.3.2 Municipal Finances
Most of the agencies involved in the provision of municipal services are short of funds
hampering implementation of planned activities. None of the agencies could impose taxes
due to limited financial power and a lot more political interferences from the elected people.
Effecting of recoveries to help improve financial health of these agencies are week areas
which are short of legal power and will on the part of employees due to lack of any reward or
fine mechanism in place.
In the Executive District Officer for Finance and Planning, the EDO is the only person who
has benefited from trainings in the last 10 years. The rest of the staff has not been given any
training in the last decade to increase their knowledge and help them perform their jobs
more efficiently. The EDO has received trainings on financial management organized by the
NRB, and trainings on Budget rules and NAM through DSP and the Auditor Generals office
respectively. These trainings were quite helpful and such initiatives should be extended to all
members of the staff.
2.3.3 Water Supply and Sanitation
Multan CDG is fortunate enough to have abundant fresh water, constantly recharged with
chain of Canals and rivers on its boundaries. Out of the total area of Multan, 60% has
access to piped water supply and remaining 40% is still uncovered. There are 88 tubewells
with total installed capacity of 295 cusecs. Sanitation situation is not that encouraging as a
wide gap exists between demand and supply due to increase in population. Sanitation
coverage is 55% of the city population while 35% of population is deprived of sewerage
facilities. The sewer system laid in the city need renovation to help eliminate choking and
flooding of waste especially during rainy season.
A ban on recruitment has crippled Multan WASAs efforts to increase revenue as they do not
have the human resource capacity to manage the revenue cell effectively. The engineering
staff at WASA has not received any training in the last decade except for a workshop
conducted by the Urban Unit. This workshop was quite effective in increasing the capacity of
the participants with respect to water and sanitation, but more initiatives like it need to be
taken.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
2.3.4 Solid Waste
In Multan around 761 tons solid waste is generated on daily basis. Out of this 94.41%
ismunicipal waste, 3.94% industrial waste, 5.25% animal waste and a small percentage of
0.39% as hospital waste.
In the total waste generated 608 tons (79.8%) are lifted on daily basis and 153 tons
(20.11%) are left over. In maximum urban areas of Multan, solid waste management
services are provided on two shift basis. On the human resource side huge gap exists
between the sanitary workers vis-à-vis city population resulting in low service level. It is
worth mentioning that as per criteria for each 500 person there should be one sanitary
worker but in Multan for 912 persons there is one sanitary worker. In addition to human
resources, CDG is short of equipments and other facilities such as recycling, incineration
plants, proper disposal of dead animals and land fill site.
CDG officials dealing with SWM have received some trainings in the past, including two
trainings organized by JICA in Japan, but a concentrated capacity building effort is needed.
2.3.5 Transport
Due to lack of proper transport policy things are in quite shambles with many problems faced
both by transporters as well commuters. No coordination between DO (Transport) Secretary
RTA and Police exist for streamlining traffic related issues. The stakeholders are
independently doing whatever they can do with no liaison to build on each other strengths
leaving much room for improvement.
2.4 Faisalabad
Faisalabad is the 3rd largest city of Pakistan with a population of 5.429 million people as per
1998 Census Report. There are 8 TMAs and 289 Union councils. Old name of Faisalabad
was Lyallpur and in common parlance people call it Manchester of Pakistan because of
concentrated textiles industry.
2.4.1 Urban Planning
Being 3 rd largest city of Pakistan and an industrial centre with relatively,better education and
health facilities, Faisalabad has seen population influx from the adjoining rural areas in
search of employment and other better civic facilities. FDA had developed a Master Plan in
1986-87 which was valid up to 2000 for the provision of proper housing colonies,
strengthening of roads network and other urban amenities. However the situation after
devolution got changed due to resource constraint and shifting of responsibility to LG .Fall in
the service level has been noticed due to lack of technical know-how and management
capability at LG for running urban affairs as most of their expertise remain confine to tertiary
level resulting in un-planned and unsystematic growth of city.
2.4.2 Municipal Finances
The situation of Municipal Finance in Faisalabad District has been improving of late. A total
of 900 DDOs and clerks were trained on budgeting and planning and a new Financial
Management Information System has been established and is now operational. The new
budgets are being prepared using the NAM and other budgeting and planning models have
been developed. However dire issues remain in the shape of very low local revenue
collection (2%), integrated planning and lack of timely reconciliation. It is also felt that the
funds awarded by the PFC are insufficient to meet the developmental and non
developmental needs of the City District Government.
Even though some steps have been taken towards sound financial management, including
the introduction of FMIS and trainings of staff, a large number of employees still require
further capacity building and trainings.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
2.4.3 Water Supply and Sanitation
In urban area of Faisalabad, WASA is the service provider whereas in rural areas PHED and
TMA are providing WatSan services to majority of people as per saying of these
departments. Due to a lack of accurate statistics on account of WatSan services it is difficult
to determine exact number of people having access to WatSan services and number of
providers. As per WASA it is providing WatSan services to 6 million people with total
connection of 110000 and sewerage connections number around 2 million
WASA and the TMAs involved in the water and sanitation sector in Faisalabad face multiple
problems that cripple the efficiency and reliability of service delivery. An extreme shortage of
financial resources, political interference, and limited water sources to name just a few.
Capacity issues in these two bodies revolve around lack of planning skills, there is no long
term planning of any sort being undertaken presently. There is also an absence of any
coordination or monitoring and quality control. Public awareness about water conservation
and sanitation issues is very low and the staff at WASA and TMAs does not possess the
capacity to raise this issue amongst the community.
2.4.4 Solid Waste
Faisalabad generates 1250 tons of solid waste on daily basis. Out of this DO (SW) has the
capacity of lifting 590 tons daily which is only 47.2% of total waste. Rest of the waste around
660 tons (52.8%) remains un- attended. Solid waste is collected from 8 constructed
collection points and 48 un-constructed collection points where chances of spill over to
roads, drains and streets are much higher as compared to properly constructed collection
points. There are two landfill site both on 16-19 Km distance from the city on main bypasses
between Satiana and Samundari Road.
Major problems of SWM are shortage of sanitary workers and collection points in addition to
low lifting capacity, old and depilated vehicles, lack of qualified personnel and no
arrangement for the disposal of hospital waste. If SW management is to be improved
equipment like handcarts, mechanical sweepers, waste sprinklers, excavators, front loaders
and chain bulldozers must be provided urgently.
2.4.5 Transport
Transport is a function resting with EDO (MS) mainly responsible for ensuring traffic
management, proper signaling and observance of traffic rules and fining the violators. But
due to absence of proper transport policy a lot of confusion exist in role and responsibilities
of various agencies involved e.g. RTA, DO (Transport), Police, transporters, and TMAs
which are responsible for the maintenance of Adda and parking lot. Public awareness needs
to be raised with regards to traffic sense both in drivers and commuters for better safety and
to avoid losses in traffic accidents.
2.5 Rawalpindi
Rawalpindi is a city in the Potwar Plateau having an area of 5285 Sq.KM.Total population of
Rawalpindi is around 3.36 million people. CDG comprises of 8 towns and 175 Union
councils.
2.5.1 Urban Planning
Urban Development management and spatial planning is almost non-existent in Rawalpindi.
The Rawalpindi Development Authority has not designed/implemented a new housing
scheme for almost a decade now. Capacity, as well as a general will to do so is limited. The
TMAs in Rawalpindi are comparatively stronger than TMAs in the other CDGs due to various
political reasons. These indulge in some limited planning but nothing that can meet the
challenges brought on by rapid urbanization and growth. None of the RDA employees have
received any training in the last ten years and rely solely on the qualifications they brought
with them to the job.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
2.5.2 Municipal Finances
As with the other 4 CDGs, municipal finances in Rawalpindi are plagued by problems of very
low Own Source Revenue, heavy reliance on funds coming through vertical programmes
and lack of coordination between the various departments. The staff at the EDO Finance
and Planning office is limited and overworked. The TMAs in Rawalpindi have asserted
control over most of the districts assets while the CDG are still responsible for the liabilities
and this stretches the districts minimal resources even further.
2.5.3 Water Supply and Sanitation
Rawalpindi WASA took control over water and sanitation issues from Rawalpindi Municipal
Corporation in 1996. However, control over the old corporation’s assets is still under dispute
with the TMAs. Its major water sources are Rawal and Khanpur damns and coverage is at
around 65%11 presently.
WASA is facing a growing number of problems and does not have the capacity at present to
deal with these in an effective manner. Its water resources are depleting and can not keep
up with the rapid pace of urbanization. The number of housing societies is growing rapidly
and most do not have any facilities for water provision. Large pieces of revenue are lost due
to leakages, unauthorized connections and unsuitable materials used in the supply pipes.
The situation for sewage and sanitation is similar, with no planning of sewage lines and low
quality materials being used. In some cases sewage lines are interfering with water supply
and resulting in contaminated water.
Engineering staff at WASA lacks capacity for planning and implementing new projects as
well as monitoring, evaluating, operating, and maintaining present networks. The few people
that do have the capacity to deal with these issues are overburdened with excessive
amounts of work, so much so that they do not even have the time to attend any training that
might be arranged. Capacity is also seriously hampered by engineering departments being
headed by non-engineers.
2.5.4 Solid Waste
The total solid waste is 650-800 tons per day. There is no distinction between domestic,
commercial, hospitals and industrial. A total of 65 different type vehicles collect garbage from
various points in the city for dumping to the landfill site for burying with the help of
excavators and bulldozers. The management of solid waste is fragmented due to the
distances between various towns. Integrated approach can only be applied in Rawal Town
and Potohar Town, which are geographically adjacent.
Break up of the staff deployed are Chief Sanitary Inspector (CSI), SI and Sanitary workers
with no technical backstopping or support for timely disposal of garbage collection on
scientific basis.
2.5.5 Transport
Unlike TEPA in Lahore, there is no agency dealing with urban transport and traffic in
Rawalpindi. The Metropolitan Planning and Traffic Engineering Wing of the RDA handles
some of the urban transport issues but is severely understaffed and there is a lack of human
resources. The projects designed and implemented by this Wing fall into decay once handed
over to the concerned agencies (TMAs, CDG etc). The staff dealing with transport has the
right credentials and qualifications for the job at hand but as with the rest of the RDA, no in-
service trainings have been imparted to refresh their knowledge and update them with
regards to new concepts and technologies.
11
Interview with Director Engineering WASA Rawalpindi
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Assessment of Capacity and Capacity Building Institutions in the
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People with simple solutions
3. DEMAND SIDE CAPACITY ANALYSIS OF AGENCIES INVOLVED IN THE
PROVISION OF URBAN SERVICES
The following findings of the demand side study are based on interviews with the concerned
officials in all five cities, focus group discussions held in various cities, and a thorough review
of documents and mandates related to the agencies and officers involved.
3.1 Capacity Building in perspective
In the efforts to improve the quality of life in urban areas and transform these cities into
engines of economic growth, undoubtedly the urban agencies will have to improve their
performance. However any serious effort aimed at improving performance of urban agencies
will have to view ‘capacity building’ in its holistic perspective. In the simplest of explanations,
performance is a function of ability to perform (capacity), willingness to perform (motivation)
and an enabling environment that supports performance (policies, regulation, service
structure including APT issues, incentive and reward systems, political interference,
accountability and transparency.
Capacity is mostly related with the ability to perform. However, ability alone will not lead to
improved performance levels unless it is complemented by improvements in the remaining
two equally important components of the performance equation.
3.2 Common Issues
Many of the urban managers consulted in the study did not consider lack of capacity as their
key challenge. Rather they mentioned a number of systemic factors related to the ‘enabling
environment’ component mentioned above, as major contributors to the poor performance in
the delivery of urban services. Before dwelling upon the capacity issues, it is pertinent to list
down these issues, which include12
1. Provincial governments use their influence over staff to direct them towards their
priorities. Vertical programs continue to direct substantial resources in traditional
ways under the central control of service delivery mechanisms Together; these
factors create a disincentive for local politicians to exert their authority over service
delivery. As a consequence, local planning and budgeting have not emerged as
strong substitutes for central direction.
2. Devolution has not been able to fully win the trust of urban mangers as many are still
skeptical about the fate of this system. This affects their commitment and sense of
belonging to the district set up.
3. Often elected representatives are seen as influencing public servants to gain private
goods rather than working towards improving public goods.
4. Appointment, Posting and Transfer issues: Most urban managers belong to one or
other federal or provincial cadre. Given that their postings and transfers are not
controlled by the district authorities creates many complications. These include not
filling vacant vacancies in time and or posting of unsuitable officials in the district or
transfer of well-performing officials out of the district.
5. Vertical programs follow different lines of reporting and accountability, usually directly
to the provincial or even federal government, thereby undermining local government
accountability in service delivery.
6. Managerial autonomy is weakened by provincial line departments as they try to exert
influence over local government managers at an operational level, often by issuing
directives rather than delegating managerial authority or monitoring performance.
7. The local government financing system, specifically the combination of recent
Provincial Finance Commission (PFC) awards and vertical programs, does not
12
Some of the issues mentioned here have been taken form the Report on Devolved Social Services Delivery in
NWFP and Punjab by ADB, 2005. However, most of the people interviewed during this study reconfirmed
these.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
induce improvements in the efficiency of budget allocations. Firstly, it reinforces the
imbalance between salary and non-salary expenditure. The largest current
components of the PFC tend to be negotiated on the basis of staff establishment
size. The larger the establishment in a local government, the larger its current PFC
allocation. There is little incentive to reduce the number of staff members in local
government employment during the fiscal year, and divert the savings to operational
budgets. Second, there is no comprehensive picture of total funding for local
government social sectors before, during, or after the budget process, which
prevents local governments from making effective spending decisions.
8. The public has become used to poor quality of urban services. Most people are
generally unaware of their rights in terms of service delivery, and of how to complain
when services are not delivered. The lack of transparency among service providers,
local government administrations, and the political leadership weakens the public’s
ability to hold government to account.
9. The incentive rewards and promotion system in the public sector does not support
performance. Managers seldom have the discretion to reward high performers.
Promotions are based on seniority and salaries and increments are fixed as per
grades.
10. Transferability of officers from CDGs to provincial or federal line departments and
vice versa undermines capacity building inputs.
11. Solid Waste Management and Sanitation are Overlap in SWM and WATSAN Sectors
interrelated. But these two services are being An SWM worker sweeps the garbage and
managed by two different agencies – sanitation disposes it off into the nearest manhole.
by WASA and SWM by the EDO MS is After some time a sewer man enters the
resulting in efficiency losses and poor quality of scene, he collects the garbage out of the
service. A typical scenario shared by a WASA sewer and promptly restores it back to its
previous location and the cycle goes
official in Lahore can help explain the point. An on..... .
SWM worker sweeps the garbage and
disposes it off into the nearest manhole. After some time a sewer man enters the
scene, he collects the garbage out of the sewer and promptly restores it back to its
previous location and the cycle goes on..... .
12. Recentralization: revival of Housing Urban Development and Public Health
Engineering Departments.
13. Low salaries of officers and staff as compared to the rest of the market induce
inefficiency, lack of motivation and corruption.
Despite these issues and challenges, a constellation of push and pull factors are driving the
urban services agencies to deliver more and at least some of the officials are genuinely
trying to do their best. A remarkable spirit to struggle against all odds was observed in many
urban mangers and staff met during the study. They were doing whatever was possible
within their means. Often these officials were constrained by lack of supporting policies and
rules or shortage of resources like vehicles, staff and funds or lack of proper training. But
there were examples where such crippling constraints were being overcome with innovation,
ingenuity and sheer will.
3.3 Sector Wise Analysis
3.3.1 Institutional Mandates Compatibility of Urban Management Agencies and other
related Issues
Following are a series of matrices analyzing the mandates of institutions and officers
involved in urban service delivery and some key mandate and capacity issues and
recommended actions.
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
3.3.2 Solid Waste Management
Name of Existing Mandate Source Issues Recommendations
Institution
1. Executive Solid waste PLGO 2001 • SWM and • Both solid and liquid waste
District Office management, spatial Sanitation are management should be
Municipal planning, environment interrelated. given to one agency,
Services and transport Sanitation by WASA preferably WASA.
and SWM by EDO • In Punjab, the only agency with
MS results in some capacity for urban
efficiency losses and transport management is
poor quality of TEPA Lahore. TEPA needs
services. to be further strengthened,
converted into an
autonomous transport
management authority and
given the mandate to
develop urban transport
policy for cities of Punjab as
well as implementation of the
policy.
• In addition TEPA offices
should be created in other
cities and given the same
mandate.
• DO Environment Office to be
strengthened with properly
qualified staff and
equipment.
• Secondary legislation to
support DO environment
with necessary rules and
authorities needed to
enforce environment control
regulations.
• Other recommendations as
given in the capacity building
plan
District Officer • Solid waste Punjab • Very low ratio of • Bring in qualified solid waste
SWM management, treatment District officers to sanitary managers and engineers
and disposal, including Government workers • Create partnerships with
land fill sites and Rules of • No capacity to private sector including informal
recycling plants Business raise public recycling industry
• Industrial and hospital 2001 awareness on issues • Involve and educate
hazardous and toxic like recycling and re- community to improve primary
waste treatment and using and hygiene collection through awareness,
disposal education incentives and penalties
• No proper mapping • Develop infrastructure for
of drains and sewers secondary collection and final
• No engineering disposal
staff available • Other recommendations as
• Lack of landfill given in the capacity building
sites plan
• In some Districts,
TMAs are
responsible for their
own SWM creating
role confusion
Town Municipal • Provision, Punjab • Devolution of • Accelerate the speed of
Administration management, operation Local responsibility transition
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name of Existing Mandate Source Issues Recommendations
Institution
(Town Officer maintenance and Government regarding SWM • Increase technical and
Infrastructure and improvement of the Rules duties varies from managerial capacities of TMAs
Services) municipal infrastructure Town to Town. Some
and services, including ; TMAs have taken
• Sanitary disposal of over this function
solid waste collection while others have not
and sanitary disposal of • TO I&S do not
solid, liquid, industrial have the technical
and hospital wastes capacity to employ
modern techniques
of waste collection,
removal and
management.
3.3.3 Municipal Finance
Name of Existing Mandate Source Issues Recommendations
Institution
Executive Finance and budgeting, PLGO • There is no • Increase commitment towards
District Officer planning and 2001 coordination of funds complete fiscal decentralization at
Finance and development coming to District the federal and provincial level.
Planning through vertical • Channel all development
(Including District programs. resources through existing
Officer Finance • OSR is a negligible agencies instead of creating
and Budgeting, part of budget parallel structures
District Officer • Lack of integrated • Create incentives for CDGs to
Planning and planning increase OSR
District Officer • Political will for • Enhance technical and
Accounts) Budget rules is managerial capacities of EDO F&P
missing which need office.
to be implemented to • Other recommendations as given
enhance efficiency in the capacity building plan.
• Confusion created
by most of the funds
coming through
vertical programmes
• Lack of human
resources, majority of
the work in all 5 City
Districts is being
carried out by a
handful of employees
3.3.4 Water and Sanitation
Name of Existing Mandate Source Issues Recommendations
Institution
Water and • The agency LDA Act • Ban on hiring and Recommendations as given in the
Sanitation established shall firing of workers, capacity building plan
Agency (WASA) perform all functions leads to inefficient
and exercise all powers utilization of human
of the authority with resources.
regards to water supply, • Abolition of urban
sewerage and drainage rural divide has
with power to collect expanded the
rates, fees and charges jurisdiction of WASA
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Semiotics
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name of Existing Mandate Source Issues Recommendations
Institution
for water supply, putting a severe
sewerage and drainage. strain on its
• Prepare schemes for resources.
the area or any part • Public private
thereof partnership is
operational but no
punitive steps have
been taken
• Lack of incentive
based system to
increase
performance
• No routine
development budget
allocated to WASA
Town Municipal • Provision, Punjab • Overlap of • Clarify demarcation of TO
Administration management, operation Local responsibilities with responsibilities
(Town Officer maintenance and Government WASA except in rural • Enhance institutional,
Infrastructure and improvement of the Rules towns. managerial and technical
Services) municipal infrastructure • Lack of capacity to capacities of TO offices in line
and services, including ; plan, implement and with the guiding framework given
• Water supply and operate water supply in the capacity building plan.
control and networks and
development of water sewage systems.
resources, other than • Lack of human and
systems maintained by physical resources to
the union and village properly maintain
councils present systems
• Sewage and sewage
treatment and disposal
• Storm water drainage
3.3.5 Land Use and Spatial Planning
Name of Existing Mandate Source Issues Recommendations
Institution
Development • Initiate and maintain a LDA Act • Lack of technical • Role of development
Authorities (FDA continuous process of knowledge authorities needs to be revisited.
LDA RDA GDA comprehensive • No in-service or Under the given situation,
MDA) development planning pre-service training development authorities need to
for the area with the programmes be mandated to focus only on
objective of preparing a • Strength of human spatial and development of new
Metropolitan resources does not schemes.
Development Plan correspond to rapidly • All services and matters
• Periodically update increasing pertaining to the already
such Metropolitan populations developed areas should be dealt
Development Plan and • Building by CDG. But huge capacity
coordinate its regulations and building input would be needed
implementation by the spatial planning not to enable CDG handle these
authority and other consolidated in one issues.
government agencies agency/authority. • Clearly demarcate jurisdictions
within the area Numerous of various agencies like
• Prepare Annual organizations development authorities, Punjab
Development involved in this Housing Department, DO Spatial
Programme for the creates confusion Planning etc.
area, ensure • Issue of Patwaris • Legislation and process
compliance of the misusing land is a improvement needed to
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Semiotics
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name of Existing Mandate Source Issues Recommendations
Institution
Annual Development nuisance streamline and simplify land
Programme with • Lack of legislation titling, transfer and conversion of
priorities established in dealing with land status e.g. from agricultural
the Metropolitan Industrialization to residential or from residential
Development Plan after within city limits. to commercial etc.
its preparation, and • Political • Enhance managerial and
evaluate performance interference in technical capacities of CDG to
under the Annual dealing with look after enforcement of building
Development encroachments regulations and spatial plans.
Programme at the end • Lack of vertical
of each year mobility leading to
• Establish, maintain career stagnation
and periodically revise
as necessary, planning
controls and building
regulations for the area
to (a) provide
appropriate urban
design and protect
public safety (b) ensure
compliance with the
Metropolitan
Development Plan after
its preparation
• Take all steps and
measures necessary for
the implementation and
enforcement of the
provisions above.
• Issue interim
development orders for
areas for which a
scheme is under
preparation and restrict
or regulate by general
or special order any
change in the use of
land and alteration in
building structures and
installations
• The authority shall
establish, by special
order, an Agency,
hereinafter called the
Water and Sanitation
Agency.
Executive District • Master planning, land Punjab • In all five CDGs, • DO Spatial Planning should be
Office Municipal use, zoning and District DO Spatial renamed as DO Land Use and
Services (District classification, Government Planning s activities Building Control whose
Officer Spatial reclassification Rules of are limited only to the responsibilities should include
Planning) • Urban design and Business commercialization of development and enforcement of
urban renewal 2001 property and the building regulations and spatial
programme; allotment of plans.
promulgation of building advertisement • Development of spatial plans
rules and planning billboards. In most should be the responsibility of
standards cases these officers development authorities.
• Landscape, do not have the Other recommendations as given
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Development Policy Loan (DPL) Sectors
People with simple solutions
Name of Existing Mandate Source Issues Recommendations
Institution
monuments, and capacity to develop, in the capacity building plan.
municipal implement and
ornamentation enforce spatial plans.
• Urban and housing
development, including
urban improvement and
upgrading, and urban
renewal and
redevelopment, with
care being taken to
preserve historical and
cultural monuments
Town Municipal • Prepare spatial plans Punjab • Although the Institutional arrangements need
Administration for the town in Local mandate exists for to be made in order to allow
(Town Officer collaboration with union Government TMAs to develop TMAs to develop and enforce
Planning) administrations Rules their spatial plans, spatial plans as well as
including plans for land this mandate is not regulations with regard to land
use, zoning and being followed. Town use and building controls
functions for which town officers for planning
administration is are highly qualified in
responsible most areas and do
• Exercise control over possess the capacity
land use, land sub- for developing such
division, land plans but institutional
development and arrangements need
zoning by public and to be made in order
private sectors for any to allow them to do
purposes, including for so and to coordinate
agriculture, industry, their activities with
commerce, markets, other involved
shopping and other agencies.
employment centers,
residential, recreation,
parks, entertainment,
passenger and
transport freight and
transit stations
• Building control
• Execute and manage
development plans
• Develop and manage
scheme, including site
development in
collaboration with
district government and
union administration.
• Compile information
provided by union and
village councils of
prioritized projects in
the town
• Maintain municipal
records and archives
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Development Policy Loan (DPL) Sectors
People with simple solutions
3.3.6 Urban Transport
Name of Existing Mandate Source Issues Recommendations
Institution
1.3 Executive • Chapter VII and VIII Punjab • In the cities Recommendations as given in
District Office of Motor Vehicles Act, District studied, Secretary the capacity building plan.
Municipal 1939. Government RTA is responsible
Services (District • Compliance of Rules of for urban transport
Officer Transport) provisions contained in Business but his role is limited
West Pakistan Motor 2001 to issuing route
Vehicles Ordinance permits and bus
1965 and Motor stands etc. The
Vehicles Rules, 1969. Secretary RTA office
• Exercise of powers does not have the
and functions as capacity for urban
provided in Motor transport planning
Vehicles Rules, 1969 and management.
within the • Serious lack of
Region/Districts. capacity for transport
• The Budget would be planning and
prepared by RTA and management at the
after preparation would provincial level. The
be forwarded to P.T.A. Provincial Secretary
• Notification of C- office is busy with
Class and D-Class issuing permits to
Stand and strict public transport
compliance of Motor vehicles like
Vehicles Rules, 1969. rickshaws instead of
• District R.T.A. would developing transport
exercise the whole policy and necessary
process of payment of regulatory framework
compensation in
accident cases of
Private/Public Sectors
and allied matters within
its jurisdiction i.e. entire
district.
• Purchase and
maintenance of stores
and capital goods for
the District R.T.A
•
Executive • District Roads and PLGO 2001 • Lack of funds and • Make award of civil works
District Office Buildings increasing demands contracts more transparent.
Works and for the maintenance • Annual maintenance plan
Services (District of huge city developed by the EDO office
Officer Building infrastructure. should be approved by the city
District Officer • Under severe council.
Roads) pressure from all • Priorities fixed in the annual
stakeholders plan must be adhered to.
especially elected • Restore balance between
representatives and development of new
DCOs. infrastructure and maintenance
• Mostly firefighting of the old. In most cases
instead of systematic maintenance is being ignored for
planning and making more funds available for
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Development Policy Loan (DPL) Sectors
People with simple solutions
Name of Existing Mandate Source Issues Recommendations
Institution
implementation development.
• Engineers were Drastic increase needed in
perhaps the most operational and maintenance
demoralized and funds of EDO W&S office.
depressed
community among all
urban managers met.
due to lack of
promising career and
status under
devolved system.
Town Muncipal • Provision, Punjab • Lack of capacity • Same as above.
Administration management, operation Local regarding traffic • Other recommendations as
(Town Officer maintenance and Government planning, given in the capacity building
Infrastructure and improvement of the Rules engineering, and plan
Services) municipal infrastructure management. No
and services, including ; activities being
• Roads and streets conducted in this
other than roads falling regard
under the jurisdiction of,
and maintained by the
union administration of
village council
• Traffic planning,
engineering and
management including
traffic signaling
systems, signs on road,
street markings, parking
places, transport
stations, stops and
stands and terminals
3.3.7 Cantonment Boards
Cantonment Boards are primarily responsible for providing all municipal services within the
area of their jurisdiction. These include urban transport, water, sanitation, and solid waste
management as well as land use and spatial planning. Coordination and cooperation with
other agencies involved in service delivery is rare and inhabitants of cantonment areas are
served solely by the municipal facilities provided by the Boards. Following is an analysis of
Cantonment Boards:
Name of Existing Mandate Source Issues Recommendations
Institution
Cantonment • Prepare spatial plans for Cantonmen • No permanent • Create institutional mechanism
Boards the cantonment in t Ordinance system of staff for ensuring coordination among
collaboration with union 2002 trainings, specially of CDGs, CBs and housing
administration, including lower staff authorities like DHA.
plans for land use, zoning • Jurisdiction conflict Managerial and technical
and related functions for and lack of capacities of CBs need to be
which the cantonment coordination with enhanced following the
administration is other bodies involved recommendations given in the
responsible with service delivery capacity building plan.
• Execute and manage • Tax payments are
development plans of the a big issue and
cantonment collection rates are
• Exercise control over very low
land-use, land sub- • Problem of
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Development Policy Loan (DPL) Sectors
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Name of Existing Mandate Source Issues Recommendations
Institution
divisions, land community
development and zoning awareness and
by public and private participation with
sectors for any purpose. regards to SWM and
• Exercise building control sanitation issues.
• Enforce all municipal Lack of capacity to
laws, rules and bye-laws deal with these
governing its functioning problems.
• Prevent and remove
encroachments
• Provide, manage,
operate, maintain and
improve the municipal
infrastructure and services
including;
• Water supply and
control and development
of water sources, other
than system maintained
by the union
administration
• sewage and sewage
treatment and disposal
• storm water drainage
• sanitation and solid
waste collection and
sanitary disposal of solid,
liquid, industrial and
hospital wastes
• roads and streets, other
than roads falling under
the jurisdiction of, and
maintained by, the
government, provincial
government, district
government or the
agencies controlled by
them and streets
maintained by the union
administration
• traffic planning,
engineering and
management including
traffic signaling system etc
• prepare budget,
including annual financial
requirements of union
administration, long term
and annual municipal
development programmes
in collaboration with the
union administration
• Manage properties,
assets and funds vested in
the cantonment
administration
• Develop and manage
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Development Policy Loan (DPL) Sectors
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Name of Existing Mandate Source Issues Recommendations
Institution
schemes, including site
development schemes in
collaboration with the
union administration
4. FINDINGS FROM SEMI STRUCTURED INDIVIDUAL AND GROUP INTERVIEWS AND
FOCUS GROUP DISCUSSIONS HELD WITH URBAN MANAGERS IN THE FIVE
CITIES
4.1 Key challenges faced by urban managers of today.
• Very few officials involved in urban management have received urban management
education or in-service training with sharp focus on modern urban management. The
management acumen they possess now is almost solely attributable to on the job
learning from convention, common sense and trial and error.
• Urban management, despite its daunting challenges and complexities, has not
emerged as a distinct profession as yet. Hence almost any and every public servant
belonging to a wide range of federal, provincial and district departments can be
posted in a CDG.
• Political interference by poorly trained and insufficiently experienced elected
representatives, who are often pursuing the politics of patronage, is seriously
undermining district functionaries’ ability to prioritize, plan and manage.
• .Lack of coordination, especially after devolution is resulting in confusion, gaps and
duplication. The number of agencies involved in urban services has increased and
there are not enough linkages between them.
• Lack of planning throughout the past has led to problems in the present. In cases
where previous planning was correct, the implementation was weak and those plans
are now being violated e.g. the development of Gulberg area in Lahore was planned
correctly but now developments in the area are contrary to the original plan.
• Weakness in implementation create a disincentive for planning which in turn leads to
weak planning and thus the quality of both planning and implementation keep
deteriorating, trapped in a vicious cycle.
• Urban management agencies are too weak to take on contemporary challenges.
Salary structure, transferability of staff from and to urban agencies and tenure
procedures need to be changed to strengthen the human resource base of these
agencies.
• New master plans are not in harmony with ground realities. Participation of
stakeholders is negligible at planning stage which leads to poor implementation.
• Further clarity is needed in job descriptions and institutional mandates. The PLGO
2001 tries to clarify institutional mandates but there is still a lot of confusion regarding
the allocation of functions between TMAs and CDGs. Moreover, Job descriptions
given in the PLGO stop at the DO level and most of the urban agencies’ staff below
this level does not know their job descriptions except in Faisalabad where these have
been developed with the support of Faisalabad Area Upgrading and Strengthening
Decentralized Local Government Faisalabad District projects.
• Integrated development planning is missing. For example cantonment board areas
must be taken into account while the CDG is making its development plans. Different
development plans being implemented by different agencies (LDA, Cantonment
Boards, DHA, CDG, and TMA) without an integrated plan can only lead to further
complications for the citizen. Piecemeal and fragmented development without
integrated development visions for these cities is perpetuating the creation of islands
of prosperity among expanding oceans of poverty. The option of a metropolitan
planning committee is a viable one to reduce the confusion created by the large
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Development Policy Loan (DPL) Sectors
People with simple solutions
number of agencies involved in planning. This will also ensure consultation in
planning. However the danger of the strongest institution taking over the committee’s
agenda is ever present.
• Excessive financial dependence of CDGs on the provincial government is a major
issue. For example the OSR of most of the CDGs accounts for less than 10% of its
total budget. Most of the taxes collected by the CDG are deposited with the provincial
government. This causes a disincentive to increase revenues as the CDG will not
maintain possession of the increased funds. Financial independence will also lead to
independence in planning and service delivery. However whether existing urban
managers in the CDGs have the capacity to deal with this increased autonomy is
also an issue.
• Emphasis also needs to be placed on the development of rural areas to reduce some
of the pressure on big cities.
4.2 Generic Key Capacities and Capabilities Which Urban Management Agencies must
have to be able to Perform Effectively and Efficiently.
The previous sections assist not only in identifying the key challenges faced by Urban
Managers of today, but also point towards a list of key capacities needed to face these
challenges. The capacities in question here are not sector specific, and play a vital role in
ensuring efficient and successful urban development and urban service delivery. Majority of
the urban managers lack these capacities, regardless of whether they are involved in water
supply or urban transport.
The box below presents an outline of the required capacities that all officials involved in
urban service delivery must possess. Town planners, engineers, officials involved in finance
and solid waste management all need to have these capacities which provide a solid base.
These have been identified after in-depth consultation with relevant officials (CDG,
Development Authorities, and Cantonment Boards) through one on one interviews and
Focus Group Discussions. Sector specific capacities will only be useful if this base is
present.
GENERIC CAPACITIES REQUIRED BY URBAN MANAGEMENT AGENCIES
Understanding the linkages between all sectors of Capacity to develop strategic plans, vision, mission and
urban service delivery and the broader idea of set and achieve key objectives
integrated urban development
Capacity to actively engage and consult all Capacity to use, and benefit from, developments in
stakeholders and to raise public awareness where modern Information Technology.
needed.
Capacity to adopt modern Human Resource and Capacity to develop and implement a performance
Financial Management Systems management system with required policies and
practices.
5. CAPACITY GAPS ANALYSIS OF URBAN MANAGEMENT AGENCIES
Capacity Gaps Analysis of urban agencies is being presented in a matrix. As the challenges
and issues with regard to existing and required capacities were found to be mostly similar
across the five cities, the analysis follows a sector wise approach. Column headings are
explained below.
A = Existing Capacity Level
B = Capacity Gap
C = Importance
D = Priority
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Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Existing Capacity Level: Overall rating given by the team on the basis of documents
review, interviews, focus group discussions, field visits, and
observation. The rating scale used in this case is from 0 to 3
where;
0 = No capacity to handle the task
1 = Very little or negligible capacity
2 = Some capacity but insufficient to manage the task
3 = Existing capacity is sufficient to manage the task
Capacity Gap: Capacity Gap = Required Capacity Level i.e., 3 minus existing
Capacity Level. Therefore if the existing capacity in an area is
1 then the capacity gap would be 3-1 = 2
Importance: Importance of a certain capacity in the overall context of a
particular urban service. For example how understanding cost
structures or financial forecasting is more important for the
municipal finance manager. Similarly implementing a robust
performance management system is more important in SWM
where the involved agency needs to implement a system to
manage thousands of employees spread across the streets of
a city.
3 = indispensable
2 = very important
1 = important
Priority: Priority is the outcome of multiplying capacity gap with
importance. The priority number gives us an indication as to
how important it is to fill a certain capacity. The numbers in the
last column translate into very high, high, medium and low
priorities as follows;
9 = Very High (VH)
5 to 8 = High (H)
2 to 4 = Medium (M)
0 or 1 = Low (L)
1. Urban Sector: Solid Waste Management
Required mandate of the Required organizational capacities to fulfill the A B C D
13agency involved mandate
Regularly collect 100% solid
from the given area and General Management and Leadership Capacities
dispose it off in an • Capacity to engage stakeholders, especially 0 3 3 9 (VH)
environment friendly way. citizens, civil society and other relevant
organizations.
• Capacity to develop strategic plan which includes 0 3 3 9 (VH)
vision, mission, targets, strategies and values.
• Capacity to prepare yearly operational plans in line 1 2 3 6 (H)
with the strategic plan.
• Capacity to computerize and automate support
13
A comprehensive picture of required mandates of Urban Service Delivery agencies was gained after in-depth
discussions with sector specialists from the Urban Unit, and from the views and concerns of officials currently
employed in the field. Additionaly, International best practices were also looked at and incorporated,
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People with simple solutions
Required mandate of the Required organizational capacities to fulfill the A B C D
13agency involved mandate
functions like payroll, record keeping, accounting 1 2 2 4 (M)
etc.
• Capacity to develop and Implement a performance
management system which clearly defines 0 3 3 9
performance for each section and individual,
measures it, supports it and rewards it.
• Capacity to recruit, develop and maintain high
performance teams 1 2 3 6
Technical Capacities
• Capacity to develop and manage land fill sites
• Capacity to manage, maintain and utilize 1 2 3 6
machinery, equipment and vehicles efficiently. 2 1 3 3
• Capacity to develop and implement a costing
system which identifies fixed, variable, direct and 0 3 2 6
indirect costs and provides correct information
about various costs like cost of primary solid waste
collection per ton, secondary collection per ton,
disposal per ton etc.
• Engage the existing informal recycling community
0 3 1 3
to improve and professionalize solid waste
segregation and recycling
2. Urban Sector: Water Supply and Sanitation
Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
• To arrange adequate
supply of clean drinking General Management and Leadership Capacities
water to all the residents • Capacity to analyze the existing situation in the
living within the WSS sector with regard to coverage, reliability, 0 3 3 9
boundaries of a CDG quality and affordability and develop a future vision
• To develop, manage and for this sector.
maintain a sewerage and • Capacity to forecast the year wise domestic,
drainage system which commercial and agricultural demand for water and 0 3 3 9
collects all liquid waste sanitation in the next ten years
within the CDG • Capacity to develop strategic plan which includes 1 2 3 6
boundaries and disposes vision, mission, targets, strategies and values.
it off after proper • Advocate with relevant stakeholders to mobilize
treatment resources and political will required to improve the 1 2 2 4
• To develop and WSS situation in Lahore
implement a suitable • Capacity to engage stakeholders, especially
user charges regime and citizens, civil society and other relevant 0 3 3 9
collect 100% user organizations on issues like water conservation,
charges metered billing etc.
• To engage private • Capacity to prepare yearly operational plans in line
sector, communities and with the strategic plan. 1 2 3 6
civil society in managing • Capacity to develop and Implement a performance
various components of management system which clearly defines 0 3 3 9
WATSAN services performance for each section and individual,
measures it, supports it and rewards it.
Relevant Agency: WASA • Capacity to recruit, develop and maintain high
1 2 3 6
performance teams
• Capacity to computerize and automate support
1 2 2 4
functions like payroll, record keeping, accounting
etc.
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Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
Technical Capacities
• Capacity to develop and implement quality control
system to ensure that the quality of water supplied 1 2 3 6
is fit for human consumption
• Capacity to meter all water connections and collect
water bills 1 2 3 6
• Capacity to collect reliable data about water
supply, wastage, consumption etc. 1 2 3 6
• Capacity to manage, maintain and utilize
machinery, equipment and vehicles efficiently.
• Capacity to develop and implement a costing 1 2 2 4
system which identifies fixed, variable, direct and
indirect costs and provides correct information 0 3 2 6
about various costs like cost per gallon of water
pumped, cleaned and distributed.
3. Urban Sector: Urban Transport
Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
• Develop and implement
transport policy at the General Management and Leadership Capacities
provincial level • Capacity to engage stakeholders, especially 0 3 3 9
• To conduct accurate citizens, transporters and transporters associations,
traffic research and civil society and other relevant organizations to
collect data on demand enhance responsible driving, road safety and
at the CDG level control vehicular emissions.
• Develop and enforce • Capacity to develop strategic plan which includes 0 3 3 9
legislation to control vision, mission, targets, strategies and values.
automobile emissions • Capacity to prepare yearly operational plans in line
and negative impact of with the strategic plan. 1 2 3 6
traffic on environment • Capacity to develop and Implement a performance
• Ensure that Urban management system which clearly defines 1 2 2 4
Transport is convenient, performance for each section and individual,
comfortable, affordable, measures it, supports it and rewards it.
speedy and safe
Technical Capacities
• Capacity to develop a suitable urban transport 0 3 3 9
policy
• Capacity to forecast the volume, pattern and trends 1 2 3 6
of urban traffic.
• Capacity to collect credible data and conduct 1 2 3 6
research on numbers, types and transportation
needs of urban population and undertake transport
planning on the basis of this information.
• Capacity to develop and enforce standards for
0 3 2 6
vehicular emissions
• Capacity to work with different stakeholders to
1 2 2 4
improve the quality of public transport and reduce
road congestion in cities. For instance working with
schools and private investors to develop a system
of schools buses which are safe and efficient. Or
developing suitable incentives and disincentives to
check vehicles entry in congested areas like
parking meters, down town entrance fee etc
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4. Urban Sector: Spatial Planning
Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
Develop and implement long-
term spatial plans and General Management and Leadership Capacities
building controls in • Capacity to engage stakeholders especially citizen 0 3 3 9
consultation with all relevant groups, other urban management agencies, private
stakeholders. sector, women, special people and professionals
like town planners, engineers and architects etc.
• Capacity to develop and Implement a performance 0 3 3 9
management system which clearly defines
performance for each section and individual,
measures it, supports it and rewards it.
Technical Capacities
• Capacity to forecast land use needs for housing, 0 3 3 9
business, government departments, education, and
health services etc
• Capacity to develop integrated spatial plans 0 3 3 9
including land use, zoning, classification and
reclassification
• Capacity to develop, promulgate and enforce 1 2 3 6
building rules and planning standards
• Capacity to preserve and promote cultural heritage
of cities through conservation of historical and 1 2 2 4
cultural monuments and municipal ornamentation
• Capacity to enforce implementation of spatial plans 0 3 3 9
5. Urban Sector: Municipal Finance14
Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
• To develop long term
and annual development General Management and Leadership Capacities
plans and budgets • Capacity to develop strategic plan which includes 1 2 2 4
• To conduct resource vision, mission, targets, strategies and values.
analysis of the CDG and • Capacity to develop and Implement a performance 0 3 2 6
prepare Performa management system which clearly defines
income and expense performance for each section and individual,
statements measures it, supports it and rewards it.
• To develop and
implement suitable Technical Capacities
financial information • Capacity to undertake multiyear forecasting of CDG 1 2 3 6
management system revenues and expenditures
aimed at ensuring • Capacity to prepare annual budgets which have
accuracy, timeliness, inputs from relevant stakeholders and which 1 3 3 6
transparency and correctly reflect development priorities of the
accessibility of record district.
keeping, accounting and • Capacity to monitor spending and prepare and
financial management of share variance analysis, regularly and timely. 1 2 3 6
the CDG • Capacity to accelerate growth in revenues through
• To propose suitable the use of financial instruments like municipal 0 3 3 9
taxes, rents, fees, user- bonds.
14
The capacity of EDO Finance and Planning Office of the CDG Faisalabad was found to be advanced as
compared to other CDGs. Similarly capacity of Faisalabad CGD in other areas such as planning, monitoring and
HRM were also better than those of other CDGs. This difference is primarily attributable to Faisalabad Area Up
gradation Project being implemented with the support of DfID.
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Required mandate of the Required organizational capacities to fulfill the A B C D
agency involved mandate
charges, tolls, levies,
fines and penalties to
increase OSR of the
CDG
• To work with relevant
agencies and individuals
in public and private
sectors to tap other
sources of raising funds
for development like
municipal bonds
Relevant Agency: EDO
Finance & Planning
6. SUPPLY SIDE ANALYSIS OF CAPACITY BUILDING
This section attempts to present a comprehensive picture of capacity building institutions
and programmes at local, regional and international levels which are either currently building
the capacity of urban mangers and local government officials or which have the potential to
play this role in future. First part deals with institutions and the second with programmes and
projects.
6.1 Capacity Building Institutions (CBIs)
This sub-section provides relevant information about CBIs belonging to both public and
private sectors. Public sector CBIs include those being run by government departments
themselves such as Audit and Accounts Training Institute as well as specialized CBIs like
Civil Services Academy and NIPA etc. Under International CBIs, relevant regional and
international capacity building institutions and models have been included.
The information compiled and presented here focuses on key features of CBIs like the
overall standing and image of the institution, size and quality of human resource pool,
physical infrastructure and facilities and quality and relevance of training programmes
offered.
6.1.1 Local CBIs
Followings are the Public Sector CBIs in Pakistan:
a. Audit and Accounts Training Institute (AATI): AATI was created by the
HRM Wing of the Department of the Auditor-General of Pakistan in the wake
of PIFRA reforms15. AATI and its regional training institutes have been
involved in the implementation of Training Component under PIFRA-I in
addition to implementation of its regular training plan. The AATI has been
trying to improve the quality of its training since 2004 through introducing
learner centered approaches and a sharper focus on specific skill building.
AATI has Field Office Training Centers (FOTCs) where the office specific
training is imparted in a cost effective manner. The Institute is presently
providing long courses training to the two batches of Probationers of PA & AS
15
Project for Improvement of Financial Reporting and Auditing in Government of Pakistan. Phase I of the
project called PIFRA-I has been completed and now phase II is being implemented. The project is supported by
the World Bank and implemented by the Pakistan Audit Department comprising Auditor General of Pakistan
and Controller General of Accounts. For more information please see, http://www.pifra.gov.pk/
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(Pakistan Audit and Accounts Service)16, who are being trained on the newly
revised syllabus. The new syllabus aims to equip young officers with the
necessary knowledge and skills required to implement the changes
envisaged under the PIFRA.
The AATI has also developed “Help Desks” at various important offices where
the trainers at given times visit and provide assistance to the staff. Another
strategy adopted by AATI is “Training –at-doorsteps” where the trainers from
AATI visit the far flung areas and impart training.
Presently, AATI offers different training courses for a wide range of
government officials spanning from grade 5 to grade 20.
Some of the subjects the trainings deal with are;
• Information Technology
• Computer Assisted Audit Techniques (CAATs)
• Devolution Plan
• Managing Data & Information
• Managing People
• Planning
• Controlling
• SAP R3 for Managers
• Fraud Awareness
• Government Accounting Principles
• Government Rules & Regulations
• Negotiation Skills
• Financial Accounting-Review
• Analytical Procedures
• Internal Control Structure & Compliance Audit
• Sampling techniques (Audit)
• Reporting & Follow up
• IT-Basic and Intermediate Computer Training
Other than these courses, the institute encourages other government
departments to have their officials trained from the AATI. For this the institute
requests government departments to convey the training needs of their
officials and develops customized training programmes.
The institute has branches in Islamabad, Lahore, Karachi, Quetta, and
Peshawar and a total of 245 training faculty.
Strengths: Country wide offices and training facilities, a very big pool of
permanent faculty, years of experience in accounts and audit training, has
already branched out into other training areas, innovative as has tried other
training option like training on the doorstep and help desks, efforts to
gradually improve the quality of training underway.
Weaknesses: Trainings have been traditionally more focused on fresh
entrants therefore limited experience of training senior level in-service
officials, very limited training experience in areas not related to finance.
16
PA & AS is one of the occupational groups of Central Superior Services of Pakistan.
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Potential: Possibility of developing a specialized training program in municipal
finance for district officers.
b. Management and Professional Development Department: The
Management and Professional Development Department (MPDD), formerly
Punjab Institute of Human Resource Development-PIHRD, was established in
1997 through merger of the following Government institutions;
• Staff Training Institute
• Provincial Civil Services (PCS) Academy
• Punjab Revenue Academy
• Project Training Institute
Some of the key objectives of MPDD are to;
• Identify training needs and design and conduct training programs for the
employees of the Punjab Government.
• Create a vibrant culture of competitiveness, continuous learning,
innovation and professionalism in the work force of the province.
• Assist the government to develop a human resource development policy
for the province.
• Act as focal point for all internal and external training activities for civil
servants and employees of provincial departments.
• Create effective linkages with the private sector so as to help government
departments learn from the private sector and adapt best business
practices.
• Train the probationers of the Provincial Civil Service or its successor
service cadres.
• Provide training and consulting services to other organizations both in
public and private sectors.
In persuasion of the above cited objectives, MPDD offers training in following
areas;
• Islam and Ethics
• General Management
• Financial Management
• Planning & Development
• Computer Literacy
• Personality Development
• Time Management And Motivation
• Management and Leadership Development
• Human Resource Management
• Communication Skills
The training methodology used by MPDD employs the use of Lectures, Panel
Discussions, Presentations, Study Tours, Syndicates and Group activities.
MPDD has a 10 member permanent faculty and a roster of nearly 50 visiting
faculty members. The department owns following physical resources and
facilities;
• Four air-conditioned class rooms quipped with modern training facilities.
• An air conditioned Seminar Hall
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• An air-conditioned faculty lounge for prior and post session meetings of
the faculty and participants with the guest speakers
• Hostel accommodation
• A Mess to cater for food and refreshment for the participants. The dinning
hall of MPDD can accommodate eighty to hundred persons at a time
• Transport for the local visits and study tours of the participants
• Computer lab and library.
Strengths: Expansive history of training civil servants. ample physical
infrastructure and additional facilities needed for a quality residential training
center. diversified experience and fields of training. have the mandate to
develop Human Resources of the provincial government. part of Planning and
Development Division which makes collaboration between Urban Unit and
MPDD easier.
Weakness: Lack of Instructional System Design expertise. Limited to Lahore.
No specific experience in urban management training. The trainings
conducted so far have only been one off activities with little or no follow up.
Potential: Collaboration would be ideal due to physical infrastructure and
association with Planning and Development Division, however, sector specific
material and expertise regarding urban management must be brought in from
an external source.
c. Pakistan Institute of Management (PIM): The Pakistan Institute of
Management (PIM), has the mission to enhance the managerial skills in
public and private sectors through training, consultancy and research.
PIM functions under the Ministry of Industries & Production with an
autonomous Board of Governors appointed by the Federal Government. The
Secretary, Ministry of Industries & Production, is the Chairman of the Board.
The operating head of PIM is the Director, who is responsible for
administrative and academic affairs and is also a member of the Board of
Governors.
Core training areas at PIM are:
• General Management
• Quality Management
• Financial Management
• Human Resource Management
• Information Technology
• Improving Personal Effectiveness
• First Line Supervision
PIM also offers consulting services in the following areas:
• Strategic Plan Development & Implementation
• Organization Development
• Marketing Management & Research
• Financial Management & Restructuring
• Human Resource Management & Systems Development
• Production Operations Management
• Quality Systems
• Information & Data Management
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PIM operates out of two purpose-built training centers. All training rooms are
air-conditioned and capacity ranges from 20-60 persons. PIM also offers four
computer labs and three libraries and multimedia devices in each training
room. Audio visual aids are present in each room and a canteen caters food
for both evening and day courses.
PIM's faculty consists of a multidisciplinary group of counselors having a
blend of academic and industrial experience. They are experts in their field of
specialization, many of whom hold advanced foreign qualifications. The full
time faculty is supported by a group of visiting faculty drawn from business
and industry.
Strengths: Pioneers in executive development. Bring in best practices from all
three sectors; public sector, private for profit and not for profit sectors. They
are pushed to perform because of lack of grants which gives rise to real
incentives to avail new opportunities. Physical infrastructure is sufficient
however PIMs presence is only in Lahore and Karachi. Many officers have
attended PIM training programmes and hold them in high regard. Widest
range of training modules in Pakistan. Sizeable amount of permanent faculty
Weakness: No experience regarding Urban Management. Operations only in
Lahore and Karachi. Has not been able to develop specialization despite its
long history due to broad nature of topics covered.
Potential: Given complete dependence on course fees, PIM would be eager
into a long term partnership which guarantees a long-term source of income.
If they are approached by Urban Unit with a grant to develop urban
management training capacity, they are likely to undertake the assignment.
d. National School of Public Policy (NSPP): National School of Public Policy
has been established through merger and restructuring of National Institute of
Public Administration (NIPA), Civil Services Academy (CSA) and Pakistan
Administrative Staff College (PASC). The objective is to conduct various
related public sector capacity building programmes, research and
development together under one umbrella to enhance the quality and
effectiveness of these functions. Once fully established and functional, the
NSPP aspires to get the status of a university. The concept paper or any
other document which could furnish details about NSPP was not available
and therefore the team had to do with the information collected from
interviews with officers at NIPA and CSA. As reported by officers involved in
the NSPP reforms, the NIPA, the CSA, the PASC have been made part of the
NSPP. Moreover a new institution called National Institute of Public Policy
(NIPP) will be created and made part of NSPP. NIPP will be undertake
research and development functions and will serve as the first think tank in
the public sector.
It was reported that the Government has acquired sufficient land near
Islamabad to build a state of the art building for NSPP with all modern
research and training facilities. The new building of NSPP will have the
capacity to accommodate nearly 150 participants. Under the same reforms,
the NIPA Lahore has been renamed as National Management College.
New setup still in the making so strengths and weaknesses are still to be
seen, However NSPP being an umbrella organization is not likely to
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implement training courses which are more likely to be carried out by its many
wings like NIPA and CSA.
e. National Management College (NMC), Lahore: The NMC, formerly NIPA
Lahore, has been conducting a three months training course which the
officers of grade 19 were obliged to attend before they could be promoted to
the next grade. In addition to NIPA Lahore, there are four other NIPA
campuses in the remaining four provincial capitals which have also been
conducting the same course.
The NMC has fully furnished and well equipped training halls and class rooms
and a hostel for participants. Latest audio visual aids and multimedia devices
are used in all programs. The residential facilities can accommodate nearly
50 participants at the moment.
With a lean core faculty comprising CSS officers, the college relies heavily on
visiting faculty drawn from senior bureaucracy, academia and private sector.
At present the NMC is conducting its first improved version of the senior
management course with substantive changes in contents, training
methodologies and evaluation. The new course has contemporary
management topics like
• Strategic management
• Strategic planning
• Leadership
• Negotiation skills
• Problem solving and decision making
• Team building
• Creating a service culture, and
• Professionalism in public service management
These are all relevant skills which almost all the urban managers need to
learn urgently.
The challenge for the NMC is to find sufficiently qualified trainers both as
permanent faculty as well as in visiting faculty.
Under the reforms mentioned above, the NMC will continue focusing on the
same training with considerable improvement in the content and delivery of
the course. However the other four NIPAs will start training officers in grade
18 before their promotion to grade 19.
Strengths: Long history of training civil servants. Restructuring and reforms
underway aimed at improving the quality of training.
Weaknesses: Physical infrastructure and human resources are overwhelmed
with present weight of activities and pressure for further improvement and
changes. Weak ISD capacity. Only operating in Lahore.
Potential: Present strain on resources rules out any potential for collaboration
in the near future.
f. NIPAs (Other than NMC): As mentioned earlier, the other NIPAs have been
mandated to training mid level public sector managers who would be obliged
to attend this training to earn their eligibility for promotion from grade 18 to
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grade 19. The challenge for these institutions is to develop such training
programmes which have the same rigor as being injected in the NMC
courses.
Given that most urban managers especially those working in CDGs like DOs
fall in this category, there is a possibility of involving provincial NIPAs in the
development and delivery of specialized training courses for urban managers.
Strengths: Same history, experience, and resources as NMC.
Weakness: All are situated outside Punjab.
Potential: Potential to collaborate is present; however the fact that these
institutes are based outside Punjab makes it inconvenient. Given that NIPAs
already possess the mandate to train ex-cadre officers (non CSS officers), it
would make sense to add a dimension of Urban Management to the trainings
offered. However expertise in this field must be procured from elsewhere.
g. Road Research & Material Testing Institute: To provide technical support
to the then Public Works Department during the pre-independence days, a
small laboratory under the name of Soil Stabilization Sub Division was
established in 1944. This laboratory was later on upgraded as Building and
Road Research Laboratory after independence. In year 1962, the
Communication & Works Department was re-organized and separate Building
Research Station and Road Research Institute were created.
The Road Research Institute was modernized under an aided program in
1971 and renamed as Road Research and Material Testing Institute and
shifted to its present premises on Canal Bank Lahore. The Road Research
and Material Testing Institute has provided very valuable technical support in
the shape of pavement design, testing and analysis of road construction
materials, evaluation of existing pavements and providing solutions to various
problems facing the field engineers of the Department in road sector.
The Institute is working under the supervision of a Director in the Punjab
Highways Department (North zone). The following technical staff assists the
Director:
S. No. Designation No. of Posts
i) Deputy Directors (BPS-18). 2
ii) Senior Research Officers (BPS-18). 2
iii) Junior Research Officers / Assistant Director (BPS-17) 4
iv) Research Assistants 7
v) Laboratory Assistants 19
In addition, technical and non-technical support staff also assists in carrying
out various testing and research assignments. Staff of the allied units is in
addition. The total present strength of staff is 106.
The institute has the following Functional Units:
• Soil Section
• Aggregate Section
• Physical Section (Cement /Concrete /Bricks)
• Chemical Section
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• Bituminous Material Section
• Concrete Section
The RRMTI also conducts training for the staff and officers of works and
services department.
Strengths: Physical infrastructure is present. Experience of training in-service
engineers
Weakness: No residential facilities. Do not have reputable track record in
imparting quality trainings. No permanent faculty.
Potential: No potential.
h. University of Engineering and Technology Lahore: The University’s
mission is to provide undergraduate and graduate engineering education,
research, scholarly leadership, innovation, industrial collaboration, and
professional development.
The University offers a wide range of undergraduate, graduate, and PhD
courses. The faculties offering courses under the University can be
summarized as follows:
• Electrical Engineering
• Mechanical Engineering
• Civil Engineering
• Chemical, Mineral & Metallurgical Engineering
• Architecture & Planning
• Natural Sciences, Humanities & Islamic Studies
The Department of City and Regional Planning, falling under the faculty of
Architecture & Planning, offers a sound knowledge base for aspiring Urban
and City planners. Established in 1962 the department has the distinction of
being one of its kind in the country offering higher degree programs in City &
Regional Planning and Urban Environment & Transportation Engineering.
These disciplines are of crucial importance to developing countries like
Pakistan. Currently, its student enrollment is about 150. The curriculum of the
City & Regional Planning degree program embraces all the components of
the built environment ranging from Housing, Transportation, Planning and
Engineering, City Planning, Environmental Planning, Rural & Regional
Planning, Master/Structure Planning and Community Development Planning
along with participatory approaches etc. ensuring the production of technically
strong and well-equipped City and Regional Planners.
The Lahore campus has ample physical resources in the shape of lecture
halls, research centers and state of the art laboratories and residence hostels.
Other than Lahore, the University has fully established branches in
Faisalabad, Taxila, Rachna, and Kalashah Kaku.
The University has about 440 teachers of which 92 are Ph.D. degree holders,
62 are doing Ph.D. abroad and 45 are going through indigenous PhD
programme.
Strengths: Long established city and regional planning department.
Experience of graduate studies, qualified and experienced permanent faculty,
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People with simple solutions
and some research facilities. Has an image of a successful and quality
institution.
Weakness: Limited experience of in-service training
Potential: Given proper financial incentives, UET can start an evening
program for in-service Urban Managers.
i. NED University of Engineering and Technology, Karachi: Established in
1977, the NED University of Engineering and Technology began teaching
post-graduate degrees in Urban and Regional Planning from 2003. Taught by
the faculty of civil engineering and architecture, the course offers a sound
background to urban development and planning while simultaneously
focusing on urban planning issues faced in Pakistan. The program includes
courses on Land Use and Infrastructure Planning, Urban transportation
planning and urban economics. Two modules of interest as far as being an
aid in enhancing the capacity of local government officials and institutes in
Pakistan are as follows:
Seminar in Urban Management in Pakistan: The course is designed as a
seminar focused on the selected contemporary topics in urban management.
The objective of this course is to concentrate the student’s understanding on
different urban management issues in Pakistan. Current urban management
problems of Pakistani cities are examined and evaluated by employing the
framework developed by various theories. Relevance and validity of different
paradigms are tested in this context. Politics of urban spatial structures,
service provision, land ownership, social movements and planning are dealt
with in the proceedings of the course.
The degree varies in length from one and a half to two and a half years
depending on whether enrollment is in evening or day classes and on the
semester load. The tuition fee requirements are moderate and 25 seats are
offered each year. Strict English proficiency requirements and the fact that the
classes are offered only in Karachi raises some concerns as to how this
course can assist in the capacity building of local government officials in
Pakistan. However, the course covers all the basics of Urban Management
while touching on key urban planning issues in Pakistan while being more
affordable than similar courses offered by International institutions and
universities.
NED has also started offering a Masters degree course on Urban Planning
since 2000 under the Architecture and Planning Department. The degree
offers the following courses:
• Introduction to Urban Design and Sociology
• Methods in Physical Planning
• Introduction to Transportation and Infrastructure
• Land-use Planning and Analysis
• Economic Development and Regional Planning
• Urban Transportation Planning
• Urban Management and Administration
• Planning for Sustainable Development
Strengths: Long established city and regional planning department.
Experience of graduate studies, qualified and experienced permanent faculty,
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People with simple solutions
and some research facilities. Has an image of a successful and quality
institution.
Weakness: Limited experience of in-service training. Only in Karachi.
Potential: Given proper financial incentives, NED can start an evening short
course for in-service Urban Managers.
j. Civil Services Academy, Lahore: The Civil Services Academy was
established in 1948 for the training of fresh entrants to the Pakistan
Administrative Service Academy. The Academy has two campuses in Lahore,
the Shahrah-e-Quaid-i-Azam campus is meant exclusively for the specialized
training of the District Management Group probationers. The Walton campus
is used for the Common Training Programmme (C.T.P)
The academy, which used to be an autonomous body with its own Board of
Governors, has now been merged with the four NIPAs and the PASC into the
National School of Public Policy.
The objectives of the Common Training Programme are to train the
probationary officers for public service by providing them basic knowledge
and management skills and help take up their future responsibilities.
The trainings offered at CSA Walton campus are as follows:
• Foundation Course: covering communication and writing skills, public
speaking and Information technology
• National Issues of Pakistan: Framework analysis, Domestic Issues,
Foreign Policy Issues, Human Rights, and Gender Sensitization
• Contemporary Issues and Islam
• Economics and Public Finance
• Government Functioning in Pakistan
• Office Management
• Public Sector Management
CSA employs a mix of case studies, lectures, panel discussions, syndicate
work and field research as part of their training methodology. Country study
tours and community work are also part of the activities at CSA. Evaluation of
the participants is based on examinations, assignments, quality of
participation and general conduct and regularity.
The physical infrastructure includes a campus spread over 65 acres, four well
equipped classrooms with state of the art technology and audio visual aids.
Residential facilities include a hostel and a mess. The campus is also home
to an auditorium that seats 300 people and a library boasting a collection of
over 40,000 books. Computer labs and printing facilities are also available
The Walton campus has 10 qualified permanent faculty members and
employs a large roster of visiting faculty including Public servants, Professors
from other Institutions and experts from various fields.
The CSA is in the process of initiating a mini CTP for ex cadre fresh entrants
the public service through Federal Public Service Commission. The Mini CTP
is a crash course which includes shorter versions of the topics and contents
of the regular CTP.
36
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Strengths: Long, prestigious history of training civil service officers.
Weaknesses: Limited experience in training Urban Managers. Present
resources are thinly spread. Only operating in Lahore. Experience limited to
training fresh entrants
Potential: Given the strain on present resources, new mandate for giving mini-
CTP for ex-cadre fresh entrants and lack of experience in Urban
Management, there is no potential for collaboration.
k. Health Services Academy, Islamabad: Health Services Academy was
established in 1988 as a department of the Ministry of Health, Government of
Pakistan, and provided short courses and training for public health
professionals.
With assistance from the German Technical Cooperation (GTZ), HSA began
to offer a Master's in Public Health (MPH) degree in 1995, and the first batch
of students graduated in 1996. The initial curriculum was designed by Dr.
Arnfried A. Kielmann and Dr. Sameen Siddiqi. During the past ten years, eight
cohorts of alumni have graduated from the institution with a Master's in Public
Health (MPH), and these alumni are now engaged in a wide range of exciting
endeavors across Pakistan in both the public and private sector. The
Academy remains the most applied to school of public health in Pakistan, and
is established and well on its way to achieving its institutional objectives.
Since all leading academic and research organizations require autonomous
status in order to create an environment of academic excellence, the Ministry
of Health promulgated an ordinance entitle Health Services Academy
Ordinance, 2002 , put into place in November, 2002. Following the
implementation of this ordinance from July 1, 2003, the Board of Governors
has been supervising the overall affairs of the Academy.
Recently, HSA has moved to a new campus in Chak Shahzad, revised its
MPH programme to a two-year MSPH programme, and is in the process of
overhauling its entire IT infrastructure, its library, and its academic rules and
regulations. While MSPH continues to be the core programme of HSA, it has
also started organizing short training courses and workshops like the one
recently held on the issue of water quality. In the long run HSA can be tapped
to train municipal managers involved in water supply in urban areas.
Strengths: Ample physical infrastructure and quality faculty in the Health
sector
Weakness: Limited experience in training urban managers, area is too
specific.
Potential: Can only be used for training regarding water quality issues.
l. Government Engineering Academy Punjab, Lahore: Government
Engineering Academy (GEA) was established in 1984 by the Government of
Punjab for pre and in service training of engineers working in government
departments. The GEA has the following objectives:
37
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
• To develop faculties of planning, preparation, implementation and
evaluation of projects
• To promote knowledge of the participants necessary for efficient operation
and maintenance of Engineering works
• To acquaint the participants with theory and practice of organization and
management, finance, budgeting etc.
• To provide participants opportunities for improving professional skills,
managerial status and general self-development
The training courses offered at the academy are:
• In-service training course for senior executives (BS 19 TO 20)
• In service training course for senior engineers (BS 18 TO 19)
• In service training course for junior engineers (BS 17 TO 18)
• Pre-service training course for new entrants (Fresh Entrants)
During training at the academy the following major topics are covered with a
shift in weightage according to the level of the trainee:
• Islamic and Pakistan Studies
• Management and Public Administration
• Economic Development and Financial Analysis of Engineering Projects
• Financial Management
• Rules, Regulations and Acts
• Engineering project planning, preparation, implementation and evaluation
• Engineering works execution, operation and maintenance
• Computing
The academy employs a mixture of lectures, discussions, presentations and
case studies as part of its training methodology. Research work and field
visits also form a major part of its training. Performance is evaluated based on
participation and assignments.
The faculty consists of 4 permanent members and regularly employs
engineers from public service to impart their knowledge on the participants.
Strengths: Are looking for alternate opportunities. Huge infrastructure.
Experience in training in-service engineers. Some experience in Management
training
Weakness: No ISD, lack of properly trained faculty. No experience in training
Urban Managers. Training quality has not been very high so far.
Potential: Their resources can be used for training urban managers given an
increase in number of qualified faculty.
m. Punjab Local Government Academy: Established in 1953 as the village
AID training institute, the Local Government Academy in Lalamusa is
Punjab’s only institute with the sole purpose of training local government
officers and staff. Devolution reforms have made it mandatory for training on
core principles and administrative issues; hence PLGA plays a vital role in the
capacity building of LG staff. The academy has the following objectives:
• Capacity building of newly elected established local governments, i.e.
District governments, TMAs and Union administrations
38
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
• Training of councilors and Nazims of all three tiers of government
• Organizing conferences and seminars on local government and related
subjects
• Undertaking research in the field of local government.
• Liaison with regional and international agencies like UNICEF, CIDA, JICA
and to facilitate them for their country program with regards to capacity
building
The academy imparts trainings in the following main areas:
• Orientation courses on devolution and Local Government Ordinance 2001
• Short courses on concept of Local Government, existing rules/laws,
operational procedures, financial set up and functions of local councils
• Professional in-service long training courses on all aspects of District
Governments
• Specialized training courses in the field of Local Government, Finances,
Accounts, Taxation, Planning and Development, Execution of Local
Development Plans, efficient office management, administration and
development, civil engineering
• refresher courses on laws, bye-laws and working of TMAs
• Development Planning
• Special courses on water and sanitation/ social mobilization and human
resource development
The academy is funded wholly by the Government of Punjab. The budget is
allocated only for pay and allowances of officers and contingent expenditures.
The academy covers a total area of 4 acres and has 22 rooms and 2 training
halls that hold more than 25 people each. Only 13 of the rooms are furnished
and the academy possesses the capacity to house 50 participants. Computer
and multimedia facilities are minimal with no internet connection or heating/
air conditioning. The academy also houses a library that can accommodate
20 people at any time.
The academy only has 8 permanent staff members of faculty at the moment
and 53 support/administrative staff members.. Given the scope of activities it
engages in the staff strength needs to be consolidated.
Strengths: Only institute in Punjab meant solely for the training of local
government officials. Apt physical infrastructure.
Weakness: No quality faculty is available. Weak training methodology and
ability to design and implement successful urban management courses
Potential: The infrastructure can be used to impart urban management
trainings as long as outside assistance in the development and design of
these courses is procured.
n TEVTA: TEVTA is a Special Institution of Government of The Punjab,
established to manage and improve the Technical, Vocational and
Commercial Education. It is in the process of restructuring and reorganizing
about 400 institutes and approximately 13,000 employees spread all over
Punjab
39
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
TEVTA has hundreds of institutes across Punjab and offers a range of
vocational and technical training courses. The duration varies from 3 months
for short courses to 3 three years for diploma courses. The courses offered by
TEVTA institutes include Machining, plumbing, public health, electrician,
mechanic, computer operator etc so TEVTA can be utilized to train the
subordinate staff of urban agencies like WASAs and their support staff like
clerks in the computer etc. the current course offering offer very limited
potential. But the real advantage of linking up with TEVTA relies in its huge
infrastructure where employees can be trained in large numbers. In order for
TEVTA institutes to be useful for urban agencies, customized courses shall
have to be developed with resource
The authority has taken over Polytechnics, commercial Training institutes and
colleges, Technical and vocational Centers, Apprentices Training Centers
under the administrative control of the various Departments of Agencies of
the Government including service and training Centers of the Punjab Small
Industries Corporation and any other institution /office /organization or
undertaking notified by the Government according to its own schedule.
Notwithstanding anything contained in the Punjab Board of Technical
Education Ordinance 1962 the Authority shall be the controlling Authority
under section 11 of the said ordinance.
There were seven different departments which were merged to form TEVTA.
• Directorate of Technical Education (DTE).
• Directorate of Manpower & Training (DM&T), Labour.
• Punjab Small Industries Corporation (PSIC).
• Agency for Barani Area Development (ABAD).
• Directorate General of Agriculture.
• Industries and Mineral Development Department.
• Cooperative Department.
There are different fields of education in which TEVTA is serving.
• Colleges of Technology/Polytechnics.
• Colleges of Commerce/Commercial Training Institutes.
• Technical Training Institutes.
• Apprentices Training Centers.
• Technical Training Centers.
• Vocational Training Centers/Institutes.
• Agriculture Machinery Training Schools.
• Agriculture Cooperative Institutes.
• Weaving & Finishing Institutes.
• Dehi Mazdoor Training Centers.
• Institute of Leather Technology.
• Glass and Ceramic Institutes.
• Service Centers.
TEVTA can be utilized for the training of junior staff in the various City District
Government and help increase the efficiency of urban service delivery. Some
of the areas TEVTA can be used in for trainings are:
• Maintenance of water supply systems, repair and maintenance of water
pumps, motors, pipelines etc
• Repair and maintenance of SWM machinery
40
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
• Basic computer skills for junior clerks, supervisors, record keepers, store
keepers admin staff, personnel clerks etc
Strengths: Unparalleled infrastructure, present in most districts throughout
Pakistan. Wide variety of technical and vocational trainings. Lab facilities in
many vocational institutes.
Weakness: Experience limited to educating students, no in service trainings.
Quality of faculty is below average.
Potential: Wide infrastructure can be used to train lower staff responsible for
efficient service delivery.
o. PIPFA: PIPFA is the associate member of International Federation of
Accountants (IFAC), the world organization for the accounting profession.
IFAC's mission is to develop and enhance the profession to enable it to
provide services of consistently high quality in the public interest. Its current
membership consists of 155 professional accounting bodies in 113 countries
representing more than 2.4 million accountants in practice, education,
government service, industry and commerce. PIPFA, ICAP and ICMAP are
the only three institutions of Pakistan having representation with IFAC.
The three sponsoring bodies - Institute of Chartered Accountants, Institute of
Cost & Management Accountants and Department of Auditor General of
Pakistan have continuous stakes in running the affairs of PIPFA through
combined representation of 75% on the Board of Governors.
PIPFA’s mission is Identification, development and delivery of Knowledge and
to provide a structure for the training of accounting professionals
in the specialist area.
PIPFA provides Professional Education fully commensurate with the
demands of present era of Perfection, Specialization and Professionalism.
The distinctive feature of PIPFA's program is to make available high quality of
education at easily affordable cost. There are two streams of education -
Corporate Sector open to all and the Government Sector exclusively for the
eligible Government employees working in Department of Auditor General of
Pakistan (AGP), affiliated/related departments and some Government owned
entities. The Government Sector program is to be launched in near future.
The Corporate Sector program is successfully functioning and Over 14,000
students have already joined the program.
After qualifying examinations and getting membership, one joins the society
of professional accountants. PIPFA's qualification is ready recognition of
professional standing and opens up bright career in industry, trade and
services in both public and private sectors. There is additional opportunity of
having a ladder to become a Chartered Accountant, Cost & Management
Accountant or some other professional qualification by availing various
exemptions available to PIPFA qualified or members.
Short courses offered through PIPFA can be used to train Government
Officials in the fields of auditing and accounts and overall financial
management.
Strengths: Newly established, high quality ISD
41
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Weakness: Limited to training students or pre-service officials.
Potential: None
p. Institute of Communication Studies, University of the Punjab, Lahore: It
was the first Department of Journalism in the Indo-Pak subcontinent when
established in 1941. Its nomenclature was changed in 1985 from Journalism
Department to Mass Communication Department. The Department has an
academic environment where students enjoy all, university facilities i.e.
transport, medical, hostel residence, main library membership, study and
excursion tours, and sports facilities
The institute currently offers masters, M. Phil and PhD Programmes. with the
facilities of a modem departmental library, Photo Lab. Computer Lab., and
Video Editing Lab., the Institute has experienced and qualified faculty. There
are six Ph. D and one M. Phil in its permanent faculty of nine. Special
lecturers of top most professionals are also arranged frequently.
Strength: Possibility of involving ICS in developing short term training
programmes in PR and Communication Management for urban managers.
State of the art facilities and infrastructure.
Weakness: Only operating in Lahore, no experience of in-service training or
training of Urban Managers.
Potential: Strong potential for collaboration as far as imparting communication
skills trainings is concerned. However does not have the ability to produce
quality and comprehensive training programmes for Urban Managers.
q. Municipal Training and Research Institute, Karachi: The Municipal
Training and Research Institute (MTRI) was established in 1986 and became
functional in its own campus situated at Clifton Beach in Karachi. It is an
attached department of Ministry of Local Government and Rural
Development.
The institute offers trainings to elected representatives, councilors, officers
and staff of Local Bodies as well as representatives of NGOs working in the
social and municipal sectors.
MTRI has the following objectives:
• To provide training and orientation to the elected representatives of local
bodies, officers and officials of Local Government
• To conduct research in the field of Local Government and allied subjects
• To collaborate with municipalities of regional countries in the field of
training and research
• Liaison with international institutions of Local Governments
• Liaison with regional and international agencies like UNICEF, UNDP etc.
The training component of MTRI focuses on Financial Management, Local
Government, and Municipal Engineering. Trainings with specific relevance to
the delivery of Urban Services include the following:
• Local Government System & Impact of Devolution
• Financial Management
42
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
• Fundamentals of Municipal Engineering
• Solid Waste Management
• Community Development
• Local Level Planning & Appraisal
• Challenges of Local Government Management
MTRI has so far organized around 230 training courses and workshops and
trained some 8150 participants nationwide. The faculty at MTRI consists of
five full time members and the rest of the training activity is conducted by
visiting faculty. The classrooms possess all modern training aids and
equipments and the institute can accommodate 60 participants at a time for in
house trainings. A hostel block is also available.
Strengths: The only institute in Pakistan with training experience specifically
in Municipal training and research. Long history of training local government
officials involved in service delivery. Liaison with similar international institutes
and Local Governments has increased experience with regards to urban
services and challenges
Weakness: Situated in Karachi. Logistical problems involved with training
CDG officials from Punjab. Lack of quality and quantity of faculty. Physical
infrastructure is limited.
Potential: Potential is present to use MTRI’s experience and resources to
train officers involved in the delivery of Urban and Municipal Services.
However, faculty must be strengthened and more expertise brought in with
regards to urban transport, water supply etc.
r. University of Arid Agriculture, Rawalpindi: The University of Arid
Agriculture in Rawalpindi started offering a Masters Degree course in Urban
Management for in the academic year 2006-2007.
The overall aim of this degree programme is to create a cadre of urban sector
professionals who are trained and are competent to take up challenging
responsibilities in urban management.
The specific objectives of the degree programme include the following:
• To develop understanding of the broad range of urban issues
• To develop understanding of how cities function and are governed
• To develop sense of how the problems of urban areas might be better
addressed in the context of rapid economic, social, spatial and
environmental change
• To enhance awareness of national and international best practices in
management of cities
• To develop theoretical and operational knowledge of designing and
executing projects for contribution to effective management of cities
• To enhance skills in developing appropriate management, governance,
leadership and organizational tools and strategies
• To present the tools needed for effective planning, management and
governance of cities
The key themes followed throughout the program are giving participants an
introduction and understanding of urban management and some of its key
43
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
aspects while providing them with the necessary strategy sets and tools to
cope with urbanization successfully. Some of the courses taught during the
degree are as follow:
• Local Government and Urban Governance
• Urban Land Management and Real Estate
• Urban Finance and Budgeting
• Project Management and Evaluation
• Computer Aided Design
• Solid Waste Management
• Water and Sanitation Management
Strengths: The first programme of its kind meant specifically for the training of
Urban Managers. Covers all relevant sectors. Situated in Rawalpindi which is
beneficial for prospective training of Urban Managers in Punjab.
Weakness: New programme so quality of faculty and sustainability of
programme is yet to be proven. Does not cover Urban Transport.
Potential: Given the extent to which the program covers all the aspects of
Urban Management, there is potential to train present and future Urban
Managers at this institute. However, the quality of the program and the faculty
need to be proven before any steps are taken in this direction.
Analysis of Public Sector CBIs in Pakistan
Name Location Mission Trainings Strength Weakness Potential
Accounts and • Lahore, • Implementation • Financial • Country • Traditionally • Possibility of
Audit Training Karachi, of Training Management, wide offices more focused developing a
Institute Islamabad, Component Office and training on fresh specialized
Quetta, under PIFRA-I in Management, facilities. entrants, very training
Peshawar addition to Information Experienced limited program in
implementation Technology staff, New and training municipal
of its regular Innovative experience in finance for
training plan Training areas not district officers.
Programmes related to
finance.
Management • Lahore • To • General • History of • Lack of • Collaboration
and professionalize Management, training civil Instructional would be ideal
Professional the training and Financial servants. System due to physical
Development career planning Management, Ample Design infrastructure
Department functions in Planning and physical expertise. and
public sector Development, infrastructure Limited to association
Human Resource Diversified Lahore. No with Planning
Management, experience specific and
Communication and fields of experience in Development
Skills training. urban Department,
management However,
training.. sector specific
material and
expertise
regarding
urban
management
must be
brought in from
an external
source.
44
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name Location Mission Trainings Strength Weakness Potential
Pakistan • Karachi and • To enhance • General • Pioneer in • No • PIM would
Institute of Lahore the managerial Management executive experience be eager to join
Management skills in public • Quality development.. regarding into a long term
and private Management Physical Urban partnership
sectors through • Financial infrastructure Management. which
training, Management is sufficient Only in guarantees
consultancy and • Human Experience of Lahore and source of
research Resource in-service Karachi. Has income.
Management training Widest not been able
• Information range of to develop
Technology, training specialization
• Improving modules in
Personal Pakistan.
Effectiveness Sizeable
• First Line amount of
Supervision permanent
faculty
National • Lahore • In-service • Strategic • Long history • Physical • Present
management training of management of training civil infrastructure strain on
College officers for • Strategic servants. and human resources rules
BPS19-20 planning Restructuring resources are out any
promotion • Leadership and reforms overwhelmed potential for
• Negotiation underway with present collaboration in
skills aimed at weight of the near future.
• Problem improving the activities and
solving and quality of pressure for
decision making training. further
• Team building improvement
• Creating a and changes.
service culture, Weak ISD
and capacity. Only
• Professionalism in Lahore.
in public service
management
•
NIPAs • Karachi, • In-service • Mandatory • Same • All are • Potential to
Quetta,Peshawar trainings training course for history, situated collaborate is
promotion from experience, outside present;
BPS18-19 and resources Punjab. however
as NMC. absence in
Punjab makes
it inconvenient.
Given that
NIPAs already
possess the
mandate to
train ex-cadre
officers (non
CSS officers),
it would make
sense to add a
dimension of
Urban
Management
to the trainings
offered.
However
expertise in
45
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name Location Mission Trainings Strength Weakness Potential
this field must
be procured
from
elsewhere.
Road Research • Lahore • To provide • N/A • Physical • No • No potential.
& Material technical support infrastructure residential
Testing to the is present. facilities. Do
Institute Communication Experience of not have
and Works training in- reputable
Department service track record in
engineers imparting
quality
trainings. No
permanent
faculty.
University of • Lahore • Premier • City and • Long • Limited • Given proper
Engineering institution in regional planning established experience of financial
and Pakistan for including city and in-service incentives,
Technology Engineering and transport regional training UET can start
Technology management, planning an evening
housing, city department. program for in-
planning, Experience of service Urban
environmental graduate Managers.
planning. studies,
experienced
permanent
faculty and
some research
facilities.
NED University • Karachi • Private sector • Maters Degree • Long • Limited • Given proper
of Engineering institution course on Urban established experience of financial
and excelling in Planning city and in-service incentives,
Technology Engineering regional training. NED can start
planning Located only an evening
department. in Karachi. short course
qualified and for in-service
experienced Urban
permanent Managers.
faculty, some
research
facilities..
Civil Services • Lahore • To provide • Communication • Long, • Limited • Given the
Academy training for fresh and writing skills, prestigious experience in strain on
entrants into the public speaking history of training Urban present
CSS and Information training civil Managers. resources, lack
technology service Present of experience
• National Issues officers. resources are in Urban
of Pakistan: thinly spread. Management,
• Economics and Only in there is no
Public Finance Lahore. potential for
• Government Experience collaboration.
Functioning in limited to
Pakistan training fresh
• Office entrants
Management •
• Public Sector
Management
•
46
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name Location Mission Trainings Strength Weakness Potential
Health • Islamabad • Short courses • Trainings on • Ample • Limited • Can only be
Services and trainings for water quality and physical experience in used for
Academy Public Health sanitation issues infrastructure training urban training
Officials and quality managers, regarding
faculty in the area is too water quality
Health sector specific. issues.
Government • Lahore • To provide in- • Management • Are looking • No ISD, • Their
Engineering service and and Public for alternate lack of resources can
Academy Fresh entrant Administration opportunities. properly be used for
trainings to • Economic Huge trained training urban
Government Development and infrastructure. faculty. No managers
Engineers Financial Analysis Experience in experience in given an
of Engineering training in- training Urban increase in
Projects service Managers. number of
• Financial engineers. Training qualified
Management Some faculty.
• Rules, experience in
Regulations and Management
Acts training
• Engineering •
project planning,
preparation,
implementation
and evaluation
• Engineering
works execution,
operation and
maintenance
• Computing
Punjab Local • Lalamusa • Training of • Local • Only • No quality • The
Government Local Government institute in faculty is infrastructure
Academy Government System Trainings, Punjab meant available. can be used to
Officers and Staff Development solely for the Weak training impart urban
Planning, Finance training of methodology management
and Office local and ability to trainings as
Management government design and long as outside
officials. Apt implement assistance in
physical successful the
infrastructure. urban development
management and design of
courses these courses
is procured.
TEVTA • Nationwide • To provide • N/A • Unparalleled • Experience • Wide
technical and infrastructure, limited to infrastructure
vocational present in educating can be used to
trainings most districts students, no train lower staff
throughout in service responsible for
Pakistan. trainings. efficient service
Wide variety of Quality of delivery.
technical and faculty is
vocational below
trainings. Lab average.
facilities in •
many
vocational
47
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
Name Location Mission Trainings Strength Weakness Potential
institutes.
PIPFA • N/A • Identification, • Accounting, • Newly • Limited to • None
development and Auditing and established, training
delivery of Finance trainings high quality students or
Knowledge and ISD pre-service
to provide a officials.
structure for the
training of
accounting
professionals
in the specialist
area
Institute of • Lahore • Department • M.phil and PhD • .State of the • Only in • Strong
Communication within the Punjab Programmes art facilities Lahore, no potential for
Study University. and experience of collaboration
infrastructure. in-service as far as
training or imparting
training of communication
Urban skills trainings
Managers. is concerned..
Municipal • Karachi • To provide • Office • History and • Situated in • Potential is
Training and training and management, experience Karachi. Lack present to use
Research orientation to Local government with regards to of staff. Weak MTRIs
Institute elected system and trainings of Physical resources and
representatives impact of local infrastructure. experience in
and officers of devolution, government training local
Local Financial officials in government
Governments Management, municipal officials in
Fundamentals of services subjects
Municipal related to
Engineering and municipal
Local Level services, but
Planning staff must be
strengthened
and logistical
arrangements
made.
University of • Rawalpindi • To create a • Courses • Specific • New • Given the
Arid Agriculture cadre of urban covering relevant focus on program, focus of the
sector sectors of SWM, training urban quality of program and
professionals WSS, Land Use & managers and faculty and its location,
who are trained Spatial Planning, in-depth program itself there is a
and are Municipal program is still strong potential
competent to Finance. covering most unknown. to train urban
take up aspects of Syllabus does managers here
challenging urban not cover once the
responsibilities in management. Urban program has
urban Location in Transport. been
management. Rawalpindi successfully
suits the established.
training of
Urban
Managers in
Punjab.
Around 18 public sector CBIs considered relevant in the context of capacity building of urban
staff were studied. Summary of the key findings is as follows;
48
Semiotics
Final Report
Assessment of Capacity and Capacity Building Institutions in the
Development Policy Loan (DPL) Sectors
People with simple solutions
• None of the existing CBI has the necessary technical resources and expertise to play
a meaningful role in building the capacity of urban management officials.
• In whatever training programmes they are managing, the CBIs were found to have
the following common characteristics;
o Hardly any institution could provide any evidence of systematically assessing
the capacity building needs of its prospective recipients of capacity building
inputs. The contents of trainings delivered at these institutions are driven by
convention, common sense and tradition and the institution’s ability to do
deliver rather than the participants’ needs.
o The relevance and quality of trainings in generally low, however it varies from
institution to institution. CSA and other specialized training academies
responsible for training CSS occupational groups like AATI are relatively more
focused and deliver better quality, while others like GEA, MPDD, and NIPAs
have branched out into many areas for which they do not have internal
capacity.
o While few of the recipients of trainings expressed that some of them found the
trainings somewhat useful, none could put forward any evidence as to how
the learning acquired from the training helped them in improving their job
performance. Most participants who had received trainings from the public
sector institutions could not even recall the names of training programmes, or
resource persons or topics covered. For most, it was merely a supply driven
exercise which had not connection with the ground realities they face in their
day to day jobs.
o None of the CBIs covered in this study conducts any systematic evaluation of
their training programmes. Training Evaluation was either being ignored all
together or was restricted to smiley sheet – the short feedback forms filled by
the participants to record their immediate reaction to the training (also called
reactioneers)
o With regard to the design, implementation and evaluation of training
programmes (commonly known as Instructional System Design), the public
sector CBIs were found to be extremely deficient. Please see the box for a
brief introduction to the ISD. Often the training brochures or other records
shared by these CBIs did not have clear training objectives to start with. Even
in cases where the objectives were clear, the ensuing descriptions were
limited to the listing of topics without necessary details about the contents and
activities and their linkages with the training objectives.
o Public Sector CBIs were mostly found to be in possession of reasonably well
equipped and maintained physical infrastructure. Almost all the CBIs had
purpose built training centres and residential facilities with other guest
services like kitchens and dinning halls etc .
o Most CBIs survive with a very lean core faculty. Except for AATI which has
around 210 permanent faculty members, all the other CBIs heavily rely on
visiting faculty engaged from the public and private sectors on course to
course basis. Terms of such engagement are by and large sketchy. Due to
the weak ISD explained above, the visiting faculty is not conveyed in precise
and exact terms what is required from them and thus what is to be covered
and how is generally left to the discretion of the trainer. As a result the quality
of training becomes a matter of chance rather than planning.
Many CBIs conduct only compulsory training programmes which the participants have to
attend as an obligation to earn eligibility for promotion. Given that both the providers as well
as the recipients view these trainings as mere ‘formalities’, is one major factor behind the
missing rigor and quality in these training programmes.
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WHAT IS ISD?
Instructional System Development (ISD) means a systemic process of development,
implementation and evaluation of a training programme. It starts with identification of
purpose and intended learning outcomes of a training programme. Each learning outcomes
is a specific action oriented statement like “at the end the training the participants will be able
to do .. Then it moves on to identification of sub outcomes under each learning outcome.
Then activities to achieve each of learning outcomes and sub outcomes are developed and
sequenced. Here an explanation as to which activity will contribute towards which learning
outcomes and how is also included. This is followed by the development of course materials
like readings, case studies, exercise etc. The development stage also includes developing a
mechanism to assess the achievement of learning outcomes. After this the training is
delivered and evaluated. Lessons learnt during the delivery and from evaluation are then
looped back into the design of the next training programme.
Instructional System Design
Following are the Private Sector CBIs in Pakistan:
a. OCTARA: Octara Private Limited is an independent enterprise and a
Business Information Management company of the Tranzum Group
specializing in Corporate/Management Training & Workshops, Seminars &
Conferences, Event Management, Publications and Public Relations.
Attaining a leadership position in Pakistan in the field of conceptualizing and
executing world-class conferences, Octara had managed the 10th
Management Convention 2006 of Management Association of Pakistan, with
the theme of "Leadership, Innovation, and Entrepreneurship". The event
featured International speakers from Boeing, Harvard, INSEAD, and others
from USA, Singapore, India, Gulf and Pakistan. As the sole licensee of
Luminary Series USA for Pakistan, Octara hosts teleconferences and satellite
events held by Lumacore USA featuring speakers like Jack Welch, Tom
Peters, Daniel Goleman, Brian Tracy, Ken Blanchard, Madeline Albright, and
others.
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As the event manager to the Central Depository Company of Pakistan, Octara
has organized Road Shows for CDC in the UAE as well as the 10th General
Meeting of the Asia Pacific CSD Group in Karachi recently.
Octara has to its credit events such as the recently held first International
Business Continuity Management Conference in association with Ferguson
Associates, Valuing the People Factor international conference featuring Bob
Urichuck, Dr. Sunil Gupta and other speakers, first international
Telecommunications Investment Conference, Ministry of IT and Asia Pacific
Telecommunity International Symposium, Excellence Award Ceremonies of
CFAAP, ITU World Telecom Day Conference, first international OHSE
Conference, and numerous workshops and seminars with world-class
speakers in Dubai, Karachi, Lahore and Islamabad.
In the UAE, Octara has partnered with organizations like Etisalat Academy for
international and regional events. As a strategic partner to Leading Minds,
Octara marketed in Pakistan the 2005 edition of the annual event "Leaders in
Dubai”, which featured Bill Clinton, Mahathir Mohammad, Kenichi Ohmae,
Scott Bedbury, and other speakers.
A leader in Corporate/Management Training, Conferences, Seminars, and
events, Octara during the past year has organized 80 event days, with over
100 speakers and trainers and has catered to over 4000 guests, participants,
and delegates including corporate heads and executives across Pakistan..
With prime focus on the corporate sector, OCTARA offers courses on time
and stress management, building high performance teams, creative thinking
etc. OCTARA has the potential to offer high quality training to senior and top
management in urban agencies through developing customized training
programmes on general management like organizational performance,
strategic planning, motivation and organizational culture, communication
strategies for public etc.
Strengths: Part of a well reputed group of companies, rapidly building its
image as a provider of top quality training.
Weakness: Karachi based, very newly established. Exclusive focus on
corporate sector.
Potential: Top end urban managers can receive high quality senior executive
level trainings like leadership skills, strategic planning etc.
b. LUMS (LUMS-McGill Social Enterprise Development Center):LUMS-
McGill Social Enterprise Development Programme (SEDP) was launched in
July 2001 when Small and Medium Enterprises Centre (SMEC) signed an
agreement with McGill University. This agreement is known as “Outreach
Continuing Education Programme for Community and District Social Service
Managers” and is being jointly implemented by LUMS’ SMEC and McGill’s
Faculty of Management and its Centre for International Management Studies
(CIMS) with the financial support of CIDA.
The project aims at providing Pakistan with strong and credible institutions to
respond to the requests of GOP and/or international donor organizations in
conducting research and preparing policy papers related to NGOs’
development. The project will ultimately result in the creation of a network of
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service points, in which LUMS will be the central institution providing
intellectual resources and support for the development of more efficient and
effective NGOs.
The introduction of IT- Based Distance Learning for development
professionals is the most innovative component of the SEDP. It will provide
an effective and user-friendly online platform for distance training and
education of personnel from NGOs and the District Social Service
Organisation. With the aim of creating awareness among the development
centre, the SEDP will be coming out with the “NGO Pulse” which will be an
annual publication. This publication will be based on national surveys and will
document information on issues faced by, performance of, and future outlook
of NGOs in Pakistan
Strengths: An institution of International repute based in Lahore. Very strong
study design and quality programmes. Prestigious. Physical infrastructure is
more than sufficient. Experience in executive development and in-service
training of senior managers. Some experience of training public sector and
NGOs. SEDP has exposed LUMS to social development
Weakness: Experience primarily focused on training corporate sector. Costly
programmes. They may not find potential collaboration exciting enough .
Faculty does not have any specific expertise in urban management training.
Potential: Potential for training top end senior urban managers is present,
sector specific skills must be injected. Getting LUMS onboard is going to be a
hard sell.
c. Institute of Business Administration: The IBA initially offered programs
only for day scholars. In 1957, an Evening Program was started to cater to
the needs of the numerous working executives and managers who were
interested in furthering their careers through part-time business studies. In
1982, a three-year BBA (Honors) Program was introduced which has now
been upgraded into a four-year BBA program.
The IBA programs are designed to provide world-class professional
managers and entrepreneurs for the business and industry in Pakistan.
Students take part in a broad variety of activities ranging from volunteering for
charity work and participating in athletic events to organizing conferences on
a variety of business issues. A spirit of involvement is important because
teamwork, leadership and being a responsible citizen are the foundations of
the IBA experience.
The Center for Computer Studies was established in 1983 with the
collaboration of IBM, Pakistan. It initially offered a diploma in system analysis
to overcome a shortage of software professionals in the country. It now offers
BBA (MIS), MBA (MIS) and BCS (software engineering) programs.
In addition a PhD program in MIS/Computer Science and Engineering/ICT
has been launched from August 2005.
Courses offered for Senior Management are:
• Managing Your Time
• Managing Stress at Work
• Building High Performance Teams
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• Managing Conflict to Advantage
• Effective Interpersonal Communication
• Creative Thinking and Problem Solving
• Emotional Intelligence at work
• Executive Decision Making
• Effective Office Management
• Increasing Personal Power and Effectiveness
• Assertiveness Skills Training
• Presentation Skills
• Precision Management
• Powerful Peoples’ Skills
• Win-Win Negotiations
• Motivational Power
• Goal setting and Reaching One’s Potential
• Encouraging Innovation
Strengths: Another institute of international repute, high quality ISD and
qualified faculty. Some experience in executive level in-service training, large
physical infrastructure.
Weakness: Only in Karachi, no urban management experience.
Potential: Development of similar program as mentioned with LUMS is
possible, but given geographical issues it may not be viable.
d. ICI-Pakistan-British Council Management Centre: The institute’s
objectives are to deliver cutting-edge management development workshops
designed to improve individual and organizational quality and efficiency.
Management Development Services provide managers in the private and
public sectors, as well as in government and non-government organisations,
with access to the most up-to-date techniques, skills and perspectives in the
practice of management.
The institute tries to bring the best management practices from the UK and
around the world to businesses in Pakistan through management
development workshops.
Following are the training workshops provided in five main areas:
• Maximizing individual management potential
• Skills needed for effective people management
• Improving the quality and efficiency of Organizations
• Workshops designed to improve the management of projects and
activities
• Issues in Managing Information Systems Projects
Strengths: Some experience in training public sector. High quality ISD and
unmatched resource database in Pakistan. Recently started a 1 on 1 training
program, the first of its kind.
Weakness: Main set-up is in Karachi, however they do carry out training
programmes in other areas. Lack of expertise in more technical aspects of
Urban Management
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Potential: Strong potential for collaboration on training of top end urban
management. However sector specific skills (water and sanitation,
engineering) need to be found elsewhere.
Analysis of Private Sector CBIs in Pakistan
Name Location Mission Trainings Strengths Weakness Potential
OCTARA KARACHI To provide Corporate/Management Part of a well Karachi Top end
workshops, Training & Workshops, reputed group based, very urban
trainings on Seminars & of companies, newly managers
Business Conferences, Event rapidly established. can receive
Management Management, building its Exclusive high quality
and Corporate Publications and Public image as a focus on senior
Trainings Relations provider of corporate executive
top quality sector level trainings
training like
leadership
skills,
strategic
planning etc
LUMS LAHORE Private Sector An institution Experience Potential for
University of primarily training top
excelling in International focused on end senior
Management repute. training urban
programmes Strong study corporate managers is
design and sector. present,
ISD. Costly sector
Experience in programmes specific skills
executive must be
development injected.
and in-service Getting
training of LUMS
senior onboard is
managers going to be a
hard sell.
IBA KARACHI To provide Graduate and Another : Only in Development
students with Undergraduate degree institute of Karachi, no of similar
a solid programmes as well as international urban program as
background in training courses for repute, high management mentioned
Business senior management quality ISD experience with LUMS is
Administration and executives and qualified possible, but
and to prepare faculty. Some given
them for future experience in geographical
challenges executive issues it may
level in- not be viable
service
training, large
physical
infrastructure.
ICI Pakistan KARACHI to deliver Individual Management, Some Main set-up Strong
British cutting-edge People Management, experience in is in Karachi, potential for
Council management Improving efficiency of training public however collaboration
Management development Organizations, Project sector. High they do carry on training of
Centre workshops Management. quality ISD out training top end
designed to and programmes urban
improve unmatched in other management.
individual and resource areas. Lack However
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Name Location Mission Trainings Strengths Weakness Potential
organizational database in of expertise sector
quality and Pakistan. in more specific skills
efficiency Recently technical (water and
started a 1 on aspects of sanitation,
1 training Urban engineering)
program, the Management need to be
first of its found
kind. elsewhere
The private sector CBIs analysed above focus mostly on the corporate sector. They provide
high quality trainings with regards to senior and executive management, office management
and Financial Management, but experience of Urban Management is lacking. In cases
where urban management trainings are present and of good quality (NED, UET), experience
of training public servants and in-service trainings is very limited. Most institutes do not have
the physical infrastructure to match the requirements for training the urban managers for
today (except LUMS).
6.1.2 International CBIs and Programmes
a. The Urban Institute (UI): The Urban Institute, a non-for-profit Corporation
organized and existing under the laws of the State of Delaware in the United
States of America (“UI”). The institute’s objectives are to “To promote sound
social policy and public debate on national priorities.” The Urban Institute
gathers and analyzes data, conducts policy research, evaluates programs
and services, and educates citizens on critical issues and trends
District That Work (DTW) Project USAID is a three-year project started from
November 2006 till August 2009.The Project implemented in six districts of
Pakistan i.e. Sialkot and Khanewal in Punjab, Sukker and Dadu in Sindh,
Lasbella in Balochistan and Mansehra in NWFP.Three more districts will be
added from August 2007.
District That Work (DTW) Project is a governance project and is striving to
ensure better service delivery in Local Government. The project aims to
achieve governance through extensive capacity building focusing on three
Group of Offices in District Government: EDO F&P, Education, and Health
apart from building capacity of CSO’s, elected people and Member Monitoring
Committees for playing effective role. A fund under the name of District
Support Fund (DSF) is constituted which can be accessed by District
Government for the procurement of various eligible articles essential for their
day to day working like furniture fixture, equipments, setting up Resource
Center renovation of buildings etc.
Districts That Work (DTW) Project is in the process of setting up Offices in all
the six districts to help provide on the job and technical support to the District
Governments for effecting improvement in service deliveries. Currently,
Panning and Budgeting and New Accounting Model (NAM) trainings have
since been started for the EDO’s and DDO’s of the three Group of Offices.
Strengths: Global experience, Due to presence in Pakistan, possibilities of
experience sharing
Weakness: Primarily a research institute, no long term potential due to high
transaction costs.
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Potential: Due to presence in Pakistan, possibilities of experience sharing
between Urban Unit and Urban Institute.
b. Institute for Public Private Partnership (IP3): The Institute for Public-
Private Partnerships, Inc. (IP3), established in 1994, provides global training
and consulting services to governments and industries in the growing
international marketplace of public-private partnership (PPP) modeling,
regulation design and implementation, and competitive utility management.
Beginning in the early-1990's, countries worldwide began to embrace private
sector management and investment models as the primary paradigm for
economic growth, investment, and poverty alleviation. In particular,
governments were especially keen in attracting long-term private investment,
private sector management practices, and technology into a variety of
sectors, including telecommunications, energy, transportation, water supply
and wastewater treatment, environmental infrastructure, social services, and
most recently, information technology. IP3's pioneering consulting and
training services in PPP, infrastructure regulation, and competitive utility
management has resulted in ground breaking policy and legislative reform in
dozens of countries, the completion of scores of projects/transactions, and
the training of thousands of government, regulatory, utility, and private sector
stakeholders worldwide. Their core competencies in each "practice" area are
highlighted below:
Public-Private Partnership (PPP) core competencies
• PPP policy and institutional framework development
• Project identification, screening and selection
• Feasibility analyses (technical, economic, tariff, and project financing)
• Transaction structuring, financing and procurement strategies
• Transaction bid and tender preparation, tendering/procurement
assistance, and negotiation
• Public awareness and stakeholder consultation
• Bid evaluation, award, and negotiation
• Performance monitoring, contract compliance and dispute resolution
• PPP service delivery and the poor
Regulation core competencies:
• Policy, legislative, and legal requirements for effective regulation
• Designing regulatory institutions and their financial instruments
• Creating regulatory rules, processes, and procedures
• Public awareness and customer relations programs
• Tariff structuring and subsidy analysis design/options
• Rate case application preparations and strategic reviews
• Competition policy and regulatory reform in key sectors
Competitive Utility Management core competencies:
• Restructuring, commercializing, and corporatizing utilities
• Corporate governance planning and implementation
• Utility financial management, budgeting and investment planning
• Customer service and communication strategies
• Employee redeployment and workforce productivity
• E-government and IT solutions to expand and improve services
• Mergers and acquisition planning
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Each practice area is active in the following sectors:
• Energy (generation, transmission and distribution)
• Telecommunications (both new age and traditional telephony, spectrum
management, internet, and e-commerce)
• Transportation (roads, railways, mass urban transit, airports & sea ports)
• Environmental infrastructure (water supply, wastewater treatment, solid
waste management)
• Municipal infrastructure (solid waste management, urban transportation,
parks & recreation, and other general government services)
• Social infrastructure (pension reform, education reform, and health care
services)
• Information communications and technology - ICT (e-Government, e-
Procurement, and e-Learning)
Since 1994, the Global Training Division (GTD) has been responsible for
designing, developing, and implementing customized training solutions on all
aspects of public-private partnerships in over 50 countries. Customized
training offers clients the flexibility to fully meet the capacity building needs of
their organizations, while working within scheduling and budgetary
constraints.
Customized training has also greatly enhanced IP3's technical assistance
projects in a number of countries. GTD often designs workshops to address
capacity building needs of projects to ensure their successful implementation
and transition to local hands.
Customized Training Capabilities Since 1994, IP3 has implemented scores of
customized training workshops of varying duration. Through customized
training workshops, IP3 has trained over 2000 participants from over 50
countries in their local languages which include: English, Russian, Ukrainian,
Arabic, French, Spanish, Albanian, Serbo-Croatian, and Bahasa-Indonesian.
Strengths: Rich experience of training public servants as well as corporate
sector managers in public private partnerships.
Weakness: U.S based, experience only in public private partnership
Potential: Massive potential since private sector needs to be involved to
improve urban services and IP3s expertise in public private partnership is
unmatched.
c. IPR Singapore: The Institute of Public Relations of Singapore (IPRS),
established in 1970 as a non-profit organisation, is the only accrediting body
for public relations practitioners. The Institute's objective is to establish growth
for Singapore¹s PR industry through knowledge acquisition, networking, and
exchanging of new ideas. The Institute continually strives to be the leading
regional PR organisation that will not only project the profession but also set
industry standards and increase public recognition of this profession.
IPRS has about 500 members under four membership categories : Full,
Corporate, Associate and Affiliate . The Institute welcomes people from
diverse business backgrounds to contribute to IPRS' strength and dynamism.
Currently, the membership base includes professionals from a variety of
backgrounds – public relations, marketing communications, management,
marketing, education, journalism, etc.
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Following are some of the workshops offered at IPRS:
• Effective Communication.
• Press Conferences.
• Business Presentation Skills.
• Crisis Communications Management
• Introduction to Public Relations
Strengths: Expertise in stakeholder management including citizens and
consumers of urban services
Weakness: Limited only to communication and public relations, the fact that it
is only based in Singapore makes it costly
Potential: The potential for involving IPR is present because urban managers
need to increase the capacity of public dealing and communication. Even a
minimal number of officials trained in public relations and communication in
each district would be extremely beneficial.
d. Asian Institute of Technology, Thailand: The Asian Institute of Technology
(AIT) is an autonomous, international postgraduate institution located in
Thailand but educating and training people from more than thirty countries in
the region and beyond. The institute's 160 hectare campus is located 42 km
north of Bangkok. The institute is supported by donor governments and
international agencies, foundations, business organizations and individuals,
Asian and non-Asian. Responsibility for the Institute's policy direction rests
with the Board of Trustees, which consists of some 40 members from Asia,
Australia, Europe and North America.
AIT mission is to take a leadership role in the promotion of technological
change and its management for sustainable development in the Asia and
Pacific region, through high level education, research and outreach activities
which integrate technology, planning and management. The focus of the
institute's activities is in technology, with special emphasis on the inter-
disciplinary interface among the above three fields, and includes attention to
environmental and socio-economic considerations.
Since its inception in 1959, AIT has offered instruction and conducted
research in engineering, the sciences, planning and management, and
closely-related fields to foster advanced technological learning to meet the
need for key positions in private and public sector throughout the region. It
has presently over 200 international faculty and over 300 international
research staff members working in 14 academic programs grouped into four
schools. Since its establishment, AIT has produced about 8,000 graduates
from 48 countries.
UMP- AIT Partnership consisting the academic units Gender and
Development Studies and Urban Environment Management of School of
Environment, Resources and Development, undertook the responsibility of
co-managing UMP-regional activities and worked as a Regional Anchor
Institution (RAI) of UMP-Asia. Since then they have given a gender-sensitive
and environment friendly direction to different cities in Asia through the city
consultation process. It hosts the office of the Regional Coordinator of UMP-
Asia.
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Urban Environmental Management (UEM) is an area of academic discourse
and professional practice in which urban planning and urban management
are studied and practiced from an environmental management perspective.
As an academic field, UEM provides opportunities of graduate level education
and research at master (MSc.) and doctoral (Ph.D.) level. It draws on and
integrates theories and perspectives in established disciplines of urban
planning, urban and regional development and urban policy and management
studies into a distinctive framework of problem, issues and questions
concerning the urban environment. It enables students to identify problems;
apply appropriate analytic methodologies; design, plan and implement
programs and projects; and monitor impacts and challenges within the
context of sustainable development in developing societies
The Field of Study prepares students for professional careers in the public
and private sector as well as civil society organizations engaged in urban and
environmental management.
AIT, in collaboration with CIDA runs the Southeast Asia Urban Environmental
Management Applications (SEA-UEMA) Project, which aims to improve the
Urban Environmental Management (UEM) policies and good practices in the
region. The goal of the project is to contribute to the improvement of urban
environmental conditions in Southeast Asia (SEA) region. It seeks to attain
improved implementation and sharing of sound urban environmental
management policies and practices in the three key urban environmental sub-
sectors (water and sanitation, solid waste, and air pollution) in Southeast
Asian region with poverty reduction and gender equality as the two
crosscutting themes.
Regional and Rural Development Planning: This field of study focuses on
rural poverty, improvement of the quality of life, and social and economic
development of rural areas. Practice oriented rural-regional planning is
carried out regularly at district and sub-district levels following a participatory
and integrated approach, and attention is paid to management of
development Institutions, infrastructure and physical resources. Sectoral and
spatial planning is equally emphasized along with the management of rural
development programs and local development projects to strengthen rural
communities for sustainable development.
Strengths: Very comprehensive Urban Management Program, Quality faculty
and ample physical Infrastructure, Experience of training government
servants and collaboration with agencies
Weakness: Logistics and costs involved with arranging international trainings.
Potential: Sending officers to graduate studies in urban management at the
UEM and AIT can be very rewarding options, albeit expensive in terms of
both money and time. Pursuance of degree courses has to be preceded by
necessary improvements in service structure and incentive systems in urban
agencies. Changes are needed to help make urban services management as
an exciting and prestigious career so that individuals are motivated to pursue
such studies and have enough motivation to serve in their in parent
departments on completion of study.
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e. National Institute of Urban Affairs: National Institute of Urban Affairs
(NIUA) is a premier institute for research, training and information
dissemination in urban development and management. Established in 1976,
as an autonomous body under the Societies Registration Act, the Institute
enjoys the support and commitment of the Ministry of Urban Affairs and
Employment, Government of India, State Governments, urban and regional
development authorities and other agencies concerned with urban issues.
The Institute's policies and directions are determined by the Governing
Council consisting of a President, who is appointed by the Government of
India, two Vice-Presidents, and three members of the Government of India in
their ex-officio capacity, twelve other members, and the Director, the Chief
Executive of the Institute, as the member-secretary.
The Institute's Memorandum of Association lays down, inter alia, the following as its
main functions:
• To act as an autonomous, scientific and research organisation to
undertake, promote and coordinate studies on urbanisation;
• To act as a centre for advanced study of urban problems and to provide
and promote the necessary training and research facilities;
• To evaluate the social, administrative, financial and other aspects of the
implementation of urban development plans and programmes;
• To mobilise available expertise in the field of urban affairs and to offer and
co-ordinate technical and consultancy services;
• To constitute or cause to be constituted or give affiliation to regional, state
or local centres to promote the purpose of the institute;
• To organise and sponsor training courses, workshops and seminars in
various fields;
• To act as a clearing house of information, and to operate a documentation
centre and disseminate information on urban affairs; and
• To undertake and facilitate publication and distribution of books, research
papers, monographs, a journal and other communication material
pertaining to urban affairs.
The core activities of the Institute are carried out by an experienced and
multidisciplinary team of urban planners, economists, geographers,
statisticians, sociologists, systems analysts and management experts.
Specialised staff equipped with the latest computer hardware and advanced
software packages provide the necessary support services to the Institute's
research, training, publication and other activities.
NIUA has been actively engaged in assisting planners and decision makers in
the process of urban policy formulation and programme implementation.
Significant contributions in this respect are:
• A series of exercises to raise issues in urban governance, carried out at
the Institute, helped in the drafting of the Seventy-fourth Constitution
Amendment Act, 1992.
• Extensive work done at the Institute helped the National Commission on
Urbanisation in the drafting of their report.
• Participatory training and research conducted in the area of urban basic
services, being conducted at the Institute since the inception of UBSP
programme under the Seventh Five Year Plan, contributed to building
community processes toward urban poverty alleviation.
• A series of national level meetings organised at the Institute provided
technical assistance to State Finance Commissions on various issues
pertaining to municipal finances.
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• Training workshops, seminars and research under the Indo-USAID
collaborative programme, the Financial Institutions Reform and Expansion
(FIRE-D) programme, being conducted at the Institute, sensitised the
State Governments to the concept of full cost recovery for directly
chargeable urban infrastructure and motivated city governments to
increasingly go in for credit rating.
NIUA is in the process of developing a comprehensive Urban Information
System which aims at providing all relevant information on the urban sector
for the benefit of the government at the Central, State, and Local levels,
academics and others interested in urban research and study. As a first step
in this direction, NIUA has been publishing a Handbook of Urban Statistics
which has been well received by all concerned. The handbook provides
statistical information on various aspects of urban India: urbanisation, urban
economy and employment, municipal finance, housing, infrastructure,
transport, health, poverty, environment and plan outlay on urban
development. Under the government's poverty alleviation programmes, NIUA
has completed work on the Social Sector Mapping of Slums and Poor
Communities in relation to health, nutrition, education, and environment
facilities, for Delhi West zone and East zone. The Institute has been
associated with bringing out a Benchmark Survey of UBSP in collaboration
with UNICEF. A Multi-indicator Cluster Survey on the status of health,
education, and nutrition levels has also been completed by the Institute.
Currently work is in progress to: · Bring out a Municipal Directory providing
data on the state of finances in over 500 municipal bodies in the country. ·
Computerise all the available information on Urban Infrastructure at the
Institute and with other agencies. · Undertake a project to develop a MIS
System for City Planning in selected cities and towns towards monitoring
achievement of national and programme goals.
NIUA has conducted several seminars and conferences broadly covering...
• National Workshop on State Finance Commissions
• Policy Seminar on Property Tax Innovations in India
• Seminar on Pricing and Cost Recovery of Urban Services
• Seminar on Capacity Building for Urban Governance
Strengths: Long history of training civil servants on Urban Management
Issues. Qualified and experienced Staff. Flexibility of training design and
implementation
Weakness: Cooperation problems with India
Potential: Potential is present for collaboration given NIUAs unique
experience in training civil servants on urban management issues. However
any cooperation depends on inter-governmental relations.
f. Middle East Technical University: Established in 1961, the Department of
City and Regional Planning at METU is the oldest and one of the largest
schools of planning in Turkey. With more than 2,000 graduates and about 400
undergraduate and graduate students today, the Department has played a
key role not only in planning education but also in the development of urban
research in Turkey.
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The following Masters Programs are carried out by the Department
• Masters Program (MSc) in City Planning
• Masters Program in Regional Planning
• Masters Program in Urban Design
Interdisciplinary Masters Programs carries out jointly with other departments
in METU:
• Masters Program in Urban Policy Planning and Local Governments (run
jointly with the Department of Political Sciences and Public Administration)
• Masters Program in Geodetic and Geographic Information Technologies
(run jointly with the Departments of Civil Engineering, Computer
Engineering, Electrical and Electronic Engineering, Environmental
Engineering, and Geological Engineering)
• Masters Program in Settlement Archeology (run jointly with the
Department of Architecture and Archeometry Graduate Program)
• Ph.D. degree in City and Regional Planning
The Department of City and Regional Planning is the partner of the two
Erasmus-Socrates intensive programs (IP), and a new IP program is being
prepared:
• Border-Lines in Urban Spaces and Planning
• Spatial Development Planning
The Department of City and Regional Planning is also a full member of the
Association of European Schools of Planning (AESOP) and Association of
Turkish Schools of Planning.
The undergraduate curriculum have been designed with the understanding
that the challenges facing urban planners have multiplied especially in the last
two decades and the scope of tasks that planners are expected to undertake
has considerably widened. As far as planning education is considered, this
means that planners need to be equipped not only with conventional skills but
also with the skills required to cope with the new challenges. Planners must
now be capable of formulating questions in the light of the inputs of a variety
of disciplines.
The aim of the undergraduate program in City and Regional Planning is to
train planners who can perceive holistic relationships, develop alternative
views (utopian/realist) on how to transform these relationships and produce
creative designs for the future. Students are, therefore, equipped with a
variety of skills ranging from quantitative analysis techniques to social and
economic analyses required to understand how the urban system works.
The undergraduate curriculum comprises Planning Studio classes, which aim
to equip students with professional skills, and theoretical classes, which aim
to develop an understanding of a variety of urban and regional issues, and to
help students better understand and analyze urban and regional areas, their
components, their physical and socio-economic structures, and their
governance.
The program is designed with a view to offer students a wide range of elective
courses to help enhance the interdisciplinary nature of planning. The elective
courses start on the third year of undergraduate education and are organized
in four modules: Urban Policy Module; Urban and Regional Economic
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Development Module; Urban Design Module; and Environment, Infrastructure
and Transport Planning Module.
The Department of City and Regional Planning also offers a Minor Program in
City and Regional Planning for students from other departments of METU,
who wish to improve their knowledge and understanding of urban areas,
urban systems, and planning issues.
Minor program in city planning: City Planning is closely interrelated with a
wide range of disciplines and fields of knowledge extending from engineering
sciences to sociology, history, architecture, law, economics, and political
sciences. The Minor Program in City Planning aims to familiarize students
from other but related disciplines with the idea of planning and to equip them
with a degree of sensitivity towards urban related issues.
The program is in principle open to students from any planning-related
department of METU and consists of a must course and five electives to be
chosen from among the following courses. Successful completion of these
courses grants students with a Minor Diploma in City Planning, but does not
entitle them to the right to exercise the profession.
Masters program in urban policy planning and local governments: The
graduate program in Urban Policy Planning and Local Governments is
designed to specialize students in the fields of urban management, urban law,
urban public economy, urban policy analysis and urban project production.
The graduate program of Urban Policy Planning and Local Governments is a
program administered by The Graduate School of Social Sciences with the
academic contribution of the departments of City and Regional Planning and
Political Science and Public Administration. The rationale lying behind the
development of a multi-disciplinary program between these two departments
is the provision of the "transfer and synthesis of interdisciplinary knowledge".
This program is designed for people having been educated in the fields of
urban planning, political science, public administration, law, economics,
finance, sociology, philosophy etc
Strengths: One of the most comprehensive Urban Management and Planning
Programmes in the World. Huge physical infrastructure and unmatched
learning resources. Long experience of imparting courses on Urban
Management. Qualified faculty.
Weakness: No present set up for short training courses for Government
officials on Urban Management. Costs are quite high.
Potential: Potential is present to collaborate with METU, given proper financial
incentives, they do have the capacity to develop and implement a successful
training program for Urban Managers.
g. Civil Services College International: Established in 2003 as the
international department of the Civil Service College, CSC International
(CSCI) aspires to share Singapore’s experience in public reforms and good
governance with governments around the world to promote good governance
and generate goodwill and cooperation across international borders. CSCI
partners with clients in following areas. • Designing of capacity building
programmes and processes
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• Establishment of public training institutes
• Public Sector Reform programmes
• Human Resource Management and Development Strategies
• Instructional Techniques and Training Design
• Quality Management
In December 2006, CSCI entered into an agreement with the Government of
Punjab, Pakistan to assist them in their Capacity Building Initiative via the
Punjab Resource Management Programme (PRMP). The Asian Development
Bank (ADB)-sponsored PRMP seeks to reform provincial finances through
fiscal restructuring and financial management, processes and institutions for
pro-poor service delivery and creation of enabling environment for private
sector development
CSCI’s Capacity Building and Training Initiative for officers from the
Government of the Punjab is a two-track project.
Track 1 is a Competency Based Training Needs Analysis which includes
design and conduct of specially designed training programmes for 4
Government Departments within the Government of Punjab (i.e. Finance,
Planning and Development, Services and General Administration and
Management for Performance and Development Departments.)
Track 2 is a capacity building project for the Management for Performance
and Development Department (MPDD) which is a training institution for
provincial government officers.
Since entering into the agreement in December last year, CSCI has
conducted the following in Lahore, Pakistan:
• Dialogue Session on Public Sector Reform-the Singapore Experience;
• Fiscal Policy and it’s Impact on the Economy for the Finance Department;
• New Budgeting Techniques for the Finance Department;
• Training and Development for Officers from MPDD; and
• Training of Trainers for Resource Persons from the Government of
Punjab.
In year 2007, CSCI will be conducting several more courses in Finance,
Human Resource, Planning and Training and Development.
Strengths: Relevant Experience, Already a partner of MPDD,
Weaknesses: The focus of CSCI-MPDD partnership has been capacity
building of provincial officers in general instead of specific focus on urban
management.
Potential: Potential to expand the scope of CSCI-MPDD partnership through
inclusion of urban management as a key focus area.
h. The National Institute of Public Administration (INTAN), Malaysia: The
National Institute of Public Administration (INTAN) is the training arm of the
Public Service Department, Malaysia. It began as a modest training centre
which provided training to government officers on land administration,
financial administration, office management and local government
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administration. The center later assumed greater capacity building
responsibilities and was upgraded to the National Institute of Public
Administration (INTAN) in 1972.
Rapid expansion of INTAN’s training in 1980s resulted in the establishment of
several branch campuses in 1983. INTAN’s main campus, located at Bukit
Kiara Kuala Lumpur was officially opened in 1984 and INTAN Jalan Elmu
then became the Central Regional Campus (INTENGAH) in 1998.
INTAN’s mission is to develop human resource in the public sector through
quality training and vision is to become a world class public sector training
institution and to develop human resource in the public sector through quality
training.
In 2004 INTAN started a Programme for Local Government and District
Management called PKTD. The Programme focuses on providing training on
local government, district and environmental management to Local Authorities
(LAs), district offices, government departments and relevant agencies.
This Programme is spearheaded by three core units; the Local Government
Management Unit, the Environmental Management Unit and the District
Management Unit. Both the Local Government Management Unit and the
District Management Unit focus on improving the capacity and capability of
Local Authorities and District Administration in providing services and
managing resources. The Environmental Management Unit helps the
planning and operational agencies in decision making by sharing of expertise
and experience on environmental management through its training
programmes.
This programme also acts as the focal point for collaboration between INTAN
and other international agencies pertaining to local government management
and environmental management such as Network of Local Government
Training and Research Institutes in Asia and The Pacific (LOGOTRI), Japan
International Cooperation Agency (JICA) and Danish International
Development Assistance (DANIDA).
Strengths: Relevant experience in training urban managers, ISO 9001
certified, reasonably good quality as well as physical infrastructure and
facilities, international linkages, likely to be relevant for Pakistani urban
managers Malaysia having a huge public sector and being a transitional
country, not as expensive as Europe and North America.
Weaknesses: PKDT does not have an exclusive focus on mega cities like
Lahore.
Potential: Potential to serve the immediate capacity building needs of urban
mangers either through sending participants to INTAN to attend relevant
training programmes or through exploring the possibility of inviting INTAN to
develop the capacity of a local institution like GEA, MPDD or one of the
provincial NIPAs in urban management training.
i. Asia Training and Research Initiative for Urban Management (ATRIUM):
ADB and International Enterprise (IE) Singapore established the Asia Training
and Research Initiative for Urban Management (ATRIUM) to promote
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cooperation and knowledge sharing in urban infrastructure and water
management.
ATRIUM specifically aims to:
• Create a platform to stimulate discussions and knowledge sharing among
governments, industries, and international organizations on innovative
and sustainable urban management solutions; and
• Promote public-private partnerships in urban management.
ATRIUM provides a flexible framework of cooperation between ADB and IE
Singapore, under which knowledge sharing programs and demonstration
projects can be undertaken. The partnership is guided by the following
principles:
• Share knowledge on lessons learned, and plan and evaluate cooperation
activities in urban management for Asia Pacific countries.
• Leverage and pool resources, expertise and facilities to mutual advantage
and benefit.
• Evaluate the effectiveness of collaborating on respective organizational
mandates and priorities.
ATRIUM's initial programs focus on key aspects of urban management.
Among them are
• Land use and urban master-planning
• Transportation planning and management
• Integrated water resources management
• Municipal water and solid waste treatment
• Environmental management
Strengths: Experience and specific focus on Urban Management trainings.
Weakness: Costs and logistics might make it difficult to train a large number
of urban managers.
Potential: Possibility of forging a partnership between the Urban Unit and
Atrium.
j. University of Queensland, Brisbane, Australia: The programme is
organized by the International Water Center and is taught by faculty drawn
from four Australian Universities. The program aims to build the capacity of
future leaders in water resource management, with an emphasis on
professionals working in developing countries and draws on the expertise of
international leaders in teaching and research across a wide breadth of
disciplines, taking a multi-disciplinary `whole-of-water-cycle’ approach that
equips students with practical tools and skills for adopting innovative solutions
to local, regional, national and international water resource issues.
Strengths: Comprehensive water management programme. Meets the
training needs of WASA employees and other officials involved in water
supply.
Weakness: Trainings focused only on the water sector and curriculum does
not include holistic urban management. Logistical and financial issues
regarding international trainings.
Potential: Opportunity to train young officers from WASAs
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k. Lund University, Sweden: Lund University was founded in 1666. With eight
faculties and a multitude of research centres and specialised institutes, it is
today the largest unit for research and higher education in Sweden.
In 2007, Lund University offered 90 different training programmes organized
by the Swedish International Development Cooperation Agency (SIDA).The
aim is to contribute to capacity development and processes of change in
partner countries and other developing countries by offering key persons
training programmes in subject areas given priority in Swedish development
cooperation, in which Swedish expertise is in demand, and in which use is
made of experience from countries at different stages of development.
One of these programmes focuses strictly on urban transportation and traffic
management. The objectives of this particular are to provide the participants
with knowledge of how to analyse traffic and transport problems in urban
areas, how to formulate goals for the transport system, develop strategies
and plans for solving the problems and to evaluate the proposed strategies.
The goal is that the participants after the programme on their own shall be
able to develop strategies and plans for tackling problems in their own country
and to feel confident in their own profession. The programme is split into four
parts, out of which two are in the participants’ home countries, one in
Sweden, and the last is a regional seminar in one of the participating
countries. The program is meant for persons in managerial positions, working
with policy- and development issues within the national road administration,
public transport authorities and other local or regional authorities dealing with
transport issues.
Strengths: Comprehensive yet concise programme covering all aspects of
Urban Transport. Mix of activities in home country and Sweden makes it
practical and relevant. Quality faculty.
Weakness: Currently Pakistan is not on the list of participating countries.
Future of the programme is uncertain.
Analysis of International CBIs
Name Location Mission Trainings Strengths Weakness Potential
The Urban Pakistan, non-for-profit capacity building Global Primarily a Due to presence
Institute United Corporation with regards to experience, Due research in Pakistan,
States organized and service delivery to presence in institute, no possibilities of
existing under focusing on three Pakistan, long term experience
the laws of Group of Offices possibilities of potential due to sharing between
the State of in District experience high Urban Unit and
Delaware in Government: sharing transaction Urban Institute
the United EDO F&P, costs
States of Education, and
America Health
Institute for United To provide Trainings Rich experience U.S based, Massive
Public Private States global training exclusively on of training public experience potential since
Partnership and Public Private servants as well only in public private sector
consulting Partnerships as corporate private needs to be
services to sector partnership involved to
governments managers in improve urban
and industries public private services and
in the growing partnerships IP3s expertise in
international public private
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marketplace partnership is
of public- unmatched.
private
partnership
Institute of Singapore to establish Effective Expertise in Limited only to potential for
Public growth for Communication. stakeholder communication involving IPR is
Relations Singapore¹s Press management and public present because
PR industry Conferences. including relations, the urban managers
through Business citizens and fact that it is need to increase
knowledge Presentation consumers of only based in the capacity of
acquisition, Skills. urban services Singapore public dealing
networking, Crisis makes it costly and
and Communications communication.
exchanging of Management Even a minimal
new ideas Introduction to number of
Public Relations officials trained
in public
relations and
communication
in each district
would be
extremely
beneficial
Asian Institute Thailand to take a Urban Planning comprehensive Logistics and Strong potential
of Technology leadership and Urban Urban costs involved for collaboration
role in the Management Management with arranging but might prove
promotion of and Program, international too costly
technological Environmental Quality faculty trainings
change and Management and ample
its MSc and PhD physical
management programmes Infrastructure,
for Experience of
sustainable training
development government
in the Asia servants and
and Pacific collaboration
region with agencies
National India premier Focused Long history of Cooperation Potential is
Institute of institute for trainings on training civil problems with present for
Urban Affairs research, Urban servants on India collaboration
training and Management. Urban given NIUAs
information Management unique
dissemination Issues. Qualified experience in
in urban and experienced training civil
development Staff. Flexibility servants on
and of training urban
management design and management
implementation issues
Middle East Turkey key role not Maters in Urban One of the most No present set Potential is
Technical only in Planning, City comprehensive up for short present to
University planning Planning, Urban Urban training collaborate with
education but Policy and Local Management courses for METU, given
also in the Government and Planning Government proper financial
development Programmes in officials on incentives
of urban the World. Huge Urban
research in physical Management.
Turkey infrastructure Costs are quite
and unmatched high
learning
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resources. Long
experience of
imparting
courses on
Urban
Management.
Qualified faculty
Civil Services Singapore to share Office Relevant The focus of Potential to
College Singapore s management, Experience, CSC-MPDD expand the
International experience in general Already a partnership has scope of CSC-
public reforms management, partner of been capacity MPDD
and good Financial MPDD building of partnership
governance Management, provincial through inclusion
with Public Service officers in of urban
governments trainings etc. general instead management as
around the of specific a key focus area
world focus on urban
management
National Malaysia training arm local Relevant does not have Potential to
Institute of of the Public government, experience in an exclusive serve the
Public Service district and training urban focus on mega immediate
Administration Department, environmental managers cities like capacity building
Malaysia management Lahore needs of urban
mangers either
through sending
participants to
INTAN to attend
relevant training
programmes or
through
exploring the
possibility of
inviting INTAN to
develop the
capacity of a
local institution
like GEA, MPDD
or one of the
provincial NIPAs
in urban
management
training
Asian Training Singapore Joint venture Land use and Experience and Logistics and Possibility of
and Research between ADB urban master- Specific focus costs involved forging a
Initiative for and planning on Trainings might limit the partnership
Urban International Transportation with regards to number of between UU and
Management Enterprise planning and Urban urban ATRIUM
Singapore management Management managers that
Integrated water can be trained
resources through
management ATRIUM.
Municipal water
and solid waste
treatment
Environmental
management
International Australia Masters Masters of Comprehensive Training in Potential to train
Water Center program Integrated Water water Australia might new entrants
arranged by Management management prove costly and young
IWC taught at programme. and hard to WASA officers
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the University manage through IWC.
of
Queensland
in Australia
Lund Sweden Urban 3-8 month Comprehensive Pakistan not on
University Transport trainings Urban Transport current list of
Training covering major Programme with participating
programme aspects of Urban activities in both, countries
organized by Transportation home country
SIDA and Sweden.
A few additional institutions delivering urban management related trainings and their contact
information are given in Annex-I.
6.2 Projects and Programmes
Pakistan has been the focus of many Donor and locally funded projects. Some of these
projects have focused entirely on or have had a significant component related to capacity
building and improved service delivery. The projects that are still running are a valuable
source of capacity building in Pakistan and can be utilized to achieve trainings for Urban
Management. The range of Projects in Pakistan is vast, however; a brief review of some of
the projects of the past and present related to capacity building with regards to Urban
Service Delivery is given below:
6.2.1 Faisalabad Area Upgrading Project
FAUP was a project funded by the Department for International Development UK and the
total cost is estimated at £15,865,000. The project was initiated in 1991 and completed in
2003 and was meant only for the Faisalabad area.
There were essentially six main threads to FAUP’s strategy:
• Working to establish community organizations with the skills, capacity and alliances
to enable the poor, women, and the poorest, who are most vulnerable and at risk, to
access their needs and rights.
• Demonstrating successful ways to improve the security and livelihoods of the poor,
• Assisting service providers to have the capacity to work with and respond to the
demands of the poor
• Creating an enabling environment through helping to establish a policy framework
and mandate to ensure pro-poor focused urban development.
• Implementation of components of the devolution of power programme
• Establishing structures able to sustain and take forward urban poverty focused
development and look towards supporting the emergence of a lead urban poverty
reduction organization and the absorption of key functions back with in line
departments.
The institutional development component of FAUP involved assisting local government
institutions (mainly active process of monitoring the lessons learnt. WASA, FMC Health
department, FMC Solid Waste Management department and government education
departments) to develop the capacity to implement on a sustainable basis, integrated area-
upgrading programme FAUP was also responsible for the establishment of the Strategic
Policy Unit which has played a key role in helping the Faisalabad City District Government in
achieving higher efficiency in resource management, service delivery, and governance.
Apart from institutional development, FAUP focused on sectors including Health, Education,
Social Development, Environmental Infrastructure, Enterprise Development and Good
Governance.
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The main beneficiaries of the project were the people, especially the women and the poor, of
Faisalabad, Local Government Institutions (TMAs, FMC, and City District Government) and
the staff of WASA and FDA.
6.2.2 Project Improvement to Financial Reporting and Auditing Project
PIFRA was World Bank funded project being implemented by the Department of the Auditor
General of Pakistan. The total value of the project is $37.2 million with the World Bank
providing $28.8 million and the remaining $8.4 million being provided by the Government of
Pakistan. The program was implemented nation-wide with no particular geographical focus.
The program began in 1997 and ran till 2005.
The Objectives included
• To improve public sector accounting and financial systems;
• To provide a basis for enhancing public sector accountability
• To support improved institutional capacity for economic policy-making and
management.
The target areas consisted of:
• Government accounting and financial reporting
• Government auditing
• Separation of the audit and accounts functions
• Institutional development (human resource management)
• Institutional development (training)
Other related likely benefits targeted were:
• Modernized government audit procedures and adoption of internationally accepted
auditing standards to enable program oversights and improve evaluation capabilities.
• Effective accounting and reporting systems to enable the government to better
formulate, control, and monitor its budget.
• Strengthened financial management practices to increase the impact of development
programs and related external assistance.
• Financial information generated by the improved accounting and information systems
to be more useful, complete, reliable and timely. Improved data
• Improved data to facilitate program management by government decision-makers.
• Tighter internal controls to lessen the occurrence of errors and irregularities in the
processing of payments and receipts.
• Related training programs to build staff capabilities and enhance utilization of human
resources.
The project had the following four components:
(a) FABS (Financial Accounting and Budgeting Systems)
Aimed at creation of fully automated, integrated, and interfaced financial accounting and
budgeting system under a new accounting mode
(b) Government Auditing
Under this component international auditing standards are being introduced and capacity
building on modern auditing techniques and methodologies is being undertaken
(c) Institutional Development
It covers (a) improvement of training facilities for accountants and auditors, (b) human
resource policymaking in financial management, including training of accountants and
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auditors, (c) project management, and (d) introduction of an automated management
information system for the Office of the Auditor General.
(d) Other Policy Support for Economic Development
It covers the cost of selected studies on economic and financial issues to lend support to the
ongoing macroeconomic, structural, and fiscal reform program in Pakistan. It will also entail
revision of government financial rules for consistency with the new accounting model and
design of a “comprehensive reconciliation framework” for Interfacing PIFRA accounting
systems with the banking (State Bank and National Bank of Pakistan) and revenue
departments.
The intended beneficiaries of the project were:
• Auditor General of Pakistan
• Planning Division
• Ministry of Finance
• Offices of Accountant General Pakistan Revenue and Provincial Accountant General
• Controller General Accounts
• Provincial Finance Departments
• NRB (National Reconstruction Bureau)
• Provincial Local Government Departments
• District Accounts Offices
• District Governments
6.2.3 Project Improvement in Financial Reporting and Auditing Project-II
A continuation of the successful PIFRA-I project, PIFRA II, also being funded by the World
Bank is estimated to cost $93 million with 10% of the cost being financed by the Government
of Pakistan. The project began in 2005 and is supposed to run into 2010. Just like its
predecessor, PIFRA II is also a national level project.
The project contributes to improved governance and accountability. Clear, transparent,
timely and accurate data about the Government’s plans, progress with implementation, and
final achievements shall become widely available, for example by publication of financial and
fiscal performance data on web-sites. The Governments’ performance shall also be subject
to scrutiny through respective Public Accounts Committees, which should receive an
improved quality and standard of audit reports, focused upon matters of substance, and
have the implementation of recommendations followed-up routinely.
The CGA and other line agencies. PIFRA II supports widespread implementation of the
systems developed in PIFRA I, and can accommodate the different tiers of Government by
working with the other reform efforts of the Government of Pakistan (GOP), such as
introducing devolved local government, introducing medium term budgetary frameworks
(MTBF), and assisting in deepening the changes in Government Financial Management.
These efforts, which are seen as complementary, are being coordinated by the Ministry of
Finance (MOF) and supported by the Asian Development Bank (ADB), UK’s Department for
International Development (DFID) and International Monetary Fund (IMF) respectively.
6.2.4 Democratic Governance Program
A number of recent projects and initiatives fall under the Democratic Governance Program
that is being funded by CIDA. The projects are valued at $12 million. The main
implementation agency for the program in Pakistan is the National Reconstruction Bureau.
Coverage of the project includes Balochistan, Islamabad and Punjab.
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Projects under Democratic Governance Program strengthen local government policies,
practices and institutions; enhance citizen participation in local planning, decision making
and implementation, foster more accessible, client based and accountable public sector
practices, particularly in the delivery of social services and justice.
Following is a description of the projects and programs that fall within the Democratic
Governance Program:
6.2.4.1 Devolution Support Project
The purpose is to strengthen local governments in target districts through:
• Enhanced and gender sensitive enabling environment for local government and
citizen participation,
• More effective, inclusive, responsive and equitable local government decision
making, resource use and management,
• Improved accessible, accountable and sustainable service delivery at the local level.
The focus of this project is strictly in the Punjab province with an initial focus on Kasur and
Lodhran Districts. The projects value is estimated at $6 million. The project operates at the
province, district, tehsil, union council and community level. The intended beneficiaries are
district and tehsil governments, union councils, especially women councilors and the poor.
The project seeks to improve the performance of local government in the two target districts
and use this increased efficiency in performance as a basis for sustainable social and
economic development. The project intends to intensively use Pakistani resources to
achieve its goals in a geographically and thematically focused way with a special emphasis
on capacity building and Gender equality. Project activities in the past and present have
consisted of Trainings, system and procedures development, technical assistance. And
linkages and networking.
At the provincial level, the project is focusing on improvement in the Local Government
Commission, Local Government Department, and the Women Development and Social
Welfare Department. The focus at the District level has been to improve efficiency in
planning and financial management, resource mobilization and overall gains in the health
and education sectors. Tehsil level activities have revolved around strengthening of
Municipal Service Delivery and capacity building with respects to service delivery, planning,
and resource mobilization and management. Capacity building at the Union council level has
dealt with quality monitoring, establishment of information/complaint centers and logistics
and financial support. The project has also helped in raising awareness on the role of Local
Government and CCBs at the community level while also engaging in community
mobilization, CCB formation and capacity building of the community.
6.2.4.2 Punjab Initiatives Fund
This part of the DGP is being executed by Co-water International and CIDA at a value of $2
million. The initiative began in 2004 and is expected to last till 2008. All activities under this
project are strictly limited to the Punjab province. The overall objective is supporting
government of Pakistan’s governance reforms leading to devolution of power,
decentralization of administration and participation of people in local government and its
decision making process. PIF focuses on projects in areas like Governance, Implementing
devolution, Advocacy & Awareness, Capacity building, Service delivery, Gender issues,
Accountability, and public private partnership. The intended beneficiaries of this initiative are
District, tehsil and union governments, councilors especially women councilors, civil society
organizations, private sector, women and poor.
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The Fund operates in close conjunction with CIDA Devolution Support Project (CDSP) to
strengthen local governance policies, practices and institutions, to contribute to the
institutionalization of citizen participation in local planning, decision-making and
implementation and to foster more accessible, client-oriented and accountable public
services.
PIF is being used to fund local initiatives by Pakistani organizations and institutions in
support of the Devolution Plan.
Within the conceptual framework of CIDA Democratic Governance Program and Devolution
Support Project, PIF focuses on projects in areas such as:
• Governance
• Implementation of Devolution
• Advocacy and Awareness
• Capacity Building
• Service Delivery Mechanisms
• Gender Issues
• Accountability
• Public Private Partnership
Government institutions, non-government and private sector organizations are eligible for
PIF through well defined projects. A set of guidelines for the fund are given below:
The projects should be synergistic to the Government of Pakistan’s priority and agenda with
respect to the implementation of the Devolution Plan, the Local Government Ordinance and
any other policy guiding the implementation of the government reforms.
• The projects should be directly related to democratic local governance, effective
citizen representation and responsive public services at local level.
• The projects should make use of local resources, local expertise and capacities.
• The projects should be based on realistic demand assessment, arrived at through
local consultations.
The implementing partners agree to the monitoring and evaluation of the project by CIDA
and CDSP. The monitoring is done through periodic time bound narrative and financial
progress reports, field visits and inspections. Disbursement of funds is made in rationally
divided installments linked with the demonstrated implementation of the project(s). The Fund
can also outsource the monitoring & Evaluation function to a third party. Monitoring and
evaluation arrangements shall be a part of the detailed project proposal and shall be agreed
upon in the contribution agreement. Following are some of the projects falling under PIF and
their current status:
Project Title: Capacity Building Training Plan for Secretaries of Union Councils of Districts
Kasur & Lodhran and Development of Training Module for Tehsil Municipal Administration
Duration 18 months
Executing Agency Local Government Academy Lalamusa
Location Kasur & Lodhran
Contact Person Khuda Bukhsh Awan
Project Summary: The project comprises two main components. The first component is
about training 331 secretaries of all the Union Councils in the Districts of Lodhran and Kasur.
The project will undertake their training in office skills, budgeting, planning and learning new
law i.e. The Local Government Ordinance. There will be a total of 14 training sessions of two
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weeks each. Forty secretaries will be trained in each session. The three Tehsils of each of
the Districts shall be taken one after another. Refresher courses of one week duration will be
conducted for all of the participants a year after the original training.
The second component of the Project envisages preparation and development of a
comprehensive training module for the functionaries of Tehsil Municipal Administration
(TMA).
Current Status: The project is operational
Project Title: Tehsil Municipal Administration Management Information System (TMA-MIS),
Kasur.
Duration 3 years
Executing Agency FINCON Consultants, Islamabad
Location Kasur
Contact Person Mr.Nazar Abbas Naqvi, Executive Director FINCON
Project Summary: A management information system (MIS) shall be developed and made
operational in Tehsil Municipal Administration (TMA) Kasur to support its main activities by
efficiently processing data to assist with the transaction workload and by efficiently supplying
prompt information to authorized people. This will enhance operational efficiency and
functional effectiveness of the TMA ADP Process in PE&DD, Strengthening of the PE&D
Department (Dutch Funded) and Financial Management Information System (FIMS) for
Primary Education Program, NWFP etc.
Current Status: The project is operational
Project Title: Facilitation in Community based Solid Waste Management System in Tehsil
Pattuki
Duration 12 months
Executing Agency Organization Pan Environment (OPE), Gujranwala
Location Pattuki
Contact Person Mehar Muhammad Islam, President OPE
Project Summary: The project focuses on the enhancement of service delivery capacity of
the Tehsil Municipal Administration (TMA), Pattuki, with the participation of community. On
the one hand, it envisages involving people, especially women, in the decision making
process regarding the management of their solid waste and environmental protection; on the
other hand, it will help the TMA in establishing a proper system of solid waste management,
construction of collection bins, establishment of a composting unit and, finally, transformation
of waste into valuable compost for revenue generation.
Current Status: The project is operational
6.2.5 Punjab Municipal Development Fund Company
PMDFC was established in 1998 through World Bank funding. The Government of Punjab,
in view of a growing realization that there should be a separate agency for municipal
development in the province, has established a provincial level apex institution, the Punjab
Municipal Development Fund Company (PMDFC). In the meanwhile, the Government of
Pakistan in the process of devolution of powers to the grassroots level has established a
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system of local governments that enables the people to participate in governing themselves
through institutions led by them via direct electorate. It is desired to support the development
process of the local councils by providing them multidimensional assistance.
The Punjab Municipal Development Fund Company (PMDFC) has been established under
section 42 of the Companies Ordinance 1984 with an autonomous governance structure
(majority of Board members are from the private sector). The Company aims to provide
financial and non-financial assistance to local bodies for infrastructure development and
institutional strengthening
The PMDFC was established to fulfill the following objectives:
• Assist Local Governments in building the capacities for better fiscal and service
delivery management
• Strengthen LGs and CDGs involved in institutional, financial and technical aspects of
development in order to improve the efficiency of services provided.
• To provide financial assistance and consultation to improve fiscal efficiency of LGs
• Institutional-building of LGs and expand existing capacity.
The company’s vision is to develop institutional capacity of local government institutions
enabling them to promote sustainable municipal development in towns and cities, making
them environment friendly and livable through improved infrastructure and service delivery
systems.
In keeping with the objects for which the Company has been established as stated in detail
in the Memorandum of Association of the Company, the focus is on improvement of basic
municipal services such as water supply and sanitation for the well-being of urban population
of Punjab. Thus in order to realize its Mission and Vision the Company has set the following
as its objectives:
• Improve the efficiency, coverage and quality of basic infrastructure and services in
Punjab in a sustainable manner by:
a. Developing an efficient mechanism for allocating public resources for
infrastructure.
b. Building the capacity of the:
i. Provincial Government to manage a process of LG
performance improvement.
ii. City Districts (CDs), and Tehsil Municipal Administrations
(TMAs) for delivery of urban services; and
c. Providing performance-related matching grants for infrastructure
repair and renewal PMDFC will provide financial assistance for
improved infrastructure and services preferably in areas such as:
• Water Supply
• Bridges
• Sewerage & DrainageStreet
• Lighting
• Solid Waste Management
• Parks
• Roads
• Bus Stands
• PMDFC’s activities are presently being carried out in 16 municipalities in Punjab.
The company has a strong focus on town planning and has embarked on preparing a
development plan for every Tehsil. The objectives of the Development Plan are:
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• To discourage the growth of cities and towns in a haphazard manner.
• To restrict the inflow of the rural population toward cities.
• To cater to the future needs of housing, municipal services, traffic congestion, etc.
PMDFC has started urban planning in 4 TMAs namely: P. D. Khan, Chakwal, Chiniot and
Bhalwal. In this regard T.A is being provided for the preparation of the development plans
and the identification of key areas of institutional strengthening for TMAs. Their services are
required to (i) develop guidelines and methodology for the integrated plan (ii) assist TMAs to
undertake the preparation of an integrated development plan leading to a prioritization of a
list of development and capacity building projects.
PMDFC has conducted a number of workshops to achieve its goals. The workshops have
covered areas from Performance Management, GIS, Improving Service Delivery through
Strengthening TMAs, an orientation seminar for Tehsil Nazims on PMSIP and a workshop
on Baseline Values Procedures for Service Delivery Indicators.
6.2.6 Punjab Municipal Services Improvement Project
PMSIP is a project being run by Punjab Municipal Fund Development Corporation with
funding from the Government of Punjab and the World Bank. The projects geographical
focus covers all of the Punjab Province and its cost is estimated at Rs 3540 Million.
Ever increasing urban population coupled with massive rural to urban migration has put
extensive pressure on the urban areas of Punjab. Urban services such as water supply, solid
waste management, transport and roads and other municipal services have not developed at
a pace which would enable them to deal with the growing demand due to resource
constraints and limited capacity. This gap between demand and supply has led to a
deterioration of urban services and has caused a negative impact on the quality of life in
these urban areas. Newly formed grassroots level institutions like TMAs and Union and local
councils do not have the capacity or the resources to deal with these challenges.
PMSIP aims at providing multidimensional assistance to these bodies to help them cope with
rapid urbanization and improve the quality and efficiency of the services they provide.
The project has the following two components;
• Institutional & Infrastructure Development of TMAs: This component includes
capacity building sub projects consisting of training/workshops for TMA staff,
infrastructure building and data base and benchmarking of TMAs and an introduction
to modern techniques of spatial planning and mapping. The project also aims at
introducing Performance management systems and financial management systems
at the TMA level. These activities are aimed at strengthening human resource
development of TMAs, manage growth of cities using spatial planning as a tool and
increasing the capacity of TMAs to effectively deliver and measure urban and
municipal services.
• Capacity Building of Punjab Municipal Development Fund Company, Government of
Punjab, and Urban Sector Policy & Management Unit: Capacity building initiatives
with the mentioned departments will include trainings on performance management,
appraisal, supervision and monitoring of grants, support of Human Resource
Management and effective implementation of projects aimed at overall efficiency
gains in urban services.
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6.2.7 Decentralization Support Program
DSP was a national project funded by the Asian Development Bank and executed by the
Finance Division of the Government of Pakistan. The total value of the project was $270
million and after being initiated in 2002, and there is a possibility of it being extended to
2008. DSP was a national level project and covered all four provinces of Pakistan. There
were two separate technical assistance loans under the project, one for Local government
performance enhancement, and the second for governance and gender mainstreaming.
The Program sought to impact on poverty by creating an enabling environment for improved
public access to equitably delivered and sustainable services. As part of the Government’s
broader governance reform agenda, the program supported the development of
democratically representative, accountable and transparent arrangements of local
governance delivering services efficiently and equitably.
The projects objectives and purpose can be divided into long-term objectives and immediate
ones:
Long term objective of the Project is improved local government representation,
accountability, service delivery and poverty reduction through fiscal restructuring to support
reforms in policy, legal, technical and fiscal domains.
Immediate objectives are: sufficient and effective federal support for devolution and related
reforms, effective and sustainable province-local intergovernmental relations, local
government planning and fiscal management systems resulting in efficient and equitable
delivery of services according to clearly established norms of public participation, access to
information and accountability.
Some of the key activities undertaken through DSP are:
• Resource management and accountability contributing to efficient and equitable
delivery of services
• Improving the effectiveness of local government bodies
• Putting necessary systems in place and training people in their use
• Promoting monitoring of service delivery
• Training of personnel for local level auditing
• Training for personnel in District Accounts Officers, Tehsil Accounts Officer, Union
Administrations
• Assessment of training needs in local governments and provincial departments and
preparation of training material
• Performance Budgeting and Service Delivery
• Political and institutional arrangements and administrative restructuring for improved
local government performance
The main scope of activities under the two different technical assistance loans mentioned
above fall into the following 11 thematic areas:
• Audit
• Accounts
• Communication, Strategic Monitoring and Social Audit processes
• Balochistan medium-term policy making, resource management systems
• Province training, capacity building and mentoring arrangements
• Local government regulation and intergovernmental relations
• Intergovernmental fiscal transfers and local revenue generation
• Performance Budgeting and Service Delivery,
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• 9. Political & Institutional arrangements and administrative restructuring for improved
local government performance
• Public access, information and internal audit/quality assurance
• Public grievance and dispute resolution, internal administrative process and
functionality of Ombudsman office.
Being a national level project, DSP has a large group of intended beneficiaries. These
include Federal, Provincial, and Local Government organizations having a vital role in the
implementation of the Local Government Ordinance, e.g. Provincial Finance departments,
Local Government Officials like Nazims, Executive District Officers, District Officers and
District Accounts Offices.
6.2.8 Punjab Devolved Social Services Program
PDSSP is a program jointly funded by the Asian Development Bank and the Department for
International Development UK. The program began in 2005 and is expected to run into 2009.
The total loan/grant for the project is $180 million and it is being implemented by the
Planning and Development Department of the Government of Punjab. The project covers the
whole of the Punjab region.
The overall goal of PDSSP is to achieve progress on millennium development goals (MDGs)
related to poverty, gender, education, health and WSS. PDSSP objective is to strengthen
devolved social services for more equitable, efficient, effective, and sustainable delivery of
social services in line with the Punjab Local Government Ordinance (PLGO).
The principal policy outcomes:
• Realignment of intergovernmental relations to support devolved social services
• Rationalization of and setting minimum standards for social services
• Strengthening of public accountability mechanisms and promotion of public private
partnership
• Promote public-private partnership and innovations in alternative service delivery
• Enhance social sector financing and allocative efficiency
•
This project will focus on health sector (65% component of the Programme is earmarked for
the health sector)
PDSSP seeks to achieve the following policy outcomes:
• Realigning intergovernmental relations to support devolved social services.
• Rationalizing and setting minimum standards for social services
• Strengthening accountability and promoting public private partnership.
TA component will support broad activities in line with policy framework and policy matrix in
the following areas:
• Capacity building of Local Governments
• Partnership development with private sector including NGOs, CBOs, and WUPs
• Sector Specific Policy Reforms
• Planning, programming, management and monitoring & evaluation
The current status of the project is as follows:
• Through the Bridging TA arrangement, progress has been made towards formulation
of the Annual Sector Plans for DGs and the TMAs.
• The Compendium of Local Govt. laws, regulations, rules, instructions, directives etc.
is in its final stages.
• By-laws for LG Monitoring Committees have also been drafted
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• The White Paper on PPP is being prepared
• The Guidelines for the Provincial Line Department 5-year plans are being prepared
• The M&E Framework is being worked on.
The project aims to benefit the poor and vulnerable communities of Punjab through the
Federal, Provincial, and Local Governments and various civil society organizations that play
a role in the implementation and delivery of devolved social services.
6.2.9 Punjab Resource Management Programme
PRMP is an Asian Development Bank funded programme being implemented by the
Planning and Development department of the Government of Punjab. The value of the
project is estimated at $500 million and has all of Punjab as its geographical focus. The
implementation period began in 2003 and will carry on into 2008.
The overarching objective of PRMP is to assist the Punjab government in reducing poverty
through good governance including improved public sector resource management. The
program seeks:
• To improve service delivery with particular emphasis on pro poor sectors through
structural reforms in systems and processes to manage public resources.
• To gradually liquidate the accumulated structural rigidities in the provincial
expenditures, creating sizable fiscal space for enhanced spending on pro-poor
activities and critical social sectors.
• To strengthen institutional arrangements for maximization of outputs and utility of the
resource (human, physical and intellectual) available to the province with an objective
to reduce the severity and incidence of poverty.
• To improve upon the decision making and implementation processes for reformation
of the institutions and public sector entities.
• To create an enabling environment for private sector by minimizing public
interventions in economic activities.
The structure of the program cluster and the key result areas in each component are as
follows:
Component-I: Reforming provincial financing through fiscal structuring and financial
management by; A. Strengthening provincial revenues B. Rationalizing provincial
expenditure; C. Improving effectiveness, predictability, and accountability in financial
management.
Component-II: Reforming process and institutions for pro-poor service delivery through; A.
Improving strategic programming of investments for poverty; B. Restructuring and
strengthening government administration and human resource management
Component-III: Creating opportunities for growth and income generation through private
sector development by A. Undertaking reforms for private sector development and public-
private partnership; B. Reducing direct public sector involvement in economic and/or
commercial operations.
A major component of PRMP involves capacity building and a capacity building framework.
This includes capacity building of the officers of the provincial and the district governments
in line with objectives of PRMP, Capacity building of the provincial government’s training
institutions, primarily the MPDD, Development of training modules & IT enabled learning
facilities, and training exposure visits domestically and abroad. Some of the key areas which
the PRMP seeks to reform are expenditure tracking, medium term budgetary and
development frameworks, institutional strengthening, Expenditure tracking. Improving
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service delivery for social sectors including health, education and water supply & sanitation,
housing, livestock, SMEs, civil services and urban planning.
The project targets reform and capacity building of several provincial government
departments including Planning and Development department, Finance, Excise, Health and
Education Departments and the poor and women of Punjab.
Through training and capacity building government departments equip themselves with tools
and techniques to undertake the necessary functions of governance and service provision in
a sustainable fashion. The process of capacity building must also be aimed at improving
business practices for effective service delivery. It is closely related to sustainability as
without adequate and appropriate capacity at different levels service delivery will not be
sustainable. In the context of reforms under the PRMP there is an urgent need for a focused,
flexible and widely applicable training and capacity development policy framework, to guide
capacity building and training activities of the employees of the public sector in Punjab.
CDI under the PRMP TA Loan would focus on four main areas;
• Capacity building of the officers of the provincial and the district governments in line
with objectives of PRMP as contained in revised PCII,
• Capacity building of the provincial government’s training institutions, primarily the
MPDD,
• Development of training modules & IT enabled learning facilities,
• Exposure visits (domestic & international),
Other relevant areas would be included based on demand and subject to approval by the
Program Steering Committee.
In line with the training strategy an action plan will be developed with cost estimates and
time lines for the capacity development of senior and middle level management of the
provincial government departments. The main ingredients of the Training and CDI would be:
• A detailed Training Needs Assessment (TNA) of selected provincial government
departments for capacity building in line with their functional responsibilities,
• Finalization of training methodology, training schedule and identification of trainers/
training institutions/facilities,
• Identification and procurement of services (institutions/ firms and individuals) for the
capacity development interventions, to conduct TNAs, develop training modules,
deliver training components etc. [Developing TORs and handling procurements etc.]
• Assessing the capacity gaps and improvements required to improve the local training
institutions,
• Identification of training facilities (local and foreign training institutions and resource
persons) that could provide quality training in cost-effective manner,
• Negotiations with the selected institutions/individuals for tailored training, venue
(possibility if international institution imparting training inn Pakistan), as well as the
cost of training,
• Preparation of selection criteria for the officers of the provincial government that will
undergo training in various training institutes (domestic & international) and exposure
visits/workshops in consultation with S&GAD & MPDD,
• Training and building local capacity in the PMU, PRMP to replicate tasks under the
assignment on a sustainable basis,
Ten training courses will be conducted at / through NIPA, LUMS, CMD and other domestic
training institutes of excellence. The resource persons for these courses would be from
either these institutes or from outside. Option for engaging outside experts would be internal
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issue of the selected institute. Each course will have an intake of 20 participants. Around 200
officers of provincial government will be trained through these courses in different areas of
planning, management and governance. Modalities will be worked out later as to whether
one or more of these institutes will be entrusted with the task. Flexibility has been provided
to arrange one or more resource persons from outside these institutes to conduct these
courses. The course offered will fall within the following broad areas of reforms:
• Public Financial Management with an emphasis on MTBF
• Strategic Planning
• Tax Administration
• Monitoring & Evaluation of Poverty focused projects.
• Public sector procurement
However in case a concerned department indicates a specific area for capacity development
that area will also be considered for capacity development after the approval of the
Executive Committee for PRMP.
Training and CDI, in addition to capacity building and training of the employees of the
provincial government, would also seek to directly and indirectly strengthen and up grade the
capacities of training facilities in local training institutes especially the MPDD. This initiative
would aim at introduction of modern training tools/resources (online learning process/video
conference) and designing training modules, based upon the detailed assessment /
recommendations of the training experts. Management and Professional Development
Department (MPDD) will be conducting these courses by essentially engaging outside
experts (both international as well as domestic experts) for the capacity building training of
the officers in the key reform areas mentioned above. Moreover MPDD would also
collaborate with an international capacity development training institute such as Civil Service
College of Singapore to conduct these courses. MPDD would also develop a long term
strategic partnership with the selected institute for future courses. These would be tailored
courses in accordance with the training need assessments carried out in this regard. Around
20 such courses are planned with each course having around 20 participants. In total around
400 officers will be trained under this program.
Capacity building initiatives would focus on the key personnel at senior and middle level
management of the Implementing Agencies of PRMP to ensure continuation and
sustainability of the reforms initiated under SP-I and the proposed reforms under SP II of
PRMP. Trainings would be demand driven and selection would be based on objective
criteria to be determined by the training committee and approved by the Executive
Committee of the PSC.
6.2.10 Rawalpindi Environment Improvement Project
REIP is a recently initiated project funded by the Asian Development Bank and expected to
cost around $85.7 million. The project began in 2005 and is currently being implemented by
the Rawalpindi Development Authority. The project focuses primarily on area in and around
the City District of Rawalpindi. Its major sectoral focus is on Environment and Environmental
Management.
The main project objectives are (i) improving living conditions and quality of life of the people
of Rawalpindi by improving the water supply and sanitation facilities, solid waste
management, wastewater treatment, and slaughterhouse; and (ii) ensuring sustainable
urban investments by strengthening institutional capacities of the Rawalpindi Tehsil
Municipal Administration (TMA) and Rawalpindi Water and Sanitation Agency (WASA),
promoting policy reforms focused on greater devolution of authority, and involving all
stakeholders in service delivery.
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The project comprises the following components: (i) environmental sanitation; (ii) water
supply services; and (iii) institutional development, including financial management system,
database development for the TMA, RDA, WASA; asset management; project
implementation support; and incremental administration support.
The institutional development component of REIP can be further divided into the following
activities:
1. Municipal Management System Development: Planned interventions under the
institutional development subcomponent will include (i) training in technical and financial
management for TMA and WASA staff, including mapping and asset management; (ii)
increasing public awareness on urban issues, water quality, sustainability of facilities, and
options for improving the delivery of urban services; (iii) improving municipal financial
management by introducing improved accounting procedures and management information
systems that include budgeting, resource mobilization, enhanced O&M of assets, and
improved billing, revenue collection, and reporting systems; and (iv) establishing regulatory
systems to ensure that laws, standards, rules, and regulations are equitably and consistently
applied. These are critical to long-term sustainability of urban centers. Wherever possible,
technical training will be linked to measurable outputs. This will help determine whether skill
levels have been achieved and technical training is applied.
2. Environmental Support Services: An environmentally sound urban development plan will
be developed to ensure a well managed urban expansion in a fast-growing city with high
demand for housing. This will include preparation of base as well as geographic information
systems (GIS) mapping of the specified area. Land use, zoning, and building laws will also
be revised and legislated both to control urban expansion and to monitor water and
sanitation connections and charges. A comprehensive database will be available through
this subcomponent to enable the asset management and billing departments of TMA and
WASA to increase and maintain revenue, in addition to controlling and guiding urban
development, and urban transport improvement.
3. Asset Management: WASAs and TMAs assets are scattered and no records are readily
available. This subcomponent will also set up a separate asset management section to
maintain, update, and record assets, resulting in greater transparency and sustainability.
4. Urban Development: A baseline survey and GIS mapping of additional specified areas are
proposed under this subcomponent, as are detailed land use, housing, and consumer
surveys. This will lead to the development of land use and urban housing databases to
identify areas available for development. These are vital for both urban development and
consumer records of water supply and sanitation.
The intended beneficiaries of this project will be the residents of the Rawalpindi area and
participating TMAs, the City District Government, staff of WASA and RDA and the Local
Government and Rural Development Department.
6.2.11 Southern Punjab Basic Urban Services Project
SPBUS is another Asian Development Bank funded program which was initiated in 2004 and
is expected to carry on into 2009. The project cost is estimated at $128.6 million with ADB
funding $90 million and the rest being provided by the Government of Pakistan. The Local
Government and Rural Development Department of the Government of Punjab is the
implementing agency for this project. The projects geographical focus is in 21 towns in
Southern Punjab including towns in Multan and Bahawalpur.
The Project intends to (i) reduce urban poverty, improve community health and related
environmental degradation in 21 Project towns by improving water supply, sanitation, solid
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waste management, and roads for low-income communities; and (ii) ensure sustainability of
urban investments by strengthening institutional capacities of newly devolved local
government municipal agencies. The Project is formulated to support the Government’s
initiatives for poverty reduction, as well as the devolution of power and responsibility to the
local governments for providing and financing urban infrastructure and municipal services.
SPBUS has the following two components:
• Development of infrastructure for basic urban services including community
development and participation
• Institutional Development including development of municipal management system
for local government agencies, support of project implementation and incremental
administration support
The project aims to facilitate sustainable urban development in selected low-income
communities in urban centers in Southern Punjab, and (ii) develop a city/town level,
sustainable and participatory approach to the severe environmental problems faced by poor
urban communities. Policy formulation and institutional strengthening will also be involved to
develop a mechanism to incrementally improve urban environmental infrastructure and
services using a participatory approach where all beneficiary stakeholders all involved at all
stages.
Infrastructure upgrading will include improvements to water supply, sanitation, solid waste
management, drainage, access roads and footpaths. Governance issues regarding local
government participation, especially the devolution powers to local governments, with
objectives to (i) increase ownership, transparency, and accountability; and (ii) over the
longer term, create an institutional framework that will increase empowerment and
strengthen social capital.
Director General Katchi Abadis heads the PCO (Project Coordination Office), Each TMA has
established project Unit (PU). Two committees are be set up for internal coordination a)
Project Implementation Review Committee (PIRC) at tehsil level b) Project Steering
Committee (PSC) headed by Chairman P&D
The project is targeting 3.6 million residents of target towns of South Punjab, especially the
poor and women, TMAS in target towns as its main beneficiaries.
6.2.12 Strengthening Decentralized Local Government in Punjab- Faisalabad District
Project
This is a project being meant to benefit the Faisalabad City District and being funded by the
Department for International Development UK. The approved cost of the project is £ 6.189
million. The project can be thought of as a continuation of the Faisalabad Area Upgrading
Project and was initiated in 2003 and is expected to end this year.
The purpose of the project is to establish efficient and effective local government in
Faisalabad district which is responsive to the needs of local communities and priorities of
poor people, and which can be replicated elsewhere in country. The purpose will contribute
to achieving the goal of sustainable poverty reduction in Faisalabad district The Project is
aimed at enhancing the capacity of Local Government by improving the efficiency,
effectiveness, transparency and accountability of District, Tehsil and Union Administrations;
ensuring that the Local Governments are responsive to the needs of communities and are
capable of addressing the priorities of poor people. The project focuses on improving
management systems and developing the skills of Elected Representatives, district and
tehsil Officers, Communities and Civil Society Groups in working effectively together. The
project will assist communities to better organize themselves and making their priorities
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known to the Local Governments, to plan and implement programmes with the local
government. The project operates mainly at district level though it also addresses the issues
of TMAs, UCs and CCB. The intended beneficiaries of this project are District, tehsil and
union administration, councilors, poor and women in Faisalabad
6.2.13 JICA Devolution Support Project
This is a project being funded by the Japanese International Cooperation Agency (JICA) and
implemented by JICA and the District Government of Hafizabad. The total value of the
project is Rs 63.799 Million. The project began in 2004 and was supposed to terminate in
2006 but is still running. JICA DSP focuses on Hafizabad and has declared it as its model
district where all activities are to be based. The intended beneficiaries of the project are local
government officials working in the district, councilors and CCB members.
The objective of the project is to ensure that CCBs are made more effective and efficient and
an overall improvement in local government performance. The project set outfour distinct
outputs at its start, these are:
• Identification of obstacles and needs in communities and people for implementation
of CCB in Hafizabad through a socio-economic survey.
• Identification of problems in and improvement of public administration in CCBs
through organizational analysis.
• Manuals for trial model of basic project cycle management on CCB .
• Ensuring that executives and public representatives in Hafizabad acquire skills and
knowledge on how to implement applicable and basic project cycle management
models for CCBs.
The project has provided trainings regarding the issues mentioned above to local
government officials throughout the district. JICA facilitated six workshops participated by the
District Coordination Officers (DCO), Executive District Officers (EDO) and Tehsil Municipal
Officers (TMO) of the Local Governments in the Punjab through Japan returned officers.
List of Projects Related to Capacity Building in Urban and Municipal Service
Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
Punjab 2006-2010 PMSIP is an initiative taken by the PMDFC Government of Rs.3540.00
Municipal PMDFC.The project has the Punjab with Million
Services following two components; World Bank
Improvement • Institutional & Infrastructure Funding
Project Development of
TMAs:includes capacity
building sub projects
consisting of
training/workshops for TMA
staff, infrastructure building
and data base and
benchmarking of TMAs and
an introduction to modern
techniques of spatial
planning and
mapping,Performance
management systems and
financial management
systems at the TMA level.
• Capacity Building of Punjab
Municipal Development
Fund Company, Government
of Punjab, and Urban Sector
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Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
Policy & Management Unit:
Capacity building initiatives
will include trainings on
performance management,
appraisal, supervision and
monitoring of grants, support
of Human Resource
Management and effective
implementation of projects
aimed at overall efficiency
gains in urban services.
Beneficiaries: Participating
TMAs in Punjab, GoPb, Urban
Unit
Punjab 1998-Present The PMDFC was established to: Established by World Bank
Municipal • Assist Local Governments in the Govt of
Development building the capacities for Punjab
Fund Company better fiscal and service
delivery management
• Strengthen LG`s and CDGs
involved in institutional,
financial and technical
aspects of development in
order to improve the
efficiency of services
provided.
• To provide financial
assistance and consultation
to improve fiscal efficiency of
LGs
• Institutional-building of LGs
and expand existing
capacity.
Beneficiaries: Participating
TMAs and CDGs, LG&RD
Punjab 2003-2008 A major component of PRMP Planning & Asian $500
Resource involves capacity building and a Development Development million for
Management capacity building framework. This Department of Bank program
Programme includes capacity building of the the Gov. of TA loan $4
officers of the provincial and the Punjab million TA
district governments in line with grant
objectives of PRMP, Capacity $850000
building of the provincial
government s training institutions,
primarily the MPDD, Development
of training modules & IT enabled
learning facilities, and training
exposure visits domestically and
abroad. Some of the key areas
which the PRMP seeks to reform
are expenditure tracking, medium
term budgetary and development
frameworks, institutional
strengthening, Expenditure
tracking
Improving service delivery for
social sectors including health,
education and water supply &
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Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
sanitation, housing, livestock,
SMEs, civil services and urban
planning.
Beneficiaries: Provincial
Planning and Development
department,
Finance department, Excise
department, Education
health department, Health
department and other
implementation agencies and
departments , People of
Punjab especially the poor and
women
Decentralizatio 2003-Present DSP is working to improve local Finance Division Asian $270million
n Support government representation, of the Development (Program
Program accountability, efficiency, resulting Government of Bank Co. Loan) $23
in improved service delivery. Pakistan financed by million
Some of the key activities being CIDA, DFID and (TA1-LG
carried out are: Dutch Performanc
• Resource management and Government e
accountability contributing to Enhancem
efficient and equitable ent)
delivery of services $7million
• Improving the effectiveness (TA-2
of local government bodies Governanc
• Putting necessary systems e and
in place and training people Gender
in their use Mainstream
• Promoting monitoring of ing) $8.34
service delivery million
• Training of personnel for ADTA
local level auditing Grant
• Training for personnel in
District Accounts Officers,
Tehsil Accounts Officer,
Union Administrations
• Assessment of training
needs in local governments
and provincial departments
and preparation of training
material
• Performance Budgeting and
Service Delivery
• Political and institutional
arrangements and
administrative restructuring
for improved local
government performance.
Beneficiaries: Federal, Provincial
and local government
organizations having role in
implementation of Local
Government ordinance, For
Example: Local Government,
Finance departments,
Nazims,EDOs F&P, D.Os, District
Accounts Offices
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People with simple solutions
Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
Rawalpindi 2005-Present The project consists of (i) Rawalpindi Asian $85.7
Environment environmental sanitation (ii) water Development Development million
Improvement supply improvement; and (iii) Authority Bank
Project institutional development,
comprising municipal
management system
development, environmental
support services, asset
management, and an urban
development plan. Planned
interventions under the
institutional development
subcomponent include (i) training
in technical and financial
management for TMA and WASA
staff, including mapping and asset
management; (ii) increasing
public awareness on urban
issues, water quality,
sustainability of facilities, and
options for improving the delivery
of urban services; (iii) improving
municipal financial management
by introducing improved
accounting procedures and
management information systems
that include budgeting, resource
mobilization, enhanced O&M of
assets, and improved billing,
revenue collection, and reporting
systems; and (iv) establishing
regulatory systems to ensure that
laws, standards, rules, and
regulations are equitably and
consistently applied.
Beneficiaries: TMAs and WASA
and CDG staff in Rawalpindi
Faisalabad 1991-2003 Beneficiaries: Local Strategic Policy DFID £15,865,0
Area Upgrading Government Institutions, mainly Unit Faisalabad 00
Project WASA TMAs and FMC.
Southern Jan 2004-Jan The project aims at improving the Local Asian Total: $
Punjab Basic 2009 urban services and quality of life Government and Development 128.6
Urban Services in the southern Punjab area and Rural Bank million ADB
Project ensure sustainability of urban Development Loan $90
investments by strengthening Department million
institutional capacities of newly
devolved local government
municipal agencies It has the
following two components:
1. Development of infrastructure
for basic urban services including
community development and
participation
2. Institutional Development
including development of
municipal management system
for local government agencies,
support of project implementation
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People with simple solutions
Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
and incremental administration
support
Beneficiaries: TMAs in target
towns and Multan CDG
Punjab 2005-2009 PDSSP objective is to strengthen Planning and ADB and DFID Program
Devolved devolved social services for more Development (UK) Loan/Grant
Social Services equitable, efficient, effective, and Department, : $180
Program sustainable delivery of social Punjab million TA
services in line With the Punjab Cost: $ 25
Local Government Ordinance. million
The project will support broad
activities in line with policy
framework and policy matrix in
the following areas:
Capacity building of Local
Governments
Partnership development with
private sector including NGOs,
CBOs, and WUPs
Sector Specific Policy Reforms
Planning, programming,
management and monitoring &
evaluation
Beneficiaries: Federal, Provincial
and local governments and civil
society organizations having role
in implementation of devolved
social services
Punjab August, 2004- The overall objective is supporting Co Water CIDA CAN $2
Initiatives Fund August 2008 government of Pakistan s International and million ($
(PIF) governance reforms leading to CIDA US 2
devolution of power, millions)
decentralization of administration
and participation of people in local
government and its decision
making process. PIF focuses on
projects in areas like Governance,
Implementing devolution,
Advocacy & Awareness, Capacity
building, Service delivery, Gender
issues, Accountability, Public
Private Partnership
Beneficiaries: District, tehsil and
union governments, councilors
especially women councilors, civil
society organizations, private
sector
Devolution August,2004- The purpose is to strengthen local Canadian CIDA CAN $6
Support Project August 2008 governments in target districts Executing Million
(Under CIDA through: Agency Co ($US 5
DGP) 1)Enhanced and gender sensitive Water millions)
enabling environment for local International
government and citizen Managed by a
participation, consortium of
2)More effective, inclusive, Canadian&
responsive and equitable local Pakistani
government decision making, organizations
resource use and management,
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Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
3)Improved accessible,
accountable and sustainable
service delivery at the local level
Beneficiaries: District, tehsil and
union governments, councilors
Strengthening May 2003- The purpose of the project was to Strategic Policy DFID (UK) £6.189
Decentralized April 2007 establish efficient and effective Unit (SPU) of million
Local local government in Faisalabad District grant (at
Government in district which is responsive to the Government 2002-03
Punjab- needs of local communities and Faisalabad constant
Faisalabad priorities of poor people, and prices)
District Project which can be replicated (approx
elsewhere in country. US$ 10.5
Beneficiaries: District, tehsil and millions)
union administration, councilors,
poor and women in Faisalabad
Project November The project aims at improving Department of World Bank World Bank
Improvement to 1996 (8.5 accounting and financial Auditor General Loan $
Financial Years) procedures and systems in the 28.8 million
Reporting and public sector in order to raise GOP
Auditing Project efficiency and accountability. This counterpart
(PIFRA) includes support for increased funding $
institutional capacity with regards 8.4 million
to policy making and Grand
management. The target areas Total $
will consist of: 37.2 million
• government accounting and
financial reporting
• government auditing
• separation of the audit and
accounts functions
• institutional development
(human resource
management)
• institutional development
(training)
• Related training programs to
build staff capabilities and
enhance utilization of human
resources. The institutional
development component
consists of (a) improvement
of training facilities for
accountants and auditors,
(b) human resource
policymaking in financial
management, including
training of accountants and
auditors, (c) project
management, and (d)
introduction of an automated
management information
system for the Office of the
Auditor General.
Beneficiaries:
Auditor General of Pakistan
Planning Division
Ministry of Finance
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Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
Offices of Accountant General
Pakistan Revenue
and Provincial Accountant
General
Controller General Accounts
Provincial Finance Departments
NRB (National Reconstruction
Bureau) Provincial
Local Government Departments
District Accounts Offices
District Governments
Project May 2005- PIFRA II supports widespread Department of World Bank Total
Improvement to 2010 implementation of the systems Auditor General Project
Financial developed in PIFRA I, and can Cost is
Reporting and accommodate the different tiers of $93.0
Auditing Project Government by working with the million
(PIFRA) II other reform efforts of the (10% to be
Government of Pakistan (GOP), financed by
such as introducing devolved Governmen
local government, introducing t Of
medium term budgetary Pakistan
frameworks (MBTF), and
assisting in deepening the
changes in Government financial
management
Beneficiaries:
Auditor General of Pakistan
Planning Division
Ministry of Finance
Offices of Accountant General
Pakistan Revenue
and Provincial Accountant
General
Controller General Accounts
Provincial Finance Departments
NRB (National Reconstruction
Bureau)
Provincial Local Government
Departments
District Accounts Offices
District Governments
Democratic 2001-2006 Projects under Democratic Pakistani CIDA CAN$12.0
governance Governance Program strengthen Partner: million (
Program local government policies, National Approximat
practices and institutions, Reconstruction e US$ 10
enhance citizen participation in Bureau million
local planning, decision making Canadian
and implementation, foster more Partner: Co
accessible, client based and water
accountable public sector International,
practices, particularly in the CIET
delivery of social services and International
justice
Beneficiaries: Projects under
Democratic Governance Program
strengthen local government
policies, practices and institutions,
enhance citizen participation in
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Name Duration Activities & Beneficiaries Implementing Sponsor Value
Agency
local planning, decision making
and implementation, foster more
accessible, client based and
accountable public sector
practices, particularly in the
delivery of social services
JICA 2004-Present Improvement in the efficiency, District JICA Rs. 63.799
Devolution performance, accountability and Government Million
Support Project representativeness of local Hafizabad
government primarily through
CCBs. Project is providing
trainings on project cycle
management.
Beneficiaries: Local Government
Officials, Councillors and CCB
members.
7. CAPACITY BUILDING IN DPL SECTORS: DEMAND – SUPPLY ANALYSIS
Previous sections of this report attempt to take a snapshot of the present capacity to deliver
urban services in the five City District Governments of Punjab, further capacities required to
increase efficiency, and presently available capacity building sources.
The present situation in the targeted cities varies with regards to qualification of employees
involved in service delivery, trainings received in the last decade, and trainings given by
donor funded projects and programmes. However, key generic capacities which are required
by all urban managers have been identified. These capacities are mandatory for efficient
service delivery, regardless of whether the service is urban transport or municipal finance,
water and sanitation or solid waste management etc.
GENERIC CAPACITIES NEEDED BY URBAN MANAGERS
Financial Management Strategic Planning
Human Resource Management Community Participation and Public Relations
Information Technology Public Private Partnership
Project Management Office Management
Most of the capacities in question are provided by institutions in Pakistan. Financial
management trainings are offered by institutes like AATI, IBA, and OCTARA etc. Office
management trainings can be received at PIM and MPDD and so on. The key issue here is
that no single institute provides all the trainings required. There is a large degree of overlap
in the trainings provided by these institutes and no present mechanism in place to ensure
that urban managers of today can meet their capacity building needs at any one of the
capacity building institutes. The institutes that provide these trainings all have strengths and
weaknesses, and in some cases the geographical location of these institutes makes capacity
building activities unfeasible.
There are also a group of specialized capacities needed by Urban Managers of today.
Capacities with regards to Urban Engineering are lacking in the following fields:
• Traffic/Transport Management and Engineering
• Water Supply and Drainage
• Solid Waste Management and Treatment.
The number of institutions that provide such trainings in Pakistan is limited. Out of the public
sector institutes only NED and UET have a combination of both; the physical capacity and
the quality of programmes and faculty, to conduct such trainings. However, these two
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institutes lack the experience of training public servants and in-service trainings that other
Government Institutions possess. Institutes like the Government Engineering Academy in
Lahore have the physical capacity, and the experience of conducting such trainings, but their
faculty and course quality needs to be strengthened for any meaningful training activities.
In the fields of Land-use and Spatial Planning, qualified town planners are presently
employed in all City District Governments (mostly at the TMA level), but there is no
mechanism for keeping them up to date with developments in the mentioned field. The
mechanism for continuous training is also lacking. Only NED and UET provide the relevant
capacities needed by these Urban Managers, but only in the shape of degree courses which
are costly and long.
Given the number of capacities needed by Urban Managers in Punjab today, and the wide
array of capacity building institutes present locally and internationally, the development of a
capacity building plan is required to ensure that the training needs of Urban Managers are
met and the provision of Urban Services improves. This is done in the following section.
8. CAPACITY BUILDING PLAN/RECOMMENDATIONS
8.1 Towards building the capacities of Urban Management Agencies
As stated earlier in this report, any serious effort aimed at improving performance of urban
agencies will have to view ‘capacity building’ in its holistic perspective. While enhanced
capacity does contribute towards organizations’ ability to improve their performance, this
ability alone will not lead to improved performance levels unless it is complemented by an
enabling environment that supports performance (policies, regulation, service structure
including APT issues, incentive and reward systems, political interference, accountability and
transparency.
Keeping this in view, before getting into specific capacity building recommendations, it is
pertinent to first analyze the overall environment and working culture of urban management
agencies and propose systemic measures aimed at making these organizations more
responsive, effective and efficient. Some of the important management steps needed in
addition to capacity building are as follows;
1. Begin with Business Process Reengineering (BPR) in urban agencies. This will
involve study, documentation and analysis of all the processes with a view to
eliminating value deficient processes and increasing value efficient processes.
2. Conduct a thorough job analysis to develop clear job descriptions (JDs) and
performance standards at all levels, in line with the new processes. (Work in this area
is under way in Faisalabad CDG. However other urban agencies in Faisalabad like
WASA and FDA and almost all the agencies in the remaining four cities are seriously
lagging in this area).
3. Identify job specifications (JSs) which cover key competencies required to perform a
certain job (Job specifications do not exist in any urban agency except for those
positions which have been recently opened for recruitment from the market like MDs
WASA.)
4. Conduct Salary Survey to benchmark market competitive compensation packages for
each position.
5. Abolish the existing grade system and develop new job groups and their
corresponding compensation packages based on JDs, JSs and salary survey.
6. Conduct Resource Analysis to determine what resources are needed to perform a
certain job effectively. The resources would include human resources, physical
infrastructure, equipments, machinery, and financial resources.
7. Introduce a performance monitoring systems which collects information against pre-
determined targets and performance standards.
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8. Develop performance (Service) standards at organizational for every urban agency.
9. Develop and implement incentive and reward system which is closely linked with
performance. At present, people are mostly being paid for presence rather than
performance.
10. Link promotion with past performance and future potential rather than chronological
seniority.
11. Develop a responsibility-authority matrix for each job and ensure that every official is
given sufficient authority to fulfill his/her responsibilities. Despite devolution the
authority is still concentrated at the top. With maximum at the Nazim and DCO level,
it diminishes rapidly from DCO to EDO and DO levels and almost disappears
completely below the ADO level.
12. Make urban management a separate cadre with transferability from one CDG to the
other but no transferability to provincial and federal departments.
8.1.1 Addressing capacity building needs on immediate basis
Apropos demand and supply side analysis of capacity building given in the previous
chapters, this section attempts to propose a way forward for building the capacities of urban
management officials in the selected five cities of Punjab. The first part of proposal covers
measures to build the capacities of local government official on an immediate basis. This
section addresses those capacity building needs
• which are crucial as well as urgent
• which can be addressed in a relatively shorter period
• which pertain to such capacities without which the selected urban management
departments will not be able to pursue the DPL reform agenda.
In addition, following criteria has been used to assess the suitability of an intervention while
selecting capacity building opportunities to be included in the proposal;
• Overall suitability of the capacity building program or institution
• Relevance of programme objectives, outcomes and contents
• Timing, duration and frequency of the programme
• Expected quality of the programme
• Degree of administrative and logistical convenience
• Cost
Proposal to address urgent capacity building needs of urban management agencies
on immediate basis
Following steps are needed to build the capacity of urban management agencies in short to
medium term.
4. Immediately start the process to have EDOs, DOs and ADOs trained through short
term courses as identified in the following matrix.
5. Start introducing BPR and service structure reforms to ensure that the newly trained
managers find it sufficiently rewarding to return and serve.
6. Bring in highly competent urban managers and faculty of urban management
institutes from countries like Singapore, Malaysia, Turkey, on secondement for up to
a year to implement reform agenda.
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1. Urban Sector: Solid Waste Management
Required Capacity Building Needs Priority Recommendation
mandate of
the agency
involved
Regularly
collect 100% General Management and Leadership
solid from the • Engage stakeholders, especially citizens, civil VH Customized training from ICS
given area and society and other relevant organizations. Punjab University or IPR,
dispose it off in Singapore
an environment
friendly way. • Develop strategic plan which includes vision, VH Customized training from
mission, targets, strategies and values. LUMS or PIM in collaboration
• Prepare yearly operational plans in line with the H with the FAUP Faisalabad
strategic plan. team.
• Computerize and automate support functions like Engage professional
payroll, record keeping, accounting etc. M consulting firms with relevant
expertise
• Develop and implement a performance
management system which clearly defines VH Customized training from
performance for each section and individual, CSCI- Singapore, LUMS or
measures it, supports it and rewards it. NIUA - India. Plus bring HR
• Recruit, develop and maintain high performance managers on secondment
teams H from organizations like NEA,
Singapore
Technical
H Exposure and training in
• Develop and manage land fill sites
Singapore, METU etc
Learn from private sector
• Manage, maintain and utilize machinery,
M companies like DESCON
equipment and vehicles efficiently.
which manage huge fleets of
various types of machinery
and vehicles
Engage professional
• Develop and implement a costing system which
H consulting services in cost
identifies fixed, variable, direct and indirect costs
and management accounting
and provides correct information about various
as well as hire professional
costs like cost of primary solid waste collection per
cost and management
ton, secondary collection per ton, disposal per ton
accountants in staff.
etc.
Work with NGOs like Waste
• Engage the existing informal recycling community Busters, Gul Bahao etc
to improve and professionalize solid waste M
segregation and recycling
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2. Urban Sector: Water Supply and Sanitation
Required Capacities Building Needs Priority Recommendation
mandate of
the agency
involved
General Management and Leadership Capacities
• Develop strategic plan which includes vision, VH Customized training from
mission, targets, strategies and values. LUMS or PIM in collaboration
• Capacity to prepare yearly operational plans in line VH with FAUP Faisalabad team.
with the strategic plan.
Customized Training from
• Advocate with relevant stakeholders to mobilize H ICS, PU or IPR Singapore
resources and political will required to improve the
WSS situation in Lahore
• Engage stakeholders, especially citizens, civil M
society and other relevant organizations on issues
like water conservation, metered billing etc.
• Develop suitable partnerships with the private Customized Training from
sector to improve access and quality of WSS VH IP3, US. Preferably invite IP3
services. Trainers to develop and
conduct trainings for urban
managers in Lahore rather
than sending so many people
to US.
• Develop and Implement a performance Customized training from
management system which clearly defines VH CSCI- Singapore, LUMS or
performance for each section and individual, NIUA - India. Plus engage
measures it, supports it and rewards it. professional consulting firms
• Recruit, develop and maintain high performance with relevant expertise.
teams H
Engage professional
• Computerize and automate support functions like
H consulting firms with relevant
payroll, record keeping, accounting etc.
expertise
Technical Capacities
Customized trainings from
• Analyze the existing situation in the WSS sector
H Bern University of Applied
with regard to coverage, reliability, quality and
Sciences, University of
affordability and develop a future vision for this
Queensland and IWC -
sector.
Australia, or ATRIUM
• Forecast the year wise domestic, commercial and H Singapore
agricultural demand for water and sanitation in the
next ten years
• Develop and implement quality control system to M
ensure that the quality of water supplied is fit for
human consumption
• Collect reliable data about water supply, wastage,
consumption etc.
• Meter all water connections and collect water bills H
• Manage, maintain and utilize machinery,
equipment and vehicles efficiently. M Learn from private sector
companies like DESCON
which manage huge fleets of
various types of machinery
and vehicles
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Required Capacities Building Needs Priority Recommendation
mandate of
the agency
involved
• Develop and implement a costing system which H Engage professional
identifies fixed, variable, direct and indirect costs consulting services in cost
and provides correct information about various and management accounting
costs like cost per gallon of water pumped, cleaned as well as hire professional
and distributed. cost and management
accountants in staff.
3. Urban Sector: Urban Transport
Required Capacity Building Needs Priority Recommendation
mandate of
the agency
involved
General Management and Leadership Capacities
• Engage stakeholders, especially citizens, Customized training from
transporters and transporters associations, civil VH ICS, PU or IPR Singapore
society and other relevant organizations to
enhance responsible driving, road safety and
control vehicular emissions.
• Develop strategic plan which includes vision, VH Customized training from
mission, targets, strategies and values. LUMS or PIM in collaboration
• Prepare yearly operational plans in line with the with FAUP, Faisalabad team.
strategic plan. H
Customized training from
• Develop and Implement a performance CSCI- Singapore, LUMS or
management system which clearly defines M NIUA - India
performance for each section and individual,
measures it, supports it and rewards it.
Technical Capacities Customized training from
• Develop a suitable urban transport policy VH ATRIUM Singapore, AIT
• Forecast the volume, pattern and trends of urban H Bangkok or METU Turkey.
traffic.
• Collect credible data and conduct research on
numbers, types and transportation needs of urban H
population and undertake transport planning on the
basis of this information.
• Develop and enforce standards for vehicular
H
emissions
• Work with different actors to improve the quality of
M Customized trainings from
public transport and reduce road congestion in
IP3 - US, IPR Singapore
cities. For instance working with schools and
and ATRIUM - Singapore
private investors to develop a system of schools
buses which are safe and efficient. Or developing
suitable incentives and disincentives to check
vehicles entry in congested areas like parking
meters, down town entrance fee etc
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4. Urban Sector: Spatial Planning
Required Capacity Building Needs Priority Recommendation
mandate of
the agency
involved
General Management and Leadership Capacities
• Engage stakeholders especially citizen groups, VH Customized training from
other urban management agencies, private sector, ICS, PU or IPR Singapore
women, special people and professionals like town
planners, engineers and architects etc.
• Develop and Implement a performance
management system which clearly defines VH Customized training from
performance for each section and individual, CSCI- Singapore, LUMS or
measures it, supports it and rewards it. NIUA - India
Technical Capacities
• Forecast land use needs for housing, business, VH
government departments, education, and health Customized Training from
services etc METU - Turkey, ATRIUM -
• Develop integrated spatial plans including land use, Singapore, AIT- Bangkok,
zoning, classification and reclassification VH UET Lahore and NED
• Develop, promulgate and enforce building rules and H Karachi
planning standards
• Preserve and promote cultural heritage of cities
through conservation of historical and cultural H
monuments and municipal ornamentation
• Enforce implementation of spatial plans
H
5. Urban Sector: Municipal Finance17
Required Capacity Building Needs Priority Recommendation
mandate of
the agency
involved
General Management and Leadership Capacities
• Develop strategic plan which includes vision, M Customized training from LUMS or
mission, targets, strategies and values. PIM in collaboration with FAUP,
Faisalabad team.
• Develop and Implement a performance
management system which clearly defines H Customized training from CSCI-
performance for each section and individual, Singapore, LUMS or NIUA - India
measures it, supports it and rewards it.
Technical Capacities
• Undertake multiyear forecasting of CDG revenues
and expenditures VH Engage finance experts from the
• Prepare annual budgets which have inputs from market to work with public servants
relevant stakeholders and which correctly reflect H at provincial and at each CDG level
development priorities of the district. to develop means for enhancing
• Monitor spending and prepare and share variance H OSR and taping other sources of
analysis, regularly and timely. raising funds. Simultaneously work
17
Capacity of EDO Finance and Planning Office of the CDG Faisalabad was found to be advanced as compared
to other CDGs. Similarly capacities of Faisalabad CGD in other areas such as planning, monitoring and HRM
were also better than those of other CDGs. This difference is primarily attributable to Faisalabad Area Up
gradation Project being implemented with the support of DfID.
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Required Capacity Building Needs Priority Recommendation
mandate of
the agency
involved
• Raise necessary funds for urban development VH with the State Bank of Pakistan to
through enhancing OSR and using financial develop a suitable regulatory
instruments like municipal bonds. framework for the management of
urban finance instruments like
municipal bonds.
8.1.2 Addressing Capacity Building Needs in the long run and Institutionalization of
Capacity Building
Short-term measures proposed in the above section are needed to inject high potency doses
of managerial and technical capacities in minimum possible time. However, short-term
measures are like life-saving drugs which will help the patient survive. Side by side, other
steps are needed to improve and maintain the internal health of these agencies in the long
run so that they don’t have to rely on life-saving drugs.
In addition, as concepts of organizational and individual capacities are dynamic, building
capacities as a one off activity is of little value in the long run. In today’s fast changing world,
internal and external environment of organizations as well as their stakeholders’ demands
and expectations keep changing pretty fast. As a result, collective organizational capacities
required to fulfill those expectations also change. Therefore creating a sustainable
institutional arrangement to assess and address capacity building needs of urban managers
on an ongoing basis would be absolutely critical to the success of DPL reforms in the long
run. Keeping this in view, there is a pressing need to develop and implement suitable steps
to institutionalize capacity building in urban management agencies. This will ensure that
capacity gap analysis and corresponding capacity building interventions are systematically
conducted on a regular basis.
Some of the important steps to ensure that urban management agencies have required HR
capacities in the long run are
• Arrange scholarships for promising young gradates for one to two years masters
programmes abroad with such conditions in following institutions;
o Masters Program in Urban Design Masters Program, (MSc) in City Planning
and Masters Program in Regional Planning at METU, Turkey
o Graduate and post graduate studies in Urban Environmental Management at
the AIT, Bangkok
o Masters in Integrated Water Management at the University of Queensland,
Australia (in collaboration with the International Water Center)
o Master of Science in Urban Affairs (M.S.) at the University of New York
o Graduate and post graduate studies in City and Regional Planning at the
University of Engineering and Technology, Lahore
o Masters in Urban Planning at the NED Engineering University, Karachi
o M.SC in Urban Management at the University Institute of Management
Sciences, University of Arid Agriculture, Rawalpindi
• Introduce institutional reforms in at least two crucial areas; business processes
and service structure. As explained above BPR and service structure reforms are
needed to attract and retain suitably qualified and high performer urban
managers.
• Negotiate with one of the good local universities – LUMS, IBA, GIK etc or a
government institution like MPDD or GEA to collaborate with one or more good
foreign universities or institutions like CSCI Singapore, AIT, METU and ATRIUM
to start high quality capacity building programmes in urban management.
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• Further expand the scope of SEI-MPDD collaboration and commission them to
develop and conduct customized courses for each sector like SWM, Water
Supply, and Transport etc.
8.1.3 Options for Institutionalization of Capacity Building
There are a number of different options for institutionalization of capacity building in these
institutions. First option is to establish an effective Organizational Development function in
each of the selected institutions. Second option is to have a centralized Organizational
Development section at the CDG level which serves all the urban management agencies.
Third option is to establish an independent organization to address the institutional
strengthening and human resource development needs of urban management agencies.
Fourth option is to outsource capacity building to an organization like PIM or OCTARA.
Another variation of third option is to establish an independent institution in partnership with
other public or private sector organizations. Such options need to be examined from various
angles such as start up and recurring cost and time needed, administrative convenience,
responsiveness to the needs of various departments and sustainability etc. The above
mentioned options are discussed one by one in the following lines;
1. First Option: Establish CB function within each agency
Fist option is to establish a unit within each agency with the mandate to look after the entire
function of capacity building. This would involve undertaking capacity building needs
assessment periodically and developing and conducting suitable capacity building
programmes to fulfill the identified needs on an on going basis. This option has following
advantages.
Advantages
• Given that the unit will be housed within every agency, the respective agency will
have greater control over selection of contents, methodologies and resource
persons in its capacity building programmes. This can result in greater alignment of
capacity building interventions with the needs of urban managers and staff within the
context of a certain agency.
• Operational costs of running capacity building programmes will be low due to less
travel involved. Similarly due to proximity of potential participants, their travel time
will be reduced.
• There will be more administrative and logistical convenience in organizing
programmes and in participation of officials. In addition follow up of training as well
as using other means of capacity building like establishing communities of practice,
peer learning, mentoring and coaching would be relatively easy.
• Once the costs of the CB (capacity building) unit become part of the agency’s
annual budget, the unit is likely to sustain.
However pursuing this strategy may not be advisable due to the following disadvantages.
Disadvantages
• Every agency will have to develop its own HRD unit. Given that most of the urban
agencies have no existing capacity in this area, almost all the expertise needed to
establish and run this function will have to be procured from outside which could be
prohibitively expensive.
• At present, required expertise in urban management capacity building is neither available
within the urban management agencies nor in the local market. Therefore even if the
agencies are able to make financial resources available to procure the expertise from the
market, they may not get it.
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• The unit will face the risk of becoming overly inward looking and isolated. There will be
fewer opportunities to learn from experiences of other agencies and other cities.
• A good quality capacity building has to have an equally strong arm in research and
development. Following a research, development, implementation and evaluation cycle is
the only way to ensure that the capacity building programmes are of high quality and are
firmly grounded in the emerging needs of the agencies. Therefore establishing a good
quality capacity building unit is like establishing a mini university. Given this, establishing
and running such unit effectively is a too huge task for the urban agencies to undertake.
Recommendation: Disadvantages of establishing CB unit within each agency outweigh the
advantages, therefore this option is not recommended.
2. Second Option: Establish CB function within each CDG
Every CDG has a DO (HR) office mandated to look after major HR functions of the CDG.
Theoretically this office can be developed into a capacity building unit. Advantages and
disadvantages of following this approach are;
Advantages
• Given that the unit will be housed within every CDG, the respective CDG will have
greater control over selection of contents, methodologies and resource persons in its
capacity building programmes. This can result in greater alignment of capacity
building interventions with the needs of urban managers and staff within the context
of a certain city.
• Operational costs of running capacity building programmes will be low due to less
travel involved. Similarly due to proximity of potential participants, their travel time
will be reduced.
• There will be more administrative and logistical convenience in organizing
programmes and in participation of officials. In addition follow up of training as well
as using other means of capacity building like establishing communities of practice,
peer learning, mentoring and coaching would be easy.
• Once the costs of the CB unit become part of the CDGs annual budget, the unit is
likely to sustain.
• A very important merit of this option is that a centralized CB unit at the CDG level
has the potential to help improve coordination and collaboration among various
urban agencies working in a city.
Disadvantages
• Given that DO (HR) office in most of the CDGs have no existing capacity in this area18,
almost all the expertise needed to establish and run this function will have to be procured
from outside which could be very expensive.
• At present, required expertise in urban management capacity building is neither available
within the urban management agencies nor in the local market. Therefore even if the
CDGs are able to make financial resources available to procure the expertise from the
market, they may not get it.
• In terms of exposure and mutual sharing, this option is better than option 1 as there will be
more opportunities for sharing among various agencies working within a certain city.
However there will be fewer opportunities to learn from experiences of other cities.
18
DO (HR) office in CDG Faisalabad is relatively advanced. However the existing capacity even in this case is
too low to undertake the functions of a good quality capacity building unit which could provide high quality
capacity building services to all the urban agencies in Faisalabad.
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• As explained under the first option, establishing a really good quality and effective
capacity building unit is a huge undertaking. While CDGs are surely better poised to
establish such units as compared to individual agencies, establishing such unit at each
CDG level would still be very challenging.
Recommendation: Keeping in view the above explained advantages and disadvantages of
establishing CB units at CDG level; the option is certainly worth considering. Even if a full
fledged CB unit becomes too expensive or impractical, a smaller unit to coordinate and
implement CB functions at the CDG level may still be needed in each city.
3. Third Option: Establish a centralized CB Unit in one city to serve all the cities in Punjab (in
collaboration with relevant local and foreign experts and institutions)
This option involves establishing a full fledged CB institute to serve all the capacity building
needs of all the agencies involved in urban affairs across Punjab. Lahore and Faisalabad are
likely candidates for this institute on account of relatively central location and better initial
capacity. Given that none of the exiting public sector institutions possess sufficient technical
capacity, know how and expertise required to establish and manage a state of the art
institute for urban affairs, suitable expertise will have be brought from the private sector
within Pakistan and from private and public sectors from outside Pakistan. Advantages and
disadvantages of following this approach are;
Advantages
• It would be easier and more economical to provide all the inputs to establish one
high quality institution instead of many.
• Given that there is an acute dearth of urban management capacity building expertise
in the local market, one institution has better probability of finding the needed
expertise from the market rather than many units competing for a share in the same
small pool.
• As explained earlier, a good quality capacity building institution is like a mini
university which needs to be continuously engaged in research, development,
implementation and evaluation. Establishing one institution would make it relatively
easier to undertake all of these functions under one roof which will help ensure
quality.
• As there is an acute shortage of urban management capacity building expertise in
Pakistan, any serious effort aimed at building local capacities will have to rely on
relevant expertise from abroad at least in the short run. Given the expenses as well
as administrative and logistical complexities involved in engaging foreign experts,
many CDGs and urban agencies may not be able to handle this component.
Besides, a certain level of capacity in needed even to manage foreign experts and
get quality output from them. Such capacity is not available within CDGs and Urban
agencies. These factors make the case for a centralized CB institution stronger.
• While this study covers only five cities, the challenge of improving urban services is
not limited to the cities covered in this study. In future more and more cities of
Punjab will be facing similar issues and challenges and therefore will need capacity
building services. In case there is no centralized CB institution, each new CDG or
worse each urban agency will have to establish a new CB unit. On the other hand, a
centralized CB institution can have the flexibility to keep expanding to serve the
capacity building needs of new cities and agencies, as the need arises.
• There will be more frequent opportunities for mutual sharing among cities and
agencies.
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Disadvantages
• CDGs and urban agencies will have less control over selection of contents,
methodologies and resource persons in the capacity building programmes. This can
result in more generalization and less customization and has the risk of reducing the
relevance of capacity building programmes.
• Operational costs of running capacity building programmes will be high due to more
travel involved. Similarly participation costs will be more on account of greater travel,
board and lodging involved.
• There will be less administrative and logistical convenience in participation of
officials. In addition follow up of training as well as using other means of capacity
building like establishing communities of practice, peer learning, mentoring and
coaching would be difficult to manage.
• While the start up costs of such institution could be borne by one or another donor
agency, the government will have to create a new department with its own budget to
run the institution afterwards.
• There will be fewer opportunities to help improve coordination and collaboration
among various agencies working within a city.
Recommendation: Keeping in view the above explained advantages and disadvantages of
establishing a centralized CB Institution; the merit of this choice seems to outweigh the
demerits. However a combination of a CB institution in one city with smaller satellite CB units
at each CDG level appears to be the best option to follow. The proposed institute may be
named Punjab Institute of Urban Affairs (PIUA), Punjab Institute of Urban Research and
Training (PIURT) or any other suitable name. While establishment of such institute will have
to be preceded by a more detailed design phase with the involvement of relevant experts, its
broad contours can be summarized as below;
Mandate of the Institute
Possible institutional mandates of the said institute could be,
• To become a state of the art research and training institution, serving as a catalyst for
continuously enhancing economic prosperity and social development within urban
areas of Punjab province.
• Develop high quality urban managers who are committed to the pursuit of excellence,
and are endowed with vision, managerial and technical competence and dedication.
• Improve urban management practices in Punjab through creation and dissemination
of knowledge.
• Serve as an intellectual resource base in the field of urban management.
Where it may be located
The institute should preferably be located in Lahore for the following reasons;
• Being capital of the province, it will be easier to coordinate with relevant provincial
line departments, provincial ministries and other government departments.
• Head offices of many large business groups and prominent corporate sector
companies are located in Lahore. This will make it convenient to engage corporate
leadership in the governance as well as in resource generation for the institute.
• Lahore, itself being the largest CDG of the province, can offer rich and diverse
opportunities for study, research, and practical exercises in the field of urban
management for prospective participants of capacity building programs.
• Lahore has greater chances of finding and retaining suitable human resources for the
institute than other cities.
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• The Urban Unit, which is fast developing into a repository of knowledge and expertise
in urban management, is located in Lahore. Locating the proposed institute in the
same city will make it more convenient for the UU to play its due role in the
establishment of this institute.
Governance
The proposed institute must have a fully autonomous status and should be governed by a
Board of Directors. The BoD should have a balanced representation from the urban
management agencies, provincial line departments, corporate sector, academia
(Engineering University, LUMS etc) and civil society.
Funding
Conceivable sources of initial funding for the proposed institute may include grant from one
or more multilateral or bilateral donors, government’s own funds and donations from
corporate sector. It would be best to create an endowment fund in the start up phase of an
amount which is ensures a steady stream of income to meet the basic operational expenses
of the institute. As the institute grows, it will obviously need more resources. However,
having autonomous status, the institute should generate its own resources from its services
to top up the income from endowment.
Some Functional and Operational Features of the Institute
• There is a yawning vacuum in the availability of reliable data and information about
for instance demand, access, usage and quality of urban services in the cities of
Punjab. Designing quality interventions by the institute would be contingent upon a
strong capacity to fill this information gap through conducting focussed and
meaningful research. Therefore the proposed institute must have a robust research
component. Similarly the proposed institute will need to have strong ICT capacity to
handle process and analyze huge amounts of data.
• Since there are hardly any experts available in Pakistan who could teach modern
urban management, faculty for the proposed institute will have to be brought from
outside the country. Moreover suitable technical expertise will be needed to design,
establish and launch this institute. This can be best achieved through entering into a
strategic partnership with a suitable and relevant oversees institution. ATRIUM -
Singapore, NIUA - India, AIT - Thailand, Civil Services College International –
Singapore, Middle East Technical University – Turkey and INTAN – Malaysia may be
explored for such collaboration.
• The institute may design and conduct basic courses in integrated urban planning and
advance courses in various urban management sectors like SWM, Urban Transport,
and Water Supply etc.
• There should be a general management unit within the institute which develops and
conducts general management courses contextualized within the ambit of urban
management such as strategic planning, human resource management, operational
management, information and communication management, comparative studies of
rapidly developing and developed cities of Asia and the world, management in
service industries etc
• The institute may first start short term certificate courses and then gradually move
into offering longer term diploma and degree awarding programs like a two years
masters program in urban management.
4. Fourth Option: Outsource capacity building of urban management agencies to
private sector.
The study found out that none of the private sector capacity building institutions in Pakistan
including universities and training outfits possess necessary know how and expertise to
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manage the capacity building function for urban management agencies. Besides willingness
of good quality institutions like LUMS and IBA needed to seriously pursue development of a
high quality urban training center is doubtful. On the other hand while it might be possible to
pursue smaller private sector universities like Preston or SZABIST, their value add is
expected to be minimal. Therefore this option is not worth further examination and has been
dropped.
9. CONCLUSION
This report gives an overview of urban services in five cities of Punjab and highlights some
of the key challenges being faced by agencies involved in the management of these
services. Further the report suggests a number of important practical measures needed to
improve the performance of urban management agencies. The recommendations cover
policy level reforms, institutional reforms and capacity building reforms. In capacity building,
a range of options are recommended to build the capacity of urban agencies on a short term
basis. This is needed to inject high potency doses of managerial and technical capacities in
minimum possible time. However, short term measures are like life-saving drugs which will
only help the patient survive. Side by side, other steps are needed to improve and maintain
the internal health of these agencies in the long run. Keeping this in view, the report
recommends establishment of a centralized CB Institute in preferably Lahore or Faisalabad
to serve the capacity building needs of all urban management agencies across Punjab. In
addition, creation of smaller satellite CB units at each CDG level which are linked to the main
institute is also recommended.
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Annex I
INDICATIVE LIST OF CAPACITY BUILDING INSTITUTIONS/PROJECTS
Public Sector Institutions
1. Accounts and Audit Training Institute.
2. Management and Professional Development Department.
3. Pakistan Institute of Management.
4. National School of Public Policy
5. National Management College
6. National Institute of Public Administration.
7. Road Research & Material Testing Institute.
8. University of Engineering and Technology Lahore.
9. NED University of Engineering and Technology.
10. Civil Services Academy.
11. Health Services Academy.
12. Government Engineering Academy.
13. Punjab Local Government Academy.
14. TEVTA.
15. PIPFA.
16. Institute of Communication Studies
17. Municipal Training and Research Institute, Karachi
18. University of Arid Agriculture, Rawalpindi
Projects
1. Punjab Municipal Services Improvement Project
2. Punjab Municipal Development Fund Company
3. Punjab Resource Management Programme
4. Decentralization Support Programme
5. Rawalpindi Environment Improvement Project
6. Faisalabad Area Upgrading Project
7. Southern Punjab Basic Urban Services
8. Punjab Devolved Social Services Program
9. Punjab Initiatives Fund
10. Devolution Support Project
11. Strengthening Decentralized Local Government in Punjab- Faisalabad District Project
12. Project Improvement to Financial Reporting and Auditing Project
13. Project Improvement to Financial Reporting and Auditing Project II
14. Democratic Governance Program
15. JICA Devolution Support Project
Private Sector Institutions
1. OCTARA.
2. LUMS.
3. Institute of Business Administration.
4. ICI-Pakistan-British Council Management Centre
Overseas Institutions and opportunities
1. The Urban Institute, (Pakistan, United States)
2. Institute for Public Private Partnership, United States.
3. Institute of Public Relations, Singapore.
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4. Asian Institute of Technology, Thailand.
5. National Institute of Urban Affairs, India.
6. Middle East Technical University, Turkey.
7. Civil Services College International, Singapore.
8. National Institute of Public Administration, Malaysia.
9. Asia Training and Research Initiative for Urban Management, Singapore
10. International Water Center, Australia
11. Lund University, Sweden.
Other International Institutions
1. National School of Government, United Kingdom
Web Address: www.nationalschool.gov.uk
2. Institute for Housing and Urban Development Studies, Netherlands
Web Address: www.ihs.nl
3. The New School for Management and Urban Policy, Italy
Web Address: www.newschool.edu/milano/
4. Australian Institute of Urban Studies, Australia
Web Address: www.aius.org.au
5. Canadian Urban Institute, Canada
Web Address: www.canurb.com
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Annex II
LIST OF PEOPLE CONSULTED
Lahore
Name Designation
Tariq Mahmood Khan G.M Institutional Development PMFDC
Tariq Muhammad M.D. WASA
Asadullah Khan Sumbal Program Director PRMP
Dr. Tufail Siddiqui District Officer Solid Waste Management
Dr. Akhtar Nazir Urban Unit
Mehnaz Bhaur Deputy Director PRMP
Naveed Hassan Asif Director General WASA
Nasrullah Baloch Director Housing LDA
Asim Iqbal Executive District Officer Finance and Planning
Khushal Khan Chief Traffic Engineer TEPA
Prof. Syed Qasim Ali Shah Director of Studies Government Engineering Academy Punjab
Shahid Zia Cheema District Officer Planning and Development
Javed Nisar Director Common Training Program Civil Services Academy
Lahore
Dr. Haider Ali Shah Director Management NIPA Lahore
Rafiq Jatoi District Officer Planning
Shafique Ahmad Town Municipal Officer Shalimar Town
Shoeb Iqbal Deputy Director DSSP
Syed Riaz Hussain District Officer Roads
RajaNadir Ali Cantonment Executive Officer Lahore
Rubina Yasmeen Deputy Director DSSP
Zulfiqar younas Deputy Director PRMP
Rawalpindi
Capt. Saqib Zaffar Executive District Officer Finance and Planning
Ghulam Abbas Khan Executive District Officer Works and Services
Farhat Munir District Officer Buildings
M. Azeem District Officer Roads
Iftikhar Shellwani Executive District Officer Municipal Services
Saleem Janjua District Officer Environment
Dr. Mazhar Azim District Officer Solid Waste Management
Sheikh Shahid Bashir Cantonment Executive Officer
Ghulam Abid Shah Senior Engineer
Ammar Idrees Cantonment Engineer
Abid Hussain Sanitary Inspector Rawalpindi Cantt
Hassan Kamal Sanitary Inspector Rawalpindi Cantt
Raja Shaukat Mahmood Director Administration and Finance RDA
M. Makeen Director Metropolitan Planning and Traffic Engineering RDA
Jamshed Aftab Deputy Director Metropolitan Planning and Traffic Engineering
RDA
Chaudhry Naseer Ahmed Director Water Supply WASA
Zahoor Dogar Director Information Rawalpindi Environment Improvement
Project
Omar Farooq Assistant Director Sewerage Rawalpindi Environment
Improvement Project
Faisal saeed Additional CEO Cantonment Board
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Faisalabad
M. Shahid Alvi Human Resource Specialist
Mahmood Akhtar Deputy Team Leader
M. khalid Mahmood DO Buildings
Raja Safdar Hasan DG FDA
M.Tariq Community Development Specialist
Saima Raza District Officer Finance and Budgeting
Saleem Ahmed Awan DMD WASA
Anwar Muneeb Ud Din DD (Dev.control) FDA
Asif Hayat Khan Niazi TO(Planning) layyalpur
Gul Hafeez SPU
Nasir Shahzad BS LYP Town
Waseem Ahmed Director (O&M)WASA
Imran Yousafzai Financial Management Specialist
Dr.Ishfaq Ahmed District Officer Solid Waste Management
Ali Imran District Officer Spatial Planning
Dr. Aslam Pervaiz Deputy District Officer Solid Waste Management
M. Ramzan DO (Planning)
Dr. Tariq Sardar EDO F&P
Naveed Ahmed AC Income Tax
Shahzad Nazir Town Officer Finance Lyalpur town
Khalid Pervaiz DO
Ali Imran DO (Spatial planning)
Dr. Rai Qamar Zaman Deputy District Officer Solid Waste Management
Javed Iqbal District Officer Environment
Chaudhry Liaqat Ali Town Municipal Officer Jinnah Town
Muhammad Rahid Town Officer I&S Jinnah Town
Chaudhry Ashraf Town Officer Regulation Jinnah Town
Ume-Laila Naqvi Town Officer Planning Jinnah Town
Tariq Shabir Khan Town Officer Finance Jinnah Town
Gujranwala
Zafar Hanif Chaudhry Executive District Officer Works and Services
Sheikh Najam-u-Saqib District Officer Buildings
Muhammad Abdullah District Officer Roads
Shahbaz Khan Superintendent Works and Services
Waheed Ahmed Butt Executive District Officer Municipal Services
Shafqat Saeed Farooqi District Officer Environment
Muhammed Saeed Ahmed District Officer Solid Waste Management
Khalid Mehmood Sheikh Executive District Officer Finance and Planning
Shaukat Hussain Khan District Officer Budget and Finance
Muhammad Amin Bajwa District Officer Planning
Chaudhry Shahid Iqbal Town Municipal Officer Qila Didar Singh
Ifthikhar Hussain Mehmood Town Officer Regulation Qila Didar Singh
Manzoor Ahmed Town Officer I&S Qila Didar Singh
Sheraz Aslam Town Municipal Officer Nandipur Town
Pervez Pasha Town Officer Planning Nandipur Town
Zaffar Ali Buttar Town Officer I&S Nandipur Town
Muhammad Aslam Ghumal Town Officer Regulation Nandipur Town
Arshad Maidan Director Engineering WASA Gujranwala
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Multan
Ubaid-ur-Rehman Ansari Executive District Officer Works and Services
Habib-ur-Rehman Gohir District Officer Roads
Javed Iqbal Executive District Officer Finance and Planning
Arshad Hussain District Officer Enterprise and Investment
Chaudhry Mukhtar Ali District Officer Accounts
Abdul Shakoor Bhutta District Officer Solid Waste Management
Zafar Iqbal District Officer Environment
Faheem Ahmed Khan Lodhi Motor Transport Officer
Asghar Majeed Baloch District Officer Transport and Secretary RTA
Shoaib Mehmood Assistant Engineer Cantonment Board Multan
Faheem Zafar Cantonment Executive Officer Multan
Muhammed Iqbal Malik Chief Sanitory Inspector Cantonment Board
Multan
Muhammad Nadeem Shah Sanitory Inspector Cantonment Board Multan
Director MDA
Chaudhry Muhammad Tayyub Director Town Planning MDA
Iqbal Ahmed Deputy Director Urban Planning MDA
Muhammad Shamim Director Engineering MDA
Dr. Javed Iqbal Managing Director WASA Multan
Malik Tassaduq Hussain Director Works WASA Multan
Syed Saqib Hussain Bukhari Deputy Director Planning and Development
WASA Multan
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Annex III
TERMS OF REFERENCE
Assignment TORs
TASK 1
(10) Identify capacity building needs for local government officials and available
capacity building sources.
TASK 2
(11) Identify gaps and overlaps in the differing approaches to capacity building and
specify institutional arrangements in areas where capacity building work needs
to be undertaken.
TASK 2
(12) Identify, review and assess the form and substance of various capacity building
institutions operating at the local, provincial and national level
TASK 3
(13) Identify, review and assess the form and substance of the capacity building
programs and projects initiated by international institutions and donor agencies
in the area of urban planning , management and development (covering sector
of SWM, Land use planning and Management, Municipal Finance, Water Supply
and Sanitation, Urban Transport)
TASK 4
(14) Review curricula for training and capacity building for different level of local
Government Officials.
TASK 5
(15) Prepare a detailed profile of capacity building institutions including the resources
at their disposal and an exhaustive and consolidated list of all public sector
capacity building programs and projects conducted in the Province during the
last 10 years.
TASK 6
(16)Suggest capacity building programs for specific areas and function of local
governments such as urban planning , management and development (covering
sector of SWM, Land use planning and Management, Municipal Finance, Water
Supply and Sanitation, Urban Transport)
TASK 7
(17) Formulate an objective and practical proposal for institutional arrangements
which will enable sustainable capacity building of public institutions in the
Province.
Above are the TORs detailing the collective responsibilities of the team. Individual TORs
describing the division of work amongst team members are given below
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Individual TORs
Dr. Amjad Saqib - Team Leader
As Team Leader:
Prepare detailed methodology, and time frame for the completion of the study
• Meetings/discussion and dialogue with the Client
• Review the existing material and refinement of TORs and finalization of Work Plan
• Ensure the quality of the output
• Attend the meetings and lead the discussion on various activities/ tasks of the project
with stakeholders
• Coordinate the overall team work
• Preparation of interim, draft and final reports
As Capacity Building Expert:
• Identify capacity building needs for local government officials and available capacity
building sources
• Identify gaps and overlaps in the differing approaches to capacity building
• Identify, review and assess the form and substance of various capacity building
institutions
• Review curricula for training and capacity building for different level of local Government
Officials
• Suggest capacity building programs for specific areas and function of local governments
• Formulate an objective and practical proposal for institutional arrangements
Muhammad Zahoor - Human Resource Development Specialist
• Preliminary Meetings with the Client
• Identify capacity building needs for local government officials and available capacity
building sources
• Identify gaps and overlaps in the differing approaches to capacity building and specify
institutional arrangements in areas where capacity building work needs to be undertaken
• Identify, review and assess the form and substance of various capacity building
institutions operating at the local, provincial and national level
• Prepare a detailed profile of capacity building institutions
• Suggest capacity building programs for specific areas and function of local governments
such as covering sector of SWM, Water Supply and Sanitation
• Formulate an objective and practical proposal for institutional arrangements which will
enable sustainable capacity building for the above stated sector.
• Attend the meetings/ discussion on various activities/ tasks of the project with
stakeholders
• Assist the team leader in preparation of interim, draft and final reports
Azhar Saeed - Institutional Development Specialist
• Preliminary Meetings with the Client
• Identify capacity building needs for local government officials and available capacity
building sources
• Identify gaps and overlaps in the differing approaches to capacity building
• Identify, review and assess the form and substance of various capacity building
institutions operating at the local, provincial and national level
• Identify, review and assess the form and substance of the capacity building programs
and projects initiated by international institutions and donor agencies in the area of urban
planning, management and development
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• Review curricula for training and capacity building for different level of local Government
Officials
• Prepare detailed Profiling of capacity building institutions
• Suggest capacity building programs for specific areas and function of local governments
such as urban planning, management and development
• Formulate an objective and practical proposal for institutional arrangements
• Assist the team leader in review the existing material
• Attend the meetings/ discussion on various activities/ tasks of the project with
stakeholders
• Assist the team leader in preparation of interim, draft and final reports
Shehnaz Kapadia Rahat - Technical Advisor
• Preliminary Meetings with the Client
• Review the work done by the team and provide technical leadership
• Assist the Team Leader in suggesting capacity building programs for specific areas and
function of local governments
• Assist the Team Leader in formulating an objective and practical proposal for institutional
arrangements which
• Provide backstopping on technical issues related to capacity building initiatives.
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Annex-IV
ORGANOGRAMS
EXECUTIVE DISTRICT OFFICE FINANCE AND PLANNING
EXECUTIVE DISTRICT OFFICE MUNICIPAL SERVICES
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EXECUTIVE DISTRICT OFFICE WORKS AND SERVICES
Executive District Officer
District Officer District Officer District Officer
Road Energy & Industrial Promotion Building
DDO Generation
Tehsil Level Officer DDO Distribution Tehsil Level Officer
DDO Industrial Promotion
DDO (Road) IDO DDO (BLDG)
DDO (Road) AIDO DDO (BLDG)
DDO (Road) Other Staff DDO (BLDG)
DDO (Road) DDO (BLDG)
TOWN MUNICIPAL ADMINISTRATION
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Faisalabad Development Authority
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Multan Development Authority
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Rawalpindi Development Authority
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WASA Rawalpindi
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WASA Multan
Managing Director
BS-20
Dy Managing Director
BS-19
Director Director Director
Admn & Finance Works Recovery (vacant)
BS-19 BS-19 BS-19
Dy Director Admn Dy Director Sew (N) Dy Director
Dy Dir Rec H/Q P&D
BS-18 BS-18 BS-18 BS-18
Ast Dir Adm Ast Dir Const Ast Dir Comp
BS-17 BS-17 BS-17 C H Draftman
BS-17
Dy Dir Fin Ast Dir Maint
BS-17
Dy Dir Rev
BS-18 BS-18
Asstt Dir P&D
Ast Dir Maint BS-17
Ast Dir Fin
BS-17 Ast Dir Accounts
BS-17
BS-17 (Vacant)
Dy Dir Sew (S)
BS-18 Ast Dir Rec (N)
BS-17
Ast Dir Const
BS-17 Ast Dir Rec (S)
BS-17
Ast Dir Maint
BS-17 Tehsildar
BS-16
Ast Dir Maint
BS-17 SSM
BS-18
Dy Dir DS
BS-18
Police staff
Ast Dir Mech
BS-17
Ast Dir Elect
BS-17
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WASA Lahore
ORGANIZATION STRUCTURE
Managing Director
Dir. (P&E)
DMD (ENGG) DMD (F,A & R) DMD (O&M)
Dir. (WWI) Dir. (P&D) Dir. (Admn) Dir. Operation (N)
Dir. (HYD) Dir. (P&S) Dir. (Finance) Dir. Operation (S)
Dir. Const: I Dir. (Revenue) Dir. Operation (S.C)
Dir. Const: II Dir. (Training) Dir. Maintenance
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TEPA Lahore
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