KP-SISUG Abbottabad City Development Plan – Draft Final Report
Pakistan:
Provincial Strategy for Inclusive and Sustainable Urban Growth in Khyber Pakhtunkhwa
ABBOTTABAD CITY DEVELOPMENT PLAN
DRAFT FINAL REPORT
March 2019
KP-SISUG Abbottabad City Development Plan – Draft Final Report
CURRENCY EQUIVALENTS
(as of 01 January 2019)
Currency unit – Pakistan Rupee (PKR) PKR1.00 = $0.0072 $1.00 = PKRs 138.85
ABBREVIATIONS
ADA - Abbottabad Development Authority ADB - Asian Development Bank ADP - annual development program AP - action plan BOQ - bills of quantities BTE - Board of Technical Education CAD - computerized aided design CBT - competency based training CDIA - Cities Development Initiative for Asia CDP - city development plan CES - community entrepreneurial skills CIU - city implementation unit CMST - community management skills training CNC - computer numerical control CNG - compressed natural gas CPEC - China-Pakistan Economic Corridor CRVA - climate resilience and vulnerability assessment DAO - District Accounts Office DDAC - District Development Advisory Committee DFID - Department for International Development (UK) DFR - draft final report DM - disaster management DRR - disaster risk reduction EA - executing agency EFI - electronic fuel injection EIA - environmental impact assessment EMP - environmental management plan EPA - Environmental Protection Agency [of Khyber Pakhtunkhwa]
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ESMS - environmental and social management system FATA - Federally Administered Tribal Area FATA-DA - Federally Administered Tribal Areas Development Authority GIK - Ghulam Ishaq Khan Institute of Engineering and Technology GIS - geographic information system GIZ - Deutsche Gesellschaft für Internationale Zusammenarbeit (gmbh) [German international development agency] GM - General Manager GoKP - Government of Khyber Pakhtunkhwa GoP - Government of Pakistan GPS - global positioning system GRM - grievance redressal mechanism HIES - Household Integrated Economic Survey HR - human resource HRD - human resource development HTV - heavy transport vehicle HVAC - heating ventilation and air conditioning IA - implementing agency ICT - information and communication technologies IEE - initial environmental examination IFIs - international financial institutions IT - information technology KP - Khyber Pakhtunkhwa KP-EZDMC - Khyber Pakhtunkhwa Economic Zones Development and Management Company KPCIP - Khyber Pakhtunkhwa Cities Improvement Project KPPRA - Khyber Pakhtunkhwa Public Procurement Regulatory Authority KSSUP - Khyber Pakhtunkhwa strategic sustainable urban plan LCs-PUGF - local councils provincial unified group of functionaries LGA - local government act LGE&RDD - Local Government, Elections and Rural Development Department [of Khyber Pakhtunkhwa] M&E - monitoring and evaluation GDA - Galliat Development Authority MDTF - Multi Donor Trust Fund MER - monitoring evaluation and research MIS - management information system MNDA - Mansehra Development Authority NAVTTC - National Vocational and Technical Training Commission NCs - neighborhood councils NDMA - National Disaster Management Authority
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NEQS - national environmental quality standards NER - net enrolment rate NIM - National Institute of Management NIUIP - National Institute of Urban Infrastructure Planning NOC - no objection certificate NUML - National University of Modern Language and Sciences NVQF - national vocational qualification framework NVQS - national vocational qualification system O&M - operation and maintenance P&DD - Planning and Development Department [of Khyber Pakhtunkhwa] PAC - public accounts committee PARD - Pakistan Academy for Rural Development PCNA - post crisis needs assessment GDA - Galliat Development Authority PEFA - public expenditure and financial accountability PER - public expenditure review PFM - public financial management PGD - post graduate diploma PGR - population growth rates PIFRA - project for improvement in financial reporting and auditing PMU - project management unit PPP - public-private partnership PSISUG - provincial strategy for inclusive and sustainable urban growth RAC - refrigeration air conditioning RCP - Representative Concentration Pathways RDP - regional development plan RPL - recognition of prior learning SAMA - services and assets management agreement SAP - strategic action plan SDC - skill development council SDC - Swiss Agency for Development Cooperation SDG - sustainable development goals SECP - Security and Exchange Commission of Pakistan SIPF - sustainable integrated planning framework SME - small and medium enterprises SP - spatial plan SPS - safeguards policy statement [of ADB, 2009] TEVTA - Technical Education and Vocational Authority TMA - Tehsil Municipal Administration TMO - Tehsil Municipal Officer TNA - training needs assessment
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TOR - terms of reference ToT - training of trainers TTB - Trade Testing Board TVET - technical and vocational education and training UET - University of Engineering and Technology [Peshawar] UN - United Nations UNDP - United Nations Development Program UPS - uninterruptible power supply URA - urban resilience assessments USAID - United States Agency for International Development VCs - village councils WB - The World Bank WSSC - Water and Sanitation Services Company
NOTES
(i) The fiscal year (FY) of the Government of the Islamic Republic of Pakistan and its agencies ends on 30 June. “FY” before a calendar year denotes the year in which the fiscal year ends, e.g., FY2019 ends on 30 June 2019.
(ii) In this report, “$” refers to US dollars.
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Contents
A. Introduction 1 A.1. Background 1 A.2. Vision 1 A.3. Report outline 1 A.4. Sustainable planning approach 2 B. The City and Regional Context 5 B.1. Physical and environmental setting 5 B.2. Socio-economic setting 6 B.2.1. Employment 6 B.2.2. Poverty 8 B.2.3. Education 8 B.2.4. Health 10 B.3. Regional influences and linkages 11 B.4. Future opportunities and economic conditions 12 C. Key Factors and Drivers for Urban Development in the City 14 C.1. Population growth and demographic factors 14 C.1.1. Projections of population growth 14 C.1.2. Analysis of population patterns 15 C.2. Land use and physical planning 17 C.2.1. Pattern of growth and regional potential 17 C.2.2. Existing spatial structure and land use in Abbottabad 17 C.2.3. Urban expansion 19 C.3. Ongoing developments 20 C.4. Planned or future developments 20 C.5. Climate change and disaster resilience 21 D. Analysis and Needs Assessment 22 D.1. Present infrastructure and municipal service levels 22 D.1.1. Water supply 23 D.1.2. Sewerage and drainage 27 D.1.3. Solid waste 27 D.1.4. Other infrastructure 30 D.2. Current institutional and organizational arrangements for service delivery 31 D.3. Assessed future requirements and needs 32
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D.3.1. Population projections 32 D.3.2. Land development and land allocation 32 D.3.3. Expansion of the area classified as urban 34 D.3.4. Target levels of municipal service delivery 34 D.3.5. Funding of municipal services and investments 37 D.3.6. Public sector governance 37 D.3.7. Capacity Development 38 E. Strategic Action Plan For Urban Development 42 E.1. Integrated urban sector development and spatial planning 42 E.1.1. Key planning principles and application 42 E.1.2. Integrated urban sector development 43 E.2. Strategic priorities and actions 45 E.2.1. Key infrastructure investments and priorities 46 E.2.2. Sustainable service delivery 58 E.2.3. Public sector governance and reforms 63 E.2.4. Capacity development 65 E.2.5. Disaster and climate change risk management 66 E.3. Action plan 67 E.3.1. Short-term (up to 2025) 68 E.3.2. Medium-term (up to 2030) 75 E.3.3. Long-term (up to 2035) 79
TABLES
Table 1: Educational institutions in Abbottabad District 9 Table 2: Enrolment, transition and survival rates in public and private schools in Abbottabad District (2017-18) 9 Table 3: Number and types of government health facilities in Abbottabad District as of 2017 10 Table 4: Abbottabad urban tehsil population projections and growth rates[1] 14 Table 5: Trends in urban growth from 1998 to 2017 in Abbottabad Tehsil 16 Table 6: Area, population, density and growth rate in Abbottabad Tehsil (2017) 16 Table 7: Trends in urban growth in Abbottabad Tehsil from 1998 to 2017 20 Table 8: Groundwater supplied municipal water supply system under WSSCA responsibility 24 Table 9: Recorded active water connections for the month of Sep 2018 26
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Table 10: Current operational collection and street cleansing fleet, WSSC Abbottabad[1] 28 Table 11: Population projections 2019 to 2035 for the current urban area 32 Table 12: Population projections and city area requirement for the currently designated urban areas (37.87 km2) 33 Table 13: Population projections and city area requirement for the expanded urban areas in future (127.4 km2) 33 Table 14: Potential expansion of the urban limit 34 Table 15: Population projections 2019 to 2035 for the expanded city limits 34 Table 16: Proposed target service levels for municipal water supply 35 Table 17: Proposed target service levels for municipal sewerage system 36 Table 18: Proposed target service levels for management of municipal solid waste 36 Table 19: Areas proposed for capacity building 39 Table 20: Principles for sustainable and integrated urban planning 42 Table 21: Projected potable water demand for Abbottabad urban areas[1] 47 Table 22: Projected water production requirement to serve Abbottabad urban areas[1] 48 Table 23: Projected infrastructure requirements for municipal water supply 49 Table 24: Assessed length of existing and future pipe network[1] in Abbottabad urban areas 51 Table 25: Estimated length of sewer network required to be developed[1] 52 Table 26: Sewage treatment capacity and projected flows 52 Table 27: Projected waste generation and collection (tons per day) 54 Table 28: Preliminary assessment of potential equipment requirements for waste collection 55 Table 29: Treatment and disposal requirements for municipal solid waste 56 Table 30: Rural and urban housing units in Abbottabad District 2017 125 Table 31: Percentage of houses by tenure in Abbottabad District 126 Table 32: Household water source and type of toilets in Abbottabad District 126 Table 33: Distribution of farms and farm area in Abbottabad District 129 Table 34: Distribution of Abbottabad population employment by major economic activities (1998) 131 Table 35: Revenue and expenditure for TMA Abbottabad (million PKR) 137 Table 36: Revenue and expenditure for WSSC Abbottabad (million PKR) based on current tariff 138 Table 37: Revenue and expenditure for WSSC Abbottabad (million PKR) based on affordability 139
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Table 38: National and provincial policies, legislation and guidelines relevant to urban planning 140 Table 39: Functions devolved to district governments 146 Table 40: Urban sector stakeholders in Khyber Pakhtunkhwa 154 Table 41: Political and fiscal decentralization in Khyber Pakhtunkhwa 155 Table 42: Administrative decentralization of key functions and roles of government entities 158 Table 43: Human resource requirements of WSSC-Abbottabad 164 Table 44: Human resource requirement of Galliat Development Authority (GDA) 165 Table 45: Capacity issues specific to Abbottabad 168 Table 46: Training needs of different tiers of staff at water and sanitation services companies 168 Table 47: Estimated costs of training of government officials at the Local Governance School 169 Table 48: Estimated costs of training of WSSC officials at National Institute of Urban Infrastructure Planning (NIUIP), Peshawar 170 Table 49: Estimated costs residential training courses at the National Institute of Management (NIM) and Pakistan Academy for Rural Development (PARD) 171 Table 50: Summary of future climate indices for Balakot/Abbottabad 174 Table 51: Climate change impacts on infrastructure 175
FIGURES
Figure 1: Overview of key issues and constraints in the urban sector 4 Figure 2: HR productivity ratio for WSSC Abbottabad (2018) 40 Figure 3: Conceptual framework for integrated urban sector development 44 Figure 4: Revenue and expenditure for WSSCA vis-à-vis urban population 61 Figure 5: Population growth in Abbottabad City 123 Figure 6: Age-sex pyramid for Abbottabad District (1998) 127 Figure 7: Area and production of major crops in Abbottabad (2016-17) 130 Figure 8: Khyber Pakhtunkhwa provincial government departments 146 Figure 9: District level government departments in Khyber Pakhtunkhwa 147 Figure 10: Communication analysis –available mechanisms 179 Figure 11: Target audience for the project 182
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MAPS
Map 1: Khyber Pakhtunkhwa – administrative units 85 Map 2: Abbottabad District – union councils 86 Map 3: Abbottabad District – population density of union councils 87 Map 4: Abbottabad District – gridded population (2017) 88 Map 5: Abbottabad District – communications network 89 Map 6: Abbottabad District – built-up area 90 Map 7: Abbottabad District – unbuilt area 91 Map 8: Abbottabad District – elevation 92 Map 9: Abbottabad District – geology 93 Map 10: Abbottabad District – hydrology 94 Map 11: Abbottabad District – river basins 95 Map 12: Abbottabad District – slope profile 96 Map 13: Abbottabad District – soil profile 97 Map 14: Abbottabad District – topography 98 Map 15: Abbottabad City – urban area 99 Map 16: Abbottabad City – urban union councils 100 Map 17: Abbottabad City – urban expansion 101 Map 18: Abbottabad City – gridded population (2017) 102 Map 19: Abbottabad City – current transport infrastructure 103 Map 20: Abbottabad City – aerial view of bus terminal 104 Map 21: Abbottabad City – current social infrastructure 105 Map 22: Abbottabad City – current tubewells 106 Map 23: Abbottabad City – current water pumps 107 Map 24: Abbottabad City – current overhead/ground storage tanks 108 Map 25: Abbottabad City – current filtration plants 109 Map 26: Abbottabad City – current sewage and drainage infrastructure 110 Map 27: Abbottabad City – current solid waste management infrastructure 111 Map 28: Abbottabad City – aerial view of solid waste dumping site 112 Map 29: Abbottabad City – administrative jurisdiction for municipal services 113 Map 30: Abbottabad City – current infrastructure 114 Map 31: Abbottabad City – proposed infrastructure 115 Map 32: Conceptual urban development model for Abbottabad City 116
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APPENDICES
Appendix 1: Demographic parameters of Abbottabad District 117 Appendix 2: Population and demographic analysis 123 Appendix 3: Financial public expenditure review 133 Appendix 4: Institutional and organizational assessment 140 Appendix 5: Climate and disaster risk assessment 172 Appendix 6: Public communication plan 179
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Executive Summary
The City Development Plan (CDP) for Abbottabad aims to promote sustainable city development through integrated and coordinated planning. The CDP for Abbottabad addresses the key urban development challenges taking into consideration the regional influences and interactions of Abbottabad in alignment with international urban planning principles. The CDP provides a 15-year planning framework to deliver a better balance between social, economic, environmental and infrastructure physical development, integrating cross-cutting issues with spatial planning.
Abbottabad, divisional headquarters of the Hazara Division one of the six divisional headquarters in the Khyber Pakhtunkhwa province of Pakistan, is the sixth most populated city and 10th most populated district of the province. The population in the urban area of Abbottabad district is 293,137, with a growth rate of 3.55 percent between 1998- 2017 which is higher than both national and provincial averages.
Population growth rates over the past two decades have been fastest in the four urban Union Councils (UCs) that officially constitute the city (annualized rate of 3.55%). In the rural UCs population growth has been very much slower (annualized rate 1.61%), whilst growth in peri-urban areas on the margins of the city is only a little less than the urban UCs (annualized rate of 3.22%). As a consequence, the share of population in the urban and peri- urban UCs has grown from 39 percent to 47 percent from 1998 to 2017, indicative of inward migration from the rural UCs into the city and peri-urban areas. In addition, growth rates in urban and peri-urban areas have been influenced by a large influx of Afghan refugees, and other migrants displaced by the 2005 earthquake.
Abbottabad City comprises a compact and densely populated urban core (city center and adjacent fringe areas), with outlying scattered urbanized nodes. The spatial structure of Abbottabad is largely characterized by a ribbon sprawl stretched along the main major transportation route (N-35, Karakoram Highway), running approximately in a north-south direction, with scattered villages on the peripheries at the bottom of Sarban hill; the development is also constrained by the natural topography and the extensive cantonment which occupies more than one-third of the area of the city. The city has developed around the large cantonment Beyond the official city limits the urbanization of the rural parts of the tehsil, often in the form of slum developments ad low density housing, is characterized by inefficient land utilization, giving rise to a high cost for providing infrastructure ad often resulting in a lack of basic water, sanitation and health infrastructure.
Basic municipal services are provided by the Water Supply and Sanitation Company (WSSC) Abbottabad to four urban UCs in Abbottabad City. Water supply services are also provided to six rural UCs (peri-urban areas) on the margins of the city; however, there are insufficient resources to provide a full range of services to these peri-urban areas currently.
The provision of municipal services, even within the current service area, is relatively poor, and generally non-existent outside of this area:
• Potable water supply: is sourced from both surface water and groundwater, water supply is intermittent (particularly from surface water), estimated production is sufficient to meet only 60 percent of the demand on average, groundwater production is around 60 liters per capita per day and estimated system losses are 50 percent of
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produced water. Water quality is poor at the point of consumption, often contaminated by fecal matter. Only around 50 percent of the population in the service area is served; • Sewerage and drainage: the existing drainage system is a combined drainage-cum- sewerage system conveying surface water drainage, untreated sewage and waste water. There is no sewage network nor treatment prior to discharge to land or to surface water courses. Zero percent of the population served; and • Solid waste management: current equipment is insufficient to collect the estimated 45 tons per day of waste generated in the four urban UCs, only approximately 70-80 percent of the waste is collected. Uncollected waste is burnt or dumped to land or into the drainage system. Collected waste is disposed to one open dump in Salhad, south of the city limits. There is no sanitary landfill or other forms of waste treatment.
Population projections, based on regression analyses using the 1981, 1998 and 2017 census results, have been made for 2025, 2030, 2035, representing potential low, medium and high growth scenarios. By 2035, the population of Abbottabad city is projected to have increased from 244,842 (2017 census) to between 316,177 (low) and 422,965 (high), with projections made on intercensal growth rates (1998-2017) only at 478,750; these projections indicate a likely increase of between 29.1 percent (low) and 72.8 percent (high) over the 2017 population. Based on the intercensal growth rate the projected increase by 2035 is 95.5 percent over the 2017 population.
These projected population increases will place severe demands upon already stressed services and infrastructure, particularly if intercensal growth rates are maintained.
The CDP proposes that city planning authorities will need to:
• Consolidate the role of the city center and increase urban density in the built-up areas in line with planning standards and norms; • Increase the use of the city floor area for economic use, roads, parking, and public spaces and increase the density in current residential areas, including by building up; • Prohibit development on any land that would impede drainage or is vulnerable to flooding; • Plan future urban expansion concentrating on densifying three urban corridors (built- up areas along Karakoram Highway (N-35), the Kakul Road and the Murree Road). The strategy proposed is to develop each urban corridor into an intensive, livable mixed-use area well-connected into the surrounding urban, economic and social facilities; • Change the demarcation of city boundaries to incorporate appropriate peri-urban nodes; • Increase the proportion of public spaces to at least 15 to 20 percent in line with international planning norms; and • Aim to increase the overall resilience of the city through the effective use of public green space and public facilities, such as the integration of open spaces into storm water management systems, the establishment of water retention ponds, facilities for the re-use of waste water and sewerage, and green infrastructure design (e.g., green roofs).
The CDP envisages the expansion of the urban limits to include the urbanized parts of six rural UCs that are the focus currently of rapid growth. The enlarged urban area would extend to 127.40 km2 from 37.87 km2 currently. The aim of the expansion is to consolidate and formalize these areas as part of the city, whilst at the same time avoiding further
xii KP-SISUG Abbottabad City Development Plan – Draft Final Report uncontrolled urban sprawl. Growth should be directed to existing urban nodes by densifying and intensifying development in these nodes and providing transportation links between the nodes and the core of the city. Growth should be planned and focused on discrete areas of existing urban agglomerations.
The CDP envisages the extension of basic municipal services to all of the area within the expanded urban limits as being a high priority, to be undertaken in a phased (step- wise) and progressive manner. Extension of services to the current urban area should be the focus of initial investments, followed by expansion into the peri-urban areas.
Priority areas for intervention are identified for:
• Infrastructure (municipal services, transportation and public spaces); • Service delivery; • Public sector governance; • Capacity development; and • Disaster and climate change risk management
The CDP identifies an urgent need to improve water supply by: (i) upgrading water production capacity; and (ii) in parallel, upgrading the distribution system to reduce losses from unaccounted for water and to ensure water quality is fit for consumption at the point of delivery. Details on infrastructure requirements to meet the projected potable water demand up to 2035 are summarized in the CDP.
A sewer system will need to be established with the following components: (i) trunk (primary) sewers; (ii) tertiary lines connecting to individual properties; and (iii) secondary sewers linking the tertiary connections to the trunk lines. In parallel, it is necessary to develop suitable treatment capacity, to be expanded as the sewage network is developed. Further details on the infrastructure requirements for sewerage are presented in this CDP.
Solid waste systems will need to be expanded and developed by: (i) upgrading the collection system to facilitate mechanical loading of waste into more efficient collection vehicles from compatible containers; (ii) developing a new sanitary landfill to provide a facility for the secure and sanitary disposal of solid waste; (iii) over time, exploring alternative treatment options for managing the waste stream. The existing dump site in Salhad will need to be capped, closed and rehabilitated. More details on the proposed actions for solid waste are presented in this CDP.
In terms of service delivery for potable water, currently user charges for domestic and commercial connections are collected on a “flat rate” basis in Abbottabad. The CDP proposes to develop the water supply services by gradually installing meters at user level. Other proposals in this CDP include reduction of non-revenue water, improved communication with customers, development of additional resources and the development of regulatory capacity to support the WSSCA.
Finally, in terms of climate change, there are five main impacts for Abbottabad that can be derived from available urban resilience and climate change assessments. These are:
1 Increased drinking water demand due to increases in temperatures, compounded by a reduction in rainfall, thereby reducing available water available for drinking.
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2 Increases in bacterial growth in distribution networks for potable water due to increases in temperature and more days with higher temperatures, compounded by high rates of non-revenue water. 3 Periodic flooding (whether flash floods due to insufficient urban drainage or overflowing of river banks due to excessive run-off). 4 Increases in temperature in urban areas are compounded by few green spaces and shading of roads using vegetation. 5 Increases in temperature in urban areas will require more cooling capacities or adaptation of building codes to incorporate architectural modifications for cooling.
The CDP includes proposed measures to address these impacts. In particular, for flash flooding, a series of measures are proposed to promote aquifer recharge and buffering of heavy rains.
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A. INTRODUCTION
A.1. Background
1. Major cities in Pakistan have experienced rapid urbanization, with an average urban population growth of 4 percent per year since 1951. By 2030, it is estimated that about 60 percent of the country’s population will live in urban areas, of which twelve large cities will each have a population of more than 1 million inhabitants.
2. Notwithstanding that economic activities in urban areas produce more than 75 percent of national income (gross domestic product), more than 15 percent of the urban population lives in poverty. Overall the urban infrastructure is inadequate and is aging, with insufficient investments to maintain basic services or stimulate economic growth and create jobs.1
3. A lack of strategic planning combined with inappropriate regulation, weak planning standards, and inefficient resource allocation, has resulted in major urban problems across Pakistan. A summary of key urban sector issues is provided in Figure 1. As the government’s ability to address these challenges is limited, these conditions have contributed to high levels of socio-economic deprivation and constrained productivity and economic growth in urban areas.2
4. The Asian Development Bank’s (ADB’s) country partnership strategy for Pakistan (2015–2019) has stated that ADB will support the government’s priorities for urban renewal, with improved infrastructure and institutions for municipal services at national, provincial, and city-level. In November 2016, ADB approved the policy and advisory technical assistance on Provincial Strategy for Inclusive and Sustainable Urban Growth (PSISUG) in Khyber Pakhtunkhwa (KP) Province3 with the following four primary outputs:
i. Development of a new road map document for the urban sector; ii. Preparation of City Development Plans (CDPs); iii. Capacity building program for relevant stakeholders; and iv. Mainstreaming innovations in the urban sector. A.2. Vision
5. The City Development Plan (CDP) for Abbottabad aims to promote sustainable city development through integrated and coordinated planning in order to regularize the city’s future physical development, promote economic growth and ensure adequate and improved levels of municipal services through necessary and essential investments in infrastructure. A.3. Report outline
6. The City Development Plan for Abbottabad addresses the key urban development challenges taking into consideration the regional influences and interactions of Abbottabad in alignment with international urban planning principles. The CDP provides a 15-year planning
1 ADB. 2015. Country Partnership Strategy: Pakistan, 2015–2019. Mandaluyong City: Asian Development Bank. 2 International Growth Centre. 2015. Reclaiming Prosperity in Khyber Pakhtunkhwa: A Medium-Term Strategy for Inclusive Growth. London: IGC. F-37109-PAK-1. 3 TA 9223-PAK: Provincial Strategy for Inclusive and Sustainable Urban Growth.
1 KP-SISUG Abbottabad City Development Plan – Draft Final Report framework to deliver a better balance between social, economic, environmental and infrastructure physical development, integrating cross-cutting issues (such as climate change and community resilience, urban-rural planning, regional connectivity, poverty, gender and social issues) with spatial planning.
7. This City Development Plan (CDP) is set out as follows:
• Section A identifies the key principles of a sustainable planning approach, as defined by international norms, and which underpin the preparation of this CDP; • Section B provides the physical, environmental and socio-economic contexts of Abbottabad; • Section C examines the key factors and drivers that are likely to influence Abbottabad’s future growth, such as its planning processes, demographic trends, land use and developments and climate change and resilience; • Section D summarizes the findings of sector assessments undertaken under the present assignment of infrastructure and municipal services, land allocation, institutional arrangements, public sector governance and institutional capacities, together with analyses of projected future needs; and • Section E sets out a strategic action plan for Abbottabad’s future development over next 5, 10- and 15-year timeframes, identifying priority areas for investment, organizational and institutional reforms and a vision for Abbottabad’s spatial development. A.4. Sustainable planning approach
8. The United Nations’ New Urban Agenda (NUA)4 asserts that the city system and urban planning play a crucial role in managing and achieving the 17 Sustainable Development Goals (SDG) – these focus mainly on setting global city planning standards, and spatial urban planning and design tools. Hence, the NUA stresses the importance of adopting a Sustainable Planning Approach to deliver sustainable development. A sustainable planning approach is a planning process whereby the development of long-term integrated urban and territorial planning and design strategies and spatial frameworks produce positive outcomes for economic development, infrastructure efficiency and the environment.
9. The Government of Pakistan adopted policy initiatives and measures with the National report of Pakistan for Habitat III5 and the Pakistan 2025 – One Nation One Vision – on implementing the NUA. The key issues identified included land and urban planning reform, economic growth, smart design and planning, development of integrated planning, urban resiliency, and urban governance reform. The Government of Khyber Pakhtunkhwa’s Comprehensive Development Strategy 2010-2017 emphasizes urban public services, including water, sanitation, drainage, streets, and the public infrastructure required to accommodate private services in transport, agriculture, and trade.
10. The principles of the sustainable planning approach as outlined in the NUA include:
• Public Participation – Providing safe, equal access for all to physical and social infrastructure, basic services, service delivery and decision-making;
4 UN. 2017. New Urban Agenda. New York: Habitat III Secretariat, United Nations. 5 Government of Pakistan. 2015. National Report of Pakistan for Habitat III. Islamabad: Ministry of Climate Change, GoP.
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• Urban Economies – Ensuring sustainable and inclusive urban economies by leveraging the clustering and agglomeration of well-planned urbanization, including competitiveness, innovation and secure land of tenure; • Urban Sustainability – Promoting clean energy, sustainable use of land and resources, protecting the ecosystem, managing urban sprawl, and building city resiliency by reducing disaster risks and mitigating climate change; • Urban Governance – Strengthening institutions and financial mechanism in cities that include stakeholders, as well as providing coherence in urban development plans to enable social inclusion, sustainable economic growth and environment protection; and • Financing Framework – Promoting effective, innovative, and sustainable financing frameworks and instruments that will enable strengthened municipal finance and local fiscal systems in order to create, sustain, and share the value generated by sustainable urban development in an inclusive manner.
11. Applying the sustainable planning approach requires the sector road map and each city development plan to address the following concerns:
• Facilitate government, stakeholders and civil society to re-consider urban sustainability throughout the planning process and foster improved coordination across urban sectors; • Aim to achieve urban sustainability, community resiliency and improved service delivery; • Inform decision makers on priorities for policy setting and urban sector investment; • Promote financial sustainability of infrastructure assets through improved operation and maintenance (O&M), and innovative mechanisms for financing infrastructure delivery; and • Ensure a robust spatial planning process that produces spatial plans that identifies potential areas and zones for developing and operating physical assets over the planning horizon.
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Figure 1: Overview of key issues and constraints in the urban sector
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B. THE CITY AND REGIONAL CONTEXT
B.1. Physical and environmental setting
12. Abbottabad, divisional headquarters of the Hazara Division in the Khyber Pakhtunkhwa province of Pakistan, is the sixth most populated city and 10th most populated district of the province having a population density of 678 persons/km2. The Abbottabad district is spread over 1,967 km2 with a total population of 1,332,912 (4.37% of the province). The urban population (293,137) constitutes only 21.99 percent of the Abbottabad District population. This constitutes around 4.99 percent of the provincial urban population.6 Abbottabad is known for its green environment and Ayubia National Park, while it is a garrison city due to presence of number of military institutions including the Pakistan Military Academy.
13. Geographically, Abbottabad is bound by District Mansehra in the north, District Haripur in the west and southwest, District Rawalpindi in the south and Azad Jammu and Kashmir in the east (Map 1). It is located on the Karakoram Highway (N-35) heading towards Gilgit- Baltistan. The district lies at 73°400’, 34°371’ (North), 72°981’, 34°098’ (West), 73°218’, 33°818’ (South) and 73°511’, 34°061’ (East) at an altitude of 1,260 meters.
14. Administratively, the Abbottabad District is divided into two tehsils, Abbottabad and Havelian Tehsils. Abbottabad Tehsil has 34 union councils (UCs)7 out of which four UCs and two cantonment areas have been designated as urban, while six more UCs—currently designated as rural—are now urbanizing and may be termed “future urban”. The district government is headed by the District Nazim while the tehsils are headed by Tehsil Nazims.
15. Abbottabad has a mild climate, generally warm and temperate, and this climate has made it one of Pakistan’s favorite destinations as a summer resort. The climate is considered to be Cfa (humid subtropical climate) according to the Köppen-Geiger climate classification. The average annual temperature in Abbottabad is 18.0°C. At an average temperature of 27.3°C, June is the hottest month of the year. January is the coldest month, with temperatures averaging 7.5°C. Abbottabad is a city with significant rainfall. The average annual rainfall is 1,262 mm. Precipitation is the lowest in November, with an average of 29 mm. Most of the precipitation here falls in July, averaging 252 mm.8
16. Abbottabad is exposed to high earthquake risks, since it is situated in a region with potential for producing severe earthquakes. For example, Abbottabad was affected significantly by the earthquake that hit Khyber Pakhtunkhwa and parts of Pakistan- administered Kashmir in October 2005, since it was located just outside the 50-kilometer radius of the earthquake epicenter. The buildings partially or completely damaged by the earthquake included reinforced concrete and unreinforced stone, concrete block, and brick masonry. The extent of damage even in reinforced concrete buildings highlights the common prevalence of poor design and construction practices and failure to adhere to building codes.9
6 Government of Pakistan. 2017. Provisional Summary Results of 6th Population and Housing Census-2017. Islamabad: Pakistan Bureau of Statistics, GoP. 7 The lowest administrative unit is now called as Village Council in rural areas, and Neighbourhood Council in the urban areas. There are 53 NCs in Abbottabad Tehsil. 8 https://en.climate-data.org/. 9 Naseer, A., A. N. Khan, , Z. Hussain, and Q. Ali. 2010. “Observed Seismic Behavior of Buildings in Northern Pakistan During the 2005 Kashmir Earthquake.” Earthquake Spectra, May 2010.
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17. Both floods and landslides occur in Abbottabad every year, affecting both the city and important roads leading to the city. For example, the economically important Barian- Abbottabad road was blocked for two days in July 2016 due to a major landslide. The steep mountainous and hilly terrain surrounding Abbottabad, combined with unconsolidated, easily eroding soil, make the area highly prone to landslides during rains. The area has also experienced extreme weather events in the form of intensified rains and flash floods. All union councils of the city are vulnerable to climate impacts to some degree.10 B.2. Socio-economic setting
B.2.1. Employment
18. Overall, some 48 percent of land in the district is under agriculture. Land use intensity is high. Agriculture is the mainstay of the district’s economy, but the sector operates at a subsistence level. Of the 63,000 ha under cultivation, only 11 percent is irrigated. The remaining 56,000 ha of farmland depends exclusively on rain. As a result, per-hectare yields are low, and local demand for cereal crops such as maize and wheat is met through imports. Except for apples and potatoes, the district has few horticultural outputs.11
19. Besides subsistence-level agriculture, modest additional income is generated through activities such as backyard poultry farming and livestock rearing. However, these are not optimally developed due to poor extension services, inadequate marketing support, and substantial shortages of feed and fodder. There is potential for increased livestock feed if the authorities could further develop rangelands in the district. There are a large number of rivers and streams capable of supporting aquaculture, this also needs to be fully developed.12
20. Mining activity is limited, dominated by soapstone and limestone, despite the reports of other rock and mineral deposits for industrial use.13 Among the rocks and minerals reported are barite, dolomite, granite, gypsum, limestone, magnesite, marble, phosphate, various iron oxides,14 and coal.15 Most of these have industrial uses, including phosphate for agricultural fertilizers.16
21. Employment opportunities are relatively limited in Abbottabad. The geo-physical characteristics of Abbottabad make it unsuitable for expanding the scope of industrial and agricultural activity. This reality, combined with a shortage of skilled work-force suited to demands of modern markets, limits options for local employment and enterprise, leading to a
10 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB. 11 IUCN. 2004. Abbottabad—State of the Environment and Development. Karachi: IUCN and Government of Khyber Pakhtunkhwa. 12 IUCN. 2004. Abbottabad—State of the Environment and Development. Karachi: IUCN and Government of Khyber Pakhtunkhwa. 13 IUCN. 2004. Abbottabad—State of the Environment and Development. Karachi: IUCN and Government of Khyber Pakhtunkhwa. 14 Small and Medium Enterprises Development Authority (SMEDA), Pakistan (https://smeda.org/index.php?option=com_content&view=article&id=103&catid=47&Itemid=258). 15 Emerging Pakistan – Mines and Minerals (https://www.emergingpakistan.gov.pk/opportunities/kpk/mines- minerals/). 16 United States Geological Survey. Kakul: Phosphate Deposit in Pakistan (https://mrdata.usgs.gov/ofr20151121/show-ofr20151121.php?type=site&id=298).
6 KP-SISUG Abbottabad City Development Plan – Draft Final Report high incidence of out-migration for jobs. In Abbottabad’s case this is a major concern, as more than 40 percent of the current population are below the age of 15 and the demand for employment will likely escalate in future. Developing enterprises and diversifying the local economy are Abbottabad’s main economic challenges.
22. Recent employment statistics on the district are unavailable. Many reports17 use 1998 census figures, as there are no alternatives. Until the 2017 census data on employment are released, employment statistics need to be treated with caution. Unemployment in Abbottabad district is estimated to be is as high as 32 percent while just 20 percent of the total population is classified as economically active. The 1998 statistics on employment by sector show that around 29 percent of Abbottabad’s working population are engaged in community, social or personal services; 19 percent in agriculture, forestry and fisheries; 17 percent in construction; 14 percent in retail and wholesale trade, hotels and restaurants; and 9.9 percent in the transport, storage and communications sectors, with the remainder in other sectors.18 Regarding the nature and level of work within the sectors above, 28 percent work in the elementary occupations.19 Some 44 percent of the workforce is categorized as self-employed, while two percent are defined as unpaid family helpers.20 Both categories are generally considered to be vulnerable workers, without any social protection.
23. The district depends entirely on the national grid for electricity, which is used primarily for lighting. Wood is the main cooking fuel in rural areas, putting increasing pressure on local forests. A significant proportion of the urban population has access to natural gas for use in cooking but supply of gas to rural areas is limited.21
24. At the city level, planning, management and financial skills are in short supply. Land management and administration is inadequate and compounded by confusion over roles and responsibilities. The government structures at the tehsil level have not been able to develop fast enough responses to the rising needs of their city constituents.
25. Abbottabad’s location at considerable distance from Pakistan’s main markets and centers of economic activity is a disadvantage. The Karakoram Highway (N-35), which connects Abbottabad with rest of the country is normally chocked during day hours; hence slows down the movement of cargo vehicles. The Hazara Motorway (M-15), which will be a game changer, is yet to be completed. Due to these distances, the limited local market, and underdeveloped resource base, significant proportions of raw materials and manufactured products are imported or brought in, with high transportation and freight costs. According to
17 For example, Development Statistics of Khyber Pakhtunkhwa 2018, and Abbottabad—State of the Environment and Development (2004), both use 1998 census data on employment. 18 IUCN. 2004. Abbottabad—State of the Environment and Development. Karachi: IUCN and Government of Khyber Pakhtunkhwa. 19 Elementary occupations consist of simple and routine tasks which mainly require the use of handheld tools and often some physical effort. Source: International Labor Organization (https://www.ilo.org/public/english/bureau/stat/isco/isco88/9.htm). 20 Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, GoKP. 21 IUCN. 2004. Abbottabad—State of the Environment and Development. Karachi: IUCN and Government of Khyber Pakhtunkhwa.
7 KP-SISUG Abbottabad City Development Plan – Draft Final Report the manufacturing census, industrial and employment costs per registered factory in Khyber Pakhtunkhwa are approximately twice that for Punjab Province.22
26. The expansion of domestic tourism (preferably eco-tourism) potentially presents a key growth and attractive option. Developing the tourism sector in Abbottabad will require skilled labor, continued reform and incentives to reduce the costs of financing businesses and encourage potential investors, better IT infrastructure and technology, and a stable security situation.
B.2.2. Poverty
27. Data on the standard poverty headcount ratio based on consumption surveys are not available for the districts. The Benazir Income Support Program Poverty Scorecard Survey in 2010-11 divided districts into five poverty bands: (i) least poor, (ii) vulnerable, (iii) poor, (iv) very poor and (v) extremely poor. According to these surveys, Abbottabad was ranked as a “least poor” district with 7.32 percent incidence of poverty (compared to 36.92% for KP). Poverty is higher for female-headed households (9.22%) than for male-headed households (6.6%).
28. Measured by the three core dimensions of education, health and living standards (multidimensional poverty), Abbottabad’s population appears to be enjoying a higher standard of well-being compared to the national average. The Multidimensional Poverty Index (MP) for Abbottabad was 0.149 in 2014-15, with a headcount ratio in incidence of multidimensional poverty of 32.9 percent. This indicates a better-off status than the national and regional averages—Pakistan’s corresponding MP and headcount ratio were 0.197 and 38.8 percent respectively for the same year, while Kip’s MP and headcount ratio were 0.250 and 49.2 percent. Nonetheless, it still means that one-third of Abbottabad’s population is defined as multidimensionally poor.23
29. Access to credit is critical for the rural poor. Recent years have seen improved credit availability, largely through the intervention of rural support programs (Rasps) and NGOs. Financial institutions, too, have become more amenable to the idea of microfinance but the capacity to utilize credit optimally is still lacking among many communities. Credit facilities have focused on traditional activities such as livestock rearing, commercial establishments (mainly shops and public call offices) and agriculture. Despite high interest rates, poor returns and a focus on already saturated sectors, microcredit extension has so far been one of the successful interventions towards poverty alleviation.
B.2.3. Education
30. The government is the largest provider of education. The statistics of public schools are published annually by the Elementary and Secondary Education Department at provincial level. The statistics used in this section are from the Annual Statistical Report 2017-18, which is the outcome of the Annual Schools Census conducted between November and December 2017. The Statistical Report also contains some data on private school enrolment.24 From
22 Government of Khyber Pakhtunkhwa. 2013. “Land-use Plan: District Peshawar (Draft).” Peshawar: Urban Policy Unit, Planning & Development Department, GoKP. 23 Government of Pakistan. 2015. Multidimensional Poverty in Pakistan. Islamabad: Planning Commission of Pakistan, GoP, UNDP and Oxford Poverty & Human Development Initiative. 24 However, other data on private schools is generally outdated; e.g., the 2013 Annual Statistical Report of Non- Governmental Schools.
8 KP-SISUG Abbottabad City Development Plan – Draft Final Report primary to higher secondary level, girls’ schools account for 40 to around 50 percent of all public schools in Abbottabad (Table 1).
31. Abbottabad’s educational system performs better in term of enrolment compared to the provincial average. Enrolment rates in Abbottabad’s schools are generally higher, especially for girls, than provincial enrolment rates. Abbottabad also has slightly higher transition rates than the provincial average (meaning that those who do stay on in school perform better than the provincial average in terms of transition from Class 5 to Class 6). Gender disparities, while still significant, are less than the provincial average. Overall, less girls enroll than boys, and with increasing grade, more girls drop out relative to boys. At primary level, 98 girls are enrolled for every 100 boys, and this drops to 91 girls for every 100 boys at secondary level. Gender parity is achieved in transition to Class 6: for every 100 boys, 99 girls make their way through the primary school system up to Class 5 (Table 2). Survival to Class 5 is low—for every cohort that enters primary school, only 43 out of every 100 boys and 49 out of every 100 girls make it to Class 5: the rest either drop out or stay behind in the lower classes.
Table 1: Educational institutions in Abbottabad District Education Institutions Government Schools 2016-17 Private Schools Boys Girls Total % Girls’ Schools 2013 Primary Schools 714 550 1,264 43.51% 107 Middle Schools 82 81 163 49.69% 223 High Schools 73 48 121 39.67% 143 Higher Secondary Schools 15 12 27 44.44% 54 Degree Colleges 3 6 9 66.67% - Postgraduate College 2 1 3 33.33% - Mosque/Maktab Schools 51 0 51 0.00% - Source Government of Khyber Pakhtunkhwa. 2018. Annual Statistical Report of Government Schools 2017-18. Peshawar: Department of Elementary & Secondary Education, GoKP. Government of Khyber Pakhtunkhwa. 2013. Annual Statistical Report of Non-Governmental Schools, Khyber Pakhtunkhwa. Peshawar: Department of Elementary & Secondary Education, GoKP. Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, GoKP. Note: Mosque/maktab schools are established by the government in mosques up to primary level. Along with boys, some girls are also admitted in these schools.
32. The large difference between gross enrolment ratio (GER) and net enrolment rates (NER) at both primary and secondary levels indicates inefficiencies in the educational system, such as repetition and overage children. The difference is 29 percentage points for primary education, and 15 percentage points for secondary education (Table 2).
Table 2: Enrolment, transition and survival rates in public and private schools in Abbottabad District (2017-18) Gross Enrolment Ratio (%) GPI Net Enrolment Rate (%) GPI Boys Girls Total Boys Girls Total Primary (Age group 5-9 years)[1] Abbottabad District 106 104 105 0.981 77 75 76 0.974 Khyber Pakhtunkhwa 102 76 89 0.745 79 57 68 0.722
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Secondary (Middle and High, age group 10-14 years) Abbottabad District 56 51 54 0.911 41 36 39 0.878 Khyber Pakhtunkhwa 55 32 44 0.582 40 23 32 0.575 Class 5 to Class 6 Transition Rate (%)[2] Abbottabad District 89.79 89 89.4 0.991 Khyber Pakhtunkhwa 86.50 88.91 87.45 1.028 Survival rate to Class 5 (%) Abbottabad District 43.2 49.32 46.12 1.142 Source Government of Khyber Pakhtunkhwa. 2018. Annual Statistical Report of Government Schools 2017-18. Peshawar: Department of Elementary & Secondary Education, GoKP. Note: [1] At primary level, deeni madaris/institutions are included. [2] Obtained by dividing the number of new entrants in the first grade of the specified higher level of education by the number of pupils who were enrolled in the final grade of the preceding level of education in the previous school year and multiplying by 100.
B.2.4. Health
33. The private sector is a significant provider of health services in Abbottabad District. Abbottabad has 116 public health facilities with a combined strength of 1,438 beds, all of which are in tertiary level institutions (Table 3). Rural health centers, basic health units and dispensaries provide health services in rural areas.
34. It is difficult to assess health infrastructure adequacy without comprehensive data on private clinics and maternity centers for which statistics are not available. Table 3 shows that Abbottabad’s total hospital density is slightly higher than the national average, but its total health facility density is about double the national average, which could be due to the missing data from small private facilities. Abbottabad has a bed to population ratio higher than the national average, but around one-third of the world average for this ratio.
Table 3: Number and types of government health facilities in Abbottabad District as of 2017 Health Institutions Number of Number Health Facilities per Beds per 10,000 Health of Beds 100,000 Population[3] Facilities Population[3] Hospitals 11 1,410 0.83 10.58 Rural Health Centers 2 28 0.15 0.21 Basic Health Units 54 - 4.05 - Dispensaries 44 - 3.30 - Maternal and Child Health 2 - 0.15 - Centre TB Clinic 1 - 0.08 - Sub Health Centers 1 - 0.08 - Leprosy Centre 1 - 0.08 - Total 116 1,438 8.70 10.79 National average for Pakistan, - - 4.87 6.0 2013, all health facilities[2]
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Health Institutions Number of Number Health Facilities per Beds per 10,000 Health of Beds 100,000 Population[3] Facilities Population[3] National average for Pakistan, - - 0.53 6.0 2013, hospitals only[2] World Average - - - 30.0 Source: Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, Planning & Development Department, GoKP. WHO Global Health Observatory Data Repository: Health Infrastructure Data by Country http://apps.who.int/gho/data/view.main.30000 and http://apps.who.int/gho/data/node.main.HS07?lang=en (accessed 2 February 2019). Notes: [1] There are many private hospitals, not recorded by the Bureau of Statistics, GoKP. [2] For the Pakistan national average, WHO statistics are used to ensure comparability with other countries. [3] All calculations for Abbottabad are made on the basis of district population of 1.333 million (2017 census). B.3. Regional influences and linkages
35. For regions and cities, enterprise development is particularly important in order to increase employment and generate income. With insufficient enterprise development, high prevalence of subsistence-level agriculture, and inadequate technical and vocational facilities, the region suffers from widespread poverty, but relatively less than in other parts of the country.
36. Khyber Pakhtunkhwa’s relatively young population means that the province is poised to reap a demographic dividend25 leading to increased labor supply and savings, economic growth, and poverty alleviation. On the other hand, the demographic dividend will only be realized if timely interventions are made in the education, health, and labor sectors.
37. The Abbottabad region—comprising the districts of Abbottabad, Haripur, and Mansehra—is one of two major urban agglomerations in Khyber Pakhtunkhwa. The Abbottabad cluster contains about 15 percent of the provincial population,26 and has the potential to become a hub of economic activity and employment generation with improved connectivity and development of agglomerate markets. The Abbottabad region’s year-round cool and temperate climate makes it a popular relocation destination. With its stunning mountain landscape and rich biodiversity, as well as a number of picturesque hill stations, Abbottabad ought to be a favorite holiday destination. However, more efforts need to be put into enhancing the district’s profile as a tourist haven.
38. Traffic congestion is a major problem of main cities and areas of the region situated on the Karakoram Highway (N-35). Currently, Abbottabad City has become a transit point en- route to more popular spots elsewhere in the region. The district suffers the negative impact of this traffic while receiving none of the benefits. As a major hub for transit traffic, Abbottabad witnesses severe congestion as well as pollution.
25 Young people from KP in the age group 15-29 years were estimated to be 27 percent of KP’s total population in 2015 (more recent 2017 census data are not available by age group). – Government of Khyber Pakhtunkhwa. 2015. Population Policy 2015: Khyber Pakhtunkhwa. Peshawar: Population Welfare Department, GoKP. 26 Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, GoKP.
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39. In terms of infrastructure, regionally Abbottabad is relatively well served both by major roads and telecommunications networks. However, infrastructure development often comes at the cost of the natural environment. Trade-offs will be required, along with strict enforcement of legislation aimed at curbing the adverse impacts of infrastructure development projects. Farm-to-market roads are needed to provide growers with improved access to wider markets.
40. Abbottabad region is rapidly urbanizing but with haphazard growth and unregulated land-use changes. The absence of land zoning and planning is reflected in the conversion of forest land to built-areas for housing and commercial use. This is changing the character of the green, hilly areas and adding to ecological degradation. It is also increasing risk of land- slides, flash floods, and temperature increase in the region.
41. Large scale economic development and road infrastructure schemes in the region offer strong prospects for growth and employment generation. The creation of the China-Pakistan Economic Corridor (CPEC), still in the pipeline, will upgrade regional transport links and shape new economic zones and settlement patterns. The CPEC could potentially bring in a new phase of economic development in Abbottabad and surrounding districts. There is also potential to develop eco-tourism services and infrastructure in the region. The lack of a skilled work-force will be a limiting factor in increasing employment prospects for the local work-force. B.4. Future opportunities and economic conditions
42. Abbottabad, being located on the Karakoram Highway (N-35), is a transit city for hundreds of travelers to or from the northern Pakistan, especially mountainous Giglit-Baltistan Azad Jammu and Kashmir, and galliat. It offers good dining and rest facilities for the travelers; hence, during the day hours the main artery of the city remans chocked with all types of traffic. However, this can be converted into an opportunity through better traffic planning, transit facilities and hospitality training. Despite number of restaurants and hotels, there is still room for better hospitality facilities catering to all age groups.
43. Abbottabad being the district as well as divisional headquarter houses most of the government offices, courts, and health and educational facilities. It is also a garrison city27 and house of premium military training facility—Pakistan Military Academy. Presence of medical colleges, teaching hospitals and renowned schools attracts people from all of the surrounding areas. Abbottabad is also a big wholesale market for consumable goods. All of these make it magnet for commuters’ activity and creates number of economic opportunities around these services. This has also put enormous pressure on housing sector, which has excellent growth potential if the city limits are expanded and vertical housing in introduced with due seismic safety parameters. The moderate weather of Abbottabad, especially in summer is a great pull factor for in-migration and can be harnessed with adequate planning. Additionally, expansion of populated areas towards Mansehra and Havelian along the Karakorum Highway (N-35) can ease the pressure on already dense population in Abbottabad Town.
44. One key issue in improvement of economic conditions is saturation of the services sector. However, this can be overcome by diversifying economic opportunities within the existing sectors. For example, advisory services in legal and health sectors can be provided remotely by using information technology, reaching out to more clients. Also, keeping in view
27 Around 20% of the area is designated as cantonment.
12 KP-SISUG Abbottabad City Development Plan – Draft Final Report demand for hospitality labor from this region in other parts of the country, the youth can be provided the skills through vocational centers.
45. Strategic location of Abbottabad on the China-Pakistan Economic Corridor provides it enormous opportunity to become business hub for import and export. The dry port at Havelian is a great opportunity which needs fullest exploitation.
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C. KEY FACTORS AND DRIVERS FOR URBAN DEVELOPMENT IN THE CITY
46. The urban development in Abbottabad is governed through a host of national and provincial legislation and strategies (Table 38). Most of the development planning is housed at the provincial level, with some national level planning for trans-provincial communication infrastructure. This tehsil level urban development planning is routed through the district and provincial channels, through the relevant line departments and the political representation. However, implementation of such plans is vested to the district level line agencies, and in some cases national organizations like National Highway Authority. Table 40 shows the key stakeholders in urban sector, while Table 41 and Table 42 elaborate institutional roles and processes devolved politically, financially and administratively at various levels (province, district and tehsil) in planning, budget approval, procurement, the gaps, and the overlaps in roles in planning and implementing urban services. C.1. Population growth and demographic factors
47. In recent decades, the population census has not been conducted regularly in Pakistan, as shown by the censuses in 1951, 1961, 1972, 1981, 1998 and 2017. The last census was conducted in March to May 2017 and the provisional results were released in August 2017. However, detailed demographic census data has not yet been released due to complaints of undercount by some smaller provinces. So far, only the basic data (population and households) have been released officially down to Population Circle level.
48. This section briefly sets out some of the key factors involved in population change in Abbottabad and identifies potential growth scenarios to be considered in assessing future population. Population projections are necessary for assessing the potential future demand for municipal services.
C.1.1. Projections of population growth
49. Three sets of population projections to 2025, 2030, 2035, using the 1981, 1998 and 2017 census results, are based on regression analyses producing low, medium and high growth scenarios. The growth rates derived from these projections are set out in Table 4. Depending on the specific mix of push and pull factors, various growth scenarios are possible. In the low to medium growth scenarios, the potential contributors to the growth could be the continued growth of peri-urban agglomerations beyond the officially designated urban areas, with unregulated housing structures and colonies and undiminished levels of in-migration trends.
Table 4: Abbottabad urban tehsil population projections and growth rates[1] Projections based on Regression Analysis[2] Projections based Low Variant Medium Variant High Variant on 1998-2017 Intercensal Trendline Logarithmic Polynomial Exponential Growth Rate Regression Regression Regression R2 value 0.9517 0.9934 1.0000 Population 1981 80,661 80,661 80,661 80,661
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Projections based on Regression Analysis[2] Projections based Low Variant Medium Variant High Variant on 1998-2017 Intercensal Trendline Logarithmic Polynomial Exponential Growth Rate Regression Regression Regression R2 value 0.9517 0.9934 1.0000 1998 126,279 126,279 126,279 126,279 2017 244,842 244,842 244,842 244,842 2025 270,968 305,032 316,104 328,275 2030 293,600 355,252 367,064 395,870 2035 316,177 413,585 422,965 478,750 Growth Rates 2017-2025 1.275% 2.786% 3.245% 3.50% 2017-2030 1.407% 2.905% 3.164% 3.54% 2017-2035 1.431% 2.955% 3.084% 3.57% 600,000 500,000 400,000 300,000 200,000 100,000 0 1981 1998 2017 2025 2030 2035 Logarithmic Regression Polynomial Regression Exponential Regression 1998-2017 Intercensal Growth Rate
Source: Calculated using census data for 1981, 1998 and 2017 from the Pakistan Bureau of Statistics. Notes: [1] Based on 3 census data points (1981,1998 and 2017), using different regression equations. [2] The future population is calculated first from a regression analysis which gives the specific formula. The Average Annual (Compound) Growth Rate (GR) is then calculated from the beginning and end population.
C.1.2. Analysis of population patterns
50. Table 5 shows the population trends in Abbottabad tehsil, including the city (urban tehsil) and the rural areas of Abbottabad tehsil. This shows that population growth rates over the past two decades have been fastest in the 4 urban UCs, followed by those in the peri- urban areas (in 6 Future Urban UCs), with the slowest growth in the remaining 22 rural UCs. The share of population in the urban and peri-urban UCs has grown from 39 to 47 percent from 1998 to 2017, which could mean inward migration from the rural UCs into the city and peri-urban areas. Household sizes (Table 6) may not be indicative of birth rates, since extended families may live together under one roof.
51. Abbottabad has witnessed a major influx of Afghan refugees in the last two decades. Apart from other residential areas, Afghan refugees have established businesses in Mandiyan,
15 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Supply Bazaar, College Road, Jhugiyan, Nariyan and other places in the Cantonment areas.28 Additionally, after 2005 earthquake thousands of affectees shifted to different part of the City and preferred to settle here permanently. This has resulted in a relatively high population growth rate during 1998-2017.
Table 5: Trends in urban growth from 1998 to 2017 in Abbottabad Tehsil Abbottabad City Abbottabad City (Rural Tehsil) Abbottabad (Urban Tehsil) Future Urban Rural Area Tehsil Area[1] (Total) Administration Units 4 UCs + 2 6 UCs 22 UCs 32 UCs + 2 Cantonments Cantonments Land Area (2017) 37.87 km2 174.90 km2 1,135.53 km2 1,348.30 km2 Population 1998 126,279 120,299 382,188 628,766 Population 2017 244,842 219,478 517,270 981,590 Annual population growth 3.55% 3.22% 1.61% 2.37% rate (1998-2017) % of total population in 1998 20.09% 19.13% 60.78% 100.00% % of total population in 2017 24.94% 22.36% 52.70% 100.00% Source: Computed from 1998 and 2017 census data of the Pakistan Bureau of Statistics. Notes: [1] Future Urban UCs are those rural UCs—Dhamtore, Jhangi, Kakul, Mirpur, Salhad and Sheikhulbandi—which manifest urban character but are yet to be designated as urban, as explained in paragraph 52.
52. Of the 28 UCs outside the city boundaries, the 6 UCs (with urbanized agglomerations) account for a significant portion of the total tehsil population (22.4% in 2017); hence, have been classified as “future urban”. Overall, the population growth of the district (2.2% between 1998-2017) is lower than the national average of 2.4 percent and the provincial average of 2.89 percent. The trends show that much of the rural to urban migration is likely to be into these six UCs. However, the entire area of these UCs may not become urbanized. Hence, after careful deliberations, the future urban area within these six UCs (51.19%) has been demarcated (Map 17) which will need to be notified as the new city boundary (Table 14).
Table 6: Area, population, density and growth rate in Abbottabad Tehsil (2017) Locale Area No. of Total Population Population (km2) Households Population Density Growth Rate Current Urban UCs 37.87 38,070 244,842 6,465 3.55% (4 + 2 Cantonment Areas) Future Urban UCs (6)[1] 174.90 34,827 219,478 1,255 3.22% Remaining Rural UCs (22) 1,135.53 88,548 517,270 456 1.61% Total (32 UCs + 2 1,348.30 161,445 981,590 728 2.37% Cantonment Areas) Total Urban Area (within 10 127.40 63,661 407,003 3,195 UCs + 2 Cantonment Areas)[2] Source: Computed from 1998 and 2017 census data of the Pakistan Bureau of Statistics.
28 Sadaqat, M. 2015. “Eviction notice: Afghan refugees must relocate within 15 days from Abbottabad.” The Express Tribune (https://tribune.com.pk/story/1010065/eviction-notice-afghan-refugees-must-relocate-within- 15-days-from-abbottabad/).
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Notes: [1] Future Urban UCs are those rural UCs—Dhamtore, Jhangi, Kakul, Mirpur, Salhad and Sheikhulbandi—which manifest urban character but are yet to be designated as urban, as explained in paragraph 52. [2] This is sum of the 100% area of the currently designated Urban UC and partial (48.7%) area within the future urban UCs, as explained in paragraph 52.
53. Since relatively a higher percentage of the population and households is expected to be located in these newly demarcated portions of the future union councils, the urban population and households have been calculated by discounting the estimated rural population (based on growth rates of the adjacent rural UCs) from the total population and number of households in the particular union council (Table 6). This method may not provide the exact estimates of population and households but is the most realistic amongst other possible options. The UC-wise demographic parameters are given in Appendix 1. C.2. Land use and physical planning
C.2.1. Pattern of growth and regional potential
54. Urban populations in Khyber Pakhtunkhwa have expanded outside city administrative boundaries as the highways have evolved. “Ribbon” developments have sprung up along these highways, largely as a result of proximity to transport links, and availability of skills and services. The regional growth potential for Abbottabad and neighboring cities may be understood in terms of “economic corridors”, also known as development corridors by the Khyber Pakhtunkhwa government. Economic corridors are defined by one ADB paper as geographical zones connecting economic agents (such as producers, consumers, firms). They provide connection between economic nodes or hubs, usually centered on urban landscapes, in which large amount of economic resources and actors are concentrated. They link the supply and demand sides of markets. There is no standard picture of what economic corridor development is and what it can achieve.29
55. The growth pattern in Khyber Pakhtunkhwa suggests that future planning should focus on the improvement of the economic corridors, which will build on the synergies offered by the districts through infrastructure development. The Hazara Motorway (M-15) which connects Abbottabad and Mansehra to the Islamabad-Peshawar Motorway (M-1) through Havelian has great potential to become a crucial link to connect China with rest of the Pakistan.
56. In addition, regional growth patterns will be influenced by the new urban agglomerations, new town development, special economic zones (SEZ), industrial estates, transportation infrastructure, and the China Pakistan Economic Corridor (CPEC). The Hattar SEZ is expanding from the previous 172 ha to an additional 405 ha and offers enormous opportunities for the skilled and unskilled workers of the Hazara region.30 Additionally, the planned Mansehra SEZ and Ghazi SEZ, once developed, will offer more opportunities for the region.
C.2.2. Existing spatial structure and land use in Abbottabad
57. Urban expansion may take place guided and regulated by development plans and zoning control, or through spontaneous growth with unplanned constructions, especially along
29 Brunner, HP., 2013. What is Economic Corridor Development and What Can It Achieve in Asia’s Subregions? ADB Working Paper Series on Regional Economic Integration. Mandaluyong City: Asian Development Bank. 30 http://www.kpezdmc.org.pk/prioritized-sezs.
17 KP-SISUG Abbottabad City Development Plan – Draft Final Report the roadsides and on city fringes, leading to urban sprawl. Urban sprawl has various definitions and indicators. Commonly used criteria to define urban sprawl include: (i) low population density, (ii) scattered, discontinuous (and therefore car-dependent) construction, (iii) the spread of development on to agricultural land, and (iv) suburban development that is disorganized, largely unplanned and poorly serviced.31 The indicators used to measure urban sprawl include (but are not limited to): (i) population density and its reciprocal – per capita consumption of land (residential and non-residential) – and (ii) spatial indicators such as openness and contiguity of built-up areas, mainly to measure the extent to which there is room for densification and infill development in cities.
58. Land use in Abbottabad has been shaped by the following factors:
• The establishment of educational institutes32 attracted people from different parts of the country, contributing to the population increase, and generally raising land values. Moreover, the educational institutes gave rise to developmental activities and residential and commercial buildings to accommodate these, such as hostels and shops for students. Many of the residential areas, however, have not been planned properly. • Pleasant climatic conditions and the city’s reputation as a domestic tourist destination have drawn not only tourists but new settlers, including retired armed force personnel. This group also contributes to the rise of commercial and residential land use. • Modernization has changed the tradition of extended and joint families living under one roof to multiple nuclear families each living in their own dwelling, which leads to more residential units. • Since the earthquake of 2005, a large number of people affected by earthquake in the mountainous areas of Hazara migrated to Abbottabad, putting a strain on land, amenities, and services.
59. No recent land use study has been completed yet for Abbottabad City, although the Urban Policy Unit is in the process of conducting one. Land use studies conducted so far are of the entire district and focus more on forests and agriculture. As population settlements increased, forest and other land with vegetation cover were converted into residential and commercial areas, with consequent environmental impacts. Mining activities in the district also add to the environmental degradation, through deforestation and water and soil pollution from tailings and residues. Within Abbottabad district as a whole, 32.98 percent of land with vegetation cover and 2.75 percent of forests in 1998 had been converted to settlements by 2009.33
31 Banai, R., and T. De Priest. 2014. “Urban Sprawl: Definitions, Data, Methods of Measurement, and Environmental Consequences.” Journal of Sustainability Education, Vol.7. Dec 2014. ISSN: 2151-7452. 32 These include: Abbottabad Campus of the Commission on Science and Technology for Sustainable Development in South (COMSATS) University Islamabad, Women Medical College and University, Frontier Medical College, Hazara University Abbottabad Campus, University of Engineering and Technology Abbottabad Campus, Abbottabad International Medical College, National Institute of Medical Sciences, Women Institute of Learning, Pakistan Military Academy Kakul, and many new schools and colleges up to intermediate level. 33 Raza, A., I. A. Raja, and S. Raza. 2011. “Land-Use Change Analysis of District Abbottabad, Pakistan: Taking Advantage of GIS and Remote Sensing.” Available from: http://www.academia.edu/25602226/Land- Use_Change_Analysis_of_District_Abbottabad_Pakistan_Taking_Advantage_of_GIS_and_Remote_Sensing _Analysis. Accessed 15 Nov 2018.
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60. Abbottabad is located in a narrow valley having only one major transportation route. The city developed along this route in expanding, later engulfing certain villages at its periphery. During its growth, the city saw considerable expansion with added commercial, educational, and residential land uses.34 Today, the spatial structure of Abbottabad is still largely characterized by a ribbon sprawl stretched along the main major transportation route (Karakoram Highway), running approximately in a north-south direction, and the presence of scattered villages on the peripheries at the bottom of Sarban hill. Thus, the spatial structure that currently defines the city of Abbottabad can be summarized in terms of the following dominant elements (Map 32):
• The inner-City Area: The established administrative, commercial and residential inner-city area is largely shaped by the presence of the Karakoram Highway (N-35) main university and educational centers, mentioned above. • Informal Settlements: A series of marginalized, predominantly low income, informal settlements areas (with low levels of social services and facilities and diverse land use) have developed into a sprawl pattern along the main roads, such as the Dar ul Khair, Mughal Town, Jadoon Colony, and Sikandrabad Colony. • Urban Villages: A series of urban nodes, within a radius of about 5 km from the main urban center, such as Nawanshahr, Dhamtore and Mohallah Khalilzai.
61. For Abbottabad, planning for urban services and infrastructure will need to take the following into consideration:
• The period between the 1998 and 2017 censuses saw the officially defined city boundaries (Abbottabad Urban Tehsil) shifted to exclude Havelian, which became a separate tehsil. The reality, however, is that the two are joined and developments in Havelian will affect Abbottabad. The two city development authorities will need to hold joint planning sessions. • Since the city spilled over (like many others) into the areas previously classified as rural, the demarcation of the area for water and sanitation services provided by WSSC- Abbottabad (WSSCA) does not coincide with the city’s official boundaries set by the “urban tehsil’ in the 2017 census (Map 29).
C.2.3. Urban expansion
62. Using the available data for Abbottabad, Table 7 shows that the per capita consumption of land increases away from the built-up areas to the countryside, indicating less efficient use of land and a greater extent of urban sprawl. For example, the rural UCs have 14 times the per capita land consumption and the peri-urban UCs have 5 times the per capita land consumption than do the urban UCs within the municipal limits of the city. Urban sprawl, with its inefficient land utilization, leads to higher costs for infrastructure and service provision, and usually, lack of secure tenure.
63. The “ribbon” sprawl in the growth of Abbottabad is caused by not only the usual factors in “ribbon” development (proximity to transport links, and availability of skills and services), but also the constraint to infrastructure development posed by the landslide risks and mountainous terrain in many areas. This can only be overcome by undertaking significant infrastructure
34 Rehman, M. F., S. Aslam, and S. Mansoor. 2015. “Strategizing the Future Transport Infrastructure for Cities of Organic Significance to Conceptualize an Efficient Mass Transit System (Case of Abbottabad).” International Journal of Engineering Research and Reviews, Vol. 3, Issue 3 (Jul-Sep 2015): pp. 20-28.
19 KP-SISUG Abbottabad City Development Plan – Draft Final Report investments – including measures to develop hilly areas, mitigate landslide risks, and construct new feeder roads. The sprawl has a number of contributing factors:
• Poor coordination and land use management among different institutions and agencies in Abbottabad. Urban infrastructure and services are planned and implemented based on compartmentalized jurisdictional areas, which leads to a significant degree of fragmentation in planning and development and wastage of resources. • Inconsistent application of policies and planning schemes in implementing city expansion. • Inadequate technical and organizational capacities to keep pace with and respond to population pressures and the consequent demand for new housing and services. • Insufficient integration between investment plans and a long-term planning vision based on institutional realities and service delivery mapping.
Table 7: Trends in urban growth in Abbottabad Tehsil from 1998 to 2017 Urban UCs Future Urban UCs[1] Rural UCs Density 1998 3,334 persons/km2 688 persons/km2 337 persons/km2 Density 2017 6,465 persons/km2 1,255 persons/km2 456 persons/km2 Per capita land consumption 1998 300 m2 1,454 m2 2,971 m2 Per capita land consumption 2017 155 m2 797 m2 2,195 m2 Source: Computed from 1998 and 2017 census data of the Pakistan Bureau of Statistics Notes: [1] Future Urban UCs are those rural UCs—Dhamtore, Jhangi, Kakul, Mirpur, Salhad and Sheikhulbandi—which manifest urban character but are yet to be designated as urban, as explained in paragraph 52. C.3. Ongoing developments
64. Currently, some key projects are underway in Abbottabad which will have significant impact on economy of Abbottabad. The noteworthy projects are mentioned below:
• Thakot-Havelian Motorway (120 km) under CPEC • Housing Scheme at Bandi Attai Khan on 218 kanal government land • Construction of Hazara Museum at Abbottabad C.4. Planned or future developments
65. There are also some projects in the pipeline which will result in significant improvement for Abbottabad City; including:
• Khyber Pakhtunkhwa Cities Improvement Project which will include significant investments in water supply, sewage and drainage, solid waste management, urban spaces and transportation facilities. • Construction of Small Dam at Kiyala, District Abbottabad at a cost of PKR 924 million. • Construction of 49 schools including primary, middle, secondary and higher secondary schools. • Establishment of FM Radio Station
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C.5. Climate change and disaster resilience
66. The Urban Resilience Assessment (2017)35 makes the following projections: (i) the temperature increase in both summer and winter will be higher in northern Pakistan than in southern Pakistan, and (ii) the temperature increases in both regions will be greater in winter than in summer. No significant change is observed in the percentage of precipitation. However, there is some precipitation increase in summer, and decrease in winter in southern Pakistan.36
67. Table 50 presents the main impacts of the climate change projections for Abbottabad.37 The time frames are 2011-2040, 2041-2070, and 2071-2100. From the table it can be summarized that for Abbottabad there are two significant impacts of climate change projected. These are (i) a significant increase in sunny days (above 25 degrees) and (ii) a significant increase in dry days (maximum number of consecutive days with RR less than 1 mm).38 So overall Abbottabad is likely to become hotter and drier. As a consequence, Abbottabad will have to invest more in water storage as projected water use will increase and projected water availability will decrease.
68. Another consequence to bear in mind is that because of higher temperatures in the winter months throughout Northern Pakistan,39 more run-off from snow melt and rain will come from the higher areas surrounding Abbottabad, possibly requiring investments in broadening and cleaning culverts, bridge underpasses and canals. The run-off will be more and will also come at times when there usually is less run-off (winter).
69. Paradoxically, even though the number of dry days will increase, the risk of flooding will also increase, as precipitation events will be more concentrated, resulting in large volumes of water not only falling in Abbottabad, but also in the upstream areas of the city. The impacts of these rainfall events are projected to be flooding, erosion of water conduits due to the high velocity of the water, and damage to road and other infrastructure in the city. Other possible impacts of the events described above are increased landslides, increased electricity use for cooling, damage to transport infrastructure, and possibly an increase in water-borne disease vectors.
35 ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank. 36 ADB. 2017. Climate Change Profile of Pakistan. Mandaluyong City: Asian Development Bank. 37 ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank. 38 RR is the daily rainfall rate. A wet day has RR 1 mm, while a dry day has RR < 1 mm. All indices are calculated annually from January to December. 39 ADB. 2017. Climate Change Profile of Pakistan. Mandaluyong City: Asian Development Bank.
21 KP-SISUG Abbottabad City Development Plan – Draft Final Report
D. ANALYSIS AND NEEDS ASSESSMENT
70. The major obstacle to a well-managed, prosperous, safe and healthy city is perceived to be the weak institutional capacity of the municipal authorities, which manifests itself through:
• Lack of planning and transparent development in accordance with approved plans; • Lack of enforcement of existing regulations pertaining to planning and building control; • Unregulated slum developments; • Unregulated and unchecked urban sprawl; • Insufficient and reliable provision of water supply of acceptable quality; • Inadequate provision of basic sanitation services; • Inadequate provision of services for the management of solid wastes; • Unreliable power supply; • Highly congested and poorly maintained urban roads; • Lack of public transportation facilities and integrated transportation systems; • Pollution of waterways, groundwater and the general urban environment; and • Lack of employment opportunities and economic development.
71. Abbottabad faces all of the above issues.
72. This Section provides a summary of the current and anticipated future situation up to 2035 as the basis for identifying key issues and problem areas to be addressed. The summary is focused on:
• Municipal services; • Basic physical infrastructure; • Land use requirements; and • Public sector governance. D.1. Present infrastructure and municipal service levels
73. The Water and Sanitation Services Company Abbottabad (WSSCA) took over the water, sanitation, and solid waste management sectors from the Tehsil Municipal Administration (TMA) in April 2017. The TMA is responsible for the planning and provision of municipal services, other than those transferred to WSSCA.
74. The geographical area of WSSCA services covers four current urban UCs: Abbottabad Central, Kehal, Mailkpura and Nawansher. In addition, WSSCA is responsible for municipal water supply in six adjacent rural UCs: Dhamtore, Jhangi, Kakul, Mirpur, Salhad and Sheikhulbandi (UCs considered to be future UCs; Map 17).
75. WSSCA’s jurisdiction currently excludes the cantonment areas within the City (Abbottabad and Murree Gallies Cantonments).
76. As per the 2017 census, 244,842 people in 38,070 households resided in Abbottabad City, of which only 105,917 people in 16,781 households lived in the service area of WSSCA, the remainder living in the cantonment areas. WSSCA also served an estimated population of 148,915 people in 23,009 households in the six future urban UCs beyond the city limits.
77. The total population served by WSSCA in 2017 is estimated to have been 268,078 people in 42,372 households, rising, in 2019, to 285,213 people in 45,346 households.
22 KP-SISUG Abbottabad City Development Plan – Draft Final Report
D.1.1. Water supply
78. The municipal water supply system in Abbottabad is fed by both surface water and groundwater sources. Just under 50 percent of the municipal water supply is sourced from surface water. The water supply of the cantonment areas is sourced solely from groundwater.
79. The JICA-assisted gravity flow system was inaugurated in October 2015 and became operational in 2016. It comprises:
• Four surface water intake points on mountain streams (Namely Maira, Bagh, Gaya and Bandi), with a combined maximum intake of 200 liters/second; • A transmission line of 22.173 km for transferring raw water by gravity to the water treatment plant; • A water treatment plant based on slow sand filtration, with a maximum production of 17,280 m3/day (design capacity); • A treated water transmission main of 25.8 km in length supplying treated water by gravity to six service reservoirs at Nawansher, Salhad, Sheikhulbandi, Banda Gazan (Jhangi), Derawanda (Jhangi) and Mirpur, with a combined storage capacity of 1,320 m3.
80. In addition, four new tube wells were installed, 12 tube wells were rehabilitated, and a service reservoir constructed at Dobather (Jhangi) as part of the scheme.
81. Approximately two-third of the treated water from the water treatment plant is distributed to the four urban UCs in the city (up to 11,214 m3/day), with the remainder (up to 5,680 m3/day) distributed to four of the six rural (future urban) UCs of Jhangi, Mirpur, Salhad and Sheikhulbandi). Dhamtore and Kakul UCs are not supplied with treated raw water from the water treatment plant.
82. The surface water supply may not always operate at the design capacity of the water treatment plant, either in dry periods due to a shortage of raw water or, during periods after heavy rains since the treatment process cannot accept turbid raw water with an NTU value greater than 10. In both cases the available water supply is reduced significantly and may be restricted, in the extreme, to that available only in the service reservoirs which have a capacity less than eight percent of the design capacity of the treatment plant.
83. Water losses in the transmission mains are anticipated to be low, less than 15 percent, since the pipework is new.
84. Water from groundwater sources is tapped in two ways, either from springs or via tube wells into the underlying aquifer. Summary details of the groundwater-supplied municipal water supply system are provided on Table 8.
85. Groundwater is pumped from the tube wells to storage tanks located throughout the city and adjacent areas (Map 22 and Map 23). The majority of the storage tanks are surface tanks; only four tanks in the city are overhead tanks (Map 24). There are no bulk flow meters on any of the tube well pumps; therefore, the actual quantity of water produced is not known and can only be estimated.
86.
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Table 8: Groundwater supplied municipal water supply system under WSSCA responsibility Description Operational Nonoperational Current Total Operating Capacity Tube wells • Urban UCs 21 19 5,613 m3/day[1] • Future urban UCs 45 1 12,029 m3/day[1] Storage tanks • Urban UCs 28[2] - 7,520 m3 • Future urban UCs 54 - 6,140 m3 Filtration Plants[2] - • Urban UCs 0 9[3] - • Future urban UCs 0 10[3] - Flow meters - • Urban UCs 0 0 - • Future urban UCs 0 0 - Chlorination units - • Urban UCs 0 0 - • Future urban UCs 0 0 - Source: Infrastructure mapping and discussions with WSSCA. Note: [1] In the absence of flowmeters on the tube well pumps, the estimated operating capacity has been derived assuming an average of 9 hours pumping per day and a pump capacity of 8.25 liters/second (average rate based on information for tube wells in the cantonment area, 6,500 gallons per hour) . [2] 4 tanks are overhead reservoirs; the remainder are surface tanks. [3] Currently under construction. Carbon filter type. Capacity not known.
87. Based on the current conditions, operating capacities and operating hours of the tube wells and associated pumps (typically operating 9 hours per day), the maximum available groundwater supply at the point of production in the municipal system is approximately 17,642 million liters/day (17,642 m3/day).
88. The cantonment areas are served by 18 functional tube wells with a combined discharge capacity of approximately 505 m3/hour and four storage tanks with a volumetric capacity of approximately 1,150 m3.
89. Groundwater is pumped from deep tube wells with depths below 75 meters and also captured from spring sources. The condition of the tube wells is on the whole poor with more than half reliant on outdated equipment. There is no disinfection of the groundwater supply by WSSCA.
90. In the currently served area (2019 population 285,213), the potential available water is calculated to be approximately 121 liters per capita per day (lcpd), before losses, based on the maximum produced water per day, comprising:
• Surface water – 59 lcpd, assuming output of the water treatment plant at the design capacity; and • Groundwater – 62 lcpd, assuming 9 hours pumping per day at 8.25 liters per second.
24 KP-SISUG Abbottabad City Development Plan – Draft Final Report
91. Water production is highest for the urban UCs (up to a maximum of 150 lcpd on average) and lowest in the rural (future urban UCs) (up to a maximum of 70 lcpd).
92. In the event of the unavailability of the water treatment plant, then the maximum rate of produced water reduces to only 62 lcpd, before any losses from the system are taken into account.
93. Information on the groundwater distribution system (pipeline routes, locations, material of construction and pipeline condition) is not readily available with the WSSCA. Some preliminary information was collected by an earlier ADB-supported study40 based on field inspections and discussions with WSSCA field staff as summarized in its Final Report. As is common in many urban centers, the field survey indicated the presence of significant leakage from old and rusted pipes, the need to replace such pipes to reduce high levels of non-revenue water (NRW) and the extensive use of asbestos cement pipes, the latter giving rise to potential health concerns from ingestion of asbestos fibers.
94. Although specific data is lacking on the magnitude of the losses arising from NRW and unaccounted for water in Abbottabad, based on experience from similar-sized cities elsewhere in Pakistan, it is estimated that current water losses from leaking pipes and illegal connections are likely to be at least 50 percent of the produced groundwater and possibly much higher.
95. Assuming 50 percent water loss from the groundwater distribution system, the available water at consumer level is calculated to be around 30 lpcd where supplied solely from groundwater. This is well below the service level assumed to be the minimum (50 lcpd) to cater for basic consumption needs and maintain adequate levels of personal and food hygiene.41 In areas where the supply is augmented by surface water, water availability may reach up 80 lcpd although this level of supply is not guaranteed and is not available throughout all parts of the service area.
96. Due to an insufficient and inadequate distribution system, certain areas even within the served UCs are not supplied with water from the municipal system. Where supplied, water availability is often restricted to less than two hours duration each day42. Accordingly, the supply is intermittent and often very irregular. This ensures that pressure is not maintained in the system, thereby allowing the potential ingress of contaminants into the pipelines giving rise to downstream deterioration of water quality.
97. The demand for potable water is estimated to be approximately 37,000 m3/day. The maximum available production, before losses, is calculated to be approximately 90 percent of the demand. Taking into account losses of up to 50 percent, the available production is sufficient to cater for only around 57 percent of the estimated demand. WSSCA indicated that it served only approximately 50 percent of the population in the service area in 2017 and
40 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB. 41 WHO. 2003. Domestic Water Quantity, Service Level and Health. Geneva: World Health Organization. 42 WSSC Abbottabad. 2017. Annual Performance Report: Year 2017. Abbottabad: Water & Sanitation Services Company.
25 KP-SISUG Abbottabad City Development Plan – Draft Final Report produced an average of 21,182 m3/day of water (approximately 61 percent of the maximum available production capacity).43
98. The number of reported active water connections in the served area in December 2018 was 27,465 (Table 9). The number of recorded active connections represents around two thirds (62.66%) of the households in the area served by WSSCA at this time.
99. The number of reported active water connections in the served area in December 2018 was 27,465 (Table 9). The number of recorded active connections represents around half (51.49%) of the households in the served area at this time.
Table 9: Recorded active water connections for the month of Sep 2018 Union Council Active Connections Estimated Total Households (Dec 2018) Households (2018) Connected Abbottabad Central 746 3,219 23.17% Dhamtore 61 1,799 3.39% Jhangi 5,084 8,288 61.34% Kakul 2,176 3,576 60.85% Kehal[1] 4,943 4,504 109.75% Malikpura 2,763 3,790 72.90% Mirpur 3,055 6,995 43.67% Nawanshahr 5,192 5,752 90.26% Salhad 1,826 4,529 40.32% Sheikhulbandi[1] 1,619 1,381 117.23% Total 27,465 43,833 62.66% Source: WSSCA, Dec 2018. Note [1] The recorded connections are based on buildings. It is possible for there to be more than one active connection per building.
100. Water quality is noted to be good at the point of abstraction, as confirmed by laboratory testing undertaken by WSSCA. Accordingly, there are currently no disinfection (chlorination) units installed on any of the tube wells or at the storage tanks. Only the surface water supply is treated at the water treatment plant.
101. At the point of consumption, however, many samples tested show biological contamination and were deemed unsafe for human consumption, as a result of the ingress of contaminated water into the distribution system44.
102. Households unserved by the municipal water system rely on shallow tube wells, and motor pumps and hand pumps. Because of the shallowness of the water table it is prone to contamination from poor household sanitation practices.
103. In summary, the present municipal water supply for Abbottabad:
43 WSSC Abbottabad. 2017. Annual Performance Report: Year 2017. Abbottabad: Water & Sanitation Services Company. 44 Between 10% and 25% of samples tested demonstrated biological contamination. Source: WSSC Abbottabad. 2017. Annual Performance Report: Year 2017. Abbottabad: Water & Sanitation Services Company.
26 KP-SISUG Abbottabad City Development Plan – Draft Final Report
• Relies on both groundwater and surface water sources; • Has insufficient infrastructure to meet the estimated demand from the urban area; • Does not extend to all of the areas within the municipal limits or the area served by the WSSCA; • Has insufficient pumping and distribution capacity to meet the estimated demand and provides only an intermittent supply, particularly when surface water supplies are diminished or unavailable; • Meets only about 60 percent of the estimated demand and provides only an intermittent supply; • Has high water losses in parts of the distribution system, the magnitude of which has yet to be quantified accurately; and • Suffers from poor quality water at the consumer level, often unfit for human consumption, because of cross-contamination from other sources of pollution.
D.1.2. Sewerage and drainage
104. There are no sewerage lines/networks installed in the city. Whilst 97 percent of the population is reported to have access to flushing latrines, waste is discharged either to septic tanks or directly to open drains or natural water ways near their homes.
105. Existing drainage networks collect both storm water and sewage water. Surface water drains are often encroached or clogged resulting in parts of the city being susceptible to flooding during rain.
106. Currently WSSCA has no wastewater treatment plant under its control. There is one small STP in the cantonment. No data are available on the capacity and performance of this plant.
107. Water supply pipelines are often co-located in, or cross, open sewers and drainage channels which convey untreated waste water. Significant potential exists for poorly maintained and leaking drinking water network to be contaminated by untreated sewage and waste water.
108. Based on the 2019 population estimates, it is estimated that around 10,000-15,000 m3 of sewage and wastewater is discharged untreated to surface water courses and agricultural land every day.
109. In summary, the present sewerage and drainage system for Abbottabad:
• Is a combined system for drainage and sewerage; • Is highly polluted since it receives untreated sewage and waste water from all sources; • Impacts the quality of the potable water distribution system; and • Provides no treatment capacity for sewage and waste water in the absence of any sewage network and a waste water treatment plant.
D.1.3. Solid waste
110. Existing collection systems for solid waste comprise hand/push carts and wheelbarrows for primary collection and manually loaded tractor trolleys and mechanically loaded multi-loaders/tractor trailer and a single compactor for secondary collection. Primary collection is undertaken primarily by temporary disposal to street-side collection points and
27 KP-SISUG Abbottabad City Development Plan – Draft Final Report containers (steel bins, concrete bunkers, hook lift bins and skip bins), for onward loading into, or onto, secondary collection vehicles.
111. In total, there are 46 primary dumping locations (containers and bunkers) (Map 27) located in the four UCs currently being serviced by WSSCA (Abbottabad Central, Kehal, Nawansher and Jhangi). Waste management services are not provided, or provided only occasionally, to the other six UCs.
112. There are also a large number of informal primary dumping locations where waste generators (residents and commercial operators) dump their waste indiscriminately on the footpath or in vacant plots. Some of these are serviced on a regular basis, but other locations can crop up indiscriminately at any time.
113. In the absence of a comprehensive waste collection system large quantities of waste are dumped in the drainage systems densely populated areas. Drain cleaning is required on a frequent basis.
114. WSSCA estimate that solid waste generation is more than 45 tons per day (tpd) from residential, commercial and institutional premises in the areas serviced (Abbottabad Central, Kehal, Nawansher and Jhangi), with collection averaging around 35 tpd, just under 80 percent. This estimate is likely to include not only municipal solid waste but also construction and demolition debris and soil and sediment from drain cleaning. The derived per capita waste generation rate (a minimum of approximately 0.45 kg per person per day assuming most of the resident population in the four UCs is served) is comparable with other cities of similar size in Pakistan and South Asia.
115. WSSCA have insufficient equipment (bins and vehicles) to cater for the whole of the service area. Currently, only about 30 percent of the population of the service area is provided with regular waste collection services by WSSCA.
116. The current collection fleet and equipment (Table 10) is insufficient to collect the volume of waste generated even within the served UCs and is incapable of transferring and hauling collected waste efficiently beyond the city limits. Few details are available of the capacity and condition of the current collection fleet and equipment (Table 10), other than to note that the majority of the equipment is old and relatively poorly maintained.
Table 10: Current operational collection and street cleansing fleet, WSSC Abbottabad[1] Item Capacity No. Service Year Acquired m3 Tractor trolleys Up to 5.7 3 Primary Mid-1990s Tractor with shovel 1 Primary Mid-1990s Containers 0.8 57 Primary Mid-1990s Skip truck container 7.0 5 Primary Mid-1990s Container for tractor trailer 7.0 8 Primary Mid-1990s Suzuki mini dumper 1.0 4 Primary Mid-1990s Compactor 7.0 1 Secondary 2012 Hook lift tractor 1 Secondary Mid-1990s Skip truck, with hydraulic lift 1 Secondary 2015-2017
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Item Capacity No. Service Year Acquired m3 Tractor trailer, sweeper 1 Street cleansing Mid-1990s Source: WSSC Abbottabad Note [1] Wheel barrows and push carts are also used for primary collection.
117. Uncollected waste is burnt, re-used or recycled or disposed into drains and canals. Hospitals and medical clinics generate relatively large amounts of hazardous clinical waste that is not separated from municipal waste.
118. The current disposal site is located in Salhad directly adjacent to the main access road into the city. The site extends to approximately four hectares. and is operated as an open dump. The site receives waste collected by WSSCA as well as waste hauled by others from the Cantonment areas. There are no transfer stations in the city, so waste is hauled directly to the site by primary and secondary collection vehicles.
119. Waste is deposited in a haphazard manner depending upon the accessibility of the site roads. In wet weather lower part of the site are not accessible and waste is dumped on the top platform or even directly from the shoulders of the main road. In the absence of equipment on site, waste is not levelled or compacted or disposed in an organized manner.
120. The majority of the waste is uncovered, resulting in significant odours, a proliferation of flies and large volumes of leachate generation following periods of wet weather. There are no engineering measures visible on-site and leachate is permitted to discharge into the adjacent drain (Salhad nullah) unchecked and uncontrolled. The waste is also on fire in a number of places resulting in air quality impacts.
121. The site is unscreened from the main road (Karakoram Highway and the Hazara motorway extension currently under construction) and there are currently no controls over access. Cows are common on the site grazing on the deposited waste.
122. There is one substantial building at the site, occupying an area of approximately 1,600 m2. This was constructed as a materials recovery facility but has never served as such and contains no functioning equipment. Foundations remain for picking belts and there are two non-working trommel screens for material separation. No recycling or material activities are currently taking place at the site.
123. A small number of houses are present along, and within 50 m of, the northern and southern boundaries of the site.
124. In summary, the present solid waste management system for Abbottabad:
• Is limited to primary and secondary collection to only 4 UCs within the service area of WSSCA; • Only approximately 30 percent of the population in the service area are provided with waste collection services by WSSCA; • There is insufficient equipment to be able to collect all of the MSW generated daily throughout the city or even within the served areas; • There are no facilities to treat waste in order to reduce the waste disposed to land; and • Relies on unsanitary open dumping of municipal solid waste outside of the current city limits but in a populated area along the main access road to the city.
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D.1.4. Other infrastructure
D.1.4.1. Transportation
125. The main access to Abbottabad from the rest of Pakistan is via N-35 National Highway (also known as the Karakoram Highway). The N-35 starts from GT Road at Hasanabdal and runs all the way to China-Pakistan border at Khunjrab pass.
126. Currently, the major access and transport corridor is the N-35 and this passes through all of the built-up area of the City, with approximate length of 10 km (from Abbottabad Coaster Stand to Shahina Jamil Hospital). This is the main artery road which carries the all of the traffic entering and passing through the City; people from Battagram, Mansehra and Gilgit-Baltistan use the N-35 road to travel to Abbottabad City.
127. The N-35 is extremely congested within the city; traffic is very slow moving and there are frequent traffic jams throughout most of the day. At present, there are no alternative routes through the city to bypass the N-35.
128. One other major (Murree Road) passes through Murree and Galliat before entering Abbottabad.
129. As noted above, the Hazara motorway (E-35 Expressway) is currently under construction and, once completed, will permit the bypassing of the City. The motorway will connect Abbottabad to the M1 at Burhan. The Burhan-Hevellian section of the E-35 has been completed and was opened for traffic in December 2017.
130. There is one main bus terminal at the south end of the City on the main highway (N- 35) which is government owned (TMA). The area of the bus terminal extends to approximately 13,500 m2. It is understood that more than 10,000 people use the bus terminal on a daily basis.
131. A second bus terminal, the privately-owned Daewoo Pakistan Express Bus & Cargo Services terminal, is also located on the main highway (N-35) at Mandian.
132. The Khyber Pakhtunkhwa Transport & Mass Transit Department has conceived the Pink Bus Project in Abbottabad which will provide transport services exclusively to women. The Pink Bus is proposed to travel between Mansehra near District Council Abbottabad and Frontier Medical College Abbottabad .
133. Abbottabad serves as a regional center for health services and facilities (Table 3), as well as an educational center, with a large number of educational institutions (Table 1). These facilities serve both people from the surrounding districts, as well as from other parts of Pakistan. Abbottabad’s status as a regional service center exacerbates the problem of traffic congestion, as does its status as a tourist center (Section D.1.4.3).
D.1.4.2. Energy
134. Peshawar Electric Supply Company Ltd. (PESCO) is a Public Limited Utility Company, established in 1998 under Companies Ordinance 1984. It is responsible for distribution of electricity throughout Abbottabad District.
135. There are two grid stations (132 kV each) in Abbottabad; one is located near Ayub Medical Complex and the other one is on Murree road. These two grid stations are linked with Pakistan’s National grid system.
30 KP-SISUG Abbottabad City Development Plan – Draft Final Report
136. Most of the population in Abbottabad is quite well serviced in terms of electricity.
137. Currently, there is no major independent power generation system within Abbottabad, all the electricity comes from the national grid.
D.1.4.3. Tourism
138. Abbottabad is a regional tourist hub from a number of perspectives:
• It serves as a transit point to many scenic areas in close vicinity, such as Nathia Gali, Ayubia National Park and Naran etc. All tourists going on to Gilgit and to the Pakistan- China border (Khunjerab Pass) currently transit through Abbottabad; • There are a number of hiking trails in close vicinity to, and in the area surrounding, Abbottabad, for example, Mushkpuri trail in Ayubia, south-east of Abbottabad; and • There are tourist places within the city e.g. Ilyasi Mosque and Shimla Hill and a short drive from the city, including parks and places of cultural and archaeological heritage, including Budhist sites (stupas and monasteries). These sites include the House of Hazrat Barri Imam in Abbottabad District and Zuro Dheri, Village Shin kiari, • In addition, there are a large number of tourist attractions in Haripur District (for example, Badalpur stupa and monastery, Badalpur and Garhian (Lal Chak) stupa and monastery, Garhian) to the south of Abbottabad and also around Taxila, west of Islamabad (for example, Piplan site, Jaulian and Sirsukh city)
139. There are dozens of hotels and guest houses in the city. These guest houses and hotels remain very busy, especially in the summer season. However, there is no five-star hotel in the city.
140. Several initiatives have been taken by Khyber Pakhtunkhwa Government to widen the scope of tourism in Abbottabad District. The ADP for 2017-18 included provision for PKR 50 million to construct Hazara Museum and PKR 10 million for uplifting and beautification of Haripur City. In 2017, a tourist police unit was launched in Nathia Gali, Abbottabad to facilitate tourists. D.2. Current institutional and organizational arrangements for service delivery
141. The Water and Sanitation Services Company Abbottabad (WSSCA) is an independent corporatized public corporation. Registered with the Securities and Exchange Commission of Pakistan, it is fully owned by the Khyber Pakhtunkhwa Government. Following a Services and Asset Management Agreement (SAMA) signed between the province’s Public Health Engineering, Abbottabad TMA and WSSCA, the WSSCA took over the water, sanitation, and solid waste management sectors from the TMA in April 2017 (refer to Urban Sector Road Map45 for excerpts of SAMA). The geographical area of WSSCA services covers four current and six future urban union councils. The WSSCA draws on various sources for its budget. For schemes, the WSSCA uses the budget earmarked for those schemes. The operational budget of WSSCA is provided by the province. A small part (less than 5%) of the budget is derived from household tariffs. The provincial government covers WSSCA’s capital expenditure.
45 ADB. 2019. Pakistan: Provincial Strategy for Inclusive and Sustainable Urban Growth in Khyber Pakhtunkhwa – Urban Sector Road Map. Peshawar: Planning & Development Department, GoKP and Asian Development Bank.
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142. The Abbottabad Development Authority (ADA) is tasked with city development projects. It focuses on housing, planning and delivering associated infrastructure, such as green spaces, parks, city roads, transport facilities, electrification, zoning and land use plans, and town planning schemes.
143. The Tehsil Municipal Administration (TMA) for Abbottabad City is responsible for the planning and provision of municipal services, other than those transferred to WSSCA. It is also responsible for managing municipal properties, assets and funds; approving and levying local taxes; developing and approving development schemes for areas under its jurisdiction, enforcing municipal laws, and collecting taxes, fines, and penalties provided under the law. D.3. Assessed future requirements and needs
144. Assessing the magnitude and spatial direction of growth and providing the infrastructure to cater for the population for the next 15 years (to 2035) is vital when formulating any planning strategy. There are four fundamental issues to be taken into consideration:
• Projected population growth for the time period covered by the planning strategy; • Additional land development and allocation requirements, if any, based on the projected population growth; • The need, if any, for expansion of the official urban limits and, by extension, expansion of the service area for core municipal services, to incorporate areas on the margins of the city that have already urbanized to a large degree (even though still classified as rural) or are anticipated to urbanize during the time period covered by the planning strategy; and • Target levels of service delivery.
D.3.1. Population projections
145. Population projections based on intercensal growth rates for the 4 UCs and the cantonment areas currently classified as urban are reproduced in Appendix 1. The projections are summarized in Table 11.
Table 11: Population projections 2019 to 2035 for the current urban area 2017 Census 2019 2025 2030 2035 Population 244,842 263,266 328,275 395,870 478,750 Households 38,070 41,621 54,665 68,996 87,507 Average Household Size 6.4 6.3 6.0 5.7 5.5 Density (persons/km2) 6,465 6,951 8,668 10,453 12,641 Source: Computations based on population for each UC from the 2017 census and intercensal growth rates for each UC between 1998 and 2017.
D.3.2. Land development and land allocation
146. In Abbottabad’s case, allowance needs to be made for the steep mountainous terrain, which makes UN-Habitat’s norm of 15,000 persons per km² (or 150 persons/ha) difficult to achieve, since some of the land would be unsuitable due to steep slopes and landslide risks. Since the “European compact perimeter block’ model” offers an alternative with densities in
32 KP-SISUG Abbottabad City Development Plan – Draft Final Report the range of 3,000 to 6,000 people per square kilometer,46 a desired population density of 5,000 people per square kilometer (or 50 persons/ha) is assumed. This is a more achievable target to aim for.
147. Assuming a “desirable” city density of 5,000 people per square kilometer, Table 12 shows that current city limits of 37.87 km2 are already too small, and that the city boundaries will need to expand and encompass an area 2.5 times bigger to accommodate the high growth projections for the 2035 population. However, as shown in Sections C.2.2 and C.2.3, the city area in any case has already “spilled over” into the six future urban UCs (Dhamtore, Jhangi, Kakul, Mirpur, Salhad, and Sheikhulbandi). The total area of these 6 UCs is 174.9 km2 (Table 14). To achieve a desired density of 5,000 people per km2, the city limits need to be 157.69 km2 (or a land area of 119.82 km2 additional to that of the current city limits). City expansion should be planned to encompass the current urbanized nodes in the 6 peri-urban UCs.
Table 12: Population projections and city area requirement for the currently designated urban areas (37.87 km2) Year Population Population Density if City Area (km2) Requirement if City Boundaries Remain Boundaries are Redrawn to meet Unchanged (Persons/km2) Population Density of 5,000/km2 2017 244,842 6,465 48.97 2019 263,266 6,951 52.65 2025 328,275 8,668 65.66 2030 395,870 10,453 79.17 2035 478,750 12,641 95.75 Source: Population estimates based on calculations from censuses of 1981, 1998 and 2017.
Table 13: Population projections and city area requirement for the expanded urban areas in future (127.4 km2) Year Population Population Density if City Area (km2) Requirement if City Boundaries Remain Boundaries are Redrawn to meet Unchanged (Persons/km2) Population Density of 5,000/km2 2017 407,003 3,195 81.40 2019 437,299 3,432 87.46 2025 543,796 4,268 108.76 2030 653,974 5,133 130.76 2035 788,454 6,188 157.69 Source: Population estimates based on calculations from censuses of 1981, 1998 and 2017.
148. Table 12 shows that the currently designated urban areas are far less than the desired area to accommodate the projected population for 2035. Table 13, however, shows that the potentially urbanized areas can accommodate the projected population hardly up to 2030 but afterwards the urban limits will have to be expanded. However, the growth should be managed within a few geographic areas with more people concentrated in the urban nodes rather than spread out in urban sprawl.
46 Lehmann. S. 2016. ‘Sustainable urbanism: towards a framework for quality and optimal density?’ Future Cities and Environment (2016) 2:8 DOI 10.1186/s40984-016-0021-3
33 KP-SISUG Abbottabad City Development Plan – Draft Final Report
D.3.3. Expansion of the area classified as urban
149. The existing spatial structure of Abbottabad has been described in Section C.2.2 above. A possible scenario for an expanded city limit incorporating the current and future urban areas is illustrated on Map 32, together with a suggested expanded urban limit (Map 17). The revised urban limit incorporates parts of six existing rural UCs to be designated as urban, as summarized in Table 14.
Table 14: Potential expansion of the urban limit S. # UC Name Total Area of UC UC Area Within UC Area Outside % of UC Area (km2) the Expanded the Expanded within the Limit (km2) Limit (km2) Expanded Limit 1 Dhamtore UC 35.96 9.42 26.54 26.20% 2 Jhangi UC 20.84 20.84 0.00 100.00% 3 Kakul UC 30.39 21.40 8.99 70.40% 4 Mirpur UC 18.20 18.20 0.00 100.00% 5 Salhad UC 28.15 15.31 12.84 54.40% 6 Sheikhulbandi 41.36 4.36 37.00 10.55% Total 174.90 89.53 85.37 48.70% Source: GIS work performed by the project team.
150. Based on this scenario, the city limits would expand from 37.87 km2 to 127.4 km2, representing a 336 percent increase over the area of the UCs currently designated as urban.
151. Whilst it has been demonstrated earlier that there is no fundamental requirement to allocate additional land for city development, based on the density of residential development, it is projected that the city limits will need to expand to reflect the increasing urbanized character of the areas on the margins of the city.
152. Given that municipal services will need to be provided to these areas in due course, Table 15 shows the projected populations that might need to be provided with municipal services within the expanded city limits (including the cantonment area).
Table 15: Population projections 2019 to 2035 for the expanded city limits 2017 Census 2019 2025 2030 2035 Population 407,003 437,299 543,796 653,974 788,454 Households 63,661 69,203 89,248 110,812 138,135 Average Household Size 6.4 6.3 6.1 5.9 5.7 Density (persons/km2) 3,195 3,432 4,268 5,133 6,188 Source: Computations based on population for each UC from the 2017 census and intercensal growth rates for each UC between 1998 and 2017.
D.3.4. Target levels of municipal service delivery
153. The aspiration should be to provide municipal services to all of the population, households and commercial and institutional properties within the service area. The speed at which this can be achieved is dependent primarily upon access to appropriate levels of financial and technical resources.
34 KP-SISUG Abbottabad City Development Plan – Draft Final Report
154. As has been noted in Section 70, the provision of municipal services within the current service area is relatively low, such as:
• Potable water supply: less than 60 percent of the population served; • Sewerage: zero percent of the population served; and • Solid waste management: only 30 percent of the city population is served, with the overall quantity of waste collected in the city being less than 25 percent of total generation. Zero percent is treated or disposed in a sanitary manner.
D.3.4.1. Potable water demand and supply
155. Target service levels for municipal water supply have been developed, at five yearly intervals for the period up to 2035, assuming:
• A progressive increase in supply availability through step-wise investments in water production; • Progressive improvement in the condition of the water distribution system; • Progressive reduction in the number of illegal connections; and • Progressive extension of the municipal water production and distribution system to cover the whole of the current urban area as well as the future urban area by 2035, so as to provide a supply at each individual household available on a 24/7 basis.
156. Target service levels for municipal water supply have been developed, at five yearly intervals for the period up to 2035, assuming:
• A progressive increase in supply availability through step-wise investments in water production; • Progressive improvement in the condition of the water distribution system; • Progressive reduction in the number of illegal connections; and • Progressive extension of the municipal water production and distribution system to cover the whole of the current urban area as well as the future urban area by 2035, so as to provide a supply at each individual household available on a 24/7 basis.
157. The targeted levels of potable water supply until 2035 are set out on Table 16.
Table 16: Proposed target service levels for municipal water supply Year Urban UCs served (2019) Future Urban UCs Service Coverage Supply (lpcd) Service Coverage Supply (lpcd) 2019 80% 70 60% 50 2025 90% 85 75% 70 2030 100% 100 90% 90 2035 100% 115 100% 110
158. The targeted levels of potable water supply assume an allowance for transient visitors to the city on the basis that the city will be developed as a tourist hub.
35 KP-SISUG Abbottabad City Development Plan – Draft Final Report
D.3.4.2. Sewerage and waste water collection and treatment
159. As discussed in Section D.1.2, there is no sewage network nor is there any treatment provided prior to discharge of sewage and waste water to land or to surface water courses. Rectification of this situation must be a high priority.
160. The fundamental approach should be to develop (i) a functioning sewage system that is separate from the drainage system; and (ii) appropriate treatment facilities, both in terms of process and capacity; with the overall objective to reduce, and ultimately eliminate, the discharge of untreated sewage and waste water to the environment.
161. This objective can be achieved by collecting and conveying sewerage and waste water hygienically away from all residential and commercial areas though the following interventions:
• Installing a network of primary (trunk) sewers; • Developing secondary sewer lines and installing tertiary connections to individual properties; • Construction of a sewage treatment plant, of suitable design and capacity; • Connecting the trunk sewers to a treatment facility, aided, where necessary, by constructing pump stations to avoid reliance solely on gravity flows; and • Over time extending the sewer network, and the associated capacity of the treatment plant, to cover the whole of the future urban area.
162. Table 17 sets out the proposed targeted level of sewer connections and served population (at five yearly intervals) until 2035.
Table 17: Proposed target service levels for municipal sewerage system Year Urban UCs (2019) Future Urban UCs) Overall Expanded City Service Population Service Population Service Population Coverage Connected Coverage Connected Coverage Connected 2019 0% 0 0% 0 0% 0 2025 50% 164,150 10% 21,550 34% 185,700 2030 75% 296,900 33% 85,100 58% 382,000 2035 90% 430,880 60% 185,820 78% 616,700
163. Appropriate treatment capacity shall be provided to manage and treat all of the sewerage and waste water collected in the service area. Accordingly, treatment capacity will need to be upgraded progressively during each five-year interval as the served population increases.
D.3.4.3. Solid waste collection, treatment and disposal
164. The targeted levels of waste management services until 2035 are set out on Table 18.
Table 18: Proposed target service levels for management of municipal solid waste Year Collection Alternative Treatment/ Sanitary Disposal Existing Urban UCs Future Urban UCs Waste Diversion 2019 40% 10% 0% 0%
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Year Collection Alternative Treatment/ Sanitary Disposal Existing Urban UCs Future Urban UCs Waste Diversion 2025 65% 25% 5% 100% 2030 90% 50% 15% 100% 2035 95% 75% 25% 100%
D.3.5. Funding of municipal services and investments
165. According to the Budget Abstracts, the total revenue of Abbottabad TMA in 2017-18 was PKR 843 million, including provincial transfers, and expenditure of PKR 1,077 million leaving a deficit of PKR 234 million in financial year 2017-18 which was met from budget savings from previous financial year. However, if we look at the TMA budget of Abbottabad for the FY 2017-18, the total revenue was PKR 843 million as compared to PKR 974 million estimated for FY 2016-17 a net drop of PKR 116 million which was mainly due to reduced PFC share and increase in own source revenue in 2017-18. The revenue budget increased on average at the rate of 67 percent from 2015-16 to 2017-18 with huge increase of 212 percent in provincial transfers over the same period mainly due to induction of 30 percent PFC share allotted to TMAs in provincial budget. The increase in expenditure budget from PKR 988 million in 2016-17 to PKR 1,077 million in 2017-18 was mainly due to provision for monsoon contingencies in Development Budget.
166. The Water Supply and Sanitation Company Abbottabad (WSSCA), is a relatively new addition to the institutional architecture for managing essential municipal services like water supply, waste water and solid waste management. The budget prepared by the WSSCA for 2018-19 show annual revenue from water and conservancy charges of PKR 64.08 million based on proposed household connections of 28,000 (17.3% of 2017 households) in 2019 at existing water rates of PKR 180 per month. The existing connections according to the budget document are 17,495 (10.8% of 2017 households) earning annual revenue of PKR 40.56 million at present water rate of PKR 180 per month.
167. Information given in Development Statistics prepared at the provincial level and the available TMA budget abstracts and WSSC water revenue budget is summarized in Appendix 3. Presently there is a negative resource gap of PKR 136.82 million which is expected to turn into positive resource gap of PKR 491.3 million by 2035 based on assumptions made for these projections.
D.3.6. Public sector governance
168. Poor city planning is undermining progress made in service provision. Both the TMA and the WSSCA do not have sufficient professional staff to manage public services and urban infrastructure. The lack of land-use planning and zoning regulations and increasing environmental degradation need to be addressed.
169. Most of the barriers preventing WSSCA from fulfilling its potential lie in its history. The WSSCA inherited services that were poor to start with, together with poor staff capacities and underperformance. For WSSCA the service quality problems will be insurmountable unless it is provided with the means to resolve the human resource issues.
170. Addressing non-performance in government staff is difficult. Under the rules of the Securities and Exchange Commission of Pakistan, the Board of Directors of WSSC and the
37 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Chief Executive Officer can exercise disciplinary action against WSSCA staff. However, under civil services rules, the punitive actions have to follow lengthy disciplinary procedures. As the WSSCA staff are government employees, implementing sanctions against underperforming staff is not easily undertaken. The emerging trend of taking the matter to courts and obtaining stay orders has made it more difficult. The Government of Khyber Pakhtunkhwa needs to address this so that WSSCA can fulfil its mandate of being a corporate governed utility with high performance standards.47
171. Low compensation levels for key management posts constrain the hiring of well- qualified executives and managers for vacant senior positions. WSSCA’s pay scales are on average about half of those for similar establishments.
D.3.7. Capacity Development
172. Local government institutions: Elected officials and government staff at district and tehsil levels need capacity strengthening in management, strategic planning, and other areas related to their work. In particular, Township Municipal Officers (TMOs) and the TMAs need to be strengthened in procedures, accounts keeping, audit and internal audit, and tendering and tender processing. The engineering staff within the TMAs need to be strengthened in preparing Bill of Quantities and tender documents, tendering and tender security, and soil testing. Relevant staff also need training related to drinking water, sanitation, solid waste management and building control.
173. The Water and Sanitation Services Company Abbottabad (WSSCA) in general needs pre- and in-service training in management, administration and finance for relevant staff, as well as technical trainings specific to the water, sanitation, and waste management sectors for other staff (Table 19). Once developed, selected modules from these courses could also be used for training of relevant district and township officials and city development authorities. Because of its operations at community level, WSSCA needs to conduct community education on water, sanitation and related issues, and ensure the training of community mobilizers and community support workers (under a Training of Trainers (TOT) program) to enable them to become water care technicians. To this end, WSSCA will need support in designing TOT modules, which they could implement.
174. The Galliat Development Authority (GDA) is not fully equipped yet to discharge its duties of city and development planning, as is seen in the poor management of urban sprawl (Section C.2.3). The GDA also needs to develop the coordination and monitoring skills to provide guidance and direction to local government departments. Overall, the GDA staff also require capacity strengthening in many of the areas listed in Table 19.
47 Government intervention is needed, since the Federal Government in 2010 repealed the Removal from Service (Special Powers) Ordinance of 2000, which had provided for the dismissal, removal, compulsory retirement, or demotion of government staff for inefficiency, misconduct, corruption, and other traits.
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Table 19: Areas proposed for capacity building Management and administration Environment and social management • Human resources management and planning • Environmental impact assessments • Administration • Social & environmental mitigation • Reporting • Occupational health and safety • Supply and asset management Water resources management & protection • Procurement and procurement procedures • Water safety planning Finance • Water supply sampling/testing • Budgeting and budget management • Waste water sampling • Accounts • Equipment installation • Internal audit • Equipment maintenance • Revenue and billing enhancement • Water resource monitoring Land development Sanitation • Acquisition • Hygiene awareness • Land registry (cadaster) • Sanitation Planning and development • Drainage • Planning • Storm water & wet weather management • Project planning • Flushable wipes & collection systems • Mis/database • Industrial wastewater • GIS operation • Utility management Projects and works • Innovative technology • Planning and project management Solid waste management • Works • Waste collection • Contracts • Clearing of dumps • Geotechnical aspects and earth work • Re-dumping Urban development planning • Solid waste management • Urban infrastructure design • Recovery of recycle items • Urban infrastructure asset management • Sludge treatment and disposal • Control Roads/bridges • Risk management • Roads & roads maintenance Field operations, maintenance and repair • Roadside drains • Training for operators/mechanics • Public transportation management • Training of surveyors, sanitary installers, • Urban transportation planning general fitters, pump mechanics, mechanics and drivers of tractors, and other related vehicles. Source: Management and staff of WSSC Abbottabad.
175. The major functions of the Abbottabad Cantonment Board (ACB) cover a wide range of areas: water supply, sanitation, street lights, roads and roadside drains, construction and engineering, education, medical services, fire brigade, horticulture, and revenue collection within Cantonment areas. The ACB already has systematic mechanisms and well-defined jurisdiction.
176. In judging the adequacy of staffing for water and sanitation utilities, a standard international indicator of human resources (HR) productivity should be used, such as the total number of water utility staff per thousand people served. Data is available on this indicator for Pakistan (national average) and some other countries.48 A comparison of the HR productivity ratio (Figure 2) shows that the WSSC Abbottabad appears to be over-staffed with regard to
48 International Benchmarking Network (IBNET): https://www.ib-net.org/.
39 KP-SISUG Abbottabad City Development Plan – Draft Final Report total staff, compared to the national ratio and ratios from other countries. However, the ratio of its professional staff is very low.
Figure 2: HR productivity ratio for WSSC Abbottabad (2018)
1.40 1.20 1.26 1.00 0.97 0.88 0.80 0.85 0.60 0.58 0.54 0.50 0.51 0.40 0.26 HR productivity ratio 0.20 0.09 -
India, 2009 China, 2012 Turkey, 2008 Malaysia, 2007Pakistan, 2016 Singapore, 2008 Uzbekistan, 2010 WSSCA, total staff
England & Wales, 2016 WSSCA, professional staff
Sources: Assessment of WSSC Abbottabad for professional staff (HR assessments) and total staff (institutional and governance assessments). International Benchmarking Network (IBNET) online database (https://www.ib-net.org/) (for Pakistan national level and other countries Note: HR productivity ratio is derived from the number of the employees per 1000 people served by the city development authorities. IBNET notes that “while allocating staff time to either water or wastewater services is useful, this information is sometimes not available. Comparisons are best made between utilities offering the same scope of service in terms both of total size and of mix of water and sewer services. Staff number comparisons should reflect any extensive use of outside contractors.”
177. Education and training of employees are necessary but insufficient – the employee also needs to have a certain measure of job satisfaction, which enhances performance. HR development, therefore, involves not only improving staff competence, but also employment practices, career structures, and professional and financial incentives for proven results. The performance of employees should be linked to both sanctions or incentives (e.g., career progression). In the past, an official undergoing training and qualifying for a "Post Graduate Diploma in Urban Development" would be awarded with two advanced increments in his/her salary. This is not being practiced currently, but incentives for the acquisition of accredited qualifications should be reconsidered, especially for the WSSCs, which ideally should be fully corporatized. At present, the WSSCA is the only institution that uses "promotion to the next position" and "change of cadre" as an incentive for the re-training and skills development of WSSCs.
D.3.7.1. Cost estimates for capacity development
178. Based on field surveys, cost of imparting short, medium and long-term trainings has been estimated for different cadres of public sector employees in the local government institutions, water and sanitation services companies, and city development authorities. Accordingly, an average cost of PKR 36,000 per person at the district and tehsil level, and PKR 14,000 at the neighborhood/village level, has been estimated for training of the government officials at the Local Governance School, Peshawar. The cost of training for the WSSC officials at National Institute of Urban Infrastructure Planning (NIUIP), Peshawar has been estimated as PKR 202,160 per person while the cost of residential training for the staff
40 KP-SISUG Abbottabad City Development Plan – Draft Final Report of city development authorities at the National Institute of Management (NIM) and Pakistan Academy for Rural Development (PARD) has been estimated as PKR 150,000 and PKR 16,000, respectively (refer to Appendix 4 for more details).
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E. STRATEGIC ACTION PLAN FOR URBAN DEVELOPMENT
E.1. Integrated urban sector development and spatial planning
E.1.1. Key planning principles and application
179. The city development plan should adhere to internationally accepted key planning principles to reduce urban sprawl, inefficient land use, high car dependency and other urban problems. Table 20 shows the five principles promoted by UN-Habitat.49 Incorporation of such principles will help build a sustainable relationship between urban dwellers and urban space, support the provision of local services, and increase the value of urban land.
Table 20: Principles for sustainable and integrated urban planning Principle Explanation Indicators 1. Adequate An adequate level of street network that • 30-45% of land is allocated for roads space for works for vehicles, public transport, and and parking. streets and pedestrians. • At least 15-20% is allocated for open an efficient public space. street • In commercial centers, roads and network parking should be at least 40-60%. • 18 km of street length per square kilometer. • 800-1,000-meter distance between two arterial routes 2. High High density has economic, social and • UN-Habitat model: At least 15,000 density environmental benefits, such as people per km² (150 people/ha) efficiency by having more people per • European compact perimeter block area, better public open spaces, model: 3,000-6,000 people per km² reduced public service costs, better (30-60 persons/ha).50 community service, Increased energy efficiency and decreased pollution. However, good design is required to achieve these benefits. 3. Mixed land Mixed land-use requires some • 40-60% of the floor area for economic use combination of residential, commercial, uses, 30-50% for residential use and industrial, office, or other land-use. 10% for public service use. When different functions are mixed in one neighborhood, economic and residential activities should be made compatible and well balanced by careful design and management. 4. Social mix Houses should be available in different • 20-50% of the residential floor area is price ranges and tenure types in any distributed to low cost housing.
49 UN-Habitat. 2014. A New Strategy of Sustainable Neighborhood Planning: Five principles - Urban Planning Discussion Note 3. Available from: https://unhabitat.org/a-new-strategy-of-sustainable-neighbourhood- planning-five-principles/. Accessed 30 Oct 2018. 50 Lehmann, S. 2016. “Sustainable urbanism: towards a framework for quality and optimal density?” In Future Cities and Environment (2016) 2:8. DOI 10.1186/s40984-016-0021-3.
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Principle Explanation Indicators given neighborhood to accommodate • Each tenure type should be no more different incomes than 50% of the total. 5. Limited Economic diversity is the aim. Zoning • Single function blocks should cover land-use regulating the use to which land may be less than 10% of any neighborhood. specializati put must avoid the creation of single on function neighborhoods, such as office block neighborhoods that become deserted at night. Zoning policies need to be adjusted or changed to achieve this aim. Source: UN-Habitat. 2014. A New Strategy of Sustainable Neighborhood Planning: Five principles - Urban Planning Discussion Note 3. Available from: https://unhabitat.org/a-new-strategy-of-sustainable- neighbourhood-planning-five-principles/. Accessed 30 Oct 2018. Lehmann, S. 2016. “Sustainable urbanism: towards a framework for quality and optimal density?” In Future Cities and Environment (2016) 2:8. DOI 10.1186/s40984-016-0021-3.
180. The application of international planning principles needs to start with defining official city limits and managing the direction of its spatial growth. It will also need to consider the transport corridors and services infrastructure development and prioritize areas for future urban growth. Section D.3.2 above has already shown that Abbottabad needs to increase its land area to accommodate the high growth projections for the 2035 population, mainly by absorbing part of the currently six peri-urban UCs (Dhamtore, Jhangi, Kakul, Mirpur, Salhad, and Sheikhulbandi).
E.1.2. Integrated urban sector development
181. Integrated urban planning has the overall aim of realizing a dynamic, economically inclusive and environmentally sustainable city, outlined in Section A.2 of this report. To this end, provincial and city planning authorities will need to take into consideration the gaps, weaknesses and opportunities that have been identified in the previous sections, and implement strategies that best serve the demands of the growing population of Abbottabad.
182. There are five strategic areas that address the above objectives and ultimately contribute to the delivery of urban sustainability on an ongoing basis. These five strategic considerations are summarized below and in Figure 3, while more details are available in the Urban Sector Road Map.51
• Efficient urban land development and land allocation. • Infrastructure planning, particularly for municipal services (water and sanitation), traffic and transportation and power supplies. • Measures to prepare the city to be resilient to climate change. • Sustainable funding of municipal services and infrastructure investments, including cost recovery. • Public sector governance, institutional and organizational arrangements for service delivery.
51 ADB. 2019. Pakistan: Provincial Strategy for Inclusive and Sustainable Urban Growth in Khyber Pakhtunkhwa – Urban Sector Road Map. Peshawar: Planning & Development Department, GoKP and Asian Development Bank.
43 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Figure 3: Conceptual framework for integrated urban sector development
183. Key development strategies proposed for Abbottabad are as follows:
• Decisions on an urban development model. Rather than linear development along the highways or an urban sprawl development, it is recommended that the city authorities adopt a compact monocentric model that concentrates growth in the urban core, priority transformation areas, and key urban and transit-oriented nodes. An example of a concept developed on these principles is illustrated in Map 32. • The model illustrated in Map 32 is based on a shift to a more efficient and inclusive compact monocentric development with the urban core (Inner City) connected to a series of sub-urban nodes surrounded by mixed-use areas, achieved by increasing urban density and moving public services and economic activities to the sub-urban nodes. The model would need to be agreed upon by the various infrastructure and services sectors, and should build up existing developments, while making these more in line with the overall development plan. • Urban growth management. Once a model is adopted, the first step should be effective urban growth management through (a) the demarcation of the future city boundaries and (b) the management of urban sprawl. The city boundaries up to 2035 should be established to meet the international norms on densities set out in Table 12 and Table 13. The new city boundaries should be planned on the basis of different population densities (ranging from density 5,000 persons/km2 to 15,000 persons/km2, depending on the topography and available land for expansion (Table 12 and Table 13). Trees, other vegetation cover, parks and protected areas in between the urbanized nodes should be maintained and enhanced.
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• Once city limits have been established, urban sprawl needs to be controlled through zoning and regulations. Green spaces should be promoted in the suburban nodes. Peri-urban areas in the six UCs must be prevented from further urban sprawl. Transport networks should be planned to accommodate people commuting from the suburban areas and to reduce dependency on private vehicle travel. Densification of current sub-urban nodes would help in reducing the urban foot print, decongesting much of the city, promoting efficiency in travel, and help to conserve green spaces and agricultural land between nodes (green buffer zones, Map 32). • Urban corridors: The development of three urban corridors around Abbottabad needs to be considered in city planning and future economic development. These are built- up areas along Karakoram Highway (N-35), the Kakul Road and the Murree Road. The strategy is to develop each urban corridor into an intensive, livable mixed-use area well-connected into the surrounding urban, economic and social facilities. • Development of mixed-used neighbourhoods. All neighbourhoods should strive to become self-contained areas that meet the diverse needs of local communities in housing, employment and leisure. To this end, a greater proportion of the land use plan should be allocated to community facilities and services than currently. The peri- urban areas can be a major focus for future investments in infrastructure and services; however the development of these areas should observe the planning norms as recommended in this report. Accordingly, the overall plan for every neighbourhood should have targets terms of population density, street density, green spaces, and land use for 2025, 2030 and 2035. • Smart city growth calls for close coordination of spatial planning and infrastructure investment. Once the future city boundaries have been agreed on, key infrastructure sectors will need to plan the elements to meet the planning norms for both the city centre and the peri-urban areas. Currently, many large residential urban areas lack basic services and community facilities. Public green space and public facilities should aim to increase the overall resilience of the city, such as the integration of open spaces into storm water management systems, the establishment of water retention ponds, facilities for the re-use of waste water and sewerage, and green infrastructure design (e.g., green roofs). Water-sensitive landscape planning and urban infrastructure design (streets, buildings and services infrastructure) should incorporate social, cultural and economic aspects to reduce fragmentation and support social inclusion. Public facilities should be planned with the catchment areas and capacities used in international planning standards. For a city such as Abbottabad, ssafety and earthquake risk assessments need to be conducted on all buildings and structures that do not meet building standards need to be retrofitted for safety. • The presence of educational institutions in Abbottabad provides opportunities to support initiatives such as a Science Park to attract individual talents, and the creation and growth of innovation-based companies. City planners will need to encourage such trends by providing high quality space and facilities for these initiatives and hubs. E.2. Strategic priorities and actions
184. The suggested interventions set out below will, in the short-, medium- and long-term (5 years, 10 years and 15 years), make a major contribution to improving the provision of infrastructure and municipal services, the sustainability of municipal services, enhancing urban governance and, overall, will stimulate economic growth and clustering, at the same time protecting and enhancing opportunities for vulnerable groups and disadvantaged communities.
45 KP-SISUG Abbottabad City Development Plan – Draft Final Report
185. Priority areas for intervention are set out for:
• Infrastructure; • Service delivery; • Public sector governance; • Capacity development; and • Disaster and climate change risk management.
E.2.1. Key infrastructure investments and priorities
186. Traditionally, planning for urban development has been conducted at individual sector- level without consideration of the linkages and overlaps with other sectors, such as agriculture. Several drivers demand a new approach based on sustainable integrated planning, including optimization with sectors beyond the traditional sphere of the urban footprint.
187. Climate models, as discussed in Section C.5, predict higher average temperatures, more frequent periods of extreme temperatures, greater variation in rainfall and evaporation, and reduced flows in rivers sourced from the Himalayan glaciers. Against this backdrop, it is expected that the rapidly increasing population and the demands of agriculture for increased supplies of irrigation water will begin to compete for the available water resources.
188. Similarly, as efforts intensify to reduce the potential for long-term climate change, there is an urgent need to adopt energy policies based on a sustainable energy production and energy efficient technologies and reduce and eventually replace the use of fossil fuels.
189. Of particular concern with regard to agricultural production is the increasing depletion from agricultural soils of organic matter and specific minerals, such as phosphorous, which are essential for crop growth. The continuing decrease in the fertility of agricultural soils is likely to be exacerbated by climate change.
190. The key approach to addressing many of the above issues is to close material cycles with a minimal use of scarce resources and maximal re-use and recovery of energy, water and raw materials (‘circularity’). The circular approach not only reduces the potential impact of scarcity and climate change but can also lead to improvement of the business model.
191. In providing and upgrading municipal services the following intersectoral optimizations can be identified: (1) producing irrigation water out of treated waste water; (2) recovering nutrients and organic ‘fertilizer’ out of waste water and organic components of MSW; (3) recovering energy - especially biogas - out of waste water and organic components of MSW and/or high calorific components of MSW (via refuse derived fuel, RDF; and (4) recycling and/or re-use of specific components of MSW to substitute for the use of virgin materials.
192. This transition will contribute to establishing material and water cycles that can help to reduce overall financial costs, by generating revenues that may offset any necessary capital investments and ongoing O&M costs, thereby improving financial and economic viability.
E.2.1.1. Water supply
193. Based on the target service levels and coverage in Table 16, potable water demand has been calculated for each UC based on projected populations in each UC using the intercensal growth rates recorded between 1998 and 2017. The calculated water demand is summarized in Table 21.
46 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 21: Projected potable water demand for Abbottabad urban areas[1] Year Urban UCs Urban UCs Future Urban UCs Currently Served Currently Unserved Currently Unserved Population Demand Population Demand Population Demand (m3/day) (m3/day) (m3/day) 2019 111,180[2] 16,677[2] 106,250 7,420 227,430 24,095 2025 315,401[3] 29,800[3] 161,641 11,314 477,042 41,115 2030 395,870[3] 39,587[3] 232,294 20,906 628,164 60,493 2035 478,750[3] 55,056[3] 309,703 34,068 788,454 89,124 Notes: [1] This assessment excludes any requirement for fire-fighting and any potential demand from industry. [2] This estimate excludes the Cantonment area. If the Cantonment area is included, the estimated population of the urban UCs currently served in 2019 increases to 263,266 and the demand is calculated to be 39,500 m3/day. [3] Population for the whole of the urban area including Abbottabad Cantonment and Murree Gallies Cantonment.
194. The projected potable water demand, based on Table 16 and Table 21, is as follows:
• 2025: 41,115 m3/day, 19 percent more than the current maximum production capacity and 94 percent more than the average production of WSSCA in 2017; • 2030: 60,493 m3/day, approximately 75 percent more than the current maximum production capacity and almost three times the average production of WSSCA in 2017; and • 2035: 89,124 m3/day, over 2.5 times the current maximum production capacity and more than four times the average production of WSSCA in 2017.
195. The projected demand for 2025 onwards includes provision for supplying the whole of the current urban area, including effectively taking over supply to the cantonment areas. In this scenario, the total current maximum production capacity, including tube wells in the Cantonments, is approximately 39,470 m3/day (surface water – 17,280 m3/day (43.7%) and groundwater – 22,190 m3/day (56.3%) based on pumping for 9 hours per day on average).
196. The projected potable water demand excludes any provision for water losses. The production capacity needs to be greater than the projected demand to cater for unaccounted water losses. Accordingly, the required production capacity (Table 22) has been assessed based on the following assumptions:
• 50 percent unaccounted water loss estimated in 2019; • Unaccounted water loss reduced to 35 percent by 2025; • Unaccounted water loss further reduced to 20 percent by 2030; and • Unaccounted water loss of 15 percent assumed by 2035.
197. In order to ensure a safe, reliable and adequate potable water supply, it is considered essential that the municipal water supply system is expanded to cover all of the present and future urbanized area and the production capacity enhanced. The extension of the municipal water supply system also has the benefit on controlling unregulated abstractions which, as demand increases, could result in uncontrolled groundwater depletion. Provision for fire- fighting also needs a suitable and adequate supply of water.
47 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 22: Projected water production requirement to serve Abbottabad urban areas[1] Year Demand % Water Volume of Unaccounted Total Production (m3/day)[2] Loss[3] Water (m3/day) Requirement (m3/day) 2019 24,095 50 24,095 48,195 2025 41,115 35 22,139 63,225 2030 60,493 20 20,164 80,658 2035 89,124 15 15,728 104,852 Notes: [1] This assessment excludes any requirement for fire-fighting and any potential demand from industry. [2] From Table 21. [3] Target values, requiring a sustained program and specific interventions to reduce leakage from the distribution system and to eliminate illegal connections.
198. The calculated potable water requirements are considered to be conservative in that the per capita consumption (up to 115 liters per capita per day by 2035) is still comparatively low by comparison to international standards.
199. Accordingly, there is an urgent need to begin to upgrade water production capacity since there is a requirement to supply:
• An additional 23,750 m3/day of potable water by 2025; • An additional 41,190 m3/day of potable water by 2030; and • An additional 65,380 m3/day of potable water by 2035.
200. The calculated additional water requirements assume that the water distribution system is upgraded progressively in order to reduce losses from unaccounted for water and to mitigate the potential for cross-contamination from other water sources so as to ensure water quality is fit for consumption at the point of delivery.
201. Aside from reducing water losses to make more efficient use of available production capacity, there are three main ways to upgrade production capacity and water availability:
• Abstraction from additional surface water sources, including springs, allied with additional storage capacity; • Increase the availability of supply from the existing water treatment plant by providing capacity and facilities for managing turbid water; and/or • Provision of additional tube wells to abstract from the groundwater aquifer, allied with enhanced pumping and storage capacity.
202. Rainwater harvesting could also be adopted, in order to reduce the use of potable water for non-potable uses (for example, laundry, car washing, irrigation/watering of green spaces). However, this will not be a suitable source to cater for potable water demand.
203. The existing water treatment plant is supplied with surface water from four intake points. Additional intake points could be developed to increase the raw water supply to the plant at times of low flow. In addition, any increased raw water supply could be stored through the construction of additional storage facilities, to provide backup supplies, in order to ensure the plant operates as close to maximum capacity as possible. A further alternative is to increase the plant capacity by constructing additional treatment units, either at the existing facility or in an alternative location.
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204. The availability of the existing water treatment plant might also be enhanced if pre- treatment facilities are provided to reduce the turbidity of the raw water intake at all times to an acceptable level (that is below 10 NTU). For example, intermediate sedimentation ponds or flocculation systems could be introduced to improve the overall quality of the raw water.
205. A feasibility study is required to assess the most suitable and cost-effective option and overall requirements—take-off points and headworks, plant location, transmission line sizing and routing, treatment process(es), sizing of storage tanks, etc.—for meeting projected water demands from surface water sources.
206. In the alternative, the existing groundwater aquifer could be exploited further by the installation of additional tube wells covering the whole of the future urban area. The number, location and spacing of such wells would need to be determined and verified through hydrogeological assessments in order to avoid over-pumping and subsequent depletion and excessive drawdown of the aquifer.
207. In addition to new tube wells, there would be a requirement to construct new storage tanks to provide a minimum of three hours storage capacity in the distribution system. Whilst, in theory, direct pumping avoids the need for additional storage, it is vulnerable in practice to interruptions from power outages and, therefore, it is deemed prudent to provide additional storage capacity to meet minimum requirements.
208. It is considered likely that a mix of all of the above approaches will be necessary, since no single approach will be sufficient to meet the projected demands.
209. An assessment of potential infrastructure requirements for meeting projected potable water demand up to 2035 is summarized in Table 23, on the basis of maintaining a similar proportion of the water supply from surface water sources and groundwater sources (approximate ratio of 45:55).
Table 23: Projected infrastructure requirements for municipal water supply Year Water Production Surface Water Operational Tube Wells Storage Tanks (m3/day)[1] Treatment Plant Required[2] Surface Ground Capacity Minimum Capacity Minimum Capacity No. (m3/day) No. (m3) 2025 28,450 34,775 2 x existing plant 58 35,235 18 8,183 2030 36,300 44,360 2 x existing plant 74 44,955 23 10,456 2035 47,185 57,670 3 x existing plant 95 57,713 29 13,183 Notes: [1] Includes allowance, as per Table 22, for leakage and non-revenue water. [2] Assessed on the basis of an average pumping capacity of 67.5 m3/hour (15,000 gallons per hour), operating 9 hours per day. The minimum calculated values exclude any spare capacity and contingency. provisions. [3] Assessed on the basis of 3 hours minimum storage capacity. Each tank sized at 100,000 gallons (454.6 m3) capacity.
210. The actual production rate and efficiency of the existing tube wells will need to be verified on an individual basis. Where feasible and economic, any existing dysfunctional tube wells or inefficient tube wells should be rehabilitated and upgraded.
211. All functional tube wells and pumps (existing and new) should be instrumented, including installation of flow meters. Supervisory Control and Data Acquisition (SCADA)
49 KP-SISUG Abbottabad City Development Plan – Draft Final Report systems and equipment for centralized management, monitoring and control should also be provided.
212. The existing production capacity of the tube wells in the municipal system is assessed to be 17,642 m3/day (Section D.1.1). Without factoring in any increase in production through rehabilitating or upgrading existing tube wells, this would suggest, based on Table 23, a minimum requirement for:
• By 2025: additional groundwater production capacity 17,593 m3/day, from a minimum of 29 new tube wells (assumed operating at 9 hours/day at 67.5 m3/hour); • By 2030: further groundwater production capacity of 9,720 m3/day, through the addition of 16 tube wells; and • By 2035: further groundwater production capacity of 2,758 m3/day, through the addition of 21 tube wells.
213. The existing storage capacity would appear to be sufficient to provide a minimum of three hours supply up to 2035.
214. In conjunction with investment in increased production capacity, it is recommended that a community-education program is implemented, targeted on the efficient use of water and the adoption of water conservation measures.
215. In order to ensure appropriate water quality, all production and storage facilities (production wells and OHRs) should also be fitted with disinfection facilities.
216. In addition to the above, by 2035 the existing distribution network will need to be replaced and/or upgraded progressively throughout the currently served area and the distribution network expanded to cover all presently unserved areas within the expanded city limit.
217. The JICA-assisted water supply project constructed 25.8 km of new transmission mains. There are two primary branches, one serving UCs in the eastern, northern and western parts of Abbottabad (Nawansher, Mirpur and Jhangi) and a second branch serving the south part of Abbottabad, including Sheikhulbandi and Salhad UCs.
218. Aside from the new transmission mains, limited detailed information exists currently on the location and nature (materials of construction, sizing) of the other parts of the water distribution network. WSSCA have indicated that approximately 350 km of pipeline are under their responsibility currently, with only about 60 percent of the households with legal connections (Table 9, Section D.1.1). On a pro-rata basis, to extent the network to 100 percent of the households within the service area would require approximately 230 km of additional pipe line.
219. The upgraded distribution network should be sized based on hydraulic analyses in order to deliver an adequate volume of water to the most hydraulically remote fixture during minimum pressure and maximum flow conditions.
220. A preliminary estimate of overall network length, above and beyond the current network, has been made based on extending the current pipe network progressively to all households in the service area (Table 24). The assessment provides the length for all service lines, ranging from mains down to tertiary connections to individual properties.
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Table 24: Assessed length of existing and future pipe network[1] in Abbottabad urban areas Year Projected Households Connected[4] Water Distribution System Number of in Current Served Area Existing Pipe Required Pipe New Pipe [3] Households [5] No. % Length (km) Length (km) Length (km) 2019 45,346[2] 27,208 60 350 - - 2025 89,248 78,538 88 350 1,010 660 2030 110,812 106,380 96 1,010 1,370 360 2035 138,315 138,315 100 1,370 1,780 410 Source: Calculations by the project consultants. Notes: [1] Estimated network length includes pipes of all sizes from tertiary connections to primary lines. [2] Excludes Cantonment areas. [3] Refer to Table 15. From 2025, this includes the Cantonment areas in the expanded service area. [4] Based on the estimated growth in population for both the current urban areas and the expanded future urban areas (Table 14) and the target population to be served (Table 16) [5] Table 24 indicates the projected need for the following phased improvements to the potable water supply network: • By 2025, rehabilitation and upgrading of 350 km of pipeline within the existing service area and the installation of 660 km of new pipeline to serve households currently not connected; • By 2030, installation of an additional 360 km of new pipeline to expand service coverage the majority of the households that lie within the expanded city limit, as per Map 17Error! Reference source not found.; and • By 2035, installation of an additional 410 km of new pipeline to expand service coverage to all of the future urbanized UCs that lie within the expanded city limit, as per Map 17.
221. The need for pumping stations to augment pressure in the distribution network as it is expanded cannot be established definitively in the absence of a detailed Feasibility Study of the entire system.
222. Meters should be installed progressively for every consumer as part of the distribution system rehabilitation and upgrade. This will require the number of registered metered connections to be increased from 27,465 (Table 9) to approximately 138,300 by 2035.
E.2.1.2. Sewerage and drainage
223. There are two priority areas for improvement (i) progressive installation and development of a functioning sewage system independent from the drainage system; and (ii) provision of treatment facilities to manage and treat the collected sewage and waste water.
224. A sewer system will need to be constructed with the following components (i) trunk (primary) sewers; (ii) tertiary lines connecting to individual properties; and (iii) secondary sewers linking the tertiary connections to the trunk lines.
225. Based on the target service levels outlined in Table 17, the estimated length of the sewer network to be installed up to 2035 has been assessed based on an assumed pipe length of 15 km per km2 of developed area; the assessed requirement is summarized in Table 25.
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Table 25: Estimated length of sewer network required to be developed[1] Year Urban UCs (2019) Future Urban UCs Overall Expanded City New Sewer Service Sewer Service Sewer Service Sewer Length Coverage Length (km) Coverage Length (km) Coverage Length (km) (km) 2019 0% 0 0% 0 0% 0 0 2025 50% 284 10% 134 34% 418 418 2030 75% 426 33% 443 58% 869 451 2035 90% 511 60% 805 78% 1,316 447 Source: Calculations by the project consultant. Notes: [1] Estimated network length includes pipes of all sizes from tertiary connections to trunk sewers. [2] Area served is derived from the area of each UC and the service coverage as per Table 17.
226. The exact lengths of each type of functional sewer, including pipe diameter, design flow rates and capacity and the requirement for pumping stations, will be established during detailed design. The sewer network should be constructed in Nawansher first (location of the proposed sewage treatment plant) and extended progressively into other UCs.
227. It is inevitable that at least two pump stations, and probably more, will be required to cater for the furthest limits of the network.
228. In parallel with constructing the sewer network, it is necessary to develop suitable treatment capacity, otherwise sewage and waste water will continue to be discharged untreated into the drainage network. Treatment capacity will need to increase as the sewage network is developed.
229. The required treatment capacity up to 2035 has been calculated based on the target service levels outlined in Table 17 and the assessed potable water demand at consumer level in the served areas, as set out in Table 21. The treatment process is assumed to be based on a trickling filter process, a robust system with low investment, comparatively small footprint and energy demand and low odor emissions, although there are many different treatment process options available.
230. Table 26 provides an overview of principal process flows and infrastructure requirements based on a trickling filter process.
Table 26: Sewage treatment capacity and projected flows Year Population Estimated Primary Trickling Secondary Thickened Connected Dry Weather Settling Filter Tanks Settling Sludge to Sewerage Flow [2] Tanks [3] [3] Tanks [3] Produced [4] [1] m3/day No. No. No. m3/day 2019 0 0 0 0 0 0 2025 185,700 16,000 2 2 2 260 2030 382,000 36,600 3 4 3 534 2035 616,700 70,000 6 7 6 864 Source: Calculations by the project consultant. Notes: [1] Refer to Table 9. [2] Assumed at 14 hours per day. [3] All tanks sized based on a tank diameter of 36 m. [4] Thickening assumed to achieve 40% reduction in volume.
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231. Treatment capacity will need to be developed in stages, responding to the increase in population, increase in potable water availability/consumption (Table 21) and increase of sewerage connections to the treatment plant (Table 25).
232. The gross footprint of the treatment plant infrastructure, excluding provision for buffer zones and drying beds, and based on adopting trickling filters and the dry weather flows set out on Table 26, is estimated to be:
• 1.8 ha. for the treatment capacity required by 2025; • 3.0 ha. for the treatment capacity required by 2030; and • 5.7 ha for the treatment capacity required by 2035.
233. It is understood that a potential site for the waste water treatment plant has been identified by WSSCA. The suitability and viability of the identified site needs to be confirmed as part of a detailed Feasibility Study.
234. It is proposed that the design of the waste water treatment plant is based on a circular approach by producing re-usable organics for agriculture and energy recovery from producing biogas. The suggested process is based on primary settling, a high loaded trickling filter and secondary settling. In this process organics and solids will be removed. Although almost no nitrogen and phosphorous will be removed the discharge will comply with national effluent standards.
235. Organic components in waste water are not only the major actor for pollution and health risks, these components also can be a source for producing sustainable energy. Sewage sludge produced in the waste water treatment plant can produce biogas when treated in a bio-digester. Sludge digestion is a common and reliable process, although it requires skilled operators. Waste water sludge can also be combined with source-separated organic municipal waste and animal manure to enhance biogas production. The biogas can be reused by bottling, in industrial processes, to produce electricity or injected in an existing gas network.
236. Digested sludge can be upgraded, with nutrient addition, as a fertilizer and soil improvement in agriculture. This can be achieved either using thickened liquid or as dried or composted sludge. Each process has its own economics depending on the scale and local revenues.
237. A detailed Feasibility Study will be required to asses all of the different potential options for site development and waste water treatment, in order to select the best options for prevailing site conditions.
E.2.1.3. Solid waste management
238. As noted in Section D.3.4.3 above, the management of municipal solid waste requires considerable improvement in service provision in the following areas:
• Collection capacity and operational capability; • Sanitary methods of disposal of municipal solid waste; and • Resource recovery, including diversion of waste from final disposal to land.
239. Suggested key priority interventions to achieve these objectives are set out below, based on the target service levels detailed in Table 18.
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240. There are no reliable figures for current waste generation. Based on waste characterization studies conducted in Punjab Province52 for similar sized cities, the current per capita waste generation rate of municipal solid waste is assumed to be of the order of 0.35 kg/day. Commercial and institutional premises usually produce an additional quantity of waste of between 25 percent and 30 percent above that produced by city inhabitants. Accordingly, an overall waste generation rate of approximately 0.45 kg per person per day can be assumed based on the resident city population, resulting in an estimated total generation of 116 tpd of municipal solid waste53 currently in the six UCs in the current urban area. In the four UCs served by regularly by WSSCA, the estimated generation is approximately 50 tpd.
241. Projections of waste generation and collection up to 2035, based on the target service levels outlined in Table 18, are summarized on Table 27.
Table 27: Projected waste generation and collection (tons per day) Year Generation Existing Urban UCs Future Urban UCs Rate[3] kg/pcd Population Generation Collection Population Generation Collection [1] (tpd) (tpd) [2] (tpd) (tpd) 2019 0.45 111,180 50.0 30.0 174,033 78.3 7.8 2025 0.50 328,275 164.1 106.7 215,521 107.8 26.9 2030 0.55 395,870 217.7 195.9 258,105 142.0 71.0 2035 0.60 478,750 287.3 272.9 309,703 185.8 139.4 Source: Calculations by the project consultant. Notes: [1] Population from Table 11. [2] Population derived from Table 15. Future urban UCs as per Table 14. [3] Per capita waste generation rates usually increase over time as societies become more affluent and with increasing levels of economic development. A nominal increase of 0.01 kg pcd has been assumed from 2020, representing an increase of approximately 2% per annum.
242. Given the rapid increases in projected waste quantities to be managed up to 2035 (Table 27), there is an urgent need for a detailed review and upgrade of the current solid waste management system in order to meet future demand for cost-effective, efficient and comprehensive services.
243. The manual handling of MSW should be minimized as far as practicable. Whilst there are some limitations in this regard with respect to primary collection, it is imperative that secondary collection and waste transfer is undertaken mechanically, on health, efficiency and financial considerations. Accordingly, it is proposed that the collection system is upgraded to facilitate mechanical loading of waste into collection vehicles from compatible containers. One potential scenario for the mix of equipment required is illustrated on Table 28.
52 Government of the Punjab. 2016. Waste Amount and Characterisation Study: Segregation Treatment and Disposal Project, Sahiwal. Lahore: The Urban Unit, GoPb. 53 Municipal solid waste (MSW) is usually considered to comprise waste generated from households, commercial and institutional premises, markets and public spaces, and street sweeping. Construction debris, agricultural waste, industrial waste, clinical waste and sludges are not normally considered to be part of MSW, notwithstanding that some of these may be collected and co-disposed with MSW.
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Table 28: Preliminary assessment of potential equipment requirements for waste collection Year Waste Containers Collection Fleet [7] Collected 1.1 m3 [2] 5 m3 [3] Capacity 8m3 RCV[4] 13m3 RCV[5] Hook Lift[6] (tpd)[1] (tpd) 2019 37.8 60 6 40.2 2 0 1 2025 133.6 150 30 133.5 4 1 5 2030 266.9 300 60 267.0 8 2 10 2035 412.3 535 78 412.4 13 3 13 Source: Calculations by the project consultant. Notes: [1] From Table 27. [2] Standard HDPE or metal container, assumed maximum load 450 kg. Emptied daily. [3] Closed/lidded hook lift or arm roll container, assumed maximum load 2,200 kg. Emptied daily. [4] Refuse compactor to lift 1.1m3 containers, maximum load 5 tons. 3 trips per day to the transfer or disposal site. Assume that collects 80% of waste in 1.1m3 containers. [5] Refuse compactor to lift 1.1m3 containers, maximum load 8 tons. 2 trips per day to the transfer or disposal site. Assume that collects 80% of waste in 1.1m3 containers. [6] Hook lift or arm roll truck for 5 m3 container. Assume 6 trips per day to disposal site. [7] Excludes spares, contingencies and replacements. The exact mix of equipment is subject to detailed analysis and review, the location and length of collection rounds, and travel distance to the disposal site or any intermediate transfer station.
244. Collection system improvements must be integrated with other elements of the solid waste management system, including transfer, treatment and disposal components.
245. The existing dump site in Salhad south of the city (Map 27) is not considered suitable for continued use on a long-term basis from social, environmental and aesthetic perspectives. It is located a short distance from the alignment of the Hazara motorway which is currently under construction and will be in full view of the motorway once road construction is completed. The site is also too small to be re-developed cost effectively and has a very limited lifespan. Accordingly, identification and confirmation of an alternative site to be developed for a sanitary landfill is an urgent priority.
246. The need for transfer stations will be dictated by the selected location of the site to be developed as a sanitary landfill. Typically, transfer stations are justified economically where the haul distance of collected waste exceeds 15 km to 20 km. The distance at which transfer stations become economic depends to a large extent on the types of collection vehicles employed (for example, volumetric/load capacity and fuel economy) and the road conditions (for example, level of congestion) which influence travel times between the collection zone and disposal site.
247. It is recommended that a location for the landfill site be selected outside of the limits of the expanded city in an area that is accessible by road, but which is currently unproductive. Based on waste quantities (Table 27) one transfer station, if required, would be sufficient to serve the current urbanized areas, including the city center and the peri-urban margins of the city. If required, the transfer station should be located so as to avoid travel for transfer vehicles on the congested roads through the city center.
248. A transfer station could also incorporate a materials recovery facility if a policy is adopted by WSSCA to introduce segregation of waste at source as a means of promoting recycling and re-use of materials, and to divert waste from final disposal to land or other forms of treatment. If implemented, it is recommended that segregation should initially be limited to
55 KP-SISUG Abbottabad City Development Plan – Draft Final Report two categories only – dry, recyclable materials (paper, cardboard, glass, metals, plastic, etc.) and wet, general waste. Adoption of source segregation must be accompanied by an extensive information and education campaign over a sustained period of time, including monitoring of the effectiveness of the campaign and the success of source separation.
249. The implementation of segregation at source would require changes to the collection system (collection method and vehicle types) and the associated development of processing facilities and markets to absorb any source separated materials. In the absence of markets for the recovered materials there is no merit in segregating these, since they will ultimately need to be disposed. Accordingly, any decision to implement segregation at source must be founded on a comprehensive assessment of the demand for different recovered materials and detailed plans to develop the capacity to handle and absorb these materials and transform them into useful products.
250. Current recycling efforts are based on informal systems, undertaken primarily by waste pickers, hawkers and collection personnel who sell on recovered materials to wholesale buyers. Few details are currently available on the quantities and types of materials recovered.
251. Implementation of source segregation would effectively prohibit the use of compaction equipment for those dry materials destined for recycling or re-use, requiring different types of collection vehicles than assumed in Table 28.
252. Preliminary calculations of the required size of a landfill, based on the target service levels in Table 18 and projected waste quantities in Table 27, are summarized on Table 29. The calculations indicate the requirement for a site of approximately 10 ha (excluding space for support infrastructure), sufficient to accommodate approximately 1.5 million m3 of waste at an average waste thickness of 15 m. The site could accommodate the projected quantities of waste to be landfilled up to 2035, assuming the waste diversion targets can be met. Failure to meet the specified target for waste diversion, or by providing alternative treatment facilities for managing the waste, will result in the need for a larger site area with sufficient capacity for 1.8 million m3 of void space.
Table 29: Treatment and disposal requirements for municipal solid waste Year Waste Waste Void Space Cumulative Waste Collected[1] Landfilled[2] Consumed[3] Void Space Diverted from Consumed[4] Landfilling[2] tpd tpd m3/year m3 tpd 2019 37.8 0 0 0 0 2025 133.6 126.9 72,800 185,300 6.7 2030 266.9 226.9 130,160 708,600 40.0 2035 412.3 309.3 177,350 1,496,100 103.0 Source: Calculations by the project consultant. Notes: [1] From Table 27. [2] Refer to Table 18. [3] Assumes in situ compacted density of 0.7 t/m3 and 10% provision for daily and intermediate cover, excluding final capping. [4] Assumes landfill begins receiving waste at the beginning of 2022.
253. The lifespan of the landfill site could be enhanced through the progressive adoption of alternative treatment technologies, including, potentially, composting, anaerobic digestion and incineration or other forms of waste-to-energy processes. There is, however, no information
56 KP-SISUG Abbottabad City Development Plan – Draft Final Report on the chemical properties of the waste stream that would permit a preliminary assessment of the feasibility of any of these options.
254. Composting of green waste is best undertaken in conjunction with composting of agricultural waste streams. Composting of municipal waste is not recommended unless it is restricted only to source-segregated clean green waste components (for example, tree and grass cuttings). Cross-contamination from other waste components renders ‘compost’ derived from mixed municipal waste unable to achieve certification as compost and, thus, it is unmarketable.
255. Development of anaerobic digestion of organic waste can be undertaken at the landfill site, potentially in conjunction with the digestion of sludges from the waste water plant. Source- segregated food waste is best suited to this method of treatment.
256. In order to achieve the waste diversion targets, set out in Table 18, a sustained effort will be required to increase the quantity of materials recovered from the waste stream.
257. Waste quantities collected in Abbottabad are not sufficient to justify the development of waste-to-energy plants, nor is it clear that the waste has sufficient calorific value to combust waste economically without extensive pre-treatment and sorting to produce refuse-derived fuel with the required characteristics.
E.2.1.4. Transportation
258. One key priority for the TMA is to redevelop and modernize the existing main bus terminal, to increase its efficiency and provide additional facilities for passengers and terminal users. TMA has targeted re-developing the existing site on the N35; however, a more attractive solution would be to develop a new bus terminal outside in an alternative location in order to relieve congestion on the N35. It is suggested that this should be adjacent to, and accessible from/to, the Hazara Motorway. A potential location is shown on Map 31.
259. It is proposed that this site is developed to accommodate all existing inter-city bus traffic that normally traverses through Abbottabad city, thus bypassing the city center and precluding inter-city bus traffic on the N-35 through the city. The new bus terminal could serve the city center, and other parts of the city, using local, small transport carriers. The use of electric and hybrid vehicles should be promoted as a means of public transport to reduce air pollution Consideration should also be given to the development of parking plazas on the N- 35 at the southern and northern entrances to the city served by a local transportation system (park and ride) in order to further alleviate traffic congestion in the city.
260. A comprehensive traffic study for road movements, including identifying locations for public stops/interchanges needs to be undertaken. New bus stops should be provided with shelters and could be fitted with SMART information/wireless technology powered by roof-top solar panels.
261. The key commercial streets in the city core may be pedestrianized to ease the traffic congestion, providing an alternative link road bypassing the city center can be developed. One possibility is a by-pass road to the N35 starting at Narrian Link Road and ending at the fork between N-35 and Jinnah Road. Part of the by-pass road, approximately 4.3 km in length, could use and improve the existing Circular Road.
262. Existing street lighting should be upgraded and extended along key transportation routes. Existing bulbs can be replaced by LEDs and be based on solar power.
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E.2.1.5. Public spaces and green buffers
263. To preserve green spaces in Abbottabad and preclude further urban sprawl, the designation of public spaces should increase from a minimum of five percent to around 15 percent of the urban area. Not only that green infrastructure and public open spaces should be upgraded and developed implementing a beautification project, the public open spaces should be redeveloped to promote recreational use and integrated throughout Abbottabad with storm water management systems.
264. As a tourist city, the emphasis should be to develop and enhance the beauty of the city: (i) by reducing traffic congestion; (ii) greening and planting all main transportation arteries; and (iii) providing a series of well-maintained green spaces for public and recreational use.
265. The current planning regulatory standards (KP Model Building By-laws, 2017) should be strictly enforced to provide nine m2 space per person in residential areas and at least one neighborhood park of 0.4-1.2 ha at a spacing of 400-800 m. There is also need to develop a green buffer zone up to 10 m wide along the main drainage routes. Gradually, the green public spaces should be interlinked through green corridors.
E.2.1.6. Tourism
266. In order to fully exploit tourism potential of Abbottabad, a comprehensive plan to promote Abbottabad and surrounding areas as a tourist destination should be developed. There is need to further develop the tourist attractions within and around the city, while a tourism information center may be set-up at the new bus terminal and in the city center.
267. The eco-tourist potential of the area should be examined, and plans prepared to develop specific facilities exploiting the natural scenic beauty of the area, integrated with the development of new hiking trails.
268. An integrated tourist development plan should consider Abbottabad as part of the wider region, focusing on the wide range of attractions (cultural, archaeological and natural) within a 70 km radius of the city.
E.2.2. Sustainable service delivery
269. Sustainable service delivery of utilities is directly related to the degree to which a utility is able to recoup all operational maintenance and capital expenditures from revenues. Only through consistent and secured financial coverage can a utility focus on its core tasks. The revenue may be generated from payments by users, or from payments (subsidies) from government.
270. Beyond the financial sustainability aspect there are of course other issues that bear directly on the ability of the utility to work sustainably, including the political context, access to suitable human resources and effective leadership. This section, particularly, focuses on the cost recovery and financing aspects of sustainability.
271. The Water Supply and Sanitation Company Abbottabad (WSSCA), is a new addition to the institutional architecture for managing essential municipal services like water supply, waste water and solid waste management in Khyber Pakhtunkhwa province. WSSCA was established in 2015 as an independent corporate utility company under Section 42 of the Companies Ordinance, 1984. WSSCA started its operations in April 2017 to provide integrated improved drinking water, sanitation and solid waste management services in district
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Abbottabad. WSSCA is an integration of Public Health Engineering (PHED) and Town Municipal Administration and is working in the 10 UCs of Abbottabad TMA (excluding Abbottabad and Murree Gallies Cantonment) under a Services and Assets Management Agreement (SAMA). Under the SAMA, WSSCA has been given the sole task of undertaking the water supply, wastewater and solid waste management facilities from the Tehsil Municipal Administration and Public Health Engineering Department for the provision of municipal services to the urban and future urban population of 10 UCs of Abbottabad under the jurisdiction of WSSCA.
272. According to the WSSCA Budget 2018-19, the total revenue budgeted for 2018-19 is PKR 670.74 million, including transfers from TMA and PHED, and expenditure of PKR 1,317.25 million leaving a budgeted resource gap (deficit) of PKR 646.51 million in financial year 2018-19 which will be met partially from savings from previous year leaving a net funds requirements of PKR 509.69 million. Presently transfer from Khyber Pakhtunkhwa of development and non-development funds has not been proposed in the budget 2018-19 prepared by WSSCA, however, funds requirement of PKR 509.69 million from provincial government has been estimated by WSSCA for 2018-19 to meet the deficit. Therefore, for preparation of budget extracts and projections it is assumed that whatever development and non-development expenditures of WSSCA other than on TMA and PHED activities have been budgeted for 2018-19 will be funded by Khyber Pakhtunkhwa government and has been reflected in the budget extracts and projections.
273. On the basis of the analysis of the WSSCA Budget 2018-19 and projections till 2035, the budgeted resource gap (deficit) before proposed funds requirement from provincial government for the WSSCA is PKR 646.51 million in 2019 which is expected to be met from net savings from previous year of PKR 136.82 million and net funds requirement of PKR 509.69 million from provincial government. However, based on certain assumptions made for the projections the budget is projected to grow into a surplus of PKR 1,152.40 million in 2025 and PKR 2,025.26 million in 2035. The results are summarised in Figure 4 and details are given in
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274. Appendix 3. These numbers are based upon assumptions of:
• Proposed interventions have been estimated at PKR 74,159 million (US$ 602.92 million) based on the Action Plan proposed for the project. The Action Plan has been segmented into three time frames i.e. Short Term 2021-25 with an estimated project cost of PKR 18,130.20 million (US$ 147.40 million), Medium Term 2026-30 with estimated project cost of PKR 27,138.72 million (US$ 220.64 million) and Long Term 2031-35.with estimated project cost of PKR 23,016.99 million (US$ 187.13 million). The construction costs of proposed interventions have been assumed at 50 percent in first year, 40 percent in second year and 10 percent in third year. O & M costs have been assumed at one percent of project cost from completion of construction period to be financed by Khyber Pakhtunkhwa government. The proposed project has been assumed to be financed by ADB @ 80 percent with Khyber Pakhtunkhwa share @ 20 percent as provincial transfer. • Population and households have been assumed to cover only the urban and future urban population of the 10 UCs of Abbottabad TMA excluding cantonments. • The projected revenues from TMA and PHED transfers have been assumed to increase in line with average growth rate in provincial receipts at 10 percent, non- development expenditure at 10 percent and development expenditure at 4 percent based on budget strategy paper 2018-19 forecasts. • Tariff has been assumed based on average monthly household income of PKR 49,91054 and international standard water services tariff affordability rates of three to five percent (WB & UNDP), and expected subsidisation by the Government of Khyber Pakhtunkhwa and TMA for the ongoing and proposed development activities of WSSCA. For the calculation of projected revenue from water services tariff affordability rate of four percent has been applied to the average monthly household income. Actual transfers by the TMA or Government of Khyber Pakhtunkhwa to the WSSCA may differ from projections and may reduce the projected surplus.55
54 Government of Pakistan. 2017. Household Integrated Economic Survey 2015-16. Islamabad: Pakistan Bureau of Statistics, GoP. 55 Public Expenditure Review for Abbottabad prepared by the project consultant.
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Figure 4: Revenue and expenditure for WSSCA vis-à-vis urban population56
6,000 900
800 5,000 700 Thousands 4,000 600
500 3,000 400
PKR in millions 2,000 300 Urban population
200 1,000 100
- - 2019 2020 2025 2030 2035
Total Receipts Total Expenditure Urban Population
275. In terms of improving sustainability of the WSSCA, there are several approaches that can be considered. These vary from conventional to more innovative approaches.57
E.2.2.1. Increasing revenue collection
276. Whereas currently user charges for domestic and commercial connections are collected on a “flat rate” basis in Abbottabad, it is highly recommended to develop the water supply services by gradually installing meters at user level. This will provide a more equitable distribution of payments and will allow users to become more aware of the cost of using water. In the first instance the installation of pre-paid meters for all domestic and commercial connections is proposed to be paid out of the ADB funds. This would immediately have the following positive impact:
• Increase revenue collection from users to almost 100 percent; • Minimize non-payments; • Improve the utility’s cash flow (in terms of quantity and reliability); • Reduce overheads associated with debt collection; and • Allow more resources to be used for promoting efficient use of water and better solid waste/sewerage practices.
277. If the installation of pre-paid meters is considered too complex or expensive at this stage of development of the services of the WSSCA, regular meters may be considered. In this case it is proposed that billing of water use is done concurrently with the billing of services for waste water, solid waste, and ideally also electricity. This would provide a strong incentive for payment, again thereby reducing the effort required for revenue collection by the WSSCA. However, crucial for this is that the WSSCA continues to provide and improve services in order
56 Calculations are based on affordability model (Table 37). 57 These approaches and options have been discussed with the management of the WSSCA.
61 KP-SISUG Abbottabad City Development Plan – Draft Final Report to demonstrate to users that they are receiving good value for their money. It should be noted that the cost and installation of meters has not been included at this stage.
E.2.2.2. Reducing losses
278. Non-revenue water (NRW) is estimated between 35-45 percent in Abbottabad58 as is common for all utilities in Khyber Pakhtunkhwa. Considering the fact that each cubic meter lost, whether through non-recorded use, or through physical losses, is valuable in terms not only as a resource, but also as possible income for the WSSCA. Sustainability of the WSSCA is greatly enhanced through reduction of NRW.
279. Common approaches to reducing losses are through focused projects in which District Metered Areas (DMA) are delineated. These allow the utility to find and repair leaks and other network bottlenecks. Furthermore, a structured leakage detection and repair process as part of network management would further reduce losses and repair leaks on short notice. This would also improve relationships with users because disruptions to services will be reduced.
280. On the administrative side, the utility needs to be able to identify those users that are allowed to use water from the network but are not charged for this. These often include mosques, schools and other public buildings. From a policy perspective it may be acceptable not to charge these entities for water. This needs to be discounted in the overall pricing and accounting or charged on appropriate tariff because of the heavy usage involved.
E.2.2.3. Communication
281. Another vital approach to reducing losses is the introduction of communication measures to inform beneficiaries of WSSCA services of possible disruptions, water quality issues, and most of all, the importance and relevance of water conservation. In the absence of a price initiative to conserve water (water is still relatively cheap), awareness of the scarcity of clean drinking water should be communicated.
282. In recent years, the development of the web and new media (websites, blogs, Facebook, Twitter, YouTube, etc.) has completely altered communication strategies, media tools and contents. The main features of this new media are freedom of choice, dialogue, and participation. This is the reason why the choice of adequate communication tools becomes more and more complex.
283. Another difficult choice is the need to employ new narrative techniques. The digital revolution has enhanced the success of this new media, but social networks are the real turning point in the relationship between brands, communication, and people.
284. This means that a new consumer has shown up; someone who wants to contribute to communication by providing his/her own opinion and telling his/her own experience. Therefore, in order to reach their targets, social and marketing communication campaigns have had to adopt new formats within their narrative systems, providing plenty of information, but also enabling full interaction with consumers. For the WSSCA, adopting these communication tools and improving the customer service experience will allow the company to introduce water conservation measures.
58 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB.
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E.2.2.4. Alternative sources of income for the WSSCA
285. To a certain extent there is a disincentive for the company to generate sufficient revenue. By generating revenue through other budget lines than the conventional ones, the WSSCA could find that the TMA will reduce transfers to the WSSCA. It is proposed that TMA transfers are linked to performance indicators such as number of users connected, collection rates and targets for minimising leakages and waste. These indicators should be based on core activities and not take account of initiatives taken by WSSCA to generate other revenue sources. This would mean the level of funding is more assured and the WSSCA has an incentive to be innovative in generating revenue from by-products and other services. This is why serious consideration of the benefits of developing alternative sources of energy as a by- product for sale may be relevant.
286. Reasonable revenue can be generated from a combination of biogas production from sewage, selling of treated waste (but nutrient-rich) water for agriculture, and use of sludge as fertilizer for agriculture. Small hydro power units can be installed before or after a sewage/wastewater treatment plant as an alternate power source for the plant and the local community taking advantage of the mountainous terrain of Abbottabad. Probably this would constitute a small percent of the current expenses of the WSSCA, but with some interventions and an entrepreneurial approach, the value of these products could increase and provide more revenue. It must also be remembered that this revenue would be very sustainable. With the expected expansion and population growth the production of these additional resources will only increase.
E.2.2.5. Regulatory capacity
287. In the paragraphs above many (financial) approaches to improving the sustainability of the WSSCA have been proposed. However, there are also a number of important approaches to improve the environment in which the WSSCA operates. These recommendations are relevant not only for the WSSCA, but also for the other WSSCs in Khyber Pakhtunkhwa.
288. For the WSSCA to be able to operate within a level playing field, and to provide checks and balances between the TMA, the WSSCA and beneficiaries, a basic form of regulation is required. This means that at the provincial level, a water regulator should be appointed who oversees the pricing, quality and timeliness of the services provided by the WSSCA. The regulator can also be responsible for setting the performance indicators referred to above. This function cannot be fulfilled by the TMA, as the TMA is a stakeholder in the WSSCA, and also holds its purse strings. The regulator should be independent and equipped with appropriate resources (financial, expert and support staff, office space). Hence, it is strongly advised to designate this regulator through a legislative process. The regulator may use licensing, tariffs, benchmarking and performance, and encouraging competition and regulatory incentives as main tools to enhance its regulatory performance.
E.2.3. Public sector governance and reforms
289. Addressing the challenges requires a review of mandates and capacities leading to political and technical decisions. Participation from provincial policy makers will be essential. The reform agenda should consider the following:
• Reaffirmation of WSSCA’s mandate: According to its terms of reference, WSSCA should become a citywide autonomous, corporate-governed utility providing high
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quality services. The review should confirm the mandate and identify the bottlenecks that impede the achievement of this mandate. • Capacities. It needs to be acknowledged that staff capacities are a main barrier and agree on solutions to resolve this. No single solution can address the inadequate human resource capacities and non-performance in WSSCA. Instead, there should be debate, consideration and decision on the best mix of solutions, including (a) legislation that makes it possible to offer performance-based career advancements for government staff, and golden handshakes for non-performers; (b) contract employment, especially of lower echelon staff, as many banks have done, (c) natural attrition of non-performing government staff, and (d) capacity development for staff with potential. • Financial predictability and efficiency. While it is unrealistic to expect WSSCA to become financially sustainable in the short to medium term, it is possible to have more predictable, better-planned financing strategies and greater efficiency than those in the current arrangement, which would help in moving towards the long-term target of financial sustainability. There is need to explore a range of measures and develop a tailored approach including the following: o For greater efficiency in reaching the poor: (a) stratified tariffs for water services for different classes of customers, with cross-subsidization, (b) connection rather than consumption subsidies, (c) pre-paid meters (possibly at subsidized tariffs for the poor) which allow households to control their total expense on the service, and (d) a voucher system or targeted cash transfers for the poor, based on means testing. o For greater financial predictability and more efficient planning: (a) the establishment of an endowment fund by the provincial government, (b) the provision of a single line grant through an annual transfer from the provincial government to WSSCA, and (c) increased use of technology to improve efficiency, reduce unmetered water and illegal connections.
290. To garner political and public support for the decisions that ensue, such consultations will require robust data and transparency on losses, revenue and poverty levels. Targeting of poor households could be done through existing social welfare information systems.59 Calculating the transfers needed from the provincial government (whether through annual grant or endowment fund) will require robust data on the losses made by WSSCA, the losses that could be avoided, households’ willingness-to-pay, and the projection of revenue following new tariff structures and greater efficiency in operations.
291. Effective management information systems need to be established and strengthened. The administrative systems need to produce data robust enough for annual planning. Local surveys and censuses are periodically required, to produce disaggregated data. In addition, efficient and transparent complaint response mechanisms are required.
292. Capacity strengthening of the institutions responsible for planning, delivering, and management of urban services is a top priority. Appendix 4 provides further details on the context, challenges, opportunities and the way forward.
59 These include (but are not necessarily limited to) the National Socioeconomic Registry (NSER) of the Government’s Benazir Income Support Program, an approach that uses poverty scorecard surveys to identify eligible households through proxy means. Available from: https://www.pitb.gov.pk/bisp Accessed 30 Sep 2018.
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E.2.4. Capacity development
293. The Project proposes the establishment and/or strengthening of strategic partnerships with existing institutes that can provide training courses with content, duration and assessment mechanism/certification tailored according to needs, mentioned in Table 19.60 The proposed institutions include:
• The Local Governance School is the training institute of the Local Government, Elections and Rural Development (LGE&RD) Department, Government of Khyber Pakhtunkhwa. It should be used for the training of local government staff and elected officials. The School has the mandate to (i) conduct pre-service and in-service training for all Local Council Service employees and elected representatives, (ii) coordinate all capacity building activities of local projects and development partners with the LGE&RD Department as well as with Tehsil Municipal Administrations (TMAs), and (iii) conduct trainings/orientations for other government officers on local governance and service delivery. However, the School lacks the required resources and facilities for training in the more technical sectors. • The National Institute of Management (NIM) Peshawar is part of the National School of Public Policy—a civil service training institution. The NIM is mandated with training of federal/provincial civil service officers and mandated to organize Mid-Career Management Courses and Senior Management Courses, as well as other courses in collaboration with national and international organizations.61 It has adequate academic and residential facilities. • The Pakistan Academy for Rural Development (PARD), Peshawar interacts with local, provincial and federal governments, researchers, academicians and non- governmental organizations working for rural development. Its functions include research and capacity building through training. The training modules offered include development planning, public administration, local government, rural development, education and communication, women in development, agricultural extension, social surveys and research, and rural sociology.62 • National Institute of Urban Infrastructure Planning (NIUIP) is the first institute in Pakistan dedicated to urban infrastructure planning and engineering. NIUIP trains service professionals in key areas such as water supply, sanitation, waste management, land use, transportation systems, energy and environment, and GIS Modelling.63 In procurement, NIUIP could engage specialists of the Khyber Pakhtunkhwa Public Procurement Regulatory Authority (KPPRA) for the relevant courses. NIUIP offers state of the art technologies and equipment, such as satellite imagery, simulation modelling for water supply and sewerage systems, GPS and remote sensing tools, digital plotters, fully-equipped GIS lab with GIS scanners and GIS software, statistical analysis software and other applications. The NIUIP would be
60 This has been discussed with the management and instructional staff of the NIM and NIUIP, who have agreed in principle to develop this further. 61 http://nim.gov.pk/index.php. 62 http://www.pard.gov.pk/course.html. 63 NIUIP covers the following areas in its work: infrastructure and utilities planning, urban and regional planning, urban hydrology and hydraulics, land use planning, urban transportation planning., urban environment and energy planning, water supply and sanitation, solid waste management, spatial modelling and GIS applications, infrastructure development and finance, utilities planning & service delivery, environmental laws, land use regulation and enforcement, census data analysis and policy making, urban housing, urban economics, real estate markets, urban development and design, and financing of infrastructure projects.
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willing to provide the facilities for training of staff from WSSCs, City Development Authorities and other project entities. Based on the identified needs, the NIUIP is able to design assessment criteria and obtain approval from its Board to issue formal competency-based certificates/diplomas for the course graduates. The NIUIP is based at the University of Engineering and Technology (UET) Peshawar.
E.2.5. Disaster and climate change risk management
294. For Abbottabad there are two significant impacts of climate change projected. These are (i) a significant increase in sunny days (above 25 degrees) and (ii) a significant increase in dry days (maximum number of consecutive days with RR less than 1mm). So overall Abbottabad is likely to become hotter and drier.
295. There are several implications for the city of Abbottabad which need to be taken into consideration in light of these projected changes. There are five main impacts that can be derived from the urban resilience assessments and the climate change documentation available. These are:
1. Increased drinking water demand due to increases in temperatures, compounded by a reduction in rainfall, thereby reducing available water available for drinking. 2. Increases in bacterial growth in distribution networks for potable water due to increases in temperature and more days with higher temperatures, compounded by high rates of non-revenue water. 3. Periodic flooding (whether flash floods due to insufficient urban drainage, or overflowing of river banks due to excessive run-off) 4. Increases in temperature in urban areas are compounded by few green spaces and shading of roads using vegetation. 5. Increases in temperature in urban areas will require more cooling capacities or adaptation of building codes to incorporate architectural modifications for cooling.
296. The situation in Abbottabad is particularly hazardous due to its hilly terrain and surrounding hills/mountains. In 2017 the Abbottabad City drains of both the Tehsil Municipal Administration (TMA) and the Cantonment Board Abbottabad (CBA) were not able to absorb heavy rainfall, and at Kehal, Link Road, Mandian Supply Bazar, the water flooded into the road, streets and houses.
297. Abbottabad does have a fair amount of green areas. However rapid development is endangering these green areas, and new planned cities and developments are recommended to include green areas for aquifer recharge and buffering of heavy rains.
E.2.5.1. Flash floods
298. Most cities in Khyber Pakhtunkhwa fall victim to floods on a periodic basis. The extent of the flooding is usually a function of the following variables:
• Amount and intensity of rainfall • The drainage system in the specific area; • The extent to which drains, and culverts have been maintained and cleaned; • The extent to which excess water can be absorbed by topsoil; • Siting, design and construction of roads, bridges, buildings, etc.
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299. Abbottabad is surrounded by mountains and has considerable run-off to deal with during periods of heavy rain. This run-off often brings along significant amounts of sediment which is leached from soils higher up in the catchments.
300. There are various ways and means to address these floods in the context of urban planning and operations. However, some of these measures are costly and may have impacts on urban design and landscaping. It is therefore important for a city like Abbottabad to plan the risks of floods to be able to assess whether the costs and impacts are socially and financially acceptable. This entails a flood risk planning exercise which would result in flood risk mapping for Abbottabad. Since climate change will bring into play more unpredictable weather patterns, a basic flood mapping exercise and the resulting investments in diversions, culverts and other protection measures will be effective. E.3. Action plan
301. The action plan, with an indicative cost of US$ 528 million, has been segmented into three timeframes:
i. Short-term: from now to 2025 covering mostly the currently designated urban areas (US$ 212.75 million); ii. Medium-term: from now to 2030 covering almost all of currently designated urban areas and part of the future urban areas (US$ 149.70 million); and iii. Long-term: from now to 2035 covering almost entire expanded urban area (US$ 165.86 million).
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E.3.1. Short-term (up to 2025)
Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Land Use Consolidate • Prepare and finalize Land Use Plan for Abbottabad City 0.75 • Regularize and control Planning development around • Prepare strategic development guidelines and policies development. Eliminate further the existing urban • Prepare zoning plans for all settlements within 5 km of the unplanned urban sprawl. and sub-urban nodes current city limits of Abbottabad • Designate development areas • Delimit green buffer zones and provide a basis for planning and optimizing service provision. • Prepare one Sustainable Landscape Integrated Plan and 1.00 Identify areas that should be one Sustainable Water and Forestry Management Plan preserved from future development focusing on Darkan Katha River and the area at bottom of the Sarban hill. Planning guidelines • Prepare strategic water sensitive urban guidelines for 0.25 More efficient use of water Green Street Retrofit and sub-district rainwater capture for resources and initiation of a large residential areas and developments, such as Dar-ul- sponge-city type concept to protect Khair, Mughal Town, Jadoon Colony, and Sikandarabad. groundwater resources Safe Water Upgrade water • Hydrological study to confirm supplementary sources of 0.20 Provide additional sources to Supply production capacity, surface water sources, to augment existing supplies. maintain up to 45% of total supply availability and water from surface water sources • For viable/feasible sources undertake detailed 0.20 quality engineering design of intake works and transmission and distribution system. • Detailed design of additional production capacity at the 0.15 water treatment plant (to double capacity to 37,000 m3/day) • Construction of additional production units 20.00 • Design and construction of additional storage capacity 4.00 (75,000 m3 tank) at the water treatment plant
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) • Upgrade 54 No. tube wells, to a capacity of 67.5 m3/h 5.40 Enhance groundwater production (15,000 gallons/h) each capacity to 35,000m3 per day • Repair, upgrade and rehabilitation of 32 No. tube wells 3.20 • Provision of Motor Control Units (MCUs), bulk flow meters 0.60 and pressure gauges in all functioning tube wells (maximum 86 No.) • Provision of disinfection units at all functioning tube well 1.29 facilities (maximum 86 No.) Upgrade existing • Repair of 1 No. gravity storage tank of 2,773 m3 (50,000 0.50 Provision and rehabilitation of storage system gallon) capacity storage reservoirs with disinfection units will provide sustained access • General repair and maintenance of 81 No. existing 4.00 to clean water storage tanks • Provision of disinfection units in 82 No. storage tanks 0.95 Construction/ • Repair or replacement of 350 km existing water supply 17.50 Provision and replacement replacement and pipelines by PE pipes, including connections to individual transmission and distribution pipes extension of properties will ensure sustained supply of transmission and clean water to 78,500 households • Provision of new distribution network to the length of 33.00 water distribution approx. 660 km with necessary accessories for unserved pipelines areas • Complete construction of 19 No. filtration plants 2.50 Establishment of • Establishment of 5 DMAs in 3 UCs of Central Abbottabad 4.50 These interventions will result in District Metered (5,000 hh), Malik Pura (5,500 hh) and Nawansher (6,600 safe water supply to approximately Areas (DMAs) and hh) with replacement of water distribution network. 17,100 households implementation of • Implement NRW reduction program in 5 pilot DMAs Non- Revenue Water including provision of new property and water meter (NRW) reduction connections program
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Metered customer • Increase the number of metered connections to 78,500 2.50 Postpaid and prepaid meters will connections households by 2025 ensure revenue collection from approximately 78,500 households Sewage and Provision of sewer • Prepare detailed design of sewage collection 44.00 The first step in sewerage drainage system system/network, including hydraulic analysis, flow treatment is to convey and treat management capacities and sizing of sewers sewage of about half of the 4 urban • Construction of approximately 418 km of sewers, UCs and 10% of the peri-urban including trunk, secondary and tertiary sewage lines areas. It will benefit about 185,700 • Construction of pumping stations, as required. people in the area. Construction of new • Development of treatment system based on the principles 20.00 Dry weather flow of the STP is waste water of circularity for resource recovery and re-use estimated at 16,000 m3/d. treatment plant • Detailed design of treatment process and site layout, (STP) including infrastructure and support utilities. • Acquisition of land and construction of the facility • Provision for sludge digestion and biogas production. • Pump stations for effluent discharge. Drainage system • Conduct flood risk mapping and planning study 1.50 • 10% reduction in flood risk and improvements • Prepare flood management plan and identify necessary extent and frequency of urban works for investment and upgrading flash flooding • Develop concept of sponge city for Abbottabad – identify • Recharge of groundwater recharge areas and design relevant works aquifer • Pilot the use of bio-swales and designed gardens that absorb and filter storm water in residential areas such as Dar-il-Khair, Mughal Town, Jadoon Colony, and Sikandarabad Maintenance of • Acquisition of various items, including suction unit, high 2.50 Preventative maintenance of sewerage and pressure jetter, venching machine, water bowser, sewerage and drainage network existing drainage combined sucker & jetting unit, de-silting grab, high systems pressure wash module and mobile pump/dewatering sets
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Procurement of • Acquisition of gas monitoring equipment and water quality 0.10 Safe operation for workers portable equipment monitoring equipment for health & safety and environmental monitoring Solid waste Extension of service • Provide primary and secondary waste collection 0.60 management coverage throughout all 4 urban UCs in the current urban limits. • Prepare plan for extension of collection system to peri- urban areas (6 rural UCs) • Acquisition of equipment for primary collection (for 7.50 Collection service extended to example, push/hand carts and mini tippers) 100% of the current urbanized • Acquisition of equipment for mechanized (secondary) area. collection (compactor trucks (5 No.), hook lift trucks (5 No.)). • Acquisition of mechanized street sweeper (1 No.) and road washer (1 No.). • Acquisition of miscellaneous mobile plant including dump trucks (2 No.) and rubber- tired excavators (1 No.). • Acquisition of Industry-standard 240 L wheelie bins (500 No.), 1,100 L containers (150 No.) and larger capacity (4- 5 m3) metal lidded containers (30 No.) • Construction of maintenance garage and overnight parking area for collection vehicles Improvement of solid • Undertake assessment of transfer system requirements 0.75 • Hygienic, efficient and cost- waste collection • Locate and acquire sites for future transfer station, if effective system for the system required collection of municipal solid waste throughout the urbanized area serviced by WSSC Abbottabad. • Provide capacity to collect 150 tpd of MSW by 2025
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Assessment of waste • Identify potential sites for sanitary landfill. Conduct 9.75 Improve efficiency of waste transfer system rigorous assessment to select the most suitable. collection system and facilitate • Conduct topographic, geological, hydrogeological and materials recovery prior to transfer hydrological surveys of the selected site to confirm site to landfill site suitability. • Undertake Environmental Impact Assessment • Prepare detailed engineering design of landfill site. • Construct support facilities (office, weighbridge, workshop) and site infrastructure (e.g. perimeter road) • Develop Phase 1 to provide at least 4 years void capacity • Procurement of operating equipment Treatment and • Undertake waste composition and characterization 1.41 • Determine which alternative disposal of waste analysis to determine the viability of alternative forms of forms of treatment may be treatment appropriate for diverting waste • Undertake market assessment for recovered materials from landfilling and products • Provide hygienic and secure • Assessment requirements for segregation at source disposal of all collected • Prepare closure and rehabilitation plan for the existing municipal solid waste dump site at Salhad • Develop new sanitary landfill • Re-profile, cap, close and vegetate Salhad dump site site and commence operations • Install leachate control and treatment measures and by end of 2022 passive gas vents at the closed dump site • Close and successfully • Monitor emissions from Salhad dump site on a quarterly rehabilitate the existing dump basis site at Salhad before 2025 Information, • IEC program engaging multiple communication channels 0.40 IEC program to elevate community education and awareness on waste minimization, communications reuse and recycling as well as for program anti-littering campaigns
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Transportation Bus terminal • Identify and acquire new site for bus terminal in proximity 4.50 • Alternative site for main bus system development to Hazara motorway interchange terminal acquired. • In the interim, complete redevelopment of the existing bus • New public transportation terminal system ready for • Conduct traffic study to verify traffic flows, sources of implementation. traffic, requirements for a new public transportation system and the location of bus stops • Undertake detailed design of the new bus terminal • Undertake design of new public transport system • Promote the use of electric and hybrid vehicles to reduce air pollution Public Spaces Upgrade and • Design and implement Abbottabad beautification project 7.50 • Preserve green spaces in and Green develop green • Increase the area of designated public spaces to a Abbottabad and preclude Buffers infrastructure and minimum of 5% of the urban area further urban sprawl. public open space • Re-development of public open spaces to promote • Increase area of green space in recreational use and to integrate with storm water the city. management systems • Adopt current planning regulatory standards (KP Model Building By-Laws, 2017) by providing 9 m2 per person in residential areas and one neighborhoods park of 0.4-1.2 Ha. at a spacing of 400-800m. Tourism Promote Abbottabad • Develop plans to promote Abbottabad and surrounding 6.75 • Increase tourist arrivals in the as a tourist areas as a tourist destination. city by 10% destination • Develop plans for eco-tourism in the area • Increase length of stay in the • Develop at least one eco-tourism facility city by a minimum of two days • Enhance standards of tourist accommodation to make per visit. stop-overs in the city more attractive – specify and apply minimum standards • Identify and develop additional hiking trails in the vicinity including providing basic infrastructure • Provide tourist information office in the city
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Component Strategic Action Time-based Action by 2025 Estimated Cost Intended Outcome (million USD) Sustainable Enhance revenue • Introduce circularity to waste water management 0.00 service generation and processes – use of partially treated effluent for irrigation delivery collection and production of biogas from digestion of sludge • User charge based on consumption rather than flat rate [costs are already fee covered above] • Regular review of charges to reflect actual operational costs and investments made to improve service delivery Water conservation • Reduce NRW through replacement of leaking pipes 0.50 and minimization • Reduce illegal connections by completing inventory of assets • Extensive communication program highlighting measures to conserve water, reduce waste generation and enhance waste diversion (material recovery and re-use). Governance Promoting the • Capacity strengthening of the institutions responsible for 2.50 and Capacity capacity of WSSCA planning, delivering, and management of urban services Building to deliver urban • Introduction of performance-based career advancement, services with regular performance reviews • Retirement of non-performing staff. • Introduction of effective management information systems • Establishing and/or strengthening strategic partnerships to provide training Total for short-term action plan 212.75
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E.3.2. Medium-term (up to 2030)
Component Strategic Action Time-based Action by 2030 Estimated Cost Intended Outcome (million USD) Land Use Implement planning • Ensure enforcement of measures to promote sponge city 0.50 Planning guidelines for (see measures below for drainage) efficient use of rainwater Safe Water Upgrade water • Hydrogeological assessment to establish locations, 0.20 Enhance groundwater production Supply production capacity, spacing, sizing and production rates of new tube wells capacity to 45,000m3 per day availability and water • Develop 16 No. new tube wells, with a capacity of 67.5 1.60 quality m3/h (15,000 gallons/h) each • Provision of Motor Control Units (MCUs), bulk flow meters 0.16 and pressure gauges in new tube wells (16 No.) • Provision of disinfection units at new tube well facilities 0.24 (16 No.) Construction/ • Provision of new distribution network to the length of 18.00 Provision and replacement replacement and approx. 360 km with necessary accessories for unserved transmission and distribution pipes extension of areas will ensure sustained supply of transmission and clean water to 106,400 households • Construction of additional 20 No. filtration plants 2.50 water distribution pipelines Extension of District • Extension of DMAs to serve 50,000 households. 9.00 These interventions will result in Metered Areas • Implement NRW reduction program in DMAs including safe water supply to approximately (DMAs) and provision of new property and water meter connections 50,000 households implementation of Non- Revenue Water (NRW) reduction program Metered customer • Increase the number of metered connections to 106,380 1.00 Postpaid and prepaid meters will connections households by 2030 ensure revenue collection from approximately 89,250 households
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Component Strategic Action Time-based Action by 2030 Estimated Cost Intended Outcome (million USD) Sewage and Provision of sewer • Expand sewer network through the construction of 451 km 46.00 Extension of the sewer network will drainage system of additional pipes, including trunk, secondary and tertiary benefit a total of approximately management sewage lines 382,000 people in the area. • Construction of pumping station(s), as required. Expansion • Expansion of treatment plant 15.00 Dry weather flow of the STP is wastewater • Construction of additional processing units estimated at 36,600 m3/d.. treatment plant • Provision for sludge digestion and biogas production. (STP) • Expansion of pump station for effluent discharge. Drainage system • Civil works for diversions, culverts and storm water 4.00 • 30% reduction in flood risk and upgrades protection measures extent and frequency of urban • Expansion of sponge city concept - retrofit at least 15- flash flooding 20% of street and open public space to make use of bio- • Recharge of groundwater swales and designed gardens that absorb and filter storm aquifer water Maintenance of • Replacement of mobile plant and equipment. 1.50 Preventative maintenance of sewerage and sewerage and drainage network existing drainage systems Procurement of • Acquisition of gas monitoring equipment and water quality 0.10 Safe operation for workers portable equipment monitoring equipment for health & safety and environmental monitoring Solid waste Extension of service • Extension of primary and secondary waste collection to all 0.50 Collection service extended to 75% management coverage 12 UCs in the expanded urban limits. of the future urbanized area UCs • Takeover of responsibility for waste management in Cantonment area
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Component Strategic Action Time-based Action by 2030 Estimated Cost Intended Outcome (million USD) Improvement of solid • Replacement of, and acquisition of, equipment for primary 6.00 • Hygienic, efficient and cost- waste collection collection (for example, push/hand carts and mini tippers) effective system for the system • Replacement of, and acquisition of, equipment for collection of municipal solid mechanized (secondary) collection (compactor trucks (8 waste throughout the urbanized No.), hook lift trucks (8 No.)). area serviced by WSSC • Replacement of mechanized street sweeper (1 No.) and Abbottabad road washer (1 No.). • Provide capacity to collect up to • Replacement of miscellaneous mobile plant including 300 tpd of MSW by 2030 dump trucks (2 No.) and rubber- tired excavators (1 No.). • Acquisition of Industry-standard 240 L wheelie bins (500 No.), 1,100 L containers (150 No.) and larger capacity (4- 5 m3) metal lidded containers (30 No.) • Replacement of any damaged/unusable containers • Introduce segregation at source for 50% of the served area. Development of • Develop transfer station with an initial capacity of 250 tpd. 2.25 Improve efficiency of waste waste transfer Ensure modular design to cater for expansion to 500 tpd collection system and facilitate system (if required) as required materials recovery prior to transfer • Acquire transfer vehicles – 2 slave vehicles and to landfill site containers • Develop provision for small materials recovery facility at the transfer station for dry recyclable materials Treatment and • Develop Phase 2 to provide at least 6 years void capacity 4.50 Provide hygienic and secure disposal of waste • Replacement of operating equipment disposal of all collected municipal solid waste • Monitor waste composition and characterization at least 3.25 Determine which alternative forms yearly of treatment may be appropriate for • Develop treatment plant for diverting organic waste from diverting waste from landfilling landfill and for producing biogas and soil conditioner.
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Component Strategic Action Time-based Action by 2030 Estimated Cost Intended Outcome (million USD) Information, • Continue IEC program engaging multiple communication 0.25 IEC program to elevate community education and channels awareness on waste minimization, communications reuse and recycling as well as for program anti-littering campaigns Transportation Implement new • Construct new bus terminal adjacent to Hazara motorway 15.00 • Reduce traffic congestion within system public transportation interchange the city system • Construct parking plazas adjacent to southern and • Improve overall air quality in the northern entry to the city on the N35 city center • Prohibit inter-city buses from entering the city • Implement use of hybrid and electric vehicles for intra-city public transportation • Construct passenger stops and shelters along the main transportation routes • Pedestrianize key commercial streets in the city core Bypass road • Construct new bypass road around the city center for local 3.00 traffic flows Improve street • Adopt solar powered, energy efficient lighting 1.50 lighting Public Spaces Upgrade and • Increase the area of designated public spaces to a 4.50 • Preserve green spaces in and Green develop green minimum of 12.5% of the urban area Abbottabad and preclude Buffers infrastructure and • Re-development of public open spaces to promote further urban sprawl. public open space recreational use and to integrate with storm water • Increase area of green space in management systems the city. • Begin to link green public spaces by green corridors Tourism Promote Abbottabad • Implement plans to promote Abbottabad and surrounding 7.50 • Increase tourist arrivals in the as a tourist areas as a tourist destination. city by a further 10% destination • Develop at least two further eco-tourism facilities • Increase length of stay in the • Provide 5-star tourist accommodation within the city city by a minimum of three days • Identify and develop additional hiking trails in the vicinity per visit including providing basic infrastructure
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Component Strategic Action Time-based Action by 2030 Estimated Cost Intended Outcome (million USD) Sustainable Enhance revenue • User charge based on consumption rather than flat rate 0.00 service generation and fee delivery collection • Regular review of charges to reflect actual operational costs and investments made to improve service delivery Water conservation • Reduce NRW through replacement of leaking pipes 0.40 and minimization • Reduce illegal connections by completing inventory of assets • Extensive communication program highlighting measures to conserve water, reduce waste generation and enhance waste diversion (material recovery and re-use). Governance Promoting the • Continue capacity strengthening of the institutions 1.25 and Capacity capacity of WSSCA responsible for planning, delivering, and management of Building to deliver urban urban services services • Retirement of non-performing staff. • Upgrade management information systems Total for medium-term action plan 149.70
E.3.3. Long-term (up to 2035)
Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Land Use Consolidate • Consolidate the Urban Development Boundary (UDB) by 1.50 • Regularize and control Planning development around delimiting new green buffer areas, including the development. Eliminate further the existing urban implementation of a network of forest protected areas and unplanned urban sprawl. and sub-urban nodes strengthening the fringe area for a total of 4 km2 • Designate development areas and provide a basis for planning and optimizing service provision.
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Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Safe Water Upgrade water • Detailed design of additional production capacity at the 0.15 Provide additional capacity to Supply production capacity, water treatment plant (to double capacity to 50,000 maintain up to 45% of total supply availability and water m3/day) from surface water sources quality • Construction of additional production units 15.00 • Develop 21 No. new tube wells, with a capacity of 67.5 2.10 Enhance groundwater production m3/h (15,000 gallons/h) capacity to 58,000m3 per day • Provision of Motor Control Units (MCUs), bulk flow meters 0.20 and pressure gauges in new tube wells (21 No.) • Provision of disinfection units at new tube well facilities 0.31 (21 No.) Construction/ • Provision of new distribution network to the length of 20.05 Provision and replacement replacement and approx. 410 km with necessary accessories for unserved transmission and distribution pipes extension of areas will ensure sustained supply of transmission and clean water to 138,300 households water distribution pipelines Establishment of • Extension of DMAs throughout 12 No. UCs. 10.00 These interventions will result in District Metered • Continue NRW program throughout the served area safe water supply to approximately Areas (DMAs) and 138,300 households implementation of Non- Revenue Water (NRW) reduction program Metered customer • Increase the number of metered connections to 138,300 1.80 Postpaid and prepaid meters will connections households by 2035 ensure revenue collection from approximately 138,300 households
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Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Sewage and Expansion of sewer • Expand sewer network through the construction of 447 km 46.00 Extension of the sewer network will drainage system of additional pipes, including trunk, secondary and tertiary benefit a total of approximately management sewage lines 616,700 people in the area. • Construction of pumping station(s), as required. Expansion of • Expansion of treatment plant 25.00 Dry weather flow of the STP is wastewater • Construction of additional processing units estimated at 70,000 m3/d.. treatment plant • Provision for sludge digestion and biogas production. (STP) • Expansion of pump station for effluent discharge. Drainage system • Civil works for diversions, culverts and storm water 6.00 • 50% reduction in flood risk and upgrades protection measures extent and frequency of urban • Expansion of sponge city concept - retrofit at least 35- flash flooding 40% of street and open public space to make use of bio- • Recharge of groundwater swales and designed gardens that absorb and filter storm aquifer water Maintenance of Replacement of mobile plant and equipment. 1.50 Preventative maintenance of sewerage and sewerage and drainage network existing drainage systems Procurement of Acquisition of gas monitoring equipment and water quality 0.10 Safe operation for workers portable equipment monitoring equipment for health & safety and environmental monitoring
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Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Solid waste Improvement of solid • Replacement of, and acquisition of, equipment for primary 9.50 • Hygienic, efficient and cost- management waste collection collection (for example, push/hand carts and mini tippers) effective system for the system • Replacement of, and acquisition of, equipment for collection of municipal solid mechanized (secondary) collection (compactor trucks (9 waste throughout the urbanized No.), hook lift trucks (5 No.)). area serviced by WSSC • Replacement of mechanized street sweeper (1 No.) and Abbottabad road washer (1 No.). • Provide capacity to collect up to • Replacement of miscellaneous mobile plant including 450 tpd of MSW by 2035 dump trucks (1 No.) and rubber- tired excavators (1 No.). • Acquisition of Industry-standard 240 L wheelie bins (500 No.), 1,100 L containers (235 No.) and larger capacity (4- 5 m3) metal lidded containers (18 No.) • Replacement of existing damaged and/or unusable bins and containers. Expand segregation at source to 80% of the served area. Development of • Upgrade transfer station to 350 tpd capacity. 2.00 Improve efficiency of waste waste transfer • Upgrade transfer fleet collection system and facilitate system (if required) materials recovery prior to transfer to landfill site Treatment and • Develop Phase 3 to provide at least 6 years void capacity 4.50 Provide hygienic and secure disposal of waste • Replacement of operating equipment disposal of all collected municipal solid waste • Monitor waste composition and characterization at least 1.25 Determine which alternative forms yearly of treatment may be appropriate for • Upgrade treatment plant for diverting organic waste from diverting waste from landfilling landfill and for producing biogas and soil conditioner. Information, • Continue IEC program engaging multiple communication 0.25 IEC program to elevate community education and channels awareness on waste minimization, communications reuse and recycling as well as for program anti-littering campaigns
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Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Transportation Enhance public • Expand the network of public transportation routes to 5.00 system transportation cover the whole of the future urban area system • Increase the capacity of the bus terminal by 25% to accommodate growth in tourist and regional traffic Public Spaces Upgrade and • Increase the area of designated public spaces to a 5.50 • Preserve green spaces in and Green develop green minimum of 15% of the urban area Abbottabad and preclude Buffers infrastructure and • Link all green public spaces by green corridors further urban sprawl. public open space • Increase area of green space in the city. Tourism Promote Abbottabad • Implement plans to promote Abbottabad and surrounding 6.50 • Increase tourist arrivals in the as a tourist areas as a tourist destination. city by a further 10% destination • Develop at least two further eco-tourism facilities • Increase length of stay in the • Provide additional 5-star tourist accommodation within the city by a minimum of three days city per visit • Market Abbottabad as a tourist destination to the international market Sustainable Enhance revenue • User charge based on consumption rather than flat rate 0.00 service generation and fee delivery collection • Regular review of charges to reflect actual operational costs and investments made to improve service delivery Governance Water conservation • Reduce NRW through replacement of leaking pipes 0.40 and Capacity and minimization • Reduce illegal connections by completing inventory of Building assets • Extensive communication program highlighting measures to conserve water, reduce waste generation and enhance waste diversion (material recovery and re-use).
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Component Strategic Action Time-based Action by 2035 Estimated Cost Intended Outcome (million USD) Promoting the • Continue capacity strengthening of the institutions 1.25 capacity of WSSCA responsible for planning, delivering, and management of to deliver urban urban services services • Retirement of non-performing staff. • Upgrade management information systems • Total for long-term action plan 165.86
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Map 1: Khyber Pakhtunkhwa – administrative units
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Map 2: Abbottabad District – union councils
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Map 3: Abbottabad District – population density of union councils
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Map 4: Abbottabad District – gridded population (2017)
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Map 5: Abbottabad District – communications network
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Map 6: Abbottabad District – built-up area
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Map 7: Abbottabad District – unbuilt area
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Map 8: Abbottabad District – elevation
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Map 9: Abbottabad District – geology
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Map 10: Abbottabad District – hydrology
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Map 11: Abbottabad District – river basins
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Map 12: Abbottabad District – slope profile
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Map 13: Abbottabad District – soil profile
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Map 14: Abbottabad District – topography
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Map 15: Abbottabad City – urban area
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Map 16: Abbottabad City – urban union councils
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Map 17: Abbottabad City – urban expansion
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Map 18: Abbottabad City – gridded population (2017)
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Map 19: Abbottabad City – current transport infrastructure
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Map 20: Abbottabad City – aerial view of bus terminal
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Map 21: Abbottabad City – current social infrastructure
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Map 22: Abbottabad City – current tubewells
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Map 23: Abbottabad City – current water pumps
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Map 24: Abbottabad City – current overhead/ground storage tanks
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Map 25: Abbottabad City – current filtration plants
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Map 26: Abbottabad City – current sewage and drainage infrastructure
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Map 27: Abbottabad City – current solid waste management infrastructure
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Map 28: Abbottabad City – aerial view of solid waste dumping site
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Map 29: Abbottabad City – administrative jurisdiction for municipal services
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Map 30: Abbottabad City – current infrastructure
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Map 31: Abbottabad City – proposed infrastructure
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Map 32: Conceptual urban development model for Abbottabad City
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Appendix 1: Demographic parameters of Abbottabad District
1.a. Area, population, households and intercensal growth rates
Union Councils Locale Geographical 1998 2017 1998-2017 1998-2017 2 Area (km ) Population Households Density Population Households Density Population Housing Growth Rate Growth Rate ABBOTTABAD TEHSIL Abbottabad Cantt. Urban 12.69 58,492 7,171 4,609 138,311 21,183 10,899 4.63% 5.87% Murree Gullies Cantt. Urban 1.89 307 45 163 614 106 326 3.72% 4.61% Abbottabad Central Urban 1.91 14,922 2,168 7,794 19,266 3,156 10,063 1.35% 2.00% Bagh Rural 42.49 13,240 2,304 312 18,019 2,974 424 1.64% 1.35% Bakot Rural 70.71 23,153 3,475 327 30,209 5,396 427 1.41% 2.34% Bal Dheri Rural 26.64 14,796 2,145 555 34,074 4,745 1,279 4.49% 4.27% Banda Pir Khan Rural 70.92 25,385 3,653 358 38,487 5,879 543 2.21% 2.54% Biran Gali Rural 87.71 12,329 1,754 141 13,067 2,297 149 0.31% 1.43% Birot Kalan Rural 53.52 26,441 3,818 494 33,948 5,575 634 1.32% 2.01% Boi Rural 56.45 17,001 2,494 301 18,527 3,468 328 0.45% 1.75% Chamhad Rural 75.26 17,824 3,034 237 21,885 3,722 291 1.09% 1.08% Dhamtore Future Urban 35.96 18,493 2,875 514 26,866 4,753 747 1.99% 2.68% Dalola Rural 15.46 18,900 2,994 1,223 24,562 5,011 1,589 1.39% 2.75% Jhangi Future Urban 20.84 26,226 3,945 1,258 51,368 7,986 2,465 3.60% 3.78% Kakul Future Urban 30.38 17,411 2,761 573 29,673 4,714 977 2.85% 2.86% Kehal Urban 2.42 15,997 2,420 6,604 27,368 4,366 11,299 2.87% 3.15% Kokmang Rural 19.91 10,843 1,545 545 12,117 2,200 609 0.59% 1.88% Kothiala Rural 104.13 18,592 3,322 179 22,983 3,812 221 1.12% 0.73%
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Union Councils Locale Geographical 1998 2017 1998-2017 1998-2017 2 Area (km ) Population Households Density Population Households Density Population Housing Growth Rate Growth Rate Kuthwal Rural 31.32 11,669 1,768 373 13,833 2,677 442 0.90% 2.21% Malikpura Urban 5.28 16,690 2,429 3,163 23,546 3,707 4,462 1.83% 2.25% Mirpur Future Urban 18.20 18,765 2,684 1,031 46,206 6,668 2,539 4.86% 4.91% Nagri Bala Rural 26.42 12,911 2,149 489 17,235 3,127 652 1.53% 1.99% Namal Rural 46.89 14,173 2,100 302 20,924 3,823 446 2.07% 3.20% Namli Mera Rural 31.19 20,445 3,499 655 31,713 5,315 1,017 2.34% 2.22% Nathia Gali Rural 58.18 16,865 2,827 290 24,609 4,390 423 2.01% 2.34% Nawanshahr Urban 13.68 19,871 2,837 1,452 35,737 5,552 2,612 3.14% 3.60% Palak Rural 53.70 18,997 2,932 354 26,837 3,937 500 1.84% 1.56% Pattan Kalan Rural 30.78 16,116 2,730 524 28,725 5,279 933 3.09% 3.53% Pawa Rural 66.42 18,326 3,404 276 24,776 4,305 373 1.60% 1.24% Pind Kargoo Khan Rural 43.31 17,755 3,237 410 19,045 3,276 440 0.37% 0.06% Salhad Future Urban 28.15 21,211 3,041 754 36,018 6,068 1,280 2.83% 3.70% Sarbhanna Phalkot Rural 54.20 21,120 3,296 390 27,120 4,662 500 1.32% 1.84% Sheikhulbandi Future Urban 41.36 18,193 2,666 440 29,347 4,638 709 2.55% 2.96% Sherwan Rural 69.91 15,307 2,808 219 14,575 2,678 208 -0.26% -0.25% HAVELIAN TEHSIL Havelian Cantt. Urban 18.98 19,609 2,930 1,033 31,474 4,462 1,658 2.52% 2.24% Bandi Attai Khan Rural 26.42 13,853 2,068 524 17,533 2,826 664 1.25% 1.66% Dewal Manal Rural 30.51 10,899 1,877 357 15,997 2,374 524 2.04% 1.24% Garhi Phulgran Rural 51.33 20,433 3,111 398 27,382 4,301 533 1.55% 1.72% Gorini Rural 31.47 15,516 2,516 493 20,033 3,423 637 1.35% 1.63% Havelian Rural 23.00 8,550 1,367 372 11,416 1,681 496 1.53% 1.09%
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Union Councils Locale Geographical 1998 2017 1998-2017 1998-2017 2 Area (km ) Population Households Density Population Households Density Population Housing Growth Rate Growth Rate Havelian Urban Urban 17.84 12,016 1,661 674 16,821 2,633 943 1.79% 2.45% Jhangran Rural 24.88 23,629 3,499 950 37,100 5,586 1,491 2.40% 2.49% Langra Rural 24.51 16,705 2,456 681 25,746 3,488 1,050 2.30% 1.86% Langrial Rural 65.84 12,451 1,988 189 14,573 2,268 221 0.83% 0.70% Lora Rural 29.06 11,733 1,771 404 15,870 2,819 546 1.60% 2.48% Majohan Rural 45.43 15,528 2,528 342 19,488 3,188 429 1.20% 1.23% Nagri Totial Rural 39.75 17,632 2,706 444 24,038 4,133 605 1.64% 2.25% Nara Rural 96.24 15,690 2,587 163 18,704 3,130 194 0.93% 1.01% Phala Rural 38.53 18,996 3,184 493 25,572 3,879 664 1.58% 1.04% Seer Gharbi Rural 54.92 18,660 2,996 340 29,575 4,898 539 2.45% 2.62% ABBOTTABAD DISTRICT 1,967.00 880,666 135,575 448 1,332,912 216,534 678 2.21% 2.49% Source: Computed from 1998 and 2017 census data of the Pakistan Bureau of Statistics Notes: Urban UCs Future Urban UCs Rural UCs
1.b. Population estimates
Union Councils Locale 2025 2030 2035 Population Households Density Population Households Density Population Households Density ABBOTTABAD TEHSIL Abbottabad Cantt. Urban 198,714 33,424 15,659 249,223 44,447 19,639 312,569 59,107 24,631 Murree Gullies Cantt. Urban 822 152 436 987 191 523 1,184 239 628 Abbottabad Central Urban 21,454 3,697 11,206 22,946 4,081 11,986 24,542 4,504 12,819
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Union Councils Locale 2025 2030 2035 Population Households Density Population Households Density Population Households Density Bagh Rural 20,516 3,311 483 22,249 3,542 524 24,128 3,788 568 Bakot Rural 33,789 6,494 478 36,240 7,292 512 38,867 8,187 550 Bal Dheri Rural 48,413 6,629 1,817 60,297 8,169 2,263 75,099 10,067 2,819 Banda Pir Khan Rural 45,858 7,183 647 51,165 8,141 721 57,087 9,227 805 Biran Gali Rural 13,391 2,573 153 13,597 2,763 155 13,807 2,966 157 Birot Kalan Rural 37,715 6,538 705 40,279 7,223 753 43,017 7,980 804 Boi Rural 19,210 3,984 340 19,649 4,346 348 20,099 4,739 356 Chamhad Rural 23,861 4,056 317 25,185 4,281 335 26,583 4,517 353 Dhamtore Future Urban 31,441 5,873 874 34,688 6,704 965 38,270 7,653 1,064 Dalola Rural 27,427 6,224 1,775 29,385 7,128 1,901 31,483 8,163 2,037 Jhangi Future Urban 68,175 10,747 3,271 81,368 12,939 3,904 97,115 15,577 4,659 Kakul Future Urban 37,141 5,905 1,222 42,735 6,797 1,406 49,171 7,825 1,618 Kehal Urban 34,311 5,597 14,165 39,519 6,538 16,315 45,517 7,636 18,791 Kokmang Rural 12,697 2,553 638 13,074 2,802 657 13,462 3,075 676 Kothiala Rural 25,129 4,039 241 26,571 4,188 255 28,096 4,343 270 Kuthwal Rural 14,860 3,188 474 15,541 3,556 496 16,252 3,966 519 Malikpura Urban 27,217 4,429 5,158 29,797 4,950 5,647 32,622 5,533 6,182 Mirpur Future Urban 67,527 9,781 3,710 85,598 12,428 4,703 108,505 15,791 5,962 Nagri Bala Rural 19,464 3,662 737 21,001 4,042 795 22,660 4,461 858 Namal Rural 24,654 4,920 526 27,315 5,760 583 30,264 6,744 645 Namli Mera Rural 38,151 6,338 1,223 42,824 7,075 1,373 48,068 7,898 1,541 Nathia Gali Rural 28,853 5,284 496 31,870 5,933 548 35,202 6,661 605 Nawanshahr Urban 45,756 7,366 3,344 53,398 8,789 3,903 62,316 10,488 4,555
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Union Councils Locale 2025 2030 2035 Population Households Density Population Households Density Population Households Density Palak Rural 31,039 4,457 578 33,994 4,817 633 37,229 5,205 693 Pattan Kalan Rural 36,639 6,968 1,190 42,658 8,289 1,386 49,665 9,860 1,614 Pawa Rural 28,130 4,752 424 30,454 5,055 459 32,969 5,378 496 Pind Kargoo Khan Rural 19,616 3,293 453 19,981 3,303 461 20,353 3,313 470 Salhad Future Urban 45,014 8,117 1,599 51,744 9,735 1,838 59,481 11,676 2,113 Sarbhanna Phalkot Rural 30,131 5,395 556 32,180 5,910 594 34,369 6,475 634 Sheikhulbandi Future Urban 35,892 5,856 868 40,705 6,774 984 46,163 7,837 1,116 Sherwan Rural 14,277 2,625 204 14,094 2,593 202 13,914 2,560 199 HAVELIAN TEHSIL Havelian Cantt. Urban 38,413 5,326 2,024 43,507 5,950 2,292 49,276 6,646 2,596 Bandi Attai Khan Rural 19,361 3,223 733 20,600 3,499 780 21,917 3,799 830 Dewal Manal Rural 18,802 2,621 616 20,800 2,788 682 23,010 2,966 754 Garhi Phulgran Rural 30,974 4,929 603 33,454 5,368 652 36,133 5,846 704 Gorini Rural 22,308 3,897 709 23,860 4,226 758 25,519 4,582 811 Havelian Rural 12,894 1,834 561 13,913 1,936 605 15,013 2,045 653 Havelian Urban Urban 19,380 3,197 1,086 21,174 3,609 1,187 23,134 4,074 1,297 Jhangran Rural 44,861 6,802 1,803 50,516 7,693 2,031 56,884 8,701 2,287 Langra Rural 30,889 4,043 1,260 34,614 4,434 1,412 38,787 4,863 1,582 Langrial Rural 15,571 2,397 236 16,230 2,482 246 16,916 2,570 257 Lora Rural 18,022 3,428 620 19,513 3,875 671 21,127 4,379 727 Majohan Rural 21,444 3,515 472 22,765 3,736 501 24,167 3,972 532 Nagri Totial Rural 27,389 4,940 689 29,716 5,522 748 32,241 6,173 811 Nara Rural 20,140 3,391 209 21,093 3,566 219 22,092 3,749 230
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Union Councils Locale 2025 2030 2035 Population Households Density Population Households Density Population Households Density Phala Rural 28,982 4,215 752 31,340 4,440 813 33,890 4,677 879 Seer Gharbi Rural 35,904 6,024 654 40,530 6,856 738 45,752 7,803 833 ABBOTTABAD DISTRICT 1,612,620 269,197 820 1,825,935 310,559 928 2,075,987 360,281 1,055 Source: Computed from 1998 and 2017 census data of the Pakistan Bureau of Statistics Notes: Urban UCs Future Urban UCs Rural UCs
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Appendix 2: Population and demographic analysis
Abbottabad is divisional headquarter of Hazara division comprising six districts of Abbottabad, Mansehra, Kohistan, Batagram, Haripur and Torghar. Abbottabad district comprises two tehsils of Abbottabad and Hevellian. Population of Hazara division was 3,0505,581 in census of 1998. Its population was 5,325,121 in 2017 census and its PGR was 3.22 percent.
Abbottabad district comprised of one tehsil of the same name with same jurisdiction in the census of 1998. In the census of 2017, the district comprised of two tehsils of Abbottabad and Hevellian. Total area of the district was 1,967 km2 and its total population was 1,332,912 in 2017. The population growth rate (PGR) of the district was 1.82 percent in 1998 which has increased to 2.2 percent for the intercensal period of 1998-2017. The total urban population of the district was 157,904 and of Abbottabad town was 126,279 in 1998. In 2017, the total urban population of the district has grown to 293,137, while the urban population of Abbottabad Tehsil has increased to 244,842. In 2017 census, PGR for the district was 2.21 percent, for rural areas 1.93 percent and for the urban areas 3.31 percent. The detailed demographic analysis and projections have been given in Appendix 1.
Abbottabad City
Abbottabad City was established on 800 acres in 1853. Later Abbottabad became garrison town as brigade headquarter with four infantry regiments. The town was divided into Municipal Committee which was entirely civilian area and the military area of cantonment. The cantonment is in center of the town. Pakistan military academy Kakul, erstwhile a rural UC is almost part of the city. The population of Abbottabad cantonment was larger than civilian area of municipal committee in the census of 1981 and 1998. The proportion of population in the cantonment increased from 51 percent in 1981 to 55 percent in 1998 (Figure 5).
Figure 5: Population growth in Abbottabad City
300,000 TMA Cantonment 250,000
200,000
150,000
100,000
50,000
- 1951 1961 1972 1981 1998 2017
Source: Government of Pakistan. nd. Table-2: Area and Population of Administrative Units by Rural/Urban: 1951-1998 Censuses. Islamabad: Pakistan Bureau of Statistics, Statistics Division, GoP. Government of Pakistan. 2017. Provisional Summary Results of 6th Population and Housing Census 2017. Islamabad: Pakistan Bureau of Statistics, GoP.
In the 2017 census total urban population of Abbottabad district was published while the population of separate urban localities is yet to be published. The total urban population of the district was 157,599 and population of Abbottabad town was 106,101 in 1998. The population of Abbottabad town was 67 percent of the total urban population of the district in 1998 census.
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In 2017, total urban population of the district was 293,137 and Abbottabad town population with same percentage (67%) is expected at 186,401. If it is assumed that the population proportion of cantonment and municipal committee is same as 1998 census, then the combined population of four UCs in 2017 was 68,880 and the cantonment population was 80,521.
Urban sprawl in Abbottabad
Abbottabad is a very elongated city on both sides of the Karakoram Highway (N-35). The municipal boundaries are relatively small like other towns but continuous population on both sides of the road is extended up to 10 km from Salhad to Islam Kot. Because of the mountainous terrain the width of town on either side of road varies from less than one km to three km in different lengths. The central part of the town is highly congested, and the density is not known while relatively new settlements are less congested. The number of approved and unapproved housing colonies was no available.
Urban union councils in Abbottabad Tehsil
There were only four UCs in municipal committee of Abbottabad, namely, (i) Kehal, (ii) City Urban, (iii) Malik Pura, and (iv) Nawanshahr. These urban UCs were divided into 11 Neighborhood Councils under the Khyber Pakhtunkhwa Local Government Act of 2013.
Water and Sanitation Services Company Abbottabad (WSSCA)
WSSCA was established in early 2017. It is mandated to provide water, sanitation and solid waste management services in erstwhile 10 UCs (four former urban UCs and 6 former rural UCs). The WSSCA has no record of population or households in these UCs. TMA transferred assets and liabilities of water and sanitation services of four urban UCs while PHED transferred the same for six rural UCs to WSSCA in 2017.
WSSCA provided names of 10 UCs in its jurisdiction. The population and number of water supply connections by UCs is not available. Instead different section of WSSCA have classified city areas in different manner. WSSCA management divides city into 12 areas and they have worked out 2018 population for these areas. The water supply section divided 10 UCs into 26 service areas by tube-wells and storage tanks. This section provides total number of water connection, tube wells, water demand and storage tanks in each of the 26 service areas. The finance section has divided city into 20 areas and prepares water bills and recovery. Separate population of each urban UC or 10 UCs in WSSCA jurisdiction is not available.
The water section of WSSCA has defined urban area of Abbottabad in 12 localities and calculated its population of 2018 that was 299,924 in 45,954 households. This list also provides number of water connections in each of the 12 localities. The total number of water connections according to this list was 26,513. This means that 48 percent of the households are provided water connection in the WSSCA service area. About 40 percent of the water is supplied from gravity scheme and 60 percent from tube wells. Water supply is provided in selected localities of six so-called rural UCs. These UCs include several villages where water supply infrastructure is not developed. In UCs Jhangi and Mirpur on the main road and part of the Abbottabad City, water supply is provided to 95 percent of the area. In each of the UCs Salhad and Dhamtore about 65 percent of population is served by WSSCA water connections.
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About 60 percent of population in UC Kakul is served with water supply. The entire area of only one UC - Sheikhulbandi is served with water connections.
The finance section of WSSCA has divided WSSCA jurisdiction into 20 areas for water rate collection. This section has sets of data totally different from the water supply section. Number of water connections and water rate collection is organized into 20 different localities. There is no classification of domestic, commercial or other water connections. Water rate for all types of water connections is uniform at PRs. 180 per month. Bills are sent bi-monthly and collected through bank.
The most interesting fact is that there is much wider difference in the total number of water connections between the two sections of WSSCA. According to water section total number of water connections in its jurisdiction was 26,513. According to finance section total number of water connection where water rate bills were issued was 13,385 in May-June 2018. Total number of paying customers were 5,343 and non-paying were 8,042 or 60 percent in May- June 2018. Total amount due with arrears was PRs. 40,559,428 on June 30, 2018 and the total amount recovered by the end of September 2018 was PRs. 3,888,689. The recovery of water rates was little less than 10 percent.
The WSSCA Annual Report of 2018 provides statistical data but without any explanation. It appears that majority of the data on population, water production, consumption and non- revenue water are estimates. According to this report, population in WSSCA jurisdiction remained static at 302,000 in April 2017 and in March 2018 and no basis of this estimate are provided. Population served by water supply is again given for different quarters but without any basis of calculations. The water supplied through water connections and public stand posts served 12 percent population in second quarter of 2017, which increased to 44 percent in the third quarter and 46 percent in the fourth quarter. In the first quarter of 2018, the coverage increased to 48 percent of the population. There is not a single word in the report that how and with what kind of measures this coverage was assessed and measured. The report did not provide any hint on how this coverage was increased. In his situation, it appears that all these statistics are imaginative.
Total number of water connection in the report are 19,198 of which 4,100 are metered connections. Total number of water rate bills issued were 17,498. The report is silent on why bills were not issued to 1,700 water connections. This contradicts the data of billing provided by the finance section. Different sections of WSSCA provide different number of water connections in their jurisdiction in range of 13,385 to 26,513.
Housing
The housing data for 1998 and 2017 censuses is given in Table 30.
Table 30: Rural and urban housing units in Abbottabad District 2017
Urban Rural Total 1998 Census 21,661 113,914 135,575 2017 Census 45,165 171,369 216,534 Source: Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, GoKP.
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Tenure of houses
According to Pakistan Social and Living Standards Measurement (PSLM) Survey 2014-15,64 88 percent of the houses in the district were owner occupied, 8 percent were on rent and 4 percent were rent free. About 16 percent house were on rent in urban areas as migrant workers come to cities for work (Table 31).
Table 31: Percentage of houses by tenure in Abbottabad District Tenure of Houses Urban Rural Total Owner Occupied 81 90 88 Rent 16 6 8 Subsidised rent 0 0 0 Rent free 3 4 4 Total 100 100 100 Source: Government of Pakistan. 2016. Pakistan Social and Living Standards Measurement Survey (2014-15). Islamabad: Pakistan Bureau of Statistics, Statistics Division, GoP.
Water supply
Water source: tap water means municipal water supply which is available to 49 percent of the houses in the district. In urban areas 79 percent use municipal water and in rural areas only 14 percent of the households have this facility. Motor pumps are more common in rural areas perhaps due to lack of municipal water supply. In rural areas 22 percent households use other sources, these may be small springs commonly found in rural areas (Table 32).
Sanitation
About 88 percent of the hoses have flush toilets in the district and 100 percent in urban areas. About 9 percent of the houses have no toilets in the district and 11 percent in rural areas (Table 32).
Table 32: Household water source and type of toilets in Abbottabad District
Urban Rural Total Water Source of Household Tap water 93% 66% 71% Hand pump 0% 0% 0% Motor pumps 7% 11% 11% Dug-well 0% 1% 1% Other 0% 22% 18% Total 100 100 100 Type of Toilets Flush Latrine 100% 85% 88% Non-Flush 0% 4% 3%
64 Government of Pakistan. 2016. Pakistan Social and Living Standards Measurement Survey (2014-15). Islamabad: Pakistan Bureau of Statistics, Statistics Division, GoP.
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Urban Rural Total No Toilet 0% 11% 9% Total 100 100 100 Source: Government of Pakistan. 2016. Pakistan Social and Living Standards Measurement Survey (2014-15). Islamabad: Pakistan Bureau of Statistics, Statistics Division, GoP.
Population
Age and sex composition of population
The age and sex composition (Figure 6) according to 1998 population census65 indicates very broad base of the population that indicates potential of high growth rate of population. About 43 percent of the population was young below 15 years. Women in reproductive age group (15-49 years) are 47 percent of the female population and men in this age group are 44 percent of the male population. About 46 percent of the population is in 15-49 years age group. This 43 percent population under 15 years of age indicates potential high rate of population growth. The fertility rate of 3.9 will continue for the coming decades because of the largest proportion of population below 49 years of age.
Figure 6: Age-sex pyramid for Abbottabad District (1998)
75 & ABOVE 70 -- 74 65 -- 69 60 -- 64 55 -- 59 50 -- 54 45 -- 49 40 -- 44 35 -- 39 30 -- 34 25 -- 29 20 -- 24 15 -- 19 10 -- 14 05 -- 09 00 -- 04 15,000 10,000 5,000 0 5,000 10,000 15,000
Male Female
Source: Government of Pakistan. 2000. Abbottabad District Census Report 1998. Islamabad: Population Census Organization, Statistics Division, GoP.
The base of the pyramid (0-4 years age group) shows considerable shrinking from the in 5-9 years age group and the same for 10-14 years age group. This could be due to substantial reduction occurring 15 years prior to the 1998 census. The PGR of the district at 2.2 percent is lower than the national (2.4%)and provincial (2.89%) PGR in 2017. Size of household has
65 Age-sex data for 2017 population census is not yet available.
127 KP-SISUG Abbottabad City Development Plan – Draft Final Report also decreased from 6.4 in 1998 to 6.2 in 2017. These statistics clearly indicate some reduction in rate of population growth in the district.
Sex ratio and total fertility rate
Sex ratio of Abbottabad district indicates considerable change from 1998 to 2017 census. In 1998 census sex ratio was 100.2 which has increased to 103.4 in 2017 census. In 5-49-year age group men were 44 percent and women were 47 percent in the census of 1998. While this proportion changes considerably in under 15 years age population where male population was 44 percent and female population was 41 percent. This is perplexing either there was high mortality rate among under 15 years girls or some kind of sex selection was undertaken by married couples. Total fertility rate and crude birth rates for the district are not available.
Migration
In census of 1998 total number of migrant population in the district was 24,720 that is a little less than 3 percent of the total population. Among these migrants, 68 percent were from Khyber Pakhtunkhwa province and 32 percent were from other parts of the country. Migration is marginal in the district with little impact on population growth in the district.
Push and pull factors
Push and pull factors are the determinants of population movements. Given that the majority of movements are likely to be from rural to urban areas and/or migrants to cities, the factors can be defined as follows:
• Push factors are those that drive rural people out of their areas of origin; and • Pull factors are those in the city that attract rural people to migrate to the cities.
Push factors might include, but not necessarily be limited to, the following:
• Lack of job opportunities in rural areas; • Infrastructure development in rural areas that fails to keep pace with increasing population; • Inadequacy of basic health and educational services in rural areas as population grows; • Reduction in agricultural yields and/or produce prices, leading to rising poverty; • Degradation of the local environment, through poor management of pollution and wastes; and • Lack of access to water supply of adequate quality.
Pull factors are often the antithesis of push factors and might include, but not necessarily be limited to, the following:
• Economic development and employment opportunities in cities – for example, the development of new industries, offices and service centers, industrial estates or IT parks; • Investments in transportation infrastructure, such as mass transit systems; • Provision of enhanced health and educational services, offering a wider choice of services than are available in rural areas; • Perceived higher standards of living and access to markets, goods and services not available in rural areas;
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• Better municipal services; and • Access to better housing.
Rural-urban distribution
Abbottabad was predominantly rural district with 82 percent of the population in rural areas in 1998 census. The urban population increased from 18 percent in 1998 to 22 percent in 2017 which is relatively large increase compared to other districts. Agriculture is rather marginal economic activity as landholdings are extremely small. This is the could be the main reason for rural to urban migration in the district. Increase in urban population of the district may mean larger increase in Abbottabad City population. Some areas of the urban UCS are very congested and are This means concentration of population in municipal areas and cantonments of Abbottabad and Havelian towns. The municipal area of Abbottabad is very congested and must have very high population density. The size of the officially defined municipal area of four union councils is not available.
Abbottabad rural
Distribution of agricultural farm land indicates predominance of very small farms where cultivation for subsistence is not possible. About 89 percent of the farms were just under one hectare. This clearly indicates that 89 percent of the landowners cannot earn livelihood from farming. Large farms of above 5-acre were only 2 percent and account for 31 percent of the farm area. The distribution of land is skewed as in many other areas of the country. These statistics clearly indicate that agriculture is marginal in the district.
Agriculture
Abbottabad is mountainous district with many beautiful places which are major tourist attractions. The total reported area of the district was 178,401 hectares in 2016-17. The cultivated area was 47,288 hectares, forest area was 45,593 hectares and area not available for cultivation was 56,020 hectares. Only 6 percent of this area was irrigated with perennial sources. Land use plan of the district is being prepared but not available so far. The distribution of farms and farm area is given in Table 33 while Source: Government of Pakistan. 2012. Agricultural Census 2010: Pakistan Report. Lahore: Agricultural Census Organization, Statistics Division, GoP.
Crop production
Production of major crops and area under different crops is shown in Error! Reference source not found. below. Wheat and maize are major crops vegetables and fruits are minor crops in the district. Large area (56,020 hectares) of the district comprises forest which means abundance of rangeland to sustains livestock.
Figure 7 presents the area and yield of major crops.
Table 33: Distribution of farms and farm area in Abbottabad District Size of Farms Number Percent Farm Area Percent Under 2.5 Acres 73,755 72% 27,685 25% 2.5 to Under 5 Acres 17,297 17% 24,266 22% 5 to Under Acres 7.5 7,608 7% 24,160 22%
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7.5 to Under 12.5 Acres 2,456 2% 17,367 15% 12.5 to Under 25 Acres 757 0% 18,580 16% Total 101,873 100% 112,058 100 Source: Government of Pakistan. 2012. Agricultural Census 2010: Pakistan Report. Lahore: Agricultural Census Organization, Statistics Division, GoP.
Crop production
Production of major crops and area under different crops is shown in Error! Reference source not found. below. Wheat and maize are major crops vegetables and fruits are minor crops in the district. Large area (56,020 hectares) of the district comprises forest which means abundance of rangeland to sustains livestock.
Figure 7: Area and production of major crops in Abbottabad (2016-17)
Production Area Others
Fruits
Vegetables
Maize
Wheat
- 5,000 10,000 15,000 20,000 25,000
Area in hectares; production in tonnes
Source: Government of Khyber Pakhtunkhwa. 2018. Development Statistics of Khyber Pakhtunkhwa 2018. Peshawar: Bureau of Statistics, Planning & Development Department, GoKP.
Livestock and poultry are important part of the farming system. The total livestock population of the district was 486,822. This comprised 111,415 cattle, 104,582 buffaloes and 258,169 small ruminants. On average several poultry birds are kept by majority of the rural households. Although machines are used for land preparation, ploughing and threshing but farmers also keep camels, horses and donkeys for transportation within the farm area. The farmers own 9,930 donkeys, 1,079 mules, 935 horses, and 712 camels. In some narrow streets of Abbottabad donkeys are used for transportation of goods.
Economic activities and employment in Abbottabad City
Major economic activity in the district is community service which primarily includes employment in government and other establishments and accounts for 31 percent of the work force. Agriculture, livestock and forestry provides work to 19 percent and construction to 17 percent of the work force.
130 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 34: Distribution of Abbottabad population employment by major economic activities (1998) Major Economic Activities 1998 Agriculture, livestock, forestry, fishing 23,205 Mining and quarrying 26 Manufacturing 3,975 Electricity, gas and water 1,659 Construction 20,995 Wholesale and retail trade 17,059 Transport and storage 12,054 Finance, insurance real estate 1,390 Community social and personal services 36,249 Undefined 4,639 Total 121,251 Source: Government of Pakistan. 2000. Abbottabad District Census Report 1998. Islamabad: Population Census Organization, Statistics Division, GoP.
Transport and communication
The total network of roads in the district was 541 km of which 426 km is classified as high level and 115 km as low-level road. The total number of vehicles in the district was 51,795 in 2015. These include 8,195 motorcycles, 18,545 cars, 1,215 tractors, 2,294 buses and wagons, 10,031 vans, 2,760 trucks and 8781 other type of vehicles.
The total length of railway line in the district was 6 km.
There were 31 telephone exchanges and 23,596 phone connections in the district.
Total number of television sets in the district was 98,116.
Industries
A small industrial estate was set up in Abbottabad City in 1974 on 109 plots. In this industrial estate 69 plots were utilized. Of these 52 industries were operational, 14 were closed, and three were under construction. Types of these small industries is not available. There were 91 industrial units in the district, 78 of these were functional and 13 were closed. The type of industries is not available Total number of industrial workers in the district was 836.
Unemployment
Unemployment rate for the district was not available. According to the FY 2014 Labour Force Survey unemployment rate in Khyber Pakhtunkhwa was 5.98 percent. Male unemployment rate was 3.75 and female unemployment rate was 2.22 percent.
Poverty
Planning Commission of Pakistan defined poverty line at 2,350 calories per adult equivalent per day in 2001. Poverty headcount ratio data according to this definition is not available for the districts.
131 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Poverty profile prepared by Benazir Income Support Programme based on poverty scorecard survey in 2010-11 divided districts into five poverty bands: (i) least Poor, (ii) vulnerable, (iii) poor,( iv) very poor and (v) extremely poor. According to this study Abbottabad district is ranked as the Least Poor with 7.32 percent poverty.
The Multidimensional Poverty study of 2016 did not provide data on income poverty. The Multidirectional poverty index for Abbottabad district was 0.149, headcount ratio in incidence of poverty was 32.9 percent and intensity of poverty was 45.4 percent in 2014-15.
Crime statistics
In Abbottabad district following were the reported crimes in 2015: Murder 60, kidnapping and kidnapping for ransom 109, child lifting two, car theft 5 and motorcycle theft 4. Total number of police stations in the district was 13.
Education
Government is the largest provider of education facilities and statistics of government schools is published annually by the provincial Elementary and Secondary Education Department. The private school census was published in 2013 and this is the latest year for which data are available. All government schools are sex segregated while private schools provide co- education.
The statistics of government schools indicate that number of girls’ schools is less than the boys’ schools (Table 1). There is some discrimination against girls’ education in the district. Girls’ primary schools are 44 percent and boys’ schools are 56 percent. Boys have 164 more primary schools than girls and the gender parity index of primary schools was 0.77. Gross enrolment ratio of girls in primary schools is slightly higher than boys while the net enrolment ratio of girls is lower than boys in government primary schools. The net enrolment ratio was computed for 5-9 years age group based on projection from the 1998 population census (Table 2). Higher education institutions include nine degree colleges and one postgraduate college. The number of girls’ degree colleges is double of boys’ degree colleges in Abbottabad district. Professional education institutes include two government colleges of technology, one technical and vocational training centers and two colleges of management science.
Health facilities
Government is the largest provider of health services in the country. Total number of health facilities in Abbottabad was 111 which includes 11 hospitals and two rural health centers with combined strength of 1,438 beds. Hospitals are in Abbottabad City and other urban settlements. Rural health centers, basic health units and dispensaries provide services in rural areas. In government health facilities population per hospital bed was 927 in 2016 (Table 3). In addition to government institutions there are many private clinics, hospitals, maternity centers and private practitioners for which statistics are not available.
132 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Appendix 3: Financial public expenditure review
The population of Abbottabad district according to Population Census 2017 is 1,332,912 with urban population of 293,137. The overall growth rate is 2,21 percent over 1998 census with urban population growth at the rate of 3.31 percent. The total population under TMA Abbottabad according to Census 2017 is 981,590 (Avg. growth rate 2.37%) with urban population of 244,842. The total number of households is 161,445 with 38,070 living in urban areas comprising of Abbottabad MC and Abbottabad Cantt.
A number of government entities are involved in the governance and management of the urban areas of Abbottabad, and there is no dedicated authority to lead city-wide urban planning and development. The range of entities active in the urban sector fall under the authority of different ministries and offices at the provincial and regional levels, with differing mandates, interests and accountability requirements. This complicates the ability to coordinate urban planning processes and to develop unity of purpose.
The main entities involved in Abbottabad district’s urban development and administration are:
• District Government • Tehsil Municipal Administration (TMA) • Abbottabad Development Authority (ADA); and • The Cantonment Board (CB).
In Abbottabad the Cantonment area covers over 40 percent of the main city, compared to most other cities in Khyber Pakhtunkhwa where the ratio is smaller. The Cantonment Board has an elaborate system of providing municipal services to and revenue collection from the residents of the cantonment area which is outside the jurisdiction of both the TMA and PHED. The budget abstracts of the cantonment boards are not available hence not included in the financial projections. However, responsibility for city wide urban planning is not clearly owned or demonstrated by any of the above named agencies.
The Abbottabad Development Authority (ADA) was conceived as the principal urban development authority under a Provincial Urban Development Board that is now defunct. After the promulgation of the Local Government Act, 2013, a Local Council Board was established to perform this function with powers of delegation to assign the functions to any ministry, department or authority. The role of development authorities such as the ADA have been reduced to developing and managing housing schemes and townships in urban areas. Similarly, the responsibility for municipal service delivery has been inconsistent, resting first with the PHED, then the TMA and now transferred to Water and Sanitation Services Company Abbottabad (WSSCA). The last urban plan for Abbottabad was prepared in 1988.
Tehsil Municipal Administration, Abbottabad
The budget of TMA Abbottabad for 2018-19 has been projected using average growth rate based on budget forecasts under Khyber Pakhtunkhwa budget strategy paper II 2018-19 and has been further applied to projections from 2019-20 onwards. If we look at the projected budget of TMA Abbottabad for the FY 2018-19, the total revenue is PKR 927.67 million as compared to PKR 843.34 million budgeted for FY 2017-18 an increase of PKR 84.33 million. Similarly, total expenditure is PKR 1,142.42 million in 2018-19 as compared to PKR 1,077.33 budgeted in 2017-18 a net increase of PKR 65.09 million, which was mainly due application of average growth rate based on budget forecast in budget strategy paper 2018-19 to the
133 KP-SISUG Abbottabad City Development Plan – Draft Final Report
2017-18 budgeted figures. Historically, the total revenue of Abbottabad TMA in 2017-18 was PKR 843.34 million, including provincial transfers, and expenditure of PKR 1,077.33 million leaving a deficit of PKR 234 million in financial year 2017-18 which was met from budget savings from the previous financial year.
If we analyse the TMA budget of Abbottabad for the FY 2017-18, the total revenue was PKR 843.34 million as compared to PKR 973.63 million estimated for FY 2016-17 a net drop of PKR 130.29 million which was mainly due to reduced PFC share and increase in own source revenue in 2017-18. The revenue budget increased on average at the rate of 67 percent from 2015-16 to 2017-18 with huge increase of 212 percent in provincial transfers over the same period mainly due to induction of 30 percent PFC share allotted to TMAs in provincial budget. The increase in expenditure budget from PKR 988.04 million in 2016-17 to PKR 1,077.33 million in 2017-18 was mainly due to provision for monsoon contingencies in Development Budget.
The information given in Development Statistics prepared at the provincial level and the available TMA budget abstracts is summarized in Table 35. Presently there is a projected Resource Gap (Deficit) of PKR 214.74 million in the TMA budget 2018-19 which is expected to reduce to a Resource Gap (Deficit) of PKR 1.60 million by 2025, and turn into a surplus of PKR 1,084.92 million by 2035 based on the following assumptions made for these projections:
• The TMA budget reflects only the revenue and expenditure of UCs falling under the jurisdiction of TMA and does not include revenue and expenditure of cantonment areas falling under TMA Abbottabad. • The TMA budget is expected to grow in line with the average growth rate of provincial budget based on average growth rate given in budget strategy paper II (2018-19). • The projected revenues from own source, property tax and transfers have been assumed to increase in line with average growth rate in provincial receipts at 10 percent, non-development expenditure at 10 percent and development expenditure at 4 percent based on budget strategy paper 2018-19 forecasts. • Population and households have been assumed to grow in line with average growth rate of 2.37 percent and 2.73 percent respectively based on census 2017 and census 1998.
WSSCA budget and projections
The Water Supply and Sanitation Company Abbottabad (WSSCA), is also a new addition to the institutional architecture for managing essential municipal services like water supply, waste water and solid waste management in Khyber Pakhtunkhwa province. WSSCA was established by the Government of Khyber Pakhtunkhwa under s42 of the Companies Ordinance 1984 in 2015 and started its operations in April 2017 to provide integrated improved drinking water, sanitation and solid waste management services in the district of Abbottabad. WSSCA is an integration of Public Health Engineering (PHED) and Town Municipal Administration and is working in only 10 UCs of Abbottabad excluding Abbottabad Cantonment and Murree Gallies Cantonment for the provision of municipal services to the urban and future urban population of UCs under the jurisdiction of WSSCA .
The budget prepared by the WSSCA for 2018-19 shows annual revenue from water and conservancy charges of PKR 64.08 million which is projected to grow to PKR 133.40 million by 2025 and PKR 184.65 million by 2035 based on household connections of 28,000 in 2018- 19 budget abstract, which constitute 51 percent of households as per Census 2017. The
134 KP-SISUG Abbottabad City Development Plan – Draft Final Report revenue from water services has been projected using existing water rates of PKR 180 per month for water supply, PKR 20 for conservancy and PKR 1,800 per new connection fee. The house connections were 17,495, which was 33 percent of total households according to budget 2017-18, earning annual revenue of PKR 40.56 million at present water rate charges.
According to the WSSCA Budget 2018-19, the total revenue budgeted for 2018-19 is PKR 670.74 million, including transfers from TMA and PHED, and expenditure of PKR 1,317.25 million leaving a budgeted resource gap (deficit) of PKR 646.51 million in financial year 2018- 19 which will be met partially from savings from previous year leaving a net funds requirements of PKR 509.69 million. At the moment transfer from Khyber Pakhtunkhwa of development and non-development funds has not been proposed in the budget 2018-19 prepared by WSSCA, however, funds requirement of PKR 509.69 million from provincial government has been estimated by WSSCA for 2018-19 to meet the deficit. Therefore, for preparation of budget extracts and projections it is assumed that whatever development and non-development expenditures of WSSCA other than on TMA and PHED activities have been budgeted for 2018-19 will be funded by Khyber Pakhtunkhwa government and accordingly reflected in the budget extracts and projections.
If we analyse the WSSCA budget 2018-19 and projections up to 2035, the total expected revenue in 2018-19 is PKR 1,180.43 million, including transfers, based on assumption made in Table 36, which is projected to grow to PKR 1,477.54 million in 2025 and PKR 3,612.61 million in 2035 using present monthly water tariff of PKR 180, conservancy charges of PKR 20 and one time connection fee of PKR 1,800 per connection. These rates have been assumed to remain constant. The total budgeted expenditure is PKR 1,317.25 million for 2018- 19; non development budget of PKR 569.45 million for 2018-19 is 43 percent (of which 32% is salary) of total budgeted expenditure of WSSCA. There is an annual budget resource gap deficit of PKR 136.82 million in 2018-19 which is projected to turn into a resource gap surplus of PKR 44.19 million in 2025 and PKR 491.30 million in 2035. The WSSCA budget abstract and projections are summarised in Table 36 based on the following assumptions made for these projections:
• Proposed interventions have been estimated at PKR 74,159 million (US$ 602.92 million) based on the Action Plan proposed for the project. The Action Plan has been segmented into three timeframes i.e. Short Term 2021-25 with an estimated project cost of PKR 18,130.20 million (US$ 147.40 million), Medium Term 2026-30 with estimated project cost of PKR 27,138.72 million (US$ 220.64 million) and Long Term 2031-35.with estimated project cost of PKR 23,016.99 million (US$ 187.13 million). The construction costs of proposed interventions have been assumed at 50 percent in first year, 40 percent in second year and 10 percent in third year. O&M costs have been assumed at one percent of project cost from completion of construction period to be financed by Khyber Pakhtunkhwa government. The proposed project has been assumed to be financed by ADB @ 80 percent with Khyber Pakhtunkhwa share @ 20 percent as provincial transfer. • Population and households have been assumed to cover only the urban and future urban population of the 10UCs of Abbottabad TMA excluding cantonments. • The projected revenue from water services has been calculated on household connections at the presently applicable water tariff which is assumed to remain constant. Revenue from TMA and PHED transfers have been assumed to increase in line with average growth rate in provincial receipts at 10 percent, non-development
135 KP-SISUG Abbottabad City Development Plan – Draft Final Report
expenditure at 10 percent and development expenditure at 4 percent based on budget strategy paper II 2018-19 forecasts. • Population and households have been assumed to grow in line with average growth rate of 2.94 percent and 3.30 percent respectively based on intercensal growth rate of census 2017 over census 1998 given separately in Appendix 1. • Water rates PKR 180/month, conservancy charges PKR 20/month and new connection fee PKR 1,800 are assumed to be constant. • There are 28,000 household connections as per budget 2018-19 which is approx. 51 percent of total households based on intercensal growth rate of census 2017 and are projected to grow accordingly. Revenue from water services has been projected using 60 percent, 70 percent and 80 percent coverage from 2020 onwards. New connections have been assumed to add per year at 100 percent of new households in Abbottabad UCs.
The revenue and expenditure analysis based on the current tariff is presented in Table 36 while the revenue and expenditure analysis based on affordability analysis is presented in Table 37.
136 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 35: Revenue and expenditure for TMA Abbottabad (million PKR)
BUDGET PROJECTIONS Census 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Population Nos. 1004873 1028709 1053109 1078089 1103661 1129840 1156639 1184074 1212160 1240913 1270347 1300479 1331326 1362905 1395233 1428328 1462207 1496891 Households Nos. 165893 170463 175160 179986 184944 190040 195275 200655 206184 211864 217701 223699 229862 236195 242702 249389 256260 263320
RECEIPTS
- Own Source 418.91 460.80 506.88 557.57 613.33 674.67 742.14 816.35 897.99 987.80 1,086.58 1,195.24 1,314.77 1,446.25 1,590.89 1,749.98 1,924.99 2,117.50 - Property Tax 12.00 13.20 14.52 15.97 17.57 19.33 21.26 23.39 25.72 28.30 31.13 34.24 37.66 41.43 45.57 50.13 55.14 60.66 - PFC transfers 375.45 413.00 454.30 499.73 549.70 604.68 665.15 731.66 804.83 885.32 973.86 1,071.25 1,178.38 1,296.22 1,425.85 1,568.44 1,725.29 1,897.82 - PFC transfers arrears ------Transfer KP (FPA share) - 260.34 208.28 52.07 26.03 26.03 463.41 375.94 113.51 69.77 69.77 305.82 258.61 116.98 93.38 93.38 - Misc. Receipts 36.98 40.68 44.75 49.22 54.14 59.56 65.51 72.07 79.27 87.20 95.92 105.51 116.06 127.67 140.44 154.48 169.93 186.93
TOTAL RECEIPTS 843.34 927.67 1,020.44 1,382.84 1,443.02 1,410.30 1,520.09 1,669.50 2,271.23 2,364.55 2,300.99 2,476.01 2,716.65 3,217.39 3,461.35 3,640.01 3,968.73 4,356.28
EXPENDITURE
1. Non-Development Expenditure 367.94 403.34 442.15 484.69 531.33 582.46 664.54 725.97 793.32 867.15 948.09 1,080.55 1,177.81 1,284.42 1,401.30 1,529.42 1,693.48 1,847.44 - Salary 230.50 252.68 276.99 303.65 332.86 364.89 400.00 438.49 480.68 526.94 577.64 633.22 694.15 760.94 834.16 914.42 1,002.41 1,098.87 - Non-Salary 137.44 150.66 165.16 181.05 198.47 217.57 238.50 261.45 286.61 314.18 344.42 377.56 413.88 453.71 497.37 545.22 597.69 655.20 - O&M - FPA ------26.03 26.03 26.03 26.03 26.03 69.77 69.77 69.77 69.77 69.77 93.38 93.38
2. Development Expenditure (ADP) 709.40 739.08 770.00 2,103.93 1,877.15 1,131.09 907.17 945.12 3,171.55 2,775.37 1,506.16 1,113.49 1,160.08 2,388.84 2,203.36 1,547.90 1,366.74 1,423.92
- ADP 345.76 360.23 375.30 391.00 407.36 424.40 442.16 460.66 479.93 500.01 520.93 542.72 565.43 589.08 613.73 639.40 666.15 694.02 - On-going 248.64 259.04 269.88 281.17 292.93 305.18 317.95 331.25 345.11 359.55 374.59 390.27 406.59 423.60 441.33 459.79 479.03 499.07 - FPA - Proposed - - - 1,301.72 1,041.38 260.34 - - 2,186.89 1,749.51 437.38 - - 1,180.23 944.18 236.05 - - - Others 115.00 119.81 124.82 130.05 135.49 141.16 147.06 153.21 159.62 166.30 173.26 180.51 188.06 195.93 204.12 212.66 221.56 230.83
TOTAL EXPENDITURE 1,077.33 1,142.42 1,212.15 2,588.62 2,408.48 1,713.54 1,571.71 1,671.10 3,964.88 3,642.52 2,454.24 2,194.04 2,337.88 3,673.26 3,604.66 3,077.32 3,060.22 3,271.36
RESOURCE GAP (234.00) (214.74) (191.70) (1,205.79) (965.46) (303.25) (51.62) (1.60) (1,693.64) (1,277.98) (153.25) 281.97 378.76 (455.87) (143.30) 562.69 908.51 1,084.92 Cumulative Gap (234.00) (448.74) (640.45) (1,846.23) (2,811.69) (3,114.94) (3,166.56) (3,168.15) (4,861.79) (6,139.77) (6,293.02) (6,011.05) (5,632.29) (6,088.16) (6,231.46) (5,668.77) (4,760.26) (3,675.34) NPV @ 9% (3,498) FIRR -9%
* Budget Estimates
Assumptions: 1. Budget 2018-19 based on budget documents. 2. Avg growth rate based on budget forecasts under KP budget strategy paper II 2018-19 applied to projections from 2018-19 and onwards. Expenditure - Non development 10% - Development 4% Receipts 10% 3. TMA budget is expected to grow in line with avg growth rate of KP budget. 4. Population is based on Census 2017. UC based 1998-2017 intercensal growth rate has been used for projections for current as well as future urban areas. 5. No. of Household is based on Census 2017. UC based 1998-2017 intercensal growth rate has been used for projections for current as well as future urban areas.
137 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 36: Revenue and expenditure for WSSC Abbottabad (million PKR) based on current tariff
BUDGET PROJECTIONS Census 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 - Population - Urban Nos. 334948 344781 354904 365323 376048 387088 398452 410150 422192 434586 447345 460478 473997 487913 502237 516982 532159 547783 - Households - Urban Nos. 53313 55075 56895 58775 60717 62724 64797 66938 69150 71435 73795 76234 78753 81355 84044 86821 89690 92654
RECEIPTS
- Own Source - Water revenue 40.56 64.08 86.95 103.48 121.01 125.00 129.14 133.40 137.81 142.36 147.07 151.93 156.95 162.14 167.49 173.03 178.75 184.65 - Transfer TMA** 0.00 282.90 311.19 342.31 376.54 414.20 455.62 501.18 551.31 606.44 667.09 733.80 807.18 887.90 976.69 1,074.37 1,181.81 1,300.00 - Transfer KP (ADP) 0.00 509.69 0.00 2,707.58 2,127.18 552.62 269.37 269.37 1,909.88 1,573.73 606.91 433.49 433.49 2,513.60 2,067.31 853.40 640.18 640.18 - Transfer PHED 0.00 321.76 353.94 389.34 428.27 471.10 518.21 570.04 627.04 689.75 758.73 834.60 918.07 1,009.88 1,110.87 1,221.96 1,344.16 1,478.59 - Transfer KP (Non-ADP) 0.00 ------FPA - Misc. Receipts 0.00 2.00 2.20 2.42 2.66 2.93 3.22 3.54 3.90 4.29 4.72 5.19 5.71 6.28 6.90 7.60 8.35 9.19
TOTAL RECEIPTS 40.56 1,180.43 754.28 3,545.12 3,055.66 1,565.86 1,375.56 1,477.54 3,229.94 3,016.57 2,184.51 2,159.01 2,321.39 4,579.79 4,329.27 3,330.36 3,353.26 3,612.61
EXPENDITURE
1. Non-Development Expenditure - 569.45 459.81 504.06 552.56 605.73 933.38 997.27 1,067.32 1,144.10 1,228.26 1,484.65 1,585.80 1,696.67 1,818.22 1,951.46 2,304.21 2,464.33 - Salary - 183.37 201.02 220.36 241.56 264.81 290.29 318.22 348.84 382.40 419.20 459.54 503.75 552.23 605.36 663.61 727.47 797.46 - Non-Salary - 386.08 258.80 283.70 311.00 340.92 373.73 409.69 449.11 492.32 539.69 591.62 648.55 710.96 779.37 854.36 936.57 1,026.68 - O&M - FPA ------269.37 269.37 269.37 269.37 269.37 433.49 433.49 433.49 433.49 433.49 640.18 640.18
2. Development Expenditure - 747.80 355.27 13,908.00 11,021.52 3,164.86 418.56 436.07 8,656.87 6,995.10 2,180.84 513.75 535.24 10,958.20 8,750.07 2,704.82 630.59 656.98
- ADP - 567.00 355.27 370.13 385.61 401.75 418.56 436.07 454.31 473.32 493.12 513.75 535.24 557.64 580.97 605.27 630.59 656.98 - FPA - Proposed - - - 13,537.88 10,635.91 2,763.12 - - 8,202.56 6,521.78 1,687.72 - - 10,400.56 8,169.10 2,099.55 - - - Others - 180.80 ------
TOTAL EXPENDITURE - 1,317.25 815.08 14,412.06 11,574.09 3,770.59 1,351.94 1,433.34 9,724.19 8,139.20 3,409.10 1,998.40 2,121.04 12,654.87 10,568.28 4,656.28 2,934.81 3,121.31
RESOURCE GAP 136.82 (136.82) (60.80) (10,866.94) (8,518.42) (2,204.74) 23.62 44.19 (6,494.25) (5,122.63) (1,224.59) 160.61 200.35 (8,075.07) (6,239.01) (1,325.93) 418.45 491.30 Cumulative Resource Gap 136.82 - 0.00 (60.80) (10,927.74) (19,446.16) (21,650.90) (21,627.28) (21,583.08) (28,077.33) (33,199.96) (34,424.56) (34,263.95) (34,063.60) (42,138.67) (48,377.68) (49,703.60) (49,285.15) (48,793.85) NPV @ 12% (22,535) FIRR #NUM!
* Budget Estimates
Assumptions: 1. Budget 2018-19 based on budget documents. 2. Avg growth rate based on budget forecasts under KP budget strategy paper II 2018-19 applied to projections from 2019-20 and onwards. Expenditure - Non development 10% - Development 4% Receipts 10% 2. Budget is expected to grow in line with avg growth rate of KP budget. 3. Population is based on Census 2017. Avg growth rate for TMA Abbottabad over 1998 census has been used for projections. 4. No. of Household is based on Census 2017. Avg growth rate for TMA Abbottabad over 1998 census has been used for projections. 5. Water rates PKR 180/mth, conservancy charges PKR 20/mth and new connection fee PKR 1,800 are assumed to be constant. 6. There are 28000 household connections as per WSSCA budget 2018-19 which is approx 51% of total households based on intercensal growth rate for Abbottabad UC census 2017. Revenue from water services has been projected using 60%, 70% and 80% coverage from 2020 onwards based on 2019 households. New connections have been assumed to add per year at 100% of new households in Abbottabad.
138 KP-SISUG Abbottabad City Development Plan – Draft Final Report
Table 37: Revenue and expenditure for WSSC Abbottabad (million PKR) based on affordability
BUDGET PROJECTIONS Census 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 - Population - Urban Nos. 334948 344781 354904 365323 376048 387088 398452 410150 422192 434586 447345 460478 473997 487913 502237 516982 532159 547783 - Households - Urban Nos. 53313 55075 56895 58775 60717 62724 64797 66938 69150 71435 73795 76234 78753 81355 84044 86821 89690 92654
RECEIPTS
- Own Source - Water revenue 40.56 64.08 791.50 953.93 1,126.23 1,163.44 1,201.89 1,241.61 1,282.63 1,325.02 1,368.80 1,414.04 1,460.76 1,509.04 1,558.90 1,610.42 1,663.63 1,718.61 - Transfer TMA** 0.00 282.90 311.19 342.31 376.54 414.20 455.62 501.18 551.31 606.44 667.09 733.80 807.18 887.90 976.69 1,074.37 1,181.81 1,300.00 - Transfer KP (ADP) 0.00 509.69 - 2,707.58 2,127.18 552.62 269.37 269.37 1,909.88 1,573.73 606.91 433.49 433.49 2,513.60 2,067.31 853.40 640.18 640.18 - Transfer PHED 0.00 321.76 353.94 389.34 428.27 471.10 518.21 570.04 627.04 689.75 758.73 834.60 918.07 1,009.88 1,110.87 1,221.96 1,344.16 1,478.59 - Transfer KP (Non-ADP) 0.00 ------FPA - Misc. Receipts 0.00 2.00 2.20 2.42 2.66 2.93 3.22 3.54 3.90 4.29 4.72 5.19 5.71 6.28 6.90 7.60 8.35 9.19
TOTAL RECEIPTS 40.56 1,180.43 1,458.83 4,395.57 4,060.89 2,604.29 2,448.31 2,585.74 4,374.76 4,199.22 3,406.25 3,421.11 3,625.21 5,926.69 5,720.68 4,767.74 4,838.14 5,146.56
EXPENDITURE
1. Non-Development Expenditure - 569.45 459.81 504.06 552.56 605.73 933.38 997.27 1,067.32 1,144.10 1,228.26 1,484.65 1,585.80 1,696.67 1,818.22 1,951.46 2,304.21 2,464.33 - Salary - 183.37 201.02 220.36 241.56 264.81 290.29 318.22 348.84 382.40 419.20 459.54 503.75 552.23 605.36 663.61 727.47 797.46 - Non-Salary - 386.08 258.80 283.70 311.00 340.92 373.73 409.69 449.11 492.32 539.69 591.62 648.55 710.96 779.37 854.36 936.57 1,026.68 - O&M - FPA ------269.37 269.37 269.37 269.37 269.37 433.49 433.49 433.49 433.49 433.49 640.18 640.18
2. Development Expenditure - 747.80 355.27 13,908.00 11,021.52 3,164.86 418.56 436.07 8,656.87 6,995.10 2,180.84 513.75 535.24 10,958.20 8,750.07 2,704.82 630.59 656.98
- ADP - 567.00 355.27 370.13 385.61 401.75 418.56 436.07 454.31 473.32 493.12 513.75 535.24 557.64 580.97 605.27 630.59 656.98 - FPA - Proposed - - - 13,537.88 10,635.91 2,763.12 - - 8,202.56 6,521.78 1,687.72 - - 10,400.56 8,169.10 2,099.55 - - - Others - 180.80 ------
TOTAL EXPENDITURE - 1,317.25 815.08 14,412.06 11,574.09 3,770.59 1,351.94 1,433.34 9,724.19 8,139.20 3,409.10 1,998.40 2,121.04 12,654.87 10,568.28 4,656.28 2,934.81 3,121.31
RESOURCE GAP 136.82 (136.82) 643.75 (10,016.50) (7,513.20) (1,166.30) 1,096.38 1,152.40 (5,349.43) (3,939.98) (2.86) 1,422.71 1,504.17 (6,728.17) (4,847.60) 111.46 1,903.34 2,025.26 Cumulative Resource Gap (0.00) 643.74 (9,372.75) (16,885.95) (18,052.25) (16,955.87) (15,803.48) (21,152.90) (25,092.88) (25,095.73) (23,673.02) (22,168.85) (28,897.03) (33,744.63) (33,633.17) (31,729.83) (29,704.57) NPV @ 9% (18,196) FIRR -30%
* Budget Estimates **The receipts reflected against TMA is the expected amount as per their budget and in case the same is not transferred, the company budget statement shall probably reflect deficit. Therefore, no revenue is assumed in projections.
Assumptions: 1. Budget 2018-19 based on budget documents. 2. Avg growth rate based on budget forecasts under KP budget strategy paper II 2018-19 applied to projections from 2019-20 and onwards. Expenditure - Non development 10% - Development 4% Receipts 10% 3. Budget is expected to grow in line with avg growth rate of KP budget for last five years. 4. Population is based on Census 2017. UC based 1998-2017 intercensal growth rate has been used for projections for current as well as future urban areas. 5. No. of Household is based on Census 2017. UC based 1998-2017 intercensal growth rate has been used for projections for current as well as future urban areas. 6. Tariff affordability is between 3% to 5% (WB&UNDP) of avg household income (Urban) which in KP is PKR 49,910/mth and the avg mthly tariff comes to PKR 1,996 which has been used to calculate the projected revenue from household connections assuming 60%, 70% & 80% coverage from 2020 onwards.
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Appendix 4: Institutional and organizational assessment
National and provincial plans, planning policies and strategies
At provincial level, the Planning & Development (P&D) Department has the mandate for providing policy input for the Provincial and Sectoral Development Policies. It appraises all development projects, coordinates, and adds value to the project proposals of all provincial departments. The development of the Provincial Annual Development Program is one of the key functions of this Department. Interaction with international partners is another focus of P&D activities. Monitoring and evaluation of projects, interaction with Federal Level institutions and long-term planning are all areas that are part of the Department’s duties. Preparation of provincial statistics and planning for districts also lie within P&D mandate. The Department also oversees the Government’s reform initiatives. P&D Department has undertaken the strategic level planning, including the development of an Integrated Development Strategy, a Strategic Development Partnership Framework, and a Provincial Growth Strategy (Table 38).
Table 40 shows the key stakeholders in the urban sector, while Table 41 and Table 42 present institutional roles and processes devolved at various levels (province, district and tehsil) in planning, budget approval, procurement, the gaps, and the overlaps in roles in planning and implementing urban services. There are generally two types of projects:
• Departmental Development Projects are developed by various departments at province level with coordination by P&D Department, translated into district development schemes, reviewed by the respective decision-making entities, and upon approval, included in the respective provincial and district Annual Development Programs (ADP). • Special Projects are the result of special policy directives of the Government. Such projects may be prioritized over others, if availability of funds is a constraint.
Based on the institutional assessment undertaken for this project, it can be concluded that the urban and land planning system in Khyber Pakhtunkhwa needs to be strengthened in the following areas:
• The legal framework for urban and land management, which needs to regulate the conversion of land use and environmental concerns; • The actual implementation of policies, plans and legal framework; • Urban land management, to control the high rate of urban sprawl; • The technical and financial capacity of local institutions; • The management of urban services delivery; • The insufficiency in the supply of affordable housing, which results in an increased number of informal settlements; and • The increasing frequency of natural disasters, which call for sound preparedness and enhanced resilience in urban planning.
Table 38: National and provincial policies, legislation and guidelines relevant to urban planning Sector Title Year Khyber Pakhtunkhwa Local Government Act 2013
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Sector Title Year Local The Khyber Pakhtunkhwa Tehsil and Tehsil Municipal Administration 2015 Government Rules of Business Water National Water Policy 2018 National Drinking Water Policy 2009 Khyber Pakhtunkhwa Drinking Water Policy 2015 Environment National Sustainable Development Policy 2012 and Climate National Conservation Strategy 1992 Change Pakistan Environment Protection Act 1997 National Environmental Policy 2005 National Disaster Management Act 2010 National Disaster Risk Reduction Policy 2012 Pakistan Climate Change Act 2016 The Khyber Pakhtunkhwa River Protection Ordinance. 2002 The Khyber Pakhtunkhwa River Protection (Amendment) Act 2014. The Khyber Pakhtunkhwa Environmental Protection Act 2014 The Khyber Pakhtunkhwa Climate Change Policy 2016 Khyber Pakhtunkhwa Wildlife and Biodiversity (Protection, Preservation, 2015 Conservation and Management) Act (and Amendment) 2017 Sanitation and Hospital Waste Management Rules 2005 Waste Guidelines for Solid Waste Management 2005 National Sanitation Policy of Pakistan 2006 Housing, National Housing Policy 2001 Zoning and Khyber Pakhtunkhwa Housing Authority Act (and Amendments) 2005, Energy 2014, 2017 National Energy Efficiency and Conservation Act 2016 National Power Policy 2013 National Energy Conservation Policy 2005 Building Code of Pakistan – Seismic Provisions 2007 Khyber Pakhtunkhwa Model Building Bye-Laws 2017 Building Code of Pakistan – Fire and Life Safety Provisions 2016
Governance and decentralization at the provincial level
Overall, Kip’s fiscal and administrative decentralization is characterized by tremendous potential that remains unrealized. Khyber Pakhtunkhwa devolved political, fiscal and administrative authority to local governments in the 2013 Local Government Act (LGA), enabling the elected representatives of local governments to approve and manage their own budget while making provisions for fiscal transfers and own-source revenue. There are three tiers of local government – (i) District/City District, (ii) Tehsil/Town and (iii) Village/neighborhood councils. The District government has the largest share of key service
141 KP-SISUG Abbottabad City Development Plan – Draft Final Report delivery functions and largest budget in terms of expenditure, transfers and own source revenues. The key functions assigned at each level are shown in Table 41 and Table 42. For economies of scale, additional functions are assigned if the district is notified as a “city district,” Peshawar being the only city district so far. On 31 May 2018, the Federally Administered Tribal Areas (FATA) were officially merged with Khyber Pakhtunkhwa.6667
Fiscal decentralization
Fiscal transfers comprise the bulk of the resource base at each level. The share of local governments is determined by the Provincial Finance Commission, based on an equalization formula incorporating fiscal needs, capacities, and performance. The Commission has 33 percent representation from the local governments. The 2013 LGA bars local governments from borrowing.
Local government capacities need strengthening to match the autonomy provided by Kip’s fiscal decentralization. Project planning, costing, prioritization, and resource allocation need to be strengthened. Expenditure estimations and allocations are based on inflated revenue targets. Poor revenue estimation can be attributed to the lack of a robust fiscal strategy, while deficiencies in revenue management have kept the dependence on federal transfers high68. Revenue raising has been weak. The increase in provincial own source revenues over the last two fiscal years was due to the devolution of general sales tax on services from central to provincial level: other provincial taxes have not increased correspondingly. In addition, an earlier assessment identified weaknesses in monitoring and evaluation and human resources management.69
The mismatch between the delineation of devolved functions and the actual practice needs to be addressed. The provincial development portfolio includes some devolved functions. This means that the (provincial) Annual Development Program (ADP), which should focus more on strategic public investments, includes projects that should rest with the local governments, based on the principles of subsidiarity (Table 41).70
Administrative decentralization
Many functions have been transferred to local governments. These include district roads and buildings, water supply and sanitation, and coordination of their own human resource management, planning, development, finance, and budgeting functions. A review shows some overlap and lack of clarity in roles and responsibilities for some functions, such as in development planning, infrastructure and land use (Table 42).
66 Hayat, A. 2018. KP Assembly approves landmark bill merging FATA with province. Available from: https://www.dawn.com/news/1410351 Accessed 30 Sep 2018. 67 The amendment in the Constitution was approved by the National Assembly of Pakistan on 24 May 2018, approved by the Khyber Pakhtunkhwa Assembly on 27 May 2018. On 28 May 2018, the President of Pakistan signed the FATA Interim Governance Regulation, a set of interim rules for FATA within a timeframe of two years during the process of the merger. 68 WB. 2017. Khyber Pakhtunkhwa Province, Pakistan: Public Financial Management Assessment Report. Washington DC: Public Expenditure and Financial Accountability (PEFA) Secretariat, The World Bank. 69 Assessment and Strengthening Program – Rural Support Programs Network (ASP-RSPN). Available from: http://www.rspn.org/index.php/projects/completed/asp-project/nggallery/page/2. Accessed 30 Sep 2018. 70 Subsidiarity means that the central level should perform only those tasks which cannot be performed effectively at a more immediate or local level.
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Opportunities and challenges
Opportunities
Khyber Pakhtunkhwa’s decentralization was designed with a checks-and-balances system that seeks to promote accountability. The Minister for Local Government, Elections, and Rural Development heads the Local Government Commission,71 the role of which is to support the coherent functioning of local governments. The Commission has the mandate of conducting annual and special inspections of local governments, and social and special audits of any local government, and resolving disputes with or between local governments. Accountability and transparency are ensured through audit functions. Audit reports are reviewed by the Public Accounts Committee of the Provincial Assembly. Furthermore, every district government and Tehsil Municipal Administration (TMA) is required to publish an annual audit report for the public.72
The 2013 LGA aims to empower public representatives at the bottom tiers of governance. In principle, one of its strengths is the extension of decentralization down to the village and neighborhood level, where these councils enjoy considerable powers, and hold the officials of various district line departments accountable. The political process that laid the foundation for decentralization with elections in 2015 was an additional strength, since it led to the increased involvement of political parties in planning, development, and decisions regarding service delivery priorities. This made the political process more responsive and representative. The system appears to have sufficient political ownership at different tiers of local governance, since the local elections were held on a party basis.
The 2013 LGA requires an allocation to local governments of not less than 30 percent of the total ADP.73 However, this varies in practice. Nonetheless, local governments still receive a significant share of the development budget. In FY 2017—2018, some PKR 28 billion was earmarked for local governments’ annual development plans amounting to 22.2 percent of the provincial ADP (without the foreign assistance of PKR 82 billion for that year).74 Of the funds earmarked for local governments, district, tehsil, and village/neighborhood councils account respectively for 29, 26 and 45 percent of this amount. While the funding allocations for local government has decreased by PKR 5.9 billion from the previous year, the proportion of provincial ADP earmarked as development funds for neighborhood and village councils has increased.
Challenges
Limited capacities are the biggest challenge to realizing the full potential and benefits of decentralization. The increased decision-making powers conferred by decentralization
71 The Local Government Commission comprises provincial assembly members, experienced technocrats, and two Government Secretaries (one Secretary from the Law, Parliamentary Affairs, and Human Rights Department, and the other from the Local Government, Elections and Rural Development Department. 72 Buzdar, F., 2016. Local Governments in Khyber Pakhtunkhwa and Punjab: Framework, Current Status, and Challenges. Islamabad: AAWAZ. 73 2013 LGA paragraph 53a states, ‘ … the development grants for local governments shall be so determined that it is not less than thirty percent of the total development budget of the province in the respective year.’ 74 KP government budget provided to project team. In dollar terms, the district, tehsil and village/neighborhood council levels received respectively USD 65.2 million, USD 58.4 million and USD 102.6 million for their development budgets in FY 2017—2018 out of a provincial ADP budget of USD $1,017.8 million (not including foreign assistance).
143 KP-SISUG Abbottabad City Development Plan – Draft Final Report require a different set of competencies. The sheer numbers of jurisdictions make it difficult to adequately monitor the use of funds and the implementation at Village and neighborhood council Level.75 Budgeting and the development of plans at the district level are affected by inadequate capacities from provincial level down to district and local council levels. Local governments also need to have sufficient capacity for implementing needs assessments systematically to identify gaps in service quality and access. Sound planning is then required to address such gaps and meet community needs, especially in far-flung and rural districts.
Political friction and increased litigation will need to be resolved. The potential for such friction is high if district governments are in the party in opposition to the provincial government, and if debates over development schemes take place. Such friction diverts focus from service delivery and improved governance. The same applies to the reportedly increased rates of litigation with regard to decisions made at the local level, according to reports in 2016 and 2018.76
Local resource mobilization is still unfamiliar ground for local governments. Local governments will need to mobilize resources locally, using innovative means of financing, developing new public-private partnerships, and using the decentralization rules that empower them to levy local taxes or undertake ventures that generate funds.
Institutional arrangements
Khyber Pakhtunkhwa’s multilayered administrative machinery reflects the decentralization. At the province level, Khyber Pakhtunkhwa is headed by a Chief Secretary who coordinates and supervises the various Departments led by Departmental Secretaries. The exception is the Planning and Development Department, which is headed by the Additional Chief Secretary for Planning and Development. The Local Government, Election and Rural Development (LGE&RD) Department has an oversight role over local governments. Figure 8 shows the overall institutional set-up at provincial level relevant to departments or institutions having key roles in urban planning, water supply, sanitation, solid waste, and infrastructure development. Below province level, each Division is headed by a Commissioner reporting to the Chief Secretary, and each district is headed by a Deputy Commissioner. Figure 8 shows the overall institutional set-up at provincial level, with departments or institutions having key roles in urban planning, water supply, sanitation, solid waste, urban transport, and infrastructure development. Key departments are discussed in subsequent sections and Table 41 and Table 42 provide an overview of roles. Some key provincial entities include the following (Figure 8):
• The Provincial Planning and Development Department coordinates and monitors the development plans and programs prepared by various provincial departments. It acts as a catalyst between different departments to improve the pace and quality of economic development. • The Local Government, Election and Rural Development (LGE&RD) Department has the oversight role over local governments, including the Deputy Commissioners
75 Buzdar, F. 2016. Local Governments in Khyber Pakhtunkhwa and Punjab: Framework, Current Status, and Challenges. Islamabad: AAWAZ. 76 Buzdar, F. 2016. Local Governments in Khyber Pakhtunkhwa and Punjab: Framework, Current Status, and Challenges. Islamabad: AAWAZ; and “Policy devised to reduce govt’s litigation workload.” Daily Dawn. 11 Mar. 2018. https://www.dawn.com/news/1394469 Accessed 30 Sep 2018.
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and Assistant Commissioners respectively heading districts and tehsils, ensuring that these entities discharge their functions and adhere to federal and provincial laws. • The Directorate-General of Local Government and Rural Development under the LGE&RD Department is mandated with the administration and management of local government institutions in the province, including in the following areas: o Oversight, monitoring, evaluation, and supervision of local development schemes, donor-funded development programs, and all umbrella and individual development schemes and programs in the Provincial ADP; o Implementation of laws and regulations relating to local governance in the province; o Coordination among various departments and field offices; and o Monitoring and supervision of the functioning of village councils, including birth, death and marriages registration.77 • The Local Council Board is mandated with oversight of the administration of local council services and local councils at district and tehsil/town level. • The Provincial Delimitation Authority has the mandate to establish the boundaries of village councils, neighborhood councils and territorial wards for general seats in local government elections. • The Excise, Taxation and Narcotics Control Department78 is primarily engaged in collection of various provincial taxes, duties, fees, and cess items. • The Transport Department79 aims to connect the central industrial regions with less- developed areas of the province, promote public-private partnerships for new investments in roads and infrastructure, upgrade and maintain existing road and highway networks, extend railway services to the northern parts of Khyber Pakhtunkhwa province, improve road connectivity to railway stations to facilitate passenger and freight traffic, construct trucking terminals at Peshawar, Dera Ismail Khan and Havelian to meet the needs of the trucking sector for the next 30 years, and introduce a mass transit system in Peshawar and other big cities in Khyber Pakhtunkhwa. • The Housing Department and its field arm Provincial Housing Authority aim to provide the public and civil servants with affordable housing, through urban growth policies, land acquisition, the development of plots and housing units, implementation of area development schemes, new townships, and housing loans and investments. The execution of schemes is on a deposit works basis.80
77 The full list of functions is available from: http://lgkp.gov.pk/directorate-general-lgrdd/. Accessed 30 Sep 2018. 78 Excise, Taxation and Narcotics Control Department. Available from: http://www.kpexcise.gov.pk/. Accessed 30 Sep 2018. 79 The KP Government established an independent Transport Department in Sep 2008. 80 The term "Deposit Work" is applied to works of construction or repair, the cost of which is met, not out of Housing Department funds in this case, but out of funds from other sources. Works executed by the Department for other Government Departments, municipalities and other local bodies, and private firms and individuals fall under this category.
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Figure 8: Khyber Pakhtunkhwa provincial government departments
Chief Secretary
Additional Chief Secretary
Excise & P&D LGE&RD Housing Transport Other 29 departments Taxation
PCNA/GSP LCB KPRA PHA PTA
SDU Directorate LGRD Excise
Provincial Delimitation M&E Authority
Peshawar Development BOS Authority WSSCs (independent Public Corporation) Urban Policy Unit
Notes: BOS = Bureau of Statistics, KPRA = Khyber Pakhtunkhwa Revenue Authority, LCB = Local Council Board, LGE&RD = Local Government, Election and Rural Development (Department), LGRD:= Local Government and Rural Development Directorate, M&E = Monitoring and Evaluation Directorate, PCNA/GSP = Post Crisis Need Assessment /Governance Support Project, P&D = Planning and Development (Department), PHA = Provincial Housing Authority, PTA = Provincial Transport Authority, SDU = Special Development Unit, WSSCs = Water and Sanitation Service Companies.
District governance and decentralization
The LGA 2013 ensures maximum autonomy in financial management and operational governance at local government (Table 41 and Table 42). The District Nazim, an elected representative, is the executive authority for all the matters in district administration and is assisted by the Deputy Commissioner. At the district level, the Deputy Commissioner is the administrative head of the government, while the line departments are headed by District Officers, who report to the district Deputy Commissioner. In terms of planning, the District Office Finance and Planning translates province plans into district development schemes, reviews and recommends the schemes identified by different stakeholders to the respective authorities. The Assistant Director LGE&RD is the overall responsible for implementation, monitoring, and evaluation of the activities concerned with local Government. The Tehsil Municipal Officer is the representative of the local government at Town/tehsil level, while the Tehsil Municipal Administration is the main government entity with a substantial role in municipal services delivery. The Tehsil Nazim is the elected executive authority at the tehsil level (Figure 9).
Table 39: Functions devolved to district governments Education Land Rural Development & Agriculture Primary and Secondary Education Agriculture (Extension) Vocational Education Livestock
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Special Education On-Farm Water Management Adult Education and Literacy Fisheries Health Rural Development & Rural Works Mother and Child Health Care Centers Cooperatives Basic Health Units Infrastructure Rural Health Centers Communication & Works Hospitals other than District Headquarters District Roads & Buildings Public Health Engineering Coordination of Functions Land Coordination Revenue & Estate Planning & Development Other Welfare Functions Finance & Budgeting Population Welfare Human Resource Management Social Welfare Sports and Culture Source: Local Government Act, 2013.
Figure 9: District level government departments in Khyber Pakhtunkhwa
DDAC
Deputy District Nazim Commissioner
District Officer Assistant Director Excise & Others F&P LGE&RD Taxation Officer
Notes: DDAC = District Development Advisory Committee; F&P = Finance and Planning; LDE&RD = Local Government, Elections and Rural Development.
The District Development Advisory Committee (DDAC)81 in each district plays a determinant role in district development programs. The DDAC comprises members of the Provincial Assembly from the concerned district and other elected representatives, and the heads of attached Departments at the District level co-opted by the Committee for their expert opinion. The functions of the DDAC include assessment and approval of district development programs, and periodic reviews to monitor progress and ensure timely implementation. The
81 District Development Advisory Committees (Amendment) Act, 2015. Government of Khyber Pakhtunkhwa. Enacted 21 Aug 2015.
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DDAC also reviews and approves (i) the proposals for the Annual Development Program of the district, (ii) the schemes to be implemented under the Rural Development Program, other than those of the union councils, including those schemes to be funded from federal grants for that specific purpose; (iii) the location and selection of sites, subject to planning criteria prescribed by Government for development schemes; (iv) the locations of development projects in other sectors included in the district Annual Development Program, including for the electrification of villages; and (v) the allotment of Ration Depots in the respective Districts.
Institutional arrangements in municipal services delivery, Abbottabad
Water and Sanitation Services Company, Abbottabad
The Water and Sanitation Services in Abbottabad (WSSCA) is an independent corporatized public corporation. The first Board of Directors were appointed in March 2015, and WSSCA was established in May 2015 as a public limited company, which is registered with the Securities and Exchange Commission of Pakistan. WSSCA is fully owned by the Government of Khyber Pakhtunkhwa, under Section 42 of the Companies Ordinance, 1984. It is meant to be a ring-fenced, fully autonomous, professionally managed and corporate governed utility. The WSSCA took over the water, sanitation, and solid waste management sectors from the TMA and Public Health Engineering, starting from April 2017.82 The geographical area of WSSCA services covers 10 urban and semi-urban union councils. The WSSCA does not serve the union council managed by the Cantonment Board. However, this union council is within the official urban boundaries.83
The Services and Assets Management Agreement (SAMA) sets out the functions and responsibilities of the provincial government, the TMA, and the WSSCA (refer to Urban Sector Road Map84 for excerpts from SAMA). WSSCA signed SAMA in April 2017 with the Abbottabad TMA and Public Health Engineering. SAMA transfers the responsibility for management and operation of drinking water, wastewater, and solid waste management to WSSCA. This transfer includes all relevant assets, facilities, and control over staff so transferred. The TMA retains part of its staff for the remaining municipal services. SAMA stipulates other requirements for WSSCA, including benchmarking of services, developing key performance indicators and producing a business plan and a budget.85 SAMA provided for an assigned budget from the TMA, together with provincial contributions. Following this, a decision was made in the interests of greater efficiency, whereby the province now transfers the budget directly to all WSSCs, cutting the TMA budget by a commensurate amount. Therefore, while WSSCA coordinates closely with the TMA, it is now independent of the TMAs. The role of WSSCA is summarized as follows:
82 Water and Sanitation Services Company Abbottabad—Timeline. Available from: http://wsscabbottabad.org/company/. Accessed 30 Sep 2018. 83 The union councils have now been changed to neighborhood councils (urban) and village councils (rural), and administrative boundaries have changed as well. 84 ADB. 2019. Pakistan: Provincial Strategy for Inclusive and Sustainable Urban Growth in Khyber Pakhtunkhwa – Urban Sector Road Map. Peshawar: Planning & Development Department, GoKP and Asian Development Bank. 85 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB.
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• Exclusive responsibility for planning, designing, construction, operation and maintenance of water supply, sanitation, sewerage, drainage, fluid and solid waste systems and allied services, including their enhancement and improvement; • Management of all activities, facilities, programs, resources and spaces associated with these services previously under the control of the TMA, including machinery, tools and vehicles; • Management and supervision of personnel who had previously been delivering such services under the auspices of the TMA; • Promotion of public awareness on the importance of water conservation, waste reduction, resource recovery and the protection of the environment; • Development of cost recovery measures such as fees and user charges, which it is responsible for implementing on its own; • Establishment of and compliance with performance standards.
The WSSCA draws on various sources for its budget. For schemes, the WSSCA uses the budget earmarked for those schemes, such as the schemes included in the provincial ADP, or those included in the budget of the provincial Public Health Engineering Department for urban areas, or the funds for the schemes adopted by provincial and national assemblies. The operational budget of WSSCA is provided by the provincial finance department under approval from the Secretary, LGE&RD. A small part (about x percent) of the budget derives from tariffs from households deposited in the WSSCA’s account. The provincial government covers WSSCA’s capital expenditure. The original intent was for the company to improve revenue collection, make efficiency gains, gradually legalize all illegal connections, and levy a fee for solid waste management in tandem with the improvement in services.
Galliat Development Authority
Galliat Development Authority (GDA) is tasked with city development projects. It was established in May 1984 under the control of Provincial Urban Development Board (PUDB). The basic concept of the Authority was to provide housing facilities at suitable locations in Hazara Division to overcome the shortage of housing in the vicinity of the city centers and to develop adjoining areas so that they could be on a par with other developed areas in Khyber Pakhtunkhwa.86 The GDA focuses on housing, planning and delivering associated infrastructure, such as green spaces, parks, city roads, transport facilities, electrification, zoning and land use plans, and town planning schemes. Being a mountainous and scenic area, infrastructure and housing plans in Abbottabad require well-planned schemes that accommodate the concern to keep the city “Clean and Green.” GDA reports to the Secretary of the Local Government, Elections, and Rural Development Department for planning, budgeting, etc., but also complies with the instructions of the Deputy Commissioner of Abbottabad District.
Tehsil Municipal Administration
In Abbottabad City, the TMA is responsible for the planning and provision of municipal services other than those transferred to WSSCA (i.e., not including water, sanitation, and solid waste management services). It is also responsible for the development of different zones and plans, and the management of municipal properties, assets, and funds. The TMA approves by-laws for the performance of relevant functions devolved to the district
86 Abbottabad Development Authority. Available from: http://lgkp.gov.pk/ada/. Accessed 30 Sep 2018.
149 KP-SISUG Abbottabad City Development Plan – Draft Final Report government, approves and levies local taxes, develops and approves long- and short-term development schemes for the areas under its jurisdiction, enforces municipal laws, prepares budgets and collects taxes, fines, and penalties provided under the law. Outside the city limits, in union council areas that are not under WSSCA, the relevant TMA provides water, sanitation, and solid waste management services. The transfer of services from the TMA to WSSCA initially created tensions, especially as the TMA lost staff positions to WSSCA, and stood to lose current and potential revenue. However, the situation is reported to have improved since.87
Other relevant actors
Provincial and district LGE&RD Departments. The Secretary, LGE&RD at provincial level approves the operational budget for WSSCA. The Assistant Director of LGE&RD, responsible for Abbottabad district, supervises the planning and monitoring of different development schemes. Supervision and monitoring of different schemes also take place at neighborhood council Level. The schemes are prioritized and implemented at local council level, for which finances are released by the provincial level Directorate-General of LGE&RD.
Provincial Planning and Development Department. The provincial Planning and Development Department of the Government of Khyber Pakhtunkhwa approves the different development schemes that are to be reflected in the ADP. The schemes approved for water supply, sanitation, solid waste management and transport are from the following provincial departments: Public Health Engineering Department, the LGE&RD Department, the Communication and Works Department, and the Transport Department. Within the provincial Planning and Development Department, the Director-General of Monitoring and Evaluation is responsible for monitoring the progress on different schemes.
Public Health Engineering Department, Province level. The Public Health Engineering Department at provincial level plans clean drinking water schemes and sewerage systems and sets and enforces province-wide health and hygiene standards. In practice, this means that the entities providing water and sanitation services in cities, such as WSSCA have to adhere to these standards. The Public Health Engineering Department also independently conducts testing of and research on health-related schemes. The Department also implements its own water and sanitation schemes in rural areas through the district government, since the PHED District Officer reports to the Deputy Commissioner and District Nazim.
Urban Policy Unit of Khyber Pakhtunkhwa. The Urban Policy Unit (UPU) provides support to WSSCA in land use planning. It supports the provincial Planning and Development department and other entities –including WSSCs — in research and development required for the planning, implementation, monitoring, and evaluation of projects that contribute to economic regeneration and growth strategies for urban clusters and areas. The UPU also supports the capacity building for effective service delivery by various stakeholders including WSSCA and other WSSCs, the district government and the Local Government School. The UPU is responsible for evidence collection and dissemination of information on the urban sector, including guidelines on operations and sustainability of urban services provision. UPU advises the Secretary of the Planning and Development Department and the provincial
87 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB.
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Program Steering Committee on program design and due diligence. It provides due diligence support to the preparation of land acquisition and resettlement framework and plans. It has oversight of the environmental monitoring aspects for different projects related turban planning.
The Local Governance School is the training institute of the LGE&RD Department, Government of Khyber Pakhtunkhwa. Announced in 2008, the Local Governance School has the mandate to conduct pre-service trainings, refresher courses, seminars, workshops for all local council Service employees and elected representatives; coordinate all capacity building activities undertaken by local projects and development partners with the LGE&RD Department, as well as with TMAs; and conduct trainings/orientations for provincial officials on local governance, service delivery, and land acquisition and resettlement framework and plans.
Institutional and governance challenges in urban services provision
Poor city planning, including poor land-use planning and zoning regulations, is undermining progress made in services provision. Both the TMA and the WSSCA do not have sufficient professional staff to manage public services and urban infrastructure. The city’s limited capacity in urban planning makes it difficult to manage the growing urbanization. Environmental challenges caused by insufficient and poor quality of infrastructure and services have led to a poor quality of life for residents. Increasing environmental degradation and unmanaged urban growth continue to compromise the economic potential of the city and the well-being of residents. Management of natural and protected areas is inadequate. Municipal solid waste in Abbottabad is predominantly non-hazardous waste generated by households, commercial and institutional entities such as vegetable and fruit markets, shops, offices, and schools. The only hazardous waste is produced by hospitals and medical facilities, which requires appropriate disposal.88
Most of the barriers preventing WSSCA from fulfilling its potential lie in its history. The WSSCA inherited services that were poor to start with. There is no treatment of water and water in pipes is often contaminated by leakages, lack of pressure, sewerage and solid waste. The existing water infrastructure is old and in need of repair and expansion, although there is some new water supply infrastructure. There is no sewage treatment in Abbottabad: untreated sewerage is discharged into local streams. The open drains pose health risks and during the rainy season the city experiences flooding regularly.89 Dealing with all these challenges will require bolstering the capacity of WSSCA.
For WSSCA the service quality problems will be insurmountable unless it is provided with the means to resolve the human resource issues. This is critical for WSSCA to move away from its legacy of a poorly performing government service provider and fulfill its mandate
88 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB. 89 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB.
151 KP-SISUG Abbottabad City Development Plan – Draft Final Report of becoming an effective, corporate-governed utility that provides services of high quality. The following human resource issues will need to be addressed:
• Poor staff capacities and underperformance: Under SAMA, government staff were assigned on deputation from the TMA to WSSCA. The selection of such staff was not necessarily based on criteria such as performance. This meant that from the start, with the handover in 2017, WSSCA had issues with staff capacity and underperformance. Many field workers coming from the TMA lack basic skills necessary for operations and maintenance of water and sanitation services, as well as basic safety precautions when working. • Demotivation and absenteeism: A number of field workers had reportedly been `ghost employees’ when working at the TMA, drawing salaries and not attending work. This is a common issue with civil servants in many developing countries; in at least some cases, this is linked to the need for better income or two incomes. This calls for better supervision and other forms of attendance verification, which adds to the workload of supervisors and detracts from the effectiveness of the workforce.
Difficulty in addressing non-performance of government staff. Under the rules of the Securities and Exchange Commission of Pakistan, the Board of Directors of WSSCA and the Chief Executive Officer can exercise disciplinary action against the staff of WSSCA. However, under civil services rules, the punitive actions have to follow disciplinary procedures that are lengthy and complicated. As the staff in WSSCA are government employees, implementing sanctions against underperforming staff is not easily undertaken. The emerging trend of taking the matter to courts and obtaining stay orders has made it even more difficult. Thus, the WSSCA does not have full discretion or control in managing its staff. The Government of Khyber Pakhtunkhwa needs to address this so that WSSCA can fulfil its mandate of being a fully autonomous, professionally managed and corporate governed utility that delivers urban water and sanitation services with high performance standards. It is all the more important to have government intervention in this regard, since the Federal Government in 2010 repealed the Removal from Service (Special Powers) Ordinance90 of 2000, which was adopted in 2001 by all provinces.91 The 2000 Ordinance had provided for the dismissal, removal, compulsory retirement, or demotion of government staff for inefficiency, misconduct, corruption, and other traits. To perform, WSSCA requires full authority over its employment arrangements.
Low compensation levels for key management posts. WSSCA is constrained in hiring well- qualified executives and managers for vacant senior positions, since its pay scales are on average about half of those for similar establishments. Such pay scales are not competitive. The previous study done for CDIA showed that for the top six senior positions, the total compensation package for Abbottabad amounted to roughly half the median figure (50th
90 The Removal from Service (Special Powers) Ordinance, 2000. Government of Khyber Pakhtunkhwa. Enacted 27 May 2000. 91 The Removal from Service (Special Powers) (Repeal) Act, 2010. Government of Khyber Pakhtunkhwa. Enacted 16 Sep 2011.
152 KP-SISUG Abbottabad City Development Plan – Draft Final Report percentile) for these six positions drawn from 11 similar companies,92 primarily public sector municipal service or utility companies.93
92 The companies selected for comparison with WSSCA and WSSCM were TransPeshawar (The Urban Mobility Company), Urban Unit Punjab, Lahore Waste Management Company (LWMC), Gujranwala Waste Management Company (GWMC), WWF Pakistan, Pakistan Poverty Alleviation Fund (PPAF), Private Power Infrastructure Board (PPIB), and Punjab Power Development Company (PPDC). 93 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB.
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Table 40: Urban sector stakeholders in Khyber Pakhtunkhwa Stakeholder Water Sewage & SWM Transport Urban Tourism Inst. Dev & CB Supply Drainage Spaces Government of Khyber Pakhtunkhwa (GoKP) ◉ ◉ ◉ ◉ ◉ ◉ ◉ Planning & Development Department (P&DD) ◉ Local Government, Elections & Rural Development ◉ ◉ ◉ ◉ Department Culture, Sports, Tourism, Archaeology & Youth Affairs ◉ ◉ Department Water Supply and Sanitation Companies (WSSCs) ◉ ◉ ◉ City District Government (CDG), Peshawar ◉ ◉ ◉ ◉ ◉ ◉ Tehsil Municipal Authorities (TMAs) ◉ ◉ ◉ ◉ ◉ ◉ Neighborhood Councils (NCs) ◉ ◉ ◉ Cantonment Boards ◉ ◉ ◉ ◉ Development Authorities ◉
Asian Development Bank (ADB) ◉ ◉ ◉ ◉ ◉ ◉ ◉ Department for International Development (DFID) ◉ European Union (EU) ◉ ◉ ◉ ◉ International Development Association (IDA), The WB Group ◉ ◉ ◉ ◉ ◉ ◉ ◉ Japan International Cooperation Agency (JICA) ◉ Multi-Donor Trust Fund (MDTF) ◉ ◉ ◉ ◉ ◉ Saudi Fund for Development (SFD) ◉ Swiss Agency for Development and Cooperation (SDC) ◉ ◉ ◉ ◉ US Agency for International Development (USAID) ◉ ◉ ◉ ◉
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Table 41: Political and fiscal decentralization in Khyber Pakhtunkhwa Function Federal Provincial Khyber Pakhtunkhwa Province District Government Tehsil Municipal Village/Neighborhood Council Administration Own Yes, Yes, Yes, District Nazim and Naib- Yes, Tehsil Nazim and Naib- Yes, Village Council (rural) leadership: President Governor (nominal Nazim Nazim Nazim and Naib-Nazim, or appointed by indirectly elected head, designated elected by District Council, Elected by Tehsil Council, who Neighborhood Council (urban) or elected by Parliament94 post) who themselves are elected themselves are elected through Nazim and Naib-Nazim through the through Electoral Chief Minister, elected through local government local government elections Those with the most votes and following College. by provincial elections second-most votes in direct means: Prime Minister, assembly elections: Head of winning Chief Secretary (head party of government) through civil service career progression. Number of 1 4 32 119 3,339 jurisdictions95 Political Federal Provincial assembly District council elections Tehsil council elections Village/neighborhood council process parliamentary members mostly elections republic directly elected, some reserved seats Approves own Yes Yes Yes Yes Yes budget % of resource - 92% 99% Details unavailable to date 100% base funded by transfers96
94 National Assembly, Senate, and Provincial Assembly 95 2017 Population Census, modified to include the merger between Khyber Pakhtunkhwa, Federally Administered Tribal Areas (FATA) and Frontier Regions (FRs). 96 WB. 2017. Khyber Pakhtunkhwa Province, Pakistan: Public Financial Management Assessment Report. Washington DC: Public Expenditure and Financial Accountability (PEFA) Secretariat, The World Bank.
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Function Federal Provincial Khyber Pakhtunkhwa Province District Government Tehsil Municipal Village/Neighborhood Council Administration Subnational General sales tax on 1. Tax for Education and 1. Local tax on services. 1. Prescribed fees for licensing fiscal systems: services,98 Land Health. 2. Fee on sale of animals in of professions and tax and non- revenue, Agricultural 2. Any other tax authorized cattle markets. vocations in the council tax receipts97 income tax, Motor and by the Government. 3. Market Fees. area. vehicle excise duty, 3. Local rate on lands 4. Tax on the transfer of 2. Fees for civil registration Stamp duty, Electricity assessable to land immovable property. and certification (births, duty, revenue. 5. Urban Immovable Property marriages, and deaths). Revenue from mining, 4. Fees of educational and Tax as specified in LGA 3. Charges for specific oil and gas health facilities 2013.100 services rendered by the exploration, hydel established or maintained 6. Fee for fairs, agricultural Council. generation.99 by District Government. shows, cattle fairs, 4. Rate for the remuneration of 5. Fee for licenses or permits industrial exhibitions, village and Neighborhood and penalties or fines for tournaments and other security. violations. public events organized by 5. Rate for the execution or 6. Fees for specific services TMA. maintenance of any work of rendered by a District 7. Fee for licenses or permits public utility like lighting of Government. and penalties or fines for public places, drainage, 7. Collection charges violations. conservancy and water prescribed for recovery of 8. Fee on cinemas, drama, supply operated by the tax on behalf of the theatrical shows and tickets Council. government, other local thereof, and other 6. Conservancy charges. governments, or any entertainment. statutory authority. 9. Collection charges prescribed for recovery of any tax on behalf of the
97 Reproduced from Schedule III of KP Local Government Act 2013. 98 Does not include the local council share, which is a fee charged on different services, and is then transferred to the local councils. 99 Nasim, A. 2015. Khyber Pakhtunkhwa Revenue Mobilization. Peshawar: Consortium for Development Policy Research. 100 In principle, the Urban Immovable Property Tax is collected by the provincial government and then transferred to the Tehsil.
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Function Federal Provincial Khyber Pakhtunkhwa Province District Government Tehsil Municipal Village/Neighborhood Council Administration 8. Toll on roads, bridges, Government, other local ferries maintained by governments or any District Government. statutory authority. 9. Rent for land, buildings, 10. Rent for land, buildings, equipment, machinery, equipment, machinery and and vehicles owned by vehicles owned by TMA District Government. 11. Fee for specific services 10. Fee for major industrial rendered by a TMA. exhibitions and other 12. Tax on vehicles other than public events organized by motor vehicles registered in District Government. the Tehsil. For City District Government: 13. Fee on advertisements, 1. Taxes enumerated as other than on radio and above. television, and on 2. Fee on advertisements, billboards. other than on radio and 14. Fee for approval of building television, and billboards. plans, erection and re- 3. Fee for approval of erection of buildings building plans, erection 15. Charges for development, and re-erection of betterment, improvement, buildings. and maintenance of works 4. Charges for execution of public utility like lighting and maintenance of works of public places, drainage, of public utility lighting of conservancy, and water public places, drainage, supply by TMA. conservancy, and water Town Municipal Administration supply operated and 1. Taxes enumerated for TMA maintained by the City from 1 to 12 above. District Government. 2. Fee for approval of building plans, erection and re- erection of buildings with
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Function Federal Provincial Khyber Pakhtunkhwa Province District Government Tehsil Municipal Village/Neighborhood Council Administration the approval of the City District Government.
Table 42: Administrative decentralization of key functions and roles of government entities Function Central Provincial District Government Tehsil Municipal Village/Neighb Administration orhood Councils Policy making Planning Commission of Planning and Development District Council/DDAC and regulations Pakistan Department, District regulations to Provincial Secretariats for each line implement the province department formulate policies, e.g., policies health, education. Development Planning Commission of Planning and Development District Office Finance & Tehsil Development Village/ Planning Pakistan, Ministry of Planning, Department (except for national Planning. Translates Committee. Planning neighborhood Development and Reform. campaigns, e.g., Polio, human province plans into district of Tehsil level project councils, as per trafficking, & migrant smuggling). development schemes. See plans. authority and Each line department has a DDAC functions in text. budget. planning officer (representative of P&DD) for development of the Annual Development Program. Budget Budget: Ministry of Finance, Budget Finance Department, Budget developed by District Budget for municipal LG&RD/LGE& development Revenue and Economic Affairs Planning and Development Officer Finance & Planning, development RD prepares and approval (recurrent budget) and Department (according to Annual with inputs from others. programs by Tehsil budget for Planning Commission Development Program). Approval Approval by District Council municipal village/ (development budget).Input by Provincial Development Working and DDAC administration as per neighborhood from line ministries Party authority & budget. councils. Approval by Tehsil Council.
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Function Central Provincial District Government Tehsil Municipal Village/Neighb Administration orhood Councils Approval: National Economic Council; Central Development Working Party Administration Ministry of Interior Establishment and Administration Deputy Commissioner, in Assistant Department consultation with District Commissioner (Law Nazim. enforcement & administration) Procurement for Public Procurement Regulatory Authority to procure its own Authority to procure its own Authority to procure its own supplies projects Authority sets public supplies and undertake capital supplies and undertake and undertake capital expenditure procurement law & rules. expenditure. capital expenditure within its within its responsibilities (except Province controls the procurement responsibilities (except Health supplies) and within the of health supplies for economies of health supplies) up to PKR delegation of financial powers rules. scale and quality assurance. 60 million, beyond which Oversight by LG&RD for provincial approval is village/neighborhood council level. required. Statistics, data Pakistan Bureau of statistics Bureau of Statistics, GoKP, 5 Regional field offices of The data compiled by collection Planning and Development Bureau of Statistics KP, each line department Department: Liaison with federal, within the Planning & has tehsil-level provincial, district departments and Development Departments at details and are development partners; training to Peshawar, Abbottabad, shared with regional provincial line departments and Mingora Swat, Bannu and offices of Bureau of district governments; data Dera Ismail Khan.101 Statistics collection, analysis and Primary and secondary data publications. collection and completion.102
101 Pakistan Bureau of Statistics. Available from: http://www.pbs.gov.pk/content/provencialregional-offices-0. Accessed 30 Sep 2018. 102 Pakistan Bureau of Statistics. Available from: http://www.pbs.gov.pk/content/field-services. Accessed 30 Sep 2018.
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Function Central Provincial District Government Tehsil Municipal Village/Neighb Administration orhood Councils Environmental Ministry of Climate Change, KP Environmental Protection EPA presence in Peshawar Assistant Director Protection Pakistan Environmental Agency103 only.104 Assistant Director EPA covers tehsils (Federal Protection Agency EPA is representative at also authority) district Level. Disaster National Disaster Management Provincial Disaster Management District Disaster Management Commission (policy) Commission (policies and plans) Management Authorities:106 National Disaster Management Provincial Disaster Management planning, coordinating, and Authority (implementation and Authority105 (implementation) implementing disaster coordination). management. Housing, Ministry of Housing and Works: Government of KP, Provincial District municipal offices, Tehsil/town Municipal Village level infrastructure & 3 attached Departments & 3 Housing Authority. City Development Authority development municipal Autonomous Bodies.107 Authorities. works and services Departments: infrastructure Pakistan Public Works implementation Department Estate Office Management National Housing Authority Autonomous Bodies: Pakistan Housing Authority Federal Government Employees Housing Foundation National Construction Limited
103 Available from: http://kpcode.kp.gov.pk/uploads/2014_38_THE_KHYBER_PAKHTUNKHWA_ENVIRONMENTAL_PROTECTION_ACT_2014.pdf. Accessed 30 Sep 2018. 104 Amir, I. 2013. “Environment protection body lacks presence in most of KP.” Dawn (https://www.dawn.com/news/1054922). Accessed 30 Sep 2018. 105 Provincial Disaster Management Authority. Available from: http://pdma.gop.pk/drm_institutions. Accessed 30 Sep 2018. 106 Shah, S. H. 2013. The Disaster Risk Management Handbook: A learning experience of the DRM Model Mansehra. Peshawar: GIZ. Available from: http://lgkp.gov.pk/wp- content/uploads/2014/04/The-Disaster-Risk-Management-Handbook-A-learning-experience-of-DRM-Model-Mansehra.pdf. Accessed 30 Sep 2018. 107 Ministry of Housing and Works (http://mohw.gov.pk/frmDetails.aspx). Accessed 30 Sep 2018.
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Function Central Provincial District Government Tehsil Municipal Village/Neighb Administration orhood Councils Urban Land use/ Capital Development Authority Peshawar Development Authority District government and Tehsil Municipal Identify spatial planning (for Islamabad). (urban) district council: City Administration development (includes some Various other entities LGE&RDD Development Authorities. needs; report rural areas) Provincial Board of Revenue Provincial Board of Revenue violation of land decentralized to additional use plans deputy commissioner in district.108 Transport Ministry of Communications Transport and Mass-Transit Local government for district TMA: municipal Development Department of KP. roads. City Development services and works and KP Urban Mobility Authority Authorities in each city109 infrastructure infrastructure (regulatory body) implementation Notes: DDAC = District Development Advisory Committee; EPA = Environmental Protection Agency; KP = Khyber Pakhtunkhwa; LGE&RDD = Local Government, Elections and Rural Development Department; LG&RD = Local Government and Rural Development (Directorate); P&DD = Planning and Development Department; TMA = Tehsil/Town Municipal Authority.
108 “KP unveils administrative arrangements under new local government system.” The News, 29 Dec 2012 (https://www.thenews.com.pk/archive/print/404295-kp-unveils- administrative-arrangements-under-new-local-government-system). 109 Khyber Pakhtunkhwa Local Government Act, 2013. Government of Khyber Pakhtunkhwa. Enacted 7 Nov 2013.
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The way forward
Addressing the challenges requires key decisions at province and city level. The recommendations for WSSCA will also reply to the other WSSCs in Khyber Pakhtunkhwa, so consultations are required between policy and decision-makers at province level, the concerned city governments, and the WSSCs. The issues for Abbottabad will require city- specific consultations as well.
The consultations should examine mandates, capacities and financial strategies, to address the following issues:
• Reaffirmation of the mandate of WSSCs. It is worth reaffirming the mandate and vision of WSSCs of becoming a citywide autonomous, corporate-governed, and professionally managed utility that delivers services of high quality to all, regardless of their income status. • The bottlenecks preventing WSSCs from realizing their full potential and discharging their mandate. The initial aim of establishing all the WSSCs in Khyber Pakhtunkhwa was to create robust institutions with management and governance structures that would avoid bottlenecks such as the “political interference, inefficient structure, weak performance incentives, nonprofessional management and lack of autonomy.”110 The ultimate rationale was to deliver improved services to customers, especially the urban poor, at an affordable cost through institutional reforms. The Review thus needs to identify and validate these bottlenecks and agree on solutions to resolve these. • Inadequate human resource capacities and non-performance among government staff. This is the key factor known to be impeding the WSSCs from fulfilling their mandate. The question is what could be done to ensure strong capacities and performance. Currently, government employees have been provided many safeguards in their service rules, which make disciplinary action difficult. There is no simple or single solution. The Review will need to discuss, consider, and decide a mix of solutions. These could include: a) legislation that makes it possible to offer career advancements for government staff based on performance, and more crucially, golden handshakes for non-performers; b) contract employment, especially of lower staff, as many banks and other public sector organizations have done, c) natural attrition of non-performing government staff, and d) capacity development strategies for staff with potential, including training in other locations as added incentives.
Consultations also need to be held on financial predictability and efficiency. This is a separate issue. It is accepted by all that WSSCA is not economically viable because a significant portion of the city’s population are either unwilling or unable to pay, while the services inherited from TMA, and currently being delivered by WSSCA, are not yet adequate. The current arrangement is that the services are funded by the Khyber Pakhtunkhwa Government (under SAMA). An ADB-funded study of three water companies in Indonesia and the Philippines showed that it took an average of 12 years to double the number of customers,111 and an average of about 15 years to reduce non-revenue water by
110 WB. 2015. Strengthen Urban Policy and Institutions and Streamline Sector Investment for Improved Service Delivery in Pakistan (P131971): Water and Sanitation Program. Washington DC: The World Bank. 111 ADB. 2013. Philippines: Water Supply and Sanitation Sector Assessment, Strategy, and Road Map. Mandaluyong City: Asian Development Bank.
162 KP-SISUG Abbottabad City Development Plan – Draft Final Report approximately half.112 Therefore, it would be unrealistic to expect WSSCA to become financially sustainable in the short to medium term. However, it is possible to have more predictable, better-planned financing strategies and greater efficiency than the current arrangement, which would help in moving towards the long-term target of financial sustainability. To this end, the consultations need to explore a range of measures and develop a tailored approach based on better targeting and pro-poor strategies. The current subsidies are too broad, including the non-poor as well as poor. The approach could include some or any of the following:
• For greater efficiency in reaching the poor: (a) stratified tariffs for water services for different classes of customers, with cross-subsidization, (b) connection rather than consumption subsidies, (c) pre-paid meters (possibly at subsidized tariffs for the poor) which allow households to control their total expense on the service, and (d) a voucher system or targeted cash transfers for the poor, based on means testing. • For greater financial predictability and more efficient planning: (a) the establishment of an endowment fund by the provincial government,113 (b) the provision of a single line grant through an annual transfer from the provincial government to WSSCA, and (c) increased use of technology to improve efficiency, reduce unmetered water and illegal connections. • To garner political and public support for the decisions that ensue, such consultations will require robust data and transparency on losses, revenue and poverty levels. Targeting of poor households could be done through existing social welfare information systems, such as (but not necessarily limited to) the National Socioeconomic Registry (NSER) of the Government’s Benazir Income Support Program, an approach that uses poverty scorecard surveys to identify eligible households through proxy means testing.114 Calculating the transfers needed from the provincial government (whether through annual grant or endowment fund) will require robust data on the losses made by WSSCA, the losses that could be avoided, households’ willingness-to-pay, and the projection of revenue following new tariff structures and greater efficiency in operations. • An additional policy measure is required if WSSCs are to receive annual grants from the provincial government. Receipt of such public funds will require audits of WSSCA by the Auditor General of Pakistan. However, WSSCs are subject to audits by third-party chartered accountants, in line with their registration under the Section 42 of the Companies Act, 2017. To avoid audits by two different bodies at different times, with accompanying disruption of work, a provincial level policy would be required to exempt WSSCs from audits by the Auditor General of Pakistan. • Effective management information systems need to be established and strengthened. The administrative data systems need to be able to produce data within and across sectors robust enough for annual planning. Local surveys and censuses need to be implemented periodically, to generate data disaggregated by urban and
112 Government of Khyber Pakhtunkhwa. 2017. Pakistan – Khyber Pakhtunkhwa Inclusive Urban Growth Program: Final Report. Peshawar: Urban Policy Unit, Planning & Development Department, GoKP and Cities Development Initiative for Asia, ADB. 113 This could be registered as a ring-fenced fund under Section 42 of the Companies Act, 2017, which will be subject to audit by third-party chartered accountants. 114 The NSER reportedly covers over 27 million households across the country (Pakistan has 32.2 million households, 2017 census), with the households classified by poverty level and welfare status. National Socioeconomic Registry of Pakistan. Available from: https://www.pitb.gov.pk/bisp Accessed 30 Sep 2018.
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rural tehsil, especially given the significant rural to urban migration. Various mechanisms have been developed elsewhere to design and implement such “quick” surveys and systems. In addition, efficient and transparent complaint response mechanisms are required. • Abbottabad City authorities and TMA will need capacity strengthening to develop and implement effective land use plans, policies, and a well-designed zoning ordinance. The zoning ordinance, for example, should establish permitted land uses, differentiate between different land use types, avoid incompatible land uses adjacent to one another. In line with WSSCA’s vision of an eco-friendly “Clean and Green Abbottabad”, the zoning ordinance should also include the designation of low- occupancy areas, such as scenic areas, areas suitable for ecosystem-based livelihoods (e.g., urban agriculture) and areas known to function as natural water drainage and storage spaces. Abbottabad City authorities should eventually be able to establish a planning permit system for changes to the land, with requirements for environmental/social impact assessments, if warranted. City authorities will need exposure to best examples of cities elsewhere. Triangular or south-south cooperation should be fostered between Abbottabad and cities that exemplify progress towards becoming inclusive, green, resilient, and competitive cities.
Table 43: Human resource requirements of WSSC-Abbottabad Category of Human Resource Current Medium Term Long Term Strength Requirement Requirement Chief Executive Officer 1 1 1 Chief Internal Audit - 1 1 Assistant Manager Internal Audit 1 1 1 GM HR, Procurement & Admin. - - 1 Manager HR & Admin. 1 1 - Assistant Manager HR & Admin 1 1 1 HR Officer - 1 1 Manager Procurement - - 1 Assistant Manager Procurement - 1 1 Payroll Officer 1 1 1 GM PMER - - 1 Manager Planning - 1 1 Manager MER - 1 1 Manager MIS - 1 1 Deputy Manager ICT - - 1 Assistant Manager Monitoring & Planning - 1 1 Assistant Manager Network Administration - 1 1 Assistant Manager MIS 1 1 1 Manager GIS - 1 1 Assistant Manager GIS - 1 1 Assistant Manager (Water) - 1 1 Labor Officer - 1 1
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Category of Human Resource Current Medium Term Long Term Strength Requirement Requirement Assistant Manager Environment - 1 1 HSE Officer - 1 1 GM Operations - 1 1 Manager Fleet Maintenance - 1 1 Assistant Manager Fleet Maintenance - 1 1 Mechanics - - 1 Manager Water & Sewerage - - 1 Assistant Manager Water - 1 1 Deputy Manager Solid Waste 1 1 1 Manager Solid Waste - 1 1 Assistant Manager Solid Waste 1 1 1 Supervisors 1 1 1 Chief Finance Officer 1 1 1 Manager Finance & Budget - 1 1 Deputy Manager Finance 1 1 1 Manager Billing - 1 1 Billing Officer 1 1 1 Assistant Manager Finance 1 1 1 Finance Officer - 1 1 Manager Project Planning & Works - 1 1 Assistant Manager Planning 1 1 1 Manager Media & Communication - 1 1 Assistant Manager Media 1 1 1 Graphics Designer - 1 1
Others - Deputy Manager - WS 1 1 1 Deputy Manager -SWM 1 1 1 Assistant Manager WS 2 2 2 Deputy Manager Project 1 1 1 Assistant Manager Project 1 1 1 Assistant Manager Planning 1 1 1 Total 22 47 52 Source: Field survey
Table 44: Human resource requirement of Galliat Development Authority (GDA) Category of Human Resource Current Medium Term Long Term Strength Requirement Requirement Director General (BPS-20) 0 1 1 Director(BPS-19) 1 0 0
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Category of Human Resource Current Medium Term Long Term Strength Requirement Requirement Engineering Staff Director(BPS-19) 0 1 1 Deputy Director (BPS-18) 1 1 2 Assistant Director (BPS-17) 1 3 5 Sub Engineers 1 4 8
Surveyors
Supporting Staff Planning Staff/ Building Control Director (BPS-19) 0 1 1 Deputy Director Building Control (BPS-18) 0 1 1 Assistant Director Planning (BPS-17) 1 1 2 Assistant Director Building Control (BPS-17) 0 1 2 Draftsman 1 2 4 Building Inspector 0 1 2 Assistant Building Inspector 0 2 4 Tracer/CAD Operator 1 2 4 Director/Chief Internal Auditor (BPS-19) 0 1 1 Director Finance (BPS-19) 0 1 1 Deputy Director Finance (BPS-18) 0 1 1 Assistant Director Internal Audit/Audit Officer (BPS-17) 0 1 2 Assistant Director Finance/Accounts Officer (BPS-17) 1 2 2 Assistant Director Taxation (BPS-17) 0 1 2 Senior Auditor/Audit Officer 0 1 2 Internal Auditor 0 2 2 Audit Assistant/Account Assistant 1 1 2 Recovery Officer 0 2 3 Estate Management Director (BPS-19) 0 1 1 Deputy Director (BPS-18) 0 1 1 Housing Officer (BPS-17) 1 2 2 Assistant 1 2 4 Administration Director (BPS-19) 0 1 1 Deputy Director (BPS-18) 0 0 0 Superintendent (BPS-17) 1 1 1 Assistant 1 2 3 Horticulture Director (BPS-19) 0 1 1
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Category of Human Resource Current Medium Term Long Term Strength Requirement Requirement Deputy Director (BPS-18) 0 2 3 Assistant Director (BPS-17) 0 3 6 Horticulturist 0 3 4 Garden Assistant 0 2 4 Garden Superintendent 0 4 6 Forester 0 5 8 Water Supply & Sewerage Director (BPS-19) 0 1 1 Deputy Director (BPS-18) 0 2 3 Assistant Director (BPS-17) 0 4 6 Chief Sanitary Inspector 0 1 2 Water Supply Inspector 0 4 8 Sewerage Inspector 0 8 8 Land Development/Acquisition Director (BPS-19) 0 1 1 Assistant 0 1 2 Patwari 0 1 2 Demarcator 0 2 4 Surveyor 0 2 4 Urban Planning Deputy Director (BPS-18) 0 1 1 Deputy Director (BPS-17) 0 2 2 Legal Advisor 0 2 4 Total 13 96 148 Source: Field survey
• Capacity strengthening of WSSCA and the city/tehsil authorities responsible for planning, delivering, and management of urban services is a priority. Error! Not a valid bookmark self-reference. provides some findings specific to Abbottabad, and Table 46 provides the complete list of requested trainings compiled from all the WSSCs. The following is a summary of the findings from the WSSCs: o The top tier of management in the WSSCs and the Board of Directors would require orientations, exchange visits, workshops with other entities within and outside of Khyber Pakhtunkhwa to improve their leadership and strategic roles. The top management also requires exposure to best examples of urban services provision in other countries. o The middle tier of management, largely the heads of department, mentioned community engagement and leadership management skills as top priorities, followed by MIS and data management for informed decision-making. o Field staff make up a diverse group. For these staff, health and safety training is the most important priority due to the nature of their work, which is usually physically strenuous and labor intensive. This is followed by the need to build
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skills in community engagement and organization, which would enable field staff to effectively negotiate and engage with communities, especially on tariff collection and conflict prevention.
Table 45: Capacity issues specific to Abbottabad Entity Capacity Challenges Proposed Measures[1] Abbottabad • Inadequate capacity for integrated • Training of staff on urban planning District and sustainable urban planning • Development of strategic plans and staff Government, • Need for more strategic long-term capacity building GDA and planning • Development of SOPs for respective Abbottabad • Inadequate updated data collection departments regarding role in urban TMA systems on population and planning and development migration • Capacity building and MIS development for real-time data collection and feeding into MIS and informed planning WSSCA • Lack of expertise in segregation of • Capacity building to understand different waste wastes and its nature • Inadequate site management • Capacity building on planning, capacity implementation and quality assurance • Inadequate staff capacity in • Capacity building in water supply monitoring and quality assurance of monitoring safe water supply • Training in water quality testing • Outdated manuals and asset techniques management procedures • Training in GIS and other technologies • Inadequate capacity to for Asset Management determine/forecast future water • Training on forecasting and planning needs future water needs Notes: [1] To be viewed in combination with Table 46, which outlines the capacity needs for all WSSCs. GIS = geographic information system; GDA = Galliat Development Authority; MIS = Management Information System; SOP = standard operating procedures; TMA = Tehsil Municipal Administration; WSSC = Water and Sanitation Services Company; WSSCA = Water and Sanitation Services Company Abbottabad.
Table 46: Training needs of different tiers of staff at water and sanitation services companies Senior Management • Orientations, exchange visits, workshops with • Exposure to best examples of urban services other entities within and outside of KP to provision in other countries improve their leadership and strategic roles • Financial management for non-financial • Resource mobilization and strategic managers partnership building • Transformation from public to corporate • Leadership and good governance management, • Corporate social responsibilities-public • Better understanding of the securities and private partnership exchange commission of Pakistan and related reforms Middle Management General trainings: Planning and monitoring tools: • Exposure to best examples of urban services • Baseline surveys provision in other countries • SCADA systems • Leadership management skills (top priority), • The use of GIS including GIS tracking systems and GIS based billing systems
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• Effective communication and advocacy (including behavior change communication) Financial and other management tools: • Community engagement and organization • Internal audit • Conflict transformation and management • Tariff management • Occupational health and safety • Assets utilization planning • File tracking systems Technical knowledge: • Complaint response mechanisms • Management information systems and data • Khyber Pakhtunkhwa Public Procurement management for informed decision making Regulatory Authority Rules (Second priority) • Pakistan Public Procurement Regulatory • Water quality testing Authority Rules • Types/composition of waste & management • Recycling/treatment plant management • Management of dumping grounds • Waste to energy planning and implementation Field staff • Occupational health and safety • Operations and maintenance • Efficient collection and distribution of bills • Management of dumping grounds • Communication and community engagement • Terminal pressure management mobilization (including behavior change • Water disinfection communication) • Leakage detection Notes: GIS = Geographic Information System; SCADA = Supervisory control and data acquisition system.
Cost of building capacities
Table 47 provides estimated cost of training for the government officials of local government institutions at district, tehsil and neighborhood/village levels, to be conducted by the Local Governance School. Table 48 provides estimated cost of training for the staff of water and sanitation services companies at National Institute of Urban Infrastructure Planning (NIUIP), Peshawar. Table 49 provides estimated cost for a two-month residential training course for the staff of city development authorities at the National Institute of Management (NIM) and Pakistan Academy for Rural Development (PARD).
Table 47: Estimated costs of training of government officials at the Local Governance School Category Numbers of Unit Cost Cost (PKR) Cost (USD) Staff for Training (PKR) District Level 36,000 Average number of professional district staff (9 27 972,000 7,000 per district) District Nazims 3 108,000 780 District Naib Nazims 3 108,000 780 District Council Members (excluding Nazims + 218 7,848,000 56,520 Naib Nazims)
Tehsil Level Average number of professional staff at Tehsil 36 1,296,000 9,335 level (6 per Tehsil)
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Tehsil Council Nazims 6 216,000 1,555 Tehsil Council Naib Nazims 6 216,000 1,555 Tehsil Council Members (excluding Nazims + 199 7,164,000 51,595 Naib Nazims) SUB-TOTAL DISTRICT AND TEHSIL 247 17,928,000 129,120
Village/Neighborhood Council Level Village/NH Councils Nazims 175 14,000* 6,300,000 45,375 Village/NH Councils Naib Nazims 175 6,300,000 45,375 Village/NH Council Members (excluding 1,750 24,500,000 176,450 Nazims + Naib Nazims) SUB-TOTAL VILLAGE/NEIGHBORHOOD 2,100 37,100,000 267,200 COUNCILS
TOTAL FOR ALL THREE LEVELS 2,347 55,028,000 396,320 Notes: Calculation assumptions: 3 districts (Abbottabad, Mardan and Peshawar); 6 tehsils and 175 Union Councils—34 for Abbottabad (not including Havelian), 46 for Mardan and 95 for Peshawar. All UCs, both urban and those classed as rural are included. Data is unavailable on village/neighborhood councils. Units costs for this level are less, assuming the trainings are conducted locally. Source: Recalculated from assessments of 9 districts.
Table 48: Estimated costs of training of WSSC officials at National Institute of Urban Infrastructure Planning (NIUIP), Peshawar WSSCs Staff to be Trained in Total Unit cost per Cost (PKR) Cost (USD) Subjects related to Number Participant Urban Management of Staff (PKR) Planning WSSC Peshawar 72 55 127 202,160 25,674,320 184,905 WSSC Mardan 47 24 71 14,353,360 103,375 WSSC Abbottabad 28 19 47 9,501,520 68,430 One-time cost for development of tailored course (training manuals, 2,333,335 16,805 instructor manuals, assessment criteria, procedures etc.) Total 147 98 245 51,862,535 373,515 Source: Recalculated from assessments of 9 districts.
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Table 49: Estimated costs residential training courses at the National Institute of Management (NIM) and Pakistan Academy for Rural Development (PARD) Development Staff to be Trained in Two-Month Course at NIM One-Week Course at PARD Authorities Urban Management Total Unit Cost Cost (PKR) Cost (USD) Unit Cost Cost (PKR) Cost (USD) Planning Staff (PKR) (PKR) Peshawar 160 106 266 150,000 39,900,000 287,360 16,000 4,256,000 30,650 Development Authority Mardan 56 38 94 14,100,000 101,550 1,504,000 10,830 Development Authority Abbottabad 57 39 96 14,400,000 103,310 1,536,000 11,060 Development Authority Total 371 247 618 92,700,000 492,220 9,888,000 52,540 Source: Recalculated from assessments of 9 districts.
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Appendix 5: Climate and disaster risk assessment
Key factors, drivers and potential impacts of climate change in Abbottabad
The main reference document for this appendix is the Urban Resilience Assessment of Abbottabad.115 Whereas the whole document is beyond the scope of this appendix, salient points are included here. Table 50 presents the main impacts of the climate change projections for Abbottabad.116
The Assessment suggests that there are two significant impacts of climate change projected for Abbottabad, including: (i) a significant increase in sunny days (above 25 degrees), and (ii) a significant increase in dry days (maximum number of consecutive days with RR less than 1 mm). So overall Abbottabad is likely to become hotter and drier. As a consequence, Abbottabad will have to invest more in water storage as projected water use will increase and projected water availability will decrease.
Map 14 on topography of Abbottabad shows that how large amounts of water can flow form the water divide in the East westwards towards the city. The differences in elevation are such that water flows fairly unimpeded towards the lower areas, and provisions need to be taken to address these possible storm/flash floods.
The following specific measure are necessary:117
Infrastructure
Repair and improve sewers and drains
• New sewers and drains need to be technically considered, designed and constructed where necessary. Surface drainage needs to be improved by providing suitably designed primary level (major) drains, especially in UCs Salhad, Malik Pura and Central. • Priority focus for general drainage expansion and improvement should be at UCs Kehal, Nawan Shehr and Salhad that receive significant inflows due to geography of the area and are flooded almost annually during monsoon season • As a priority intervention, it is important to repair and improve drains where necessary and to separate storm water drainage from the sewage conveyance and disposal system, to the extent possible. Sewage flows of the city need to be connected to a properly managed Sewage Treatment Plant (STP). Rehabilitation of the existing abandoned STP in Salhad area of Abbottabad should be technically assessed. • Constructing drainage lines along the canals to reduce the risk of fresh water contamination and aquifer contamination.
115 ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank. 116 ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank. 117 ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank.
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• The potential for introducing a wastewater recycling and reuse (for non-potable purposes) mechanism in Abbottabad, connected to a properly designed sewerage system, needs to be explored with the WSSCA. • Permeable paving surfaces should also be considered in flood prone areas (in medium to low traffic parts) for managing runoff from paved surfaces. This will also allow water seepage for groundwater recharge, and reduce pollution and heat caused by regular asphalt and or cement surfaces.
Operation and maintenance
• All existing drains in the surveyed urban UCs need cleaning and repair to improve their carrying capacity. Drain design capacity appears to be insufficient to cope with increased flows. Emergency pumping facilities are also missing in localities surveyed. • Secondary and tertiary drains need to be covered on top with inlets for rain water. A common practice observed across the urban area is of solid waste dumping into open drains and canals. This leads to choking of storm water and sewage conveyance system which in turns causes backflow and flooding during rain and heavy discharge. Covering of drains, with provision for de-silting and maintenance is therefore essential to prevent this practice. • In addition, urban encroachments need to be curtailed, and are one of the major cause of sewerage systems’ inadequacy.
Non-infrastructure
Surveys and studies
• A detailed study is required to map the existing facilities and gaps in sewage disposal and drainage facilities A flood risk reduction strategy is needed for Abbottabad that takes into account medium and long term projected precipitation trends and climate scenario. This strategy or plan should look into the need for aligning a range of measures in disaster risk reduction – from early warning systems for riverine and nullah flooding, to capacity building needs of communities and local departments, to the issue of removing encroachments from main nullahs.
Development of an O&M plan with budget allocations
• O&M needs to be institutionalised and funded at appropriate levels to ensure that existing urban infrastructure operates at 100% of its design capacity. • In the context of any additional infrastructure proposed by provincial and/or local government agencies, a municipal-wide perspective is needed when planning for O&M, including not only the new infrastructure but also the already existing systems. A comprehensive O&M protocol should be prepared with the support of the UPU, WSSC etc., and specialists, in which all the O&M activities should be listed, including the assignment of repair, maintenance and funding responsibilities, the specific procedures and the related costs. Special emphasis must be given to the financial implications of improving current and future service levels. In addition, the institutional, social, technical and financial aspects of planning and financing in the implementing body, i.e., the city, must be improved.
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Table 50: Summary of future climate indices for Balakot/Abbottabad No. Future Climate Indices Timeframe 2011-2040 2041-2070 2071-2100 1. Number of frost days: Annual count of days Trends are not significant Trends are not significant Trends are not significant when daily minimum temperature less than 0°C. 2. Number of summer days: Annual count of days Representative Concentration Trends are not significant 19.8 days are expected to be when daily maximum temperature greater than Pathways (RCP) 4.5 indicates increased as per RCP 8.5. 25°C. an increase of 16.3 days. 3. Heat wave duration indicator: Annual count of Trends are not significant Trends are not significant RCP 8.5 shows an increase of days with at least 6 consecutive days when 15.9 days maximum temperature greater than 90th percentile of the 30-year period. 4. Cold spell duration indicator: Annual count of Trends are not significant Trends are not significant Trends are not significant days with at least 6 consecutive days when minimum temperature less than 10th percentile. 5. Diurnal temperature range Trends are not significant Trends are not significant Trends are not significant 6. Simple precipitation intensity index: Annual Trends are not significant Trends are not significant Trends are not significant total precipitation divided by the number of wet days (defined as PRCP greater than or equal to 1.0 mm) in the year. 7. Number of heavy precipitation days: Annual Trends are not significant RCP 4.5 shows a decline of 10.6 Trends are not significant count of days when PRCP greater than or equal to days. 20 mm. 8. Number of heavy precipitation days: Annual Trends are not significant Trends are not significant Trends are not significant count of days when PRCP greater than or equal to 25 mm. 9. Consecutive dry days: Maximum number of RCP 4.5 shows an increase of RCP 8.5 projects an increase of RCP 8.5 projects an increase consecutive days with RR less than 1 mm. 16.1 days. 22.2 days. of 18.4 days. 10. Consecutive wet days: Maximum number of RCP 8.5 projects an increase of Trends are not significant Trends are not significant consecutive days with RR greater than 1mm. 12.5 days.
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No. Future Climate Indices Timeframe 2011-2040 2041-2070 2071-2100 11. Annual total wet-day precipitation: Annual total Overall precipitation has no A decline of precipitation of Overall precipitation has no PRCP in wet days (RR greater than or equal to 1 significant trend, although around 22 mm is expected significant trend although, mm). interannual variability will during wet days under both interannual variability will prevail. RCPs. prevail Source: ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank.
Table 51: Climate change impacts on infrastructure Affected Infrastructure District Vulnerability Climate Change Impact Mitigating Measures • Bridges • Very High: Central Abbottabad. • Increased precipitation: + 113.8– • Plantation of trees, rainwater collection • Schools • High: Kehal, Malik Pura, Salhad. 329.5 mm/year in 2011-2100 systems, construction of delay action • Health facilities • Low: Nawanshahr. (compared to 1976-2005) dams and check dams. • Transport infrastructure • Very Low: Havelian. • Increase in vector-borne diseases • Exploitation of more sustainable green • Water supply energy resources (hydropower), raise • Energy infrastructure awareness of the link between vector- • Irrigation and flood borne diseases. protection system • Increased runoffs/flood: • Integrated flood risk management (IFRM), • Sewage and drainage o > piers erosion sediment control and protection measure, systems o < efficient drainage, flood increment piers depth, raising plinth • Slope stability protection, and irrigation levels, increase sewers diameter in systems critical regions. • Sediment control structure and appropriate design are needed, using updated/revised scour depths and flood estimates, groundwater exploitation should be minimized. • Construction of flood protection works and walls.
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• Increased temperature: (2011– • Boring of new wells should only be 2100 compared to 1976–2005) allowed where precipitation o Max + 0.06°C–6.2°C decline/groundwater recharge decline is o Min + 1.2°C–4.9°C negligible. • Alternate groundwater recharge. Improve design of expansion joints, heating ventilation air-conditioning (HVAC), high efficiency irrigation system due to increased evapotranspiration, exploitation of more sustainable green energy resources (solar power). Source: ADB. 2017. Urban Resilience Assessment Khyber Pakhtunkhwa, Pakistan: Abbottabad City. Mandaluyong City: UCCRTF, Asian Development Bank.
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Map 22, Map 23, Map 24 and Map 25 show the water facilities in Abbottabad. Many tubewells and water filtration plants lie within the flood plain of the city and require additional protection.
Another consequence to bear in mind is that because of higher temperatures in the winter months throughout Northern Pakistan,118 more run-off from snow melt and rain will come from the higher areas surrounding Abbottabad, possibly necessitating investments in broadening and cleaning culverts, bridge underpasses and canals. The run-off will both be more and will also come at times when there usually is less run-off (winter).
Map 26 shows how the city is drained during periods of flooding/rain. The drainage system is built north-south, following the landscape/ topography of the city, and draining excess water out of the city southwards.
Paradoxically, even though the number of dry days will increase, the risk of flooding will also increase, as precipitation events will be more concentrated, resulting in large volumes of water not only falling in Abbottabad, but also in the upstream areas of the city. Impacts of these rainfall events are believed to be flooding, erosion of water conduits due to the high velocity of the water, and damage to road and other infrastructure in the city. Other possible impacts of the events described above are increases in landslides, increases in electricity use for cooling, damage to transport infrastructure, and possibly an increase in vectors for water- borne diseases.
Managing urban temperature increase and associated impacts
The following specific projects are necessary to reduce vulnerabilities:
Non-infrastructure
• Participatory and integrated resilient urban land use and master planning Abbottabad district as a whole needs a land-use plan, linked to a master-plan for the main city. These plans are essential for managing the rapid urbanization process that is underway and ensuring necessary rural and agricultural zoning. Land-use zoning is especially important for protecting the local agricultural sector and strengthening the residential and commercial base of existing areas. In addition, it is necessary for ensuring sufficient green zones in the district and protecting certain eco-systems and environmental assets. Similarly, an urban master-plan should provide a green and open space system for the city that contributes towards reducing urban heat island effect and providing a healthier living environment for inhabitants. A range of options like public parks, green belts, urban forestry, sports grounds, permeable surfaced and green car parks etc. need to be considered in designing a greener and healthier city with adequate recreational facilities. Priority green spaces need to be locally identified for future conservation. • The Tehsil Municipal Authority (TMA) of Abbottabad should be supported in preparing necessary urban master-plan and tehsil land-use plans to regulate development activities in hill areas and minimize adverse impacts on the natural landscape and environment. The land-use plan needs to include a description of each land use and their interactions, along with consideration of how different levels of ecosystem function. Also, attention to proper zoning regulation is essential for protecting green
118 ADB. 2017. Climate Change Profile of Pakistan. Mandaluyong City: Asian Development Bank.
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land and assets in and outside the urban area and curtailing the sprawl of built structures. It is also important for discouraging construction in flood and earthquake prone zones of the city. Plans should include focused attention towards conservation of forests and natural habitats in surrounding areas of the urban centre, and potential for increasing greenery and open spaces within the city. • The urban master-plan must take into account sustainable land-use, climate resilience and disaster risk reduction. This requires a carefully designed and managed process, ideally led by the District or Tehsil government in collaboration with the Urban Policy Unit (UPU), which convenes main stakeholders for participatory and integrated planning. In the case of Abbottabad, stakeholders that must be involved in city-wide planning include local government bodies (district government, TMA, Neighbourhood Council 138), Galliat Development Authorities, municipal service providers (WSSC) and technical experts (UPU, others). • Importantly, provincial authorities including the PDMA and EPA must also be connected to the urban master-planning process to ensure integration of DRR and climate adaptation strategies. At the moment both the PDMA and EPA, the authorities responsible for disaster and climate planning in Khyber Pakhtunkhwa, are disconnected from the urban sector. The master-planning process would provide convenient entry points for connecting together city government with the disaster and climate authorities and providing a platform for coordination and collaboration. • It is strongly recommended that the master-planning process should include a ‘capacity building’ component for the entities involved. Specifically, a training program be designed for decision makers and staff from key institutions that are involved (i.e. District government, TMA, PDMA, local councils). • The building control by laws are missing which create ill planned infrastructure growth. This was manifested in the earth quake 2016 which resulted in the loss of precious lives.
Addressing energy short-falls
• Abbottabad faces a significant energy shortfall that is managed through power outages (load-shedding) on a daily basis. There is a need to develop alternative sources of electricity generation and supply to cater to the city’s burgeoning population, especially in view of warming temperatures and risk of heat-waves. Solarisation of low-income communities and public facilities in Abbottabad is a feasible option in terms of enhancing energy security, lowering costs, and reducing greenhouse gas emissions. • Options for waste-to-energy schemes should also be explored with city authorities. This will have added co-benefits of solid waste management, mitigation of greenhouse gases, and potential local entrepreneurship and employment generation. • Wherever possible, the drainage network should be linked to a Multi-functional green infrastructure and open space network project and integrated waste management system. • Rain water harvesting knowledge among communities should be improved to harness the depleting water table. • Solar street lighting and green areas need to be developed.
On Map 30, it is visible how most of the main infrastructure is grouped around main thoroughfares. This is opportune from a point of view of achieving synergies between infrastructure, but limits access to services to those people living close to main thoroughfares.
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Appendix 6: Public communication plan
Current situation of communication
Water and Sanitation Services Company Abbottabad (WSSCA)
The WSSC Abbottabad has a small but efficient team of media professionals and a robust communication programme. The WSSC uses its web-site and social media to reach directly to citizens, mainly focusing on the Facebook page, which has 11,000 followers. The information shared on the Facebook is replicated on Twitter where number of followers is smaller. The media team prepares PSMs and video content to share online. Selected PSMs are also run on the cable.
The WSSC has a strong community mobilization program that aims at reaching directly to consumers to foster better relations and convey various messages. The WSSC also runs campaigns aimed at various behaviour change objectives. Its staff participates in numerous events and the WSSC also organizes events including lectures and speech contests at schools and colleges to celebrate important days.
The WSSC has tried to reach consumers through the mainstream media. Its staff participates in various programmes on television and radio regularly. The WSSC’s communication officers holds a regular phone is show on a local FM that is often used to answer citizen’s queries about various issues.
The WSSC has prepared an Android app meant to facilitate consumers register their complaints. The app will be launched soon.
Tehsil Municipal Administration
The TMA does not have full time communication staff. However, some officers have been assigned the additional responsibility for media relations. The TMA uses various channels to communicate to the citizens of Abbottabad. Its leadership remains in touch with residents directly and communicates through local and national media. The Tehsil Nazim appears on various programmes and has a Facebook page that provides information on various activities undertaken by the TMA.
Figure 10: Communication analysis –available mechanisms
TMA WSSC
•Liaison with media persons •Liaison with media •Facebook •Special campaigns •Occasional messages •Website through cable networks •Facebook page •Interviews to FM channels •Occasional messages through cable networks •Interviews to television and FM channels •Preparation and dissemination of Information and communication material •Branding and messaging through illustrations on bins and vehicles
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Public communication plan
Communication objectives
Communication is an essential function of government. Communications and public engagement is not the sole responsibility of a specific department but rather should be integrated into the overall program of work and cultivated at each stage of policy and program development. This plan tries to ensure effective communication between service providers and citizen-consumers. It aims:
• To ensure pro-active disclosure of relevant information to citizens; • To keep all the key stakeholders informed of the project’s progress; • To help in achieving overall organizational and department-level objectives; • To engage effectively with stakeholders; • To demonstrate the success of various initiatives; • To Build community pride and satisfaction; • To get key messages across to relevant target groups for changing perceptions and behaviour; • To help people understand what the city governments in general and project in particular is trying to achieve.
Key Features
This communication plan is based on a strategic design. Some important characteristics of the strategy are as follows:
Communications excellence
Communications excellence occurs when organizations use communication to manage relationships with their diverse stakeholders to achieve mutual understanding, realize organizational goals and serve the public interest. Studies show effective communication helps organizations achieve overall goals and objectives.
Two-way communication
Also central to this Plan is “two-way” communication. Two-way communication brings organizations and stakeholders closer together by allowing them to negotiate with one another to reach mutually satisfactory outcomes.
Rather than a one-dimensional plan that prescribes how the cities can best convey information to stakeholders, the Communications Plan is a road map for truly effective communications that involves ongoing, direct and timely dialogue with stakeholders.
By engaging in two-way communication, the cities will foster effective relationships with the stakeholders; ensure that city communications are well coordinated, effectively managed and responsive to the information needs of all segments of citizens; and encourage effective public engagement.
In the case of government, two-way communication models allow for better, more representative public policy because that policy has been informed and negotiated through dialogue with stakeholders.
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Guiding principles
• Provide information that is timely, accurate, clear, accessible and responsive. • Consider the range of communication tools and use those most appropriate to address the needs associated with each circumstance. • Work collaboratively across the organization to ensure that information is thorough, factual and timely. • Respect the access to information and privacy rights of citizens and employees. • Support opportunities for engagement to inform public policy. • Strive to achieve a culture of two-way communication and “communications excellence” practices.
Audience segmentation
Audience segmentation is the process of dividing a large audience into smaller groups of people - or segments - who have similar needs, values or characteristics. Segmentation recognizes that different groups will respond differently to social and behaviour change communication (SBCC) messages and interventions.
Segmenting audiences enables a program to focus on those audience members who are most critical to reach and also to design the most effective and efficient strategy to match audiences, messages, media, products and services based on the specific needs and preferences of the audience.
Internal groups
It is essential to address internal groups or audiences – local government staff and elected officials, City Development Authorities, project staff etc- as these groups can play an invaluable role. Without their involvement, it may be difficult to deliver communications which achieve their objectives. They may also represent important members of local population. As with external audiences, it is useful to segment internal audiences in order to give them appropriate messages.
A few of these audiences and the roles they may play are listed below:
• Elected members: communicating to residents, promoting required behaviors in their constituencies, promoting behavior change and influencing the local media. • In-house media/ public relations staff: support on communications planning, assisting with campaign activities, media relations. • Operational staff: dealing with residents, giving information on schemes and activities. • Other employees: local ambassadors, leading by example.
All identified internal groups must be kept informed of communication plans and activities. They should be engaged and enthused about communication plans. If they buy into campaign, they may be willing and effective in supporting messages or in delivering associated activities and services. Targeted internal audience should get the right information at the right time. In order for them to use it effectively, this information should be clear and easy to use in the context of their job and daily work.
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External primary audience
External primary audience of the communication include those persons who have been directly affected, for example those whose property has been taken or whose neighbourhood has been affected through development activity related to the project. Primary audience also include those persons who will benefit directly from the project, including those who will benefit from improved water and sanitation services. Primary audience also include residents of the city who will not benefit from the improved water and sanitation infrastructure but will benefit from improved road infrastructure. .
External secondary audience
Secondary audience have been identified based on their power to influence the primary audience. The secondary audience include opinion-makers, particularly mass media and religious leaders; community leaders including elected representatives; and change agents particularly civil society activists. The goal is to mobilize these groups to influence the primary audience in favour of the desired behavioural change. The secondary audience are listed below:
• Community leaders (Heads of educational institutions, religious scholars etc.) • Elected Representatives • Media persons ( Journalists affiliated with different media including newspapers, television and radio, cable operators, theatre groups) • Civil society activists working with different non-governmental organizations (NGOs). • Religious scholars including khateebs and office bearers of mosque committees.
Figure 11: Target audience for the project
External: Primary External: Secondary Internal Audiences Stakeholders (Influencing) Stakeholders
•Project Staff •Affected persons •NGOs, sports clubs, •WSSC, TMA (displaced persons or mosque committee, •Project Steering persons whose property unions, women’s groups, Committee has been taken) other citizen groups •Project Planning •Direct beneficiaries •Schools, colleges, Committee •Indirect beneficiaries- educational institutions residents of the city •Press Clubs, media •Residents of the district outlets •Public at large
Disclosure
The project will follow a policy of proactive disclosure of information to all stakeholders in line with the policies, manuals and guidelines of the Asian Development Bank and the Khyber Pakhtunkhwa Government. ADB Public Communications Policy (PCP)119 recognizes that
119 ADB. 2011. Public Communications Policy 2011: Disclosure and Exchange of Information. Mandaluyong City; Asian Development Bank.
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The project will facilitate dialogue with affected people and other important stakeholders, including women, the poor, and other vulnerable groups and information regarding environmental and social issues shall be made available to them in Urdu through consultation and seminars, brochures, news media, radio programmes web-site and social media.
The public input will be sought through above mechanism and this input will be documented and discussed by the management on regular basis for necessary action.
This process will start before the project implementation and will continue throughout the project implementation. The project will ensure that stakeholder receive information about major changes to project scope and likely impacts are also shared with affected people and other interested stakeholders. The chart below outlines the information that needs to be shared and the mechanism required for the purpose.
Consultation and participation plan
Type of Information Mechanism Responsibility 1. General Information about the project Citizen consultation Focal Person at Consultation with media persons the project Consultation with CSOs Dissemination through local FM Channels Brochure 2. Environmental Management Plan Focal Person at The draft environmental impact Consultation with affected the project assessment (EIA) report persons The draft environmental assessment and review framework, (if applicable), Original document shared on the before appraisal; project website the final EIA or initial environmental examination (IEE) Urdu summary shared on the a new or updated EIA or IEE, and a project website corrective action plan, if any, prepared during project implementation, upon receipt by ADB; the environmental monitoring reports, upon receipt by ADB. 3. Resettlement Plan The draft resettlement plan and/or Consultation with affected resettlement framework, persons The final resettlement plan endorsed by Urdu summary shared on web- the borrower and/or client after the site census of affected persons has been completed; A new or updated resettlement plan, and a corrective action plan, if any, prepared during project implementation;
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Type of Information Mechanism Responsibility the resettlement monitoring reports, upon receipt by ADB. 4. Project development and changes Project Website Focal person at FM Channels the project News media 5. Information disclosed by ADB Link to ADB website on the ADB project website
Communication channels and tools
This plan outlines a multi-channel approach because it has a better chance of bringing about behavioural changes than a single channel approach. It is important that messages delivered through these channels must be consistent and reinforce each other.
Public engagement
Public participation must be an organizational goal and reinforced through communication efforts, both internally and externally. Most departments working at the city level do not have formal public engagement plans. It is recommended that, as part of this overall communications plan, the organizations approve of the efforts outlined herein to create and utilize their own communication strategies and take steps to enhance public engagement efforts throughout the departments.
The International Association of Public Participation (IAP2) defines public participation as a means to involve those who are affected by the decision-making process. It promotes sustainable decisions by providing participants with the information they need to be involved in a meaningful way, and it communicates to participants how their input affects the decision.
The practice of public participation can involve public meetings, surveys, consultations, workshops, polling, citizen’s advisory committees and other forms of direct involvement with the public. IAP2 recommends the use of core values when practicing public participation:
• Public participation is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process. • Public participation includes the promise that the public's contribution will influence the decision. • Public participation promotes sustainable decisions by recognizing and communicating the needs and interests of all participants, including decision makers. • Public participation seeks out and facilitates the involvement of those potentially affected by or interested in a decision. • Public participation seeks input from participants in designing how they participate. • Public participation provides participants with the information they need to participate in a meaningful way. • Public participation communicates to participants how their input affected the decision.
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Public participation matrix
Inform Consult Involve Collaborate Empower Public To provide the To obtain public To work directly To partner with To place final Participation public with feedback on with the public public in each decision Tools balanced and analysis, throughout the aspect of making in the objective alternatives process to decision hands of the information to and/or ensure the public including the people. assist them in decisions. issues and development of understanding concerns are alternatives and the problems, consistently the alternatives understood and identification of and/or solutions. considered. preferred solutions. Promise to We will keep you We will keep We will work with We will look to We will the Public informed you informed, you to ensure you for direct implement listen to and that your advice and what you acknowledge concerns and innovation in decide concerns and issues are formulating provide directly reflected solutions and feedback on in the incorporate how public input alternatives your advice and influenced the developed and recommendatio decision. provide feedback ns into the on how public decisions to the input influenced maximum decision. extent possible. Example Fact Sheet Public comment Workshops Citizen advisory Tools Web site Focus Groups Deliberations committees Consultations Surveys polling Consensus Public meetings building Participatory decision making
Consultations and meetings
Meaningful consultative process will involve consultations with the affected persons and other key stakeholders. Consultation will be held with the aim to inform the stakeholders about the project and seek their opinion and feedback. While consultations with affected persons will be held at communities, consultation with other stakeholders and citizen consultation will be held at public venues. It will be ensured that consultations are organized at the start of the project. More consultations will be held if and when the need arises. Consultations will also be held with government stakeholders to ensure trust building, seek cooperation and smooth working relationship.
Media relations
Effective media relations involve managing the message to communicate the intent of the organization to provide a service, develop a program or policy, and convey ongoing efforts to
185 KP-SISUG Abbottabad City Development Plan – Draft Final Report fulfill the city’s mission to provide excellent services that enhance the quality of life for the community.
The project will maintain interaction with media professionals and their organizations, particularly the Press Club to ensure timely delivery of information and counter disinformation. The project will appoint a spokesperson to respond to information needs of media persons and to pro-actively share information on behalf of the project. The project will also hold media briefing program to allow time for media professionals to meet with key staff on a regular basis to receive information on current issues and upcoming programs/agenda items. The project will also hold orientation sessions and trainings for media persons to help them cover the project and municipal, transport and public health issues.
In order to enhance their own capacities, the relevant departments will review and revise the current media policy to adhere to organizational goals and best practices for public communications. They will also communicate the media policy to employees to ensure compliance and offer media relations training to Communications team and key officials.
Effective messaging
Radio
FM channels are an effective and cost-effective way to deliver message to the primary audience. Abbottabad has a number private FM channels and channels owned by the national broadcaster i.e. Pakistan Broadcasting Corporation (PCB), commonly known as the Radio Pakistan. The project will sign MoUs with these stations to broadcast public service messages and to get its messages integrated into their programmes.
Cable
Most households in the three cities have subscribed to some privately owned cable service that delivers various television channels to them. PEMRA allows these operators to run their own channels that provide recorded content and local information. Some departments already use their services to share their message, particularly during health related campaigns. The project will make an effective use of these services by airing news reels and PSMs through them.
Social media
Social media are revolutionizing the basic rules of engagement. Where traditional media messaging was one-way, controlled, and relevant primarily to the organization, social media are networked, free-flowing and relevant to the participants. The principles of social media are sometimes referred to as ‘democracy in communications’.
The social media can play a major role in information sharing, social mobilization and public relations. The project can use social media to build awareness, create a network of supporters and empower its supporters to spread their message. The project will make an active use of Facebook, Twitter, Instagram and YouTube as social media tools. Social media will also be used to encourage interaction and participation in city programs. Social media tools will be used to increase engagement efforts to involve the public in the development of a strategic plan and annual budget. The project will not only use the social media directly but will also aim to integrate and relay the message through the social media accounts of relevant departments.
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Facebook: Facebook has been identified as a primary tool for communications. It is best used for posts that can have more longevity, more explanation and multiple photographs/images to convey a message. Facebook’s video, advertising and event promotion tools can be used successfully for city communications.
Twitter: Twitter is best used as a responsive, real-time communication tool with followers. Although it is difficult to condense a message into 280 characters, Tweets should be hyperlinked to the project or city websites whenever possible to provide additional information.
YouTube: With changes in people’s habits, especially the amount of time spent on a daily basis watching videos on the Internet, YouTube, the largest video-sharing site, has become not just a recreational tool but an excellent communication tool as well. The project and cities should make a concerted effort to move video hosting and streaming to YouTube.
Video: Video is a powerful medium that can be used to tell a story or convey a message. There are increasing options to produce video quickly and cost-effectively through mobile applications. Videos produced need to be brief to keep the viewer’s attention and be optimized for application in social media and the website.
YouTube: YouTube is used for archiving and URL linkage from social media and the website. Videos will also be uploaded organically to Facebook, or through an identified best practice.
Website: The project web-site will actively share project documents, project development and other information about the project. The web-site will also carry a feedback form for citizens to share their views and register complaints.
The project website can be a great communications asset. It is the central repository for information and should be used to its maximum potential. The website should be built with a focus on enhancing its core function of managing and delivering content in a useful, thoughtful and appealing way.
An effort will be made to optimize technology and implement best practices in web design and content management system focusing on the internal user functionality and the external audience presentation (including navigation and development of applications that enhance the user-experience).
Printed materials
Leaflets and brochures will be printed in easy and accessible local language to share information about the project and any changes made in the project plan or timelines. These publications will be shared during events, visits and other activities and will be available at project office for sharing with citizens seeking information. The IEC materials will be printed in collaboration with the Health department for activities aimed at changing behaviours related to water and sanitation.
Feedback/complaint mechanism
Beneficiaries and stakeholders will be communicated their right to provide feedback and make a complaint and they will also be informed about the procedures for doing so. Implementing a proper feedback and complaint handling mechanism requires ensuring that it is undertaken in time and is of good quality. This mechanism also requires sufficient human and financial
187 KP-SISUG Abbottabad City Development Plan – Draft Final Report resources, in addition to assigning roles and responsibilities defined during the set-up of the complaint mechanism.
Channels to report complaints
Channels to report complaints should allow all potential complainants to report their grievances. This communication plan suggests including online submission form, email addresses, helplines, personal conversations and SMS for feedback and complaint mechanism.
While online reporting tools such as email, online submission forms or online platforms can be accessed by the educated and younger stakeholders, for less educated and elderly it is important to include a walk-in office and a phone service message service. Anonymous reporting should be possible and accessible.
Making complaint mechanism public
In line with the principles of transparency and accountability and in order to build trust in the mechanism, the complaint handling procedure will be publicized. While a flayer and the project website will contain complete information about the complaint process, simplified messages will be displayed at different project sites and machinery.
While publicizing feedback/complaint mechanism, following information should be shred: Who can submit a complaint; where, how and when can a complaint be submitted; what can be complained about, any limitations to the process etc.; what outcomes can be expected from the handling of the complaint, and what not; which department and senior management function are accountable for the proper handling of the complaint; what rights and protection are guaranteed, including confidentiality and anonymity; where and how can the complainant follow up (including appeal process).
Receiving feedback/complaints
All feedback and complaints will be received in an open and courteous manner. If the feedback is relevant, staff will express commitment to pass on feedback or resolving the complaint. If the feedback or complaint is not related to the project, the stakeholder can be politely turned away. In the case of feedback, the stakeholder will be asked if they require a response. If not, a commitment will be made to pass on feedback. For all complaints, and feedback requiring a response, a commitment will be made to do so as soon as possible. Stakeholders should be encouraged to propose possible solutions for consideration when they submit their complaints. No promises will be made to create false expectations.
Handling incoming complaints
Incoming complaints will be handled in line with process established, in time and will be well recorded in order for the responsible staff to be able to follow up appropriately. The process for handling incoming complaints will include (i) receiving and recording complaints, and (ii) initial screening of complaints and handling of out-of-scope complaints.
All complaints will be assigned a complaint number and the date of complaint will be noted; the receipt of the complaint will be acknowledged as soon as possible, and the complainant will be informed on potential follow-up and timeline. The complaints that are out of the scope of the complaint mechanism will be identified based on clear pre-defined criteria. Two staff
188 KP-SISUG Abbottabad City Development Plan – Draft Final Report members will conduct independent reviews of the complaints for decision-making. If necessary, complainants will be informed when their request is out of scope and they will be provided with reasons and possible alternative channels to pursue their grievance.
Processing complaints
Complaints that are in-scope with the complaint mechanism will be thoroughly reviewed according to the administrative process laid down in the project and the complainant will be duly informed of the decision and about the appeal process.
Communication management
Tentative upcoming events
Program Audience Goals Communication Tentative Material Timeline Consultation with Affected Ensuring Information pack on Before the affectees persons/families transparency the project project start, 1st, Seeking feedback 2nd and 3rd year Consensus building of the project Orientation District Information sharing Information pack Before the Program/ Government Building synergies Backdrop, project start, 1st Workshop for Local Government Seeking feedback standees, fact year. government Health sheet, brochure, Departments Department project web-site, Social Welfare any other relevant Department materials Engineering/Public Health Department Orientation Leading journalists Ensuring Training manual 1st Year workshop for media working on transparency Backdrop, 2nd Year on the project on relevant beats and Seeking media standees, fact 3rd Year the project radio presenters. support for public sheet, brochure, engagement project web-site, Training workshop any other relevant on municipal/city materials, reporting Grievance Redress mechanism
Human resources
Designation Number of Required Skills Required Resources Estimated Positions or Equipment Annual Budget Communication 1 Experience: 5 to 7 years, Laptop, design USD 60,000 Manager media relations and software, computer publicity, event accessories, printer, management, team scanner. lead/management experience, media
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Designation Number of Required Skills Required Resources Estimated Positions or Equipment Annual Budget relations and publicity, documentation, communications strategy, ability to supervise and implement overarching communication strategy. Communication 2 Experience: 3-5, Laptop, design USD 40,000 Specialist preferably with national software, computer media accessories, printer, Assist the team lead in scanner implementing strategy and media relations Update web-site and social media
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