A vision of change for Karachi
By Syed Sami Mustafa
INITIATED by the former nazim, the process of a change in approach and commitment towards Karachi’s infrastructure development and physical improvement seems to have acquired a positive dynamic of its own. Rather than rejecting the work done by his predecessor, as is the common practice in Pakistan, the present nazim seems to be willing to build on it and take the process of change forward.
But based on the experience of the previous nazim, his successor should remember that good intentions are not good enough, that, unlike his predecessor, he should carry out his vision of change on a strong foundation of professional advice and support. If he wishes to turn Karachi around, then he must start to think outside the box.
There are obviously a large number of areas which require his attention. Ground-breaking and successful work has been done over the years in some of these areas. This work has produced encouraging and instructive results by way of good administration and good governance, but because of the weak political will of the past governments, these interventions have not been consolidated as part of the city’s administrative culture. A few points may be considered:
TRAFFIC: Through a standing order issued by the then IG Sindh a traffic management programme (TMP) was initiated in February 1997. A pilot project was launched from Karachi airport to Hotel Metropole. The objectives of the TMP as stated in the standing order were to bring about traffic discipline on the roads; to train and improve the capability of the traffic police; lay down standards with regard to traffic discipline and prosecution of offenders; and establish the fact that good traffic management is not dependent on large sums of money, but on empowering the police.
The traffic management carried out under the supervision of the TMP allowed traffic police to carry out their duties with full zeal and commitment. No exceptions were made in terms of prosecuting offenders. The support and reassurance given to the traffic police, that they would not be victimized for challaning influential people gave them the authority and the confidence to enforce the writ of the government and carry out their duties without fear or favour.
The approach of the TMP was very different from non-serious practices such as ‘traffic weeks’, ‘awareness campaigns’, ‘spot-checking’, etc. In terms of traffic discipline it brought about at the airport and on Sharea Faisal, it had its impact felt on other roads of Karachi as well. It also generated substantial sums of money for the provincial exchequer and gave respect and authority to traffic police officers. Unfortunately, in October 1999 it was abruptly halted.
Even though the traffic programme was put on the back burner, in March 2000 the then governor of Sindh, Azim Daudpota, was able to persuade the president to sign the Provincial Motor Vehicles (Sindh Amendment) Ordinance 2000, which enabled a new ticketing system to be introduced. Since the promulgation of this ordinance, traffic violators now do not have to go to over-crowded city courts and instead can conveniently pay the fine into any branch of the National Bank.
The traffic of Karachi could be improved significantly and visibly within a matter of months if it is properly managed. In the last three to five years the traffic mess has gone from bad to worse. In a small measure it is because of the phenomenal increase of motor vehicles on Karachi roads, but largely it is because of the apathy of the traffic police and a management culture that is antithetical to modern management. Therefore, it may be useful if the nazim could invite members of the TMP for a presentation on how they had run a successful programme in 1997-99 and what would it take to manage city traffic on a sound footing again.
GOVT SCHOOLS: Despite huge amounts of government and donor money spent on education in the past 30 years or so, there has been very little significant improvement in public sector schools. There has been much rhetoric and many well-intentioned and high-budgeted initiatives for improving the quality of education, and yet the government schools have continued to fair poorly. Regardless of social status and economic ability, parents from all walks of life have endeavoured to provide their children with good education. Hence the mushrooming of low and medium-fee private schools in large cities, in small towns, and even in some katchi abadis across Pakistan.
Over the last 10 years or so, in Karachi the proportion of private schools has risen to over 55 per cent. In Orangi, there are 700 private schools, while there are only 80 or so government schools, which is an unhealthy trend. The government has a responsibility to provide good quality education to all people and it can do so that if the department of education changed its way of policy making and administering government schools.
Last year (August, 2005) a specific proposal was made to the present education minister for the establishment of a Sindh Committee for Educational Reform (SCER). The minister agreed to a few of the recommendations made by the SCER, and agreed (a) to change the academic year in public sector schools to start from August, instead of April, and (b) to do away with final examinations up to Class III. Inter alia, the SCER has also made suggestions to streamline administrative procedures and outlined simple steps to improve the quality of textbooks and of teaching methods.
In 1995, the education department had transferred the management of a government girls’ school in Clifton and (in 1999) of two schools in Mirpur Sakro (Thatta) to a non-governmental research organization. The nazim should look into how these government schools under the management of the NGO have been improved, and whether a similar approach can be employed to improve public sector schools.
There is funding available from the European Union, the World Bank, and other creditor and donor agencies, in case the city government feels that funding may be a problem. What is needed is a vision of change and a commitment to improving the quality of education provided to the children attending government schools on a war footing.
SANITATION: Sanitation and solid waste management is a major function of the city government. And it is one of the key problems of Karachi. The roads and neighbourhoods, even of the affluent neighbourhoods, have not been spared the menace of overflowing sewerage and garbage dumps.
In 1979, the Orangi Pilot Project (OPP) was initiated by the world-renowned social scientist, Dr Akhter Hameed Khan. The OPP addressed problems in several sectors, but the more important ones were low-cost sanitation, improving housing material and, later, micro-credit. Their low-cost, self-help sanitation programme has been so affordable and successful that virtually all of the Orangi houses and lanes now have underground sewerage connected to the main nullahs. In addition to Orangi, the OPP model has been successfully used in 14 towns and 41 katchi abadis of Karachi, as well as in 12 different cities and towns of Pakistan.
When he was the mayor of Karachi in 1992, Dr Farooq Sattar had been helpful in supporting the Orangi project. He is familiar with it and knows that this model can save the cash-strapped city government billions of rupees. The city government relies on the advice and technical assistance of the OPP for many of its projects. It would be extremely useful for the nazim to look at the OPP methodology and how it can assist the city government by way of providing low-cost sanitation on a more comprehensive basis.
MUNICIPAL SERVICES: In January 1999, the Sindh government had notified a task force on municipal services consisting of senior officials of the government, several professionals and relevant stakeholders. It deliberated on the following nine sectors — advertisement and signage byelaws; traffic management project; solid waste management; graveyards; improvement of libraries, parks, playgrounds; the Sindh Disposal of Urban Land Ordinance; establishment of bus terminals; public toilets; and sewerage, drainage and Treatment Plants;
A report of the findings of the task force and its carefully deliberated recommendation has been published. It would be useful if the nazim could look at this document, and perhaps, as a first step, he may be able to implement some of its recommendations. At the same time, he should consider the issues of the various sectors which have been identified by the task force, and initiate dialogue with the various government departments to solicit their comments and input for implementation in other sectors.


