2010年-世界发展银行全球_City_Development_Strategy___Peshawar_Volume_1_Main_Report_199页_10mb

Summary of Peshawar City Development Strategy (Volume 2)

Core Content

The Peshawar City Development Strategy (CDS) is a collaborative effort between the Peshawar City District Government and organizations such as the UNCHS (United Nations Centre for Human Settlements), Cities Alliance, and the World Bank. The strategy aims to enhance local governance and service delivery in Peshawar, a rapidly growing city in the North-West Frontier Province (NWFP) of Pakistan, which has become a hub for migration, including a large influx of Afghan refugees.

Main Objectives

• To assess and improve the institutions of local governance in Peshawar.
• To support the devolution process initiated by the Local Government Ordinance (LGO) 2001.
• To identify challenges and opportunities in the governance and service delivery systems.
• To promote participatory development and community-based initiatives.

Key Institutions and Structures

1. City District Government (PCD)

• Nazim: Head of the city government.
• Naib Nazim: Head of the City District Assembly (DA), serves as the legislative arm.
• District Coordination Office (DCO): Coordinates and supports development agencies within the district.
• Local Government Commission (LGC): A new body to manage local governance responsibilities.
• Provincial Finance Commission (PFC): Responsible for financial oversight at the provincial level.
• City Development and Municipal Department (CDMD): Manages macro-municipal services and coordination between the four towns of Peshawar.

2. Local Government Structures

• Union Councils (UCs): 92 in total, each with 21 members, including a reserved 33% for women, 5% for peasants/workers, and 5% for minorities.
• Town Councils (TCs): Represent the four towns of Peshawar, with similar reserved seats.
• Citizens Community Boards (CCBs): Grassroots bodies to support local initiatives and service delivery.
• Town Municipal Administration (TMA): Technical and administrative staff supporting TCs.
• Local Revenue Generation (LRG): A new initiative to generate local resources for development.

3. Other Key Entities

• Provincial Irrigation and Drainage Authority (PIDA): Remains a provincial agency with unclear relations to the PCD.
• Frontier Highway Authority (FHA): A newly created provincial agency with a presence in Peshawar.
• Private Sector (PS) and Civil Society Organizations (CSOs): Their role in development is not clearly defined.
• Non-Government Organizations (NGOs) and Community-Based Organizations (CBOs): Play a role in local development, though formal mechanisms for their participation are lacking.

Main Challenges

• Weak Institutional Capacities: Many local institutions lack the resources, systems, and awareness to perform their functions effectively.
• Politicization of Governance: The devolution process has led to a highly politicized environment, with limited space for independent oversight.
• Lack of Neutrality: The Naib Nazim, who is supposed to act as a neutral watchdog, is often biased due to the joint electoral ticket system.
• Insufficient Support: The DA has limited authority and support in areas such as recruitment, budgetary decisions, and development planning.
• Marginalization of Vulnerable Groups: Women, peasants, and minorities are underrepresented and face systemic discrimination in local governance.
• Unimplemented Reforms: Many provisions of the LGO 2001, such as the 25% matching grant for community-led initiatives, have not been effectively operationalized.
• Coordination Gaps: There is a lack of coordination between provincial and district institutions, and between the PCD and federal agencies.

Key Areas of Assessment

1. Local Governance Institutions

   • The DA is responsible for legislative functions, monitoring, and oversight.
   • The DCO supports the DA and coordinates development activities.
   • The LGO 2001 has restructured local governance, but implementation is lagging.

2. Municipal Services

   • The city is divided into four towns, each managed by a TC.
   • TMAs provide technical and administrative support to TCs.
   • The CDMD is tasked with macro-municipal services and coordination.

3. Agriculture Sector

   • The new Agriculture Department includes eight sub-departments.
   • The LGO has shifted many agricultural functions from provincial to district level.

4. Health Sector

   • The DA oversees health infrastructure, including Basic Health Units (BHU) and Community Health Centers (CHC).
   • The Health Management Information System (HMIS) is a key tool for monitoring and evaluation.

5. Education Sector

   • The DA is responsible for education planning and budgeting.
   • The Educational Management Information System (EMIS) supports education management.

6. Local Revenue Generation (LRG)

   • The LGO 2001 mandates that 25% of the annual development budget be allocated for matching grants.
   • This initiative has not yet taken off due to lack of resources and support.

Recommendations and Outlook

• Strengthen Institutional Capacities: Training and capacity building for local officials and community groups are essential.
• Enhance Participation: Formal mechanisms must be established to involve the Private Sector (PS) and Civil Society Organizations (CSOs) in planning and decision-making.
• Improve Coordination: Clear guidelines and coordination mechanisms are needed between provincial and district institutions.
• Ensure Accountability and Transparency: The establishment of monitoring and evaluation systems, including the Monitoring and Evaluation (M&E) framework, is critical.
• Support Women and Marginalized Groups: Special efforts must be made to ensure their participation and empowerment in local governance.

Conclusion

The City Development Strategy outlines a comprehensive approach to improving local governance and service delivery in Peshawar. However, the implementation of the LGO 2001 has been slow and fraught with challenges, including weak institutional structures, limited resources, and political interference. Despite these hurdles, the strategy emphasizes the importance of people's participation, decentralization, and community-led development as key drivers for sustainable urban growth.