ANNUAL EVALUATION OF STATE OF MUNICIPAL SERVICES...

ANNUAL EVALUATION OF

STATE OF MUNICIPAL

SERVICES TOWN-1

PESHAWAR

Governance Score Card - Water Supply, Sanitation,

Solid Waste Management, Street Lights

(COMPARISON WITH PAST)

March 2014

This report was made possible with support from the American people through the U.S. Agency for

International Development (USAID). The contents are the responsibility of Akhter Hameed Khan

Resource Centre and do not necessarily reflect the opinion of USAID or the U.S. Government.

Governance Score Card

Water Supply, Sanitation,

Solid Waste Management, Street Lights

Contributor: Ms. Fakhira Khanam

Akhter Hameed Khan Resource Centre

#6, Street-56, F-6/4, Islamabad

T: 0092 51 2822752 DD: 0300 5017139 E:[email protected]

www.ahkrc.net.pk

www.ahkrc.org

Evaluation of State of Municipal Services Town-1 Peshawar

http://www.ahkrc.net.pk/

http://www.ahkrc.org/

Annual Evaluation of State of Municipal Services in Town-1 Peshawar City

i

Foreword

This study has been initiated by the Akhter Hameed Khan Resource Centre under a contract with

USAID Citizens’ Voice Project. The ‘Social Accountability of Municipal Services Delivery and

Development in Peshawar city’ Project makes an effort to introduce a citizen centric policy and

practice oversight and accountability mechanism. It is yet another initiative of AHKRC for urban

participatory development. An account of the issues being faced by the citizens can be compiled

through evaluation of the municipal services and citizens’ satisfaction with the services.

Right at the beginning of its efforts of AHKRC, the very first performance data was collected from

citizens in February 2012. The results were compiled as the ‘State of Municipal Services Report’ and

were shared with key stakeholders including the Minister for Local Government. The stakeholders

received the very first performance score card for the municipal services provided in the city. On

overall scale the services received and account for very poor service delivery. The report served its

purpose and it was well received in policy makers and service provider’s circles. In February, 2014

when it was a time when AHKRC is concluding its efforts, another stream of performance data is

collected from all 25 Union Councils, using same tools and methods which were implied in 1st score

card. The report in hand presents comparative analysis of the two years. Making governance

characteristics comparison transpires that over the time of project life there had been significant

change in not only overall score but in scores of each governance characteristic and each selected

service performance.

The report is again one of its kinds and offers a lot of simple but useful advice for policy makers,

service providers, civil society, and local stakeholders. Compiling this report has become possible

through efforts of many dedicated individuals. The technical advice of Dr. Nasir Javed and Dr. Kiran

Farhan and through insights provided by Mr. Said Ur Rehman (Provincial Coordinator, Local

Government & Rural Development Department KPK), Mr. Tahir Orakzai (Additional Secretary,

Planning & Development Department KPK), Mr. Javed Amjad (Town Municipal Administrator,

Town-1 Peshawar), Syed Aslam Sabzwari (Chief of Party Halcrow/MSDP), Mr. Imran Haider (Chief

Resident Engineer Halcrow), and Mr. Naseer Ahmad (Town Officer Infrastructure, Town-1,

Peshawar) brought this research to this end. Our hard working team members Shah Nawaz Khan,

Asghar Khan, and Hashmat Ara along with surveyors made it possible to visit communities and get

their feedback on services performance in high security risk situations. The work done by Fakhira

Khanam and Shaleem David in analyzing the data, unfolding the trends, and writing this report is

commendable.

Fayyaz Baqir Director Akhter Hameed Khan Resource Centre


ii

Contents FOREWORD ..................................................................................................................................................... I

CONTENTS ..................................................................................................................................................... II

LIST OF TABLES AND FIGURES ...................................................................................................................III

ABBREVIATIONS AND ACRONYMS .............................................................................................................. IV

EXECUTIVE SUMMARY .................................................................................................................................. V

1. INTRODUCTION ..................................................................................................................................... 1

1.1. BACKGROUND ................................................................................................ 1 1.2. REVISITING GOVERNANCE SCORE CARD (GSC) ............................................................... 2 1.3. STUDY OBJECTIVES ........................................................................................... 2 1.4. RESEARCH DESIGN, METHODOLOGY AND SCOPE .............................................................. 3 1.5. CONTENT AND CONSTRUCT OF SCORE CARD ..................................................................... 4 1.6. CHALLENGES AND LESSONS ................................................................................... 4 1.7. SCOPE AND LIMITATIONS ......................................................................................... 4 1.8. REPORT ORGANIZATION .......................................................................................... 5

2. GOVERNANCE SCORE CARD FINDINGS ............................................................................................... 6

2.1. FACTS AND FIGURES OF ASSESSED SERVICES ................................................................ 6 2.2. ASSESSMENT FINDINGS ...................................................................................... 8

2.2.1. Participation ................................................................................................................................. 8 2.2.2. Equity ............................................................................................................................................ 9 2.2.3. Transparency .............................................................................................................................. 10 2.2.4. Strategic Vision ........................................................................................................................... 12 2.2.5. Rule of Law ................................................................................................................................. 13 2.2.6. Responsiveness ........................................................................................................................... 14 2.2.7. Accountability ............................................................................................................................. 16 2.2.8. Sustainability .............................................................................................................................. 17 2.2.9. Quality of service ........................................................................................................................ 18

2.3. COMMON DEMANDS AND ISSUES OF CITIZENS ................................................................. 20 2.3.1 Water Supply Service ...................................................................................................................... 20 2.3.2 Sanitation Service ........................................................................................................................... 21 2.3.3 Solid Waste Management System .................................................................................................. 22 2.3.4 Street Lights .................................................................................................................................... 24

3. CONCLUSION AND RECOMMENDATIONS .............................................................................................. 25

3.1. OVERALL CONCLUSIONS ..................................................................................... 25 3.2. COMPARISON OF CONCLUSIONS BETWEEN SERVICES .......................................................... 26 3.3. REVIEW OF CONCLUSIONS WITHIN SERVICES ................................................................. 28 3.4. LESSONS LEARNT AND RECOMMENDATIONS ................................................................... 30

3.4.1. Lessons Learnt and Recommendations on GSC .......................................................................... 30 3.4.2. Recommendations for TMA and Service Providers ..................................................................... 30

ANNEXES ....................................................................................................................................................... 34

ANNEX 1: LEGAL & INSTITUTIONAL FRAMEWORK FOR MUNICIPAL SERVICES IN PAKISTAN .............................. 34 ANNEX 2: TOWN-1 PESHAWAR UNION COUNCIL WISE POPULATION (1998 CENSUS) ................................. 35 ANNEX 3: DATA COLLECTION LOCATIONS AND PARTICIPANTS ......................................................... 36 ANNEX 4: GSC DATA COLLECTION TOOL ............................................................................. 37


iii

List of Tables and Figures FIGURE 1: GOVERNANCE SCORE FOR PARTICIPATION (%) .............................................................................................. 8

FIGURE 2: GOVERNANCE SCORE FOR EQUITY (%) ....................................................................................................... 10

FIGURE 3: GOVERNANCE SCORE FOR TRANSPARENCY (%) ........................................................................................... 11

FIGURE 4: GOVERNANCE SCORE CARD FOR STRATEGIC VISION (%) .............................................................................. 12

FIGURE 5: GOVERNANCE SCORE FOR RULE OF LAW (%) .............................................................................................. 14

FIGURE 6: GOVERNANCE SCORE FOR RESPONSIVENESS ................................................................................................ 15

FIGURE 7: GOVERNANCE SCORE FOR ACCOUNTABILITY (%) ......................................................................................... 16

FIGURE 8: GOVERNANCE SCORE FOR SUSTAINABILITY (%) ........................................................................................... 18

FIGURE 9: GOVERNANCE SCORE FOR QUALITY OF SERVICE (%) ................................................................................... 19

FIGURE 10: OVERALL GOVERNANCE SCORE FOR MUNICIPAL SERVICES (%) ................................................................... 25

FIGURE 11: SERVICES COMPARISION ON OVERALL SERVICE SCORE (%) ......................................................................... 26

FIGURE 12: SERVICES COMPARISON ON GOVERNANCE CHARACTERISTICS (%) FOR 2013 AND 2014 ............................... 27

FIGURE 13: GOVERNANCE SCORE OF WATER SUPPLY SERVICE (%) .............................................................................. 28

FIGURE 14: GOVERNANCE SCORE OF SANITATION AND SEWERAGE SERVICES (%) ........................................................... 28

FIGURE 15 GOVERNANCE SCORE OF SANITATION & SEWERAGE SERVICE (%) ........................................................................ 28

FIGURE 16: GOVERNANCE SCORE OF SOLID WASTE MANAGEMENT SERVICE (%) ............................................................ 29

FIGURE 17: GOVERNANCE SCORE OF STREET LIGHT SERVICES (%) .............................................................................. 29


iv

Abbreviations and Acronyms

AHKRC Akhter Hameed Khan Resource Centre

CMO Chief Municipal Officer

GSC Governance Score Card

LG&RDD Local Government and Rural Development Department

MNA Member National Assembly

MPA Member Provincial Assembly

MSDP Municipal Services Delivery Program

SWM Solid Waste Management

TMA Tehsil Municipal Administration

USAID United States Agency for International Development


v

Executive Summary

To meet the aims of ‘performance assessment and accountability of state functionaries’, and

‘advocacy for demand-oriented development planning’ the governance score card of municipal

services was pursued in Peshawar City on eight principles of good governance. GSC is a tool to

engage citizens in assessing the quality of basic public services based on their experiences to be

captured in terms of their satisfaction in relation to specific attributes of services. Right at the

beginning of project in 2013 very first performance data was collected from citizens in February. The

results were compiled as the ‘State of Municipal Services Report’ and were shared with key

stakeholders including the Minister for Local Government. The stakeholders received the very first

performance score card for the municipal services provided in the city. The survey reveal key

findings of governance score card which was imparted for the four significant and basic services of

Town Municipal Administration on nine principles of good governance.

On overall scale the services received only 29.73% score, which accounts for very poor service

delivery. In February, 2014 when it was a time when AHKRC is concluding its efforts, another

stream of performance data is collected from all 25 Union Councils, using same tools and methods

which were implied in 1st score card. The score card of 2014 for the municipal services showed

significant change. On overall scale the services now received a score of 43.72%, which accounts for

fair service delivery. Making governance characteristics comparison transpires that over the time of

almost one year there had been significant change in not only overall score but in scores of each

governance characteristic and each selected service performance.

The overall satisfaction of citizens with water supply service was 33.02% which has now improved

to a level of 49.55%. The water supply service performance level vis-à-vis citizens’ satisfaction has

shifted from poor to good. This is a notable change in the water supply service perceived

performance. On the other front, the score of Sanitation service has improved from 28.70% to

40.77% which marks a shift from ‘very poor’ to ‘fair’ score. The score on satisfaction with street

lights service has also improved considerably from 28.66% to 41.4%, which is again a shift from ‘very

poor’ to ‘fair’ services. Solid waste management service which was rated the least in 2012 among all

services with a score of 28.53% has considerably shifted to a score of 43.42%. This is a shift from

‘very poor’ to ‘fair’ service delivery and planning. Encouragingly, the solid waste management service

has also improved in comparison to the other services. Now it is among the two highest rated

services.

The changes in scores of governance parameters irrespective of service unfold interesting trends.

‘Accountability’ was rated lowest at start of citizen engagement efforts while at this stage citizens

rate ‘strategic vision’ as the least in score. Despite shifts between governance parameters score, the

overall score for each of the governance parameters has improved noticeably.

The repeated rollouts of governance score card have many aspects. First, the GSC survey

contributed towards citizens’ awareness and mobilization, and second it’s utility in providing a

baseline to policy makers for assessing their own performance. Lessons learnt from the study forms

the basis of recommendation on both these counts as well as on the fact that citizens’ don’t consider

TMA as the only contributor to the achieved scores. The state of municipal services reflected

through governance score card does not merely intend to present an overview of the existent

situation but also endeavors to highlight the whims, wishes, point of views and opinions of the


vi

citizens regarding the public services they are being provided. The baseline Governance Score Card

on four select basic services in Town-1 Peshawar, with a specific focus on characteristics of

governance has highlighted a number of aspects on the working of TMA, its staff, and its contractors.

Enhanced space for community awareness, stakeholder interaction and projection of community

issues ought to be created through mass media. Community Based Organizations supported by

NGOs need to take the lead role for prioritizing problems and initiating result-oriented dialogues.

In future settings, citizens are inclined to participate in such performance assessments as in their

view, the governance score card survey has enabled them to objectively criticize the performance of

services provided to them. On part of government functionaries, the two surveys have brought a

sense of achievement to the TMA which was striving to make corrective actions to citizen’s

demands.

28.1

8

37.9

5

36.2

9

28.6

2

35.3

4

29.4

9

28.9

2

34.8

1

37.5

4

26.2

9

32.0

6

32.3

7

26.1

8

30.8

3

27.3

1

26.4

6

29.1

4

27.6

7

26.6

7

32.1

8

32.2

0

26.4

2

29.4

8

26.5

7

26.3

0

29.4

3

27.5

5

29.2

3

27.3

3

31.0

6

26.4

9

26.1

8

26.7

8

25.4

9

37.0

0

28.4

0

20

22

24

26

28

30

32

34

36

38

40

Services Comparision on Governance Characteristics (2013)

Water Sanitation SWM Street Lights

42.7

3

54.6

7

52.5

9

42.4

0

49.6

4

49.1

5

46.8

3

51.9

6

55.9

4

34.7

2

35.2

2

45.3

4

37.9

0

42.7

9

43.0

2

43.1

2

42.8

4

42.0

0

33.6

7

37.9

4

46.8

8

33.7

3

44.3

8

41.0

3

42.5

5

45.6

3

44.4

7

41.0

9

45.1

2

45.0

4

37.4

9

42.1

7

43.0

1

42.7

6

47.0

9

47.0

3

20

25

30

35

40

45

50

55

60




1

1. Introduction

1.1. Background

Unlike private sector companies ensuring customer satisfaction in a competitive environment to

survive, public agencies are generally dominant monopolies existing in zero competition but

consequently lack incentives to be responsive to citizens needs. The clients of the public services are

the citizens who mostly bear a cost to opt for these public services. These services range from

primary health and education to public transport to drinking water. A host of basic public services is

administered by the municipal administrations and allied local service providers. All those services

which come under jurisdiction of municipal administrations are termed as municipal services. The

key characteristic of municipal services is door to door delivery of the services at local level. Water

supply, sanitation, solid waste management, and street lights are a few, yet significant municipal

services. Any mismanagement and flaws in delivery of these services have health and environment

implications ultimately influencing overall social and economic situations.

After dissolution of local government ordinance (2001) and provisional arrangements to manage

local administrations there were a few opportunities for citizens to raise their voices for effective

service delivery and development planning. Peshawar, which is a Metropolitan district, consists of

four Towns (Town-I, Town-II, Town-III, and Town-IV). The municipal services are provided by the

TMAs and supported by relevant authorities and corporations. The Town-I (Peshawar City) being

largely urban is a hub of economic activity of the district and consists of 25 Urban Union Councils

and hosts an estimated population of 1.0Million individuals. In current legislative and administrative

scenarios, the municipal functions are being dealt by municipal administration.

Over recent past, there had been demands of improved municipal service delivery in the town. The

complex administrative structures (governance systems) do provide methods and policies for

citizen’s involvement in services demand and oversight but the practice was contrary. Akhter

Hameed Khan Resource Centre (AHKRC) with financial assistance of USAID’s Citizens’ Voice

Project took these demands as an opportunity and made an effort to introduce, test, and sustain a

citizen centric policy and practice oversight and accountability mechanism. It was assessed that since

citizens are directly affected by service delivery and policy making of municipal services; collective

issues faced by citizens at larger levels should be brought forward and highlighted to the government

officials, CBOs, TMA officials, researchers and academia.

An account of the issues being faced by the citizens can be compiled through evaluation of the

municipal services and citizens’ satisfaction with the services. There is a wide variety of tools

available to evaluate municipal services whereas AHKRC choose the ‘Governance Score Card

Method’. The first governance score card was made available to policy makers in 2013, which served

its purpose of critically highlighting citizens’ concerns, needs, demands, and priorities. Right from first

governance score card and to this date of report, AHKRC conducted various efforts to engage

citizens and service providers in resolving local issues. The service providers, policy makers, and

citizens can assess from the report that what has changed over the course of time.


2

1.2. Revisiting Governance Score Card (GSC)

Governance Score Card (GSC) is a tool to engage citizens in assessing the quality of basic public

services. These may include primary health, education, water supply, public transport, sanitation etc.

The governance score card survey can be used for an overall assessment of the performance of any

public agency. This assessment is based on the citizens’ experience to be captured in terms of their

satisfaction in relation to specific attributes of services. These attributes can range from access,

availability, quality and reliability, responsiveness and transparency. The survey utilized this technique

for assessing the quality, performance and service delivery of the select municipal services

administered for PeshawarTown-1 by the Municipal Corporation.

GSC is not just another public opinion survey; rather, it is a collective reflection of citizens’ feedback

on the performance of a service provider. The citizens’ perceptions are shaped by their experience

of using a particular service for a certain length of time. The key strength is GSCs ability to quantify

consumer feedback using a representative sample. This is achieved by systematically gathering and

disseminating user feedback and providing the information needed to goad public service providers

towards initiating reforms.

Figure 1 : Governance Parameters and Principles

1.3. Study Objectives

The purpose of the study was to evaluate and compare the citizen perception and satisfaction about

the services of water supply, sanitation, solid waste management, and street lights services based

Principles of Governance

Participation

Equity

Transparency

Strategic Vision

Rule of Law

Responsiveness

Accountability

Sustainability


3

upon certain governance parameters. The study was designed to address questions focusing on

determining the trends of governance parameters scoring by citizens in Town-1 of Peshawar.

generate experience driven, scientifically analyzed and quantified knowledge of services

performance that make it difficult for the service providers to ignore the information

generated through score card;

enhance public awareness on issues of service quality to pro-actively demand greater

accountability, accessibility and responsiveness from service providers;

process facilitation for open and proactive discussion on the performance of public agencies;

provide empirical evidence to lead service providers towards enhanced responsiveness for

reforms to improve the quality of services;

enable government (especially planning departments) to prioritize budget allocations and

monitor implementation; and

Facilitate partnerships by bringing together citizens, government and civil society

organizations in face-to-face meetings as a post evaluation strategy.

1.4. Research Design, Methodology and Scope

The GSC process required a fair deal of preparatory groundwork and follow-up efforts for

development of governance parameters and indicators in the select sectors of water supply,

sanitation, solid waste management, and street lights. The governance score card of municipal

services on the component of Solid Waste Management (SWM) was designed and survey was

conducted in Peshawar City covering all 25 union councils. The governance score card process

required a fair deal of preparatory groundwork. The consultative development of governance

parameters and indicators was carried out in early 2013 through discussions with key stakeholders

including representatives from town municipal administration, local government, planning and

development department, and municipal services specialists. For the study in hand the well trained

survey team collected the actual data during the month of February, 2014 through consensus scoring

against each governance indicator.

Data collection started from identifying target groups within town-1 who could help with the

implementation of the score card. These included traditional leaders, members of local government,

and workers at the service facilities, community volunteers, and general community members. The

key support was received from citizens’ resource group of municipal services.

To obtain broad participation from all parts of the community, a meeting was preceded by full-scale

mobilization of people in the community through an awareness raising campaign that informed

people about the purpose and benefits of the GSC. To conduct Focus Group Discussions (FGD)

preliminary stratification of the union councils was undertaken. While this stratification helped

survey team in selecting sample locations for the FGDs. In each union council and in each survey, 4

FGDs were conducted which included 2 FGDs with female community members and 2 FGDs with

male community members. The focus groups discussed each performance indicator and came up

with consensus scoring of the parameters. The test and actual field data collection of 2013 survey

started from January, 2013 and was completed on March, 2013. The communities of all 25 UCs

participated in the survey and the survey had an outreach to 1035 valid respondents (individuals)

directly participating in the survey. The actual field data collection of 2014 survey started in January,

2014 and was completed in February, 2014 which covered 1047 valid respondents.


4

1.5. Content and Construct of Score Card

The GSC includes governance parameters for Participation, Rule of law, Transparency, Strategic

Vision, Responsiveness, Effectiveness and Efficiency, Equity, Accountability, and Sustainability. The

indicators for each of these principles are developed with technical support from sector experts.

The focus groups were required to give a score from 1 to 5, for each of the indicators, depending

upon their assessment. The final scores consist of calculations using the weighted average of these

four categories and percentages are calculated.

The scoring interpretation to be used is based on the following percent scores;

‘exceptionally good ‘ for range 85-100%,

very good for 70-85%,

good if the score is 50-70%,

‘fair’ for 40-50%,

‘poor’ for 30-40% and

‘very poor’ if the score is below 30%.

The detailed parameters and indicators are available in annexes.

1.6. Challenges and Lessons

Following were the challenges encountered and lessons learnt in the development and

implementation of the score card:

Conducting a large survey of service users is costly and time consuming. In addition to

skilled human resources and a dedicated organization to sustain the process, it required

extended financial support;

The issue of community awareness and language could become a challenge if initial

awareness and mobilization was not catered for in aligned activities of the overall project;

Availability of suitable place and space for the FGDs was of crucial importance. To cater for

this community places have been used which required a great deal of social mobilization and

citizens coordination and support;

Commonly citizens had to be oriented on each municipal service which highlighted a great

need of community awareness programs on their right to services;

Local security situation was a great concern for research team which had to be tackled

through local researchers and community volunteers.

1.7. Scope and Limitations

Being the first of its kind, the governance score card largely relies on community level survey, field

observations, interviews, meetings, and stakeholder consultations. The union council wise data was

collected in sample sites and can be modeled to represent entire population of the town on sample

basis. The field work of union council wise survey has been conducted during January-March, 2013

and January-February, 2014.


5

It was not possible to reach each and every segment of the service users. Therefore, representatives

from different areas were selected and capacitated to participate in the focused group discussions.

Efforts were made to make the sample as representative as possible, but how far the opinion of a

few thousand participants is truly representative in a population of around 0.7 million individuals, is a

question mark. Although study and survey results can be qualitatively generalized for Peshawar City,

the perception differences based on highly underserved communities are not catered for in this

study. It is also important to note that the conclusions are indicative in nature and require further

detailed feasibility assessments. It is significant to note that score card ratings between time cannot

be concluded to be fully dependent on citizens’ engagement efforts, there are a host of other

developments in the town which are well integrated with the citizens voices.

1.8. Report Organization

The main contents of the report are composed of three chapters followed by Exhibits, Index of

Terms, and Annexure:

Chapter 1:

This chapter sets the background of the study and also states objectives, the methods used

reliability of findings and scope of the survey.

Chapter 2:

This chapter is organized into governance parameter wise sections and covers comparison

of two survey results for Water Supply, Sanitation and Sewerage, Solid Waste Management,

and Street Lights collectively. Within this chapter the content is organized by municipal

services.

Chapter 3:

Chapter 3 systematically concludes the findings on overall grounds and reads between the

findings and throws light on overall generic assessment. This chapter also presents an overall

score against each governance parameter and presents recommendations for further

actions.

Annexure:

The annexure provide key important background and technical material and aids specific to

the study.


6

2. Governance Score Card Findings

2.1. Facts and Figures of Assessed Services

Focused Group Discussions provided effective and innovative platforms to the people of the 25 UCs

of Town-1 Peshawar to give their verdict regarding the quality of municipal service delivery. Most of

the participants deliberated that they had not been granted such opportunities in the past to share

their opinion about the services delivered and that there was a pressing need to expand this process

of consultation further. It may be remembered that the participants put forth their point of view in

the aftermath of the resources made available to them in relation to each of the five municipal

services discussed. The participant perceptions and observations must be studied against this

backdrop.

2.1.1. Water Supply

The operational framework of water supply system in Town-1 is weighed down with systematic

weaknesses. Some of these include illicit payment of fees for illegal connections and routing of water;

irrelevant and ineffective tariff structure; lack of suitable response to consumer priorities and

complaints; and most importantly lack of initiative (in past) on part of TMA to engage citizens in

decision making, planning and implementation process. These deficiencies have left the people

alienated which have further added to the TMA’s inability to tackle the unlawful connections,

encroachment of pipelines and other malpractices which undermine operations.

The water supply system consists of a haphazardly planned piped network primarily dependent on

ground water as main source. Several schemes have allocated extensive public investment for

installing water tube wells. The wide network of tube wells (almost 500wells) is inadequately

maintained, many year old, rusty, leaking pipes with uneven water distribution and that too with

unsafe and visibly dirty water having mud and sand contents, further complicating the situation.

There is no centralized documented record of the location and size of the laid pipes.

The water supply via this network is not regular and is adversely hampered by the intermittent

power outages. Sometimes the service discontinued for long periods of time without any prior

notice. During such breakdowns, the people have to resort to private tankers, water cans or private

boreholes. Some of the citizens complain about the taste, colour and smell of the water as well and

allege that it is marked by turbidity and salinity. This contamination of water sometimes gives rise to

water borne diseases as well. The government made investment on filtration plants in the city before

2008. The citizens complain that the filtration plants are not maintained by the local administration

and have lost their utility.

The TMA has plans to rehabilitate the water supply system and provide water to under-served

areas, and of improving the quality of water through activation of non-functional water works. But

this stands for future plans. The assessment is based on the existing situation.

2.1.2. Sanitation

Sanitation includes the services of sweeping and cleaning as well as sewage and wastewater disposal.

Most of the households in Town-1, almost two-fifth, have a dedicated sewerage connection for

disposal of toilet waste. While some, reportedly use the drain outside their houses for waste


7

disposal. The sewers are not cleaned regularly as quite a few of the participants of FGDs stated that

they were only cleaned when blocked and the locals had to hire private cleaners for this purpose.

According to them, major sewerage problems are due to blocked gutter lines and stagnant rain

water owing to the absence of proper drainage outlets.

Town Municipal Administration has a current strength of 2300 sanitary workers, against an

estimated requirement of at least 3000 workers. Out of these, 230 staff, i.e. almost 10% are females,

who are 40 plus in age and hence quite unsuited to the harsh and strenuous duties of street

sweeping. Amongst the male workers, general age group starts from 40years and almost 500 are

nearing the age of retirement with frequent off-sick days. With frequent absence of sanitary staff and

insufficient salaries, the TMA is constrained to keep the city clean and dry with just 2300 workers

i.e. almost 76% of the requisite workforce. None the less the available workers cannot be uniformly

distributed in all the urban union councils.

The sanitary staff consists of two types of staff one who sweeps roads and streets, others who clean

the drains. Due to insufficient resource availability in terms of functional man power and the

situation of sanitation remains worse. The sanitary workers are in extreme depriviation where

welfare is at risk due to unsafe working conditions and no-health insurance coverage.

2.1.3. Solid Waste Management

Presently 37% respondents do not have access to waste collection from their houses as per survey.

There is no door to door collection system available to the citizens by the town administration. The

waste is mainly dumped into main sewerage line, blocking it and choking it at various points. Both

commercial and residential areas remain underserved. The waste dumping vehicles are insufficient to

cater for local needs. The town is big enough to remain unmanageable by the town administration.

The citizens have shown dissatisfaction towards level of solid waste management service available to

them.

Table 1: Citizens Feedback on Solid Waste Management System1

Scoring Criteria %

Unsatisfied

%

Unsatisfied

2014 2013

Distance from home to collection site 92.9 47

Number of garbage containers 97.4 58

Sanitary condition of garbage containers 91.9 56

Regularity of emptying garbage containers 87.6 55

Cleanliness of area near garbage containers 90.4 57

Location where the containers are placed (too close to

house, bad smell)

96.0 51

Citizens behavior towards waste disposal 40.8 58

1 Data Source: Governance Score Card Survey.


8

28.18

26.29

26.67

29.23

42.73

34.72

33.67

41.09

WATER SUPPLY

SANITATION

SOLID WASTE MANAGEMENT

STREETLIGHTS

2014 2013

Figure 2: Governance Score for Participation (%)

2.1.4. Street Lights

Presently more than 24000 street light points are now operational of which almost all have been

activated since January 2013 by the present administration. There is still a deficit of around 24000

points in the city. The service remained non-prioritized by the local administrations especially in

residential areas while citizens have also not talked too much of the needs. Despite low priorities

the street lights service (current points and old points) provides coverage to 51.8% of the total

surveyed area. As of 2014 February, no new street light points are added to Town-1 while existing

lights are maintained. The XEN shares that there is an official ban on adding new street light points.

2.2. Assessment Findings

The section below portrays a comparative analysis of the results of the Governance Score Card

(GSC) surveys for the years 2013 and 2014. The findings are presented according to the enlisted

nine core characteristics of good governance. To avoid repetitions, all the four services are

collectively presented under each parameter.

2.2.1. Participation

Participation refers to the wider civil society involvement in making choices and decisions on matters

of municipal interest and public importance. Citizen engagement in policy making as well as design,

implementation, monitoring and supervision strives to bridge and reconcile the gulfs existent in the

regimes of trust and confidence between the public at large and the government agencies.

Participation could be either direct or through legitimate intermediate institutions or

representatives. However, it needs to be informed and organized in order to be meaningful.

Participation envisages the people as the prime doers and the deliverers of solutions to their own

problems instead of being the passive recipients of somebody else’s idea of what they need.

Indicators

The following indicators were used to assess the public response on this aspect of good governance

in Town Municipal Administration Town-1 Peshawar:


9

1. Level of participation of NGOs, CBOs, trader associations etc. in the decision-making e.g. in

laying down service schemes (water supply, SWM routes, street light points etc).

2. Level of cooperation and assistance provided to citizens when service is expected to be

unavailable.

3. Level of citizen consultation in service delivery mechanism and feedback.

Comments and Suggestions

The average grade for the parameter for 2014 was 44% against that of 28% for 2013 which indicates

a significant hike of 16%. The GSC survey conducted in 2013 brought this parameter to the forefront

as one of the weakest areas of the town administration. However, the results in 2014 reveal that

there has been an improvement in involvement of people at the grassroots in broad-based decision

making. The 2014 survey manifests Participation as the most improved attribute since last year which

in itself is a huge achievement.

The least improvement can be seen in the Solid Waste Management (SWM) services which show an

increase of 7% from the previous score while Water Supply services have depicted the greatest

improvement of 15%. The consultations initiated by AHKRC seem to have ignited the spirit among

the citizens of the surveyed areas to present their demands through legitimate channels and conduits

in accordance with their actual needs. However, there is still massive room for improvement left

which has to be resolved through effective mechanisms that facilitate participation from the civil

society organization as well as town administration.

Suggestions follow that

The TMA should endeavor to formulate such strategies which mainstream the citizen

opinion in the decision making process through extensive consultations and deliberations

before laying down water supply schemes, sewerage network, waste collection routes and

frequency and selection of street light points;

The TMA should explore public-private ventures that not only endorse the municipal

services as bankable and competitive commodities through viable foreign and local

investments but also set up a framework of local level committees responsible for

monitoring, oversight, accountability, maintenance and provision of utilities;

The TMA should arrange local level consultative meetings, involving ex-elected councilors,

Union council nazims, local politicians, NGOs and CBOs etc.;

The TMA can learn from the initiatives of community organizations in participatory

development;

The citizens should be informed about schedule of discontinuity of a specific service due to

technical reasons or for scheduled maintenance;

Feedback mechanisms along with immediate corrective actions can go a long way in

restoring the trust deficit between TMA and general public.

2.2.2. Equity

Any society’s well-being depends upon ensuring that all its members feel that they have a stake in it

and do not feel excluded from the mainstream society—in particular the weak and the marginalized.

Exclusion of any segment of society and violation of its basic rights leads the society into turbulence,

turmoil and chaos. Equity ensures that the marginalized are mainstreamed and various religio-

political, social, ethnic and geographic disparities are exterminated. Equity goes a step beyond


10

37.95

32.06

32.18

27.33

54.67

35.22

37.94

45.12

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 3: Governance Score for Equity (%)

equality, in that it tries to take care of the existing disparities with added efforts at bringing forward

the disadvantaged sections of society. Equity qualifies that the impoverished, backward, neglected

and under-served areas and segments of societies should be provided with the essential municipal

services on the same footings as others.

Indicators

1. Is cost of service justified for the service provided to the citizens vis-à-vis affordability by

lower income segments of population

2. Number of supply connections sufficient to serve the purpose vis-à-vis demand vs supply


With the score of 47% this year as opposed to 32% of last year, this parameter has secured

improvement by 15%. This improvement is greater than the overall Governance Score average of

14% which amplifies the fact that the consumers are satisfied with the equitable treatment of TMA in

terms of provision of the services of sanitation, water supply and streetlight. Water Supply services,

as for Participation, have shown a distinct improvement of 27% while the least improvement was

shown by Sanitation and Sewerage services which improved by merely 3%. Street Light services have

also secured significant amelioration of 18%.

The Focused Group Discussions (FGDs), however, highlighted the fact that the areas with local

political, social and religious representatives better linked to service providers were successful in

securing attentive and high quality services. Some respondents pointed out that the government only

paid attention to areas under influence of MNAs and MPAs. It was also discussed that commercial

areas of the city were better served. Equitable resource distribution is required to get rid of these

disparities.

2.2.3. Transparency

Transparency means that decisions taken and their enforcement are done in a manner that follows

rules and regulations. It also means that information is freely available and directly accessible to

those who are affected by such decisions and their enforcement. Rules and regulations should be


11

36.29

32.37

32.20

31.06

52.59

45.34

46.88

45.04

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 4: Governance Score for Transparency (%)

simple, well defined and properly followed in order to maintain the transparency. Availability of

information should be ensured through mass media. Public relations should be strengthened which

are instrumental in restoration of people’s trust in the government agencies. More commonly lack of

transparency is perceived by service users to be closely linked with monetary corruption.

Transparency develops trust among the service providers and consumers.

Indicators

1. All connections are obtained through proper procedure

2. The procedure of getting new service and supply connection is clear and easy

3. The department personnel are helpful in acquiring new connections/resolving problems

4. The personnel do not charge anything extra for resolving consumers problems

5. In case of any complaint/problem, communication with department is easy and adequate

6. Consumers feel free to give honest feedback about municipal services


Transparency secured a governance score of 33% as opposed to that of 47% in 2014 showing a gain

of 14%. This gain is equal to the mean gain for the 2014 survey. Water Supply services have again

topped the charts with an improvement of 17% whereas Sanitation services have shown the least

improvement of 13%. The overarching feeling observed in the FGDs was that the continuous

absence of TMA employees from their duties was a big hurdle in quality service delivery. Despite the

prominent improvement in the score, many respondents articulated that getting a new water or

sewerage connection was very difficult and department personnel demanded for additional money.

Suggestions follow that,

Relevant information should be made available via internet, television, radio, newspapers and

other mass media

Civil society should be given role in monitoring and supervision

Grievance redressing policies should be uniform

Salary packages should be revamped to discourage bribery

Public relations department ought to be established within Municipal Corporation to make

the communication with the consumers more effective


12

28.62

26.18

26.42

26.49

42.40

37.90

33.73

37.49

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 5: Governance Score Card for Strategic Vision (%)

2.2.4. Strategic Vision

Strategic Vision was thought as the ability to plan and conceptualize. However, in the local context it

has been explained as the strategy and the long-term planning to provide equitable and uniform

services with universal coverage. Strategic vision underlines the extent of far-sightedness and

acumen in planning to cater for the future demands through realistic causal analysis of the consumer

market. It may account for determining the fact that whether existing facilities will be sufficient for

the increasing population in say 5 year time or they will have to be further expanded along with

appropriate operation and maintenance.

Indicators

1. People are consulted about any changes in policy, quality and/or services provided.

2. Whether policies include insights and experiences, knowledge, and opinion of local

community level experts


Strategic vision, securing the least score (38%) of all attributes in 2014 survey, has come up as the

weakest link in the chain of municipal services as it has also depicted the least improvement of 11%

as compared to last year. 2103 score for Strategic Vision was 27% whereas in the 2014 survey it

gained the score of 38%. Water Supply services were the highest scorers again with an improved

score of 42% acquired in 2014 in contrast to the score of 29% obtained in 2013. The least

improvement (only 8%) was presented by SWM services which are well below the overall mean gain

of 14%.

The low score obtained by SWM services was due to the participants’ discontent on the vision,

strategy and long term planning of the policy makers and planners and reiterated that such stark

contrasts were bound to exist in the presence of myopic planning. The citizens shared that finding

records of local development plans (actual maps and works) was quite difficult. It was deliberated


13

that new projects and interventions by the government were launched without keeping in mind the

past records and future implications.

It was also argued that the intermittent changes in governance structures and inordinate postings of

the concerned officials were also impediment to effective strategizing. Another criticism voiced by a

few vocal educated participants was that opinion of experts was not being taken while formulating

long term plans. The communities shared that there have been few efforts in involving citizens in

change of policies. Whenever there is a policy change it is communicated through print media by

local reporters instead of government. Moreover details of the changes and the implications of

changes on citizen’s lives are rarely brought in attention. All such communications which imply a

policy change are very ambiguous and difficult to understand and interpret by ordinary people.


Solid Waste Management needs to be given top priority.

Government should properly inform citizens on policy changes through print and electronic

media.

The policies should adhere to the principle of consistency avoiding abrupt policy shifts

without the consultation of the civil society.

Policy changes should be communicated by the government via legitimate conduits and hand

outs and brochures should be disseminated to keep the public informed. Such information

can also be channeled through municipal staff.

Citizens and civil society organizations should be involved for technical planning and

implementation.

TMA ought to initiate a regular process of consultation with the locals to assess their

demands and adjust its service delivery mechanisms in its accordance.

2.2.5. Rule of Law

There is a consensus that good governance requires fair legal frameworks that are enforced

impartially. It also requires full protection of citizen rights, particularly those of the poor, the week

and the marginalized. Commonly following policies and procedures and accounting for compliance is

termed as rule of law. When the laws are well defined and followed without any discrimination it

means the rule of law is in practice. Citizens are protected against any misconduct and mishandling.

Implementation of the policies and procedures is also referred to as rule of law.

Indicators

1. All consumers pay according to law.

2. All connections are legal and acquired through proper channel.

3. In case of complaint against any department personnel, prompt and adequate action

is taken.


The presence of Rule of Law has been perceived very strongly by the focus groups especially when it

is linked with citizens own actions. This has been evident in the governance score for 2014 which

has shown an increase of 14% from the last year when the survey was held. In case of this attribute,

the Street Light services have shown the greatest increase of 16% from the last year while Water

Supply service along with SWM services has displayed improvement of 15%. Sanitation and Sewerage


14

35.34

30.83

29.48

26.18

49.64

42.79

44.38

42.17

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 6: Governance Score for Rule of Law (%)

services have attained the least increase of 12% which is just 2% lesser than the average governance

score.

The high scores obtained by this parameter account for the actions taken by municipal

administration on complaints against staff and services performance. Recent public hearings also

count for improving the score of this parameter. In past, the TMA seemed to not have earned a

good reputation in the strict and uncompromising implementation of the rules and regulations.


An overall need to implementation of rule of law is recommended as in a few instances the

participants clearly mentioned that this principle was not strictly followed at lower levels of

administration.

Communities should be empowered by giving them roles in monitoring service providers’

performance.

A wider publication of the prevalent rules and laws is required to encourage better following

and implementation.

Well defined cost should be charged from the consumer

Areas are treated on equal basis and services are provided on the same footings to all the

consumers

2.2.6. Responsiveness

Good governance requires that institutions and processes serve all stakeholders within a reasonable

time frame. In fact, good governance is a by-product of responsive governance. When the TMA has

staff available to provide information, address grievances; understand changing needs and initiatives,

it can be assumed to be responsive governance. Provision of quality and uninterrupted municipal

service indeed is a good parameter to assess responsiveness. Prompt, efficient and uninterrupted

delivery of services to the end-users accounts for responsiveness which is the corner stone of good

governance.


15

29.49

27.31

26.57

26.78

49.15

43.02

41.03

43.01

0.00 10.00 20.00 30.00 40.00 50.00 60.00

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 7: Governance Score for Responsiveness

Indicators

1. Issue resolution upon information

2. Staff responsiveness and quick action on complaints

3. Discontinuity of service with prior notice

4. Overall satisfaction of citizens with department


Responsiveness is the highest scorer along with Participation in terms of the increase from the last

year’s score. It displayed an improvement of 16% having acquired 43% score in 2014 as opposed to

27% in 2013. Water Supply services, for this parameter, again were the highest scorer as these

attained an increment of 20% from the last year. Street Light and Sanitation services ranked second

in this regard with an improvement of 16%. The least score (41%) was obtained by SWM services in

2014 as these presented the lowest increment of 14%.

Emerging as the strongest piece of the jigsaw of governance from the survey, the impression during

focused group discussions was reflected as quite dissatisfactory. Participants did feel that the TMA

had generally not been responsive to their needs and grievances. The lower score for SWM services

may be attributed to the less number of sanitary workers, poor complaints mechanism, non-

responsiveness of TMA on complaints, low responsibility on behalf of certain stakeholders, and

ambiguity of roles among service providers. Citizens also considered poor maintenance of service

stations as being non-responsive to their needs and priorities. A small group of the participants were

satisfied about the responsive behavior of the workers and staff.


The complaint centers should exist in reality instead of just being on papers.

All registered complaints should be strictly monitored for resolutions and quick action on

part of TMA employees.

Dedicated complaints and grievance addressing department should be constituted within the

ambit of TMA.

Complaints should be registered and follow up should be conducted to ensure their timely

resolution.


16

28.92

26.46

26.30

25.49

46.83

43.12

42.55

42.76

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 8: Governance Score for Accountability (%)

Complaints resolution procedures should be advertised widely through mass media and

other channels of communication.

Communities should be made part of the monitoring and supervision process.

Immediate action should be taken against staff portraying lethargy and resorting to delaying

tactics.

2.2.7. Accountability

Accountability implies ensuring the rule of law, especially by the municipal staff in the provision of

services. The principle of accountability is linked with those of transparency and equity. There are

various levels of accountability assessment.

Indicators

1. Is prompt and effective action taken against TMA staff on public complaints?

2. Is disciplinary action taken uniformly for all categories of officers and staff?

3. Any responsibility felt and fulfilled by the citizens and the civil society organizations in

controlling corruption


Accountability showed the second lowest average increase (11%) in governance score for the survey

held in 2014. This is well below the mean gain for the governance scores of 2014 by 3%. The year

2013 saw Accountability securing a governance score of 27% while in 2014, it secured 38% score.

Water Supply services together with Street Lights services amassed 18% increment from the last

year whereas 17% increase was observed for SWM and Sanitation services. The lowest governance

score, as in 2013, which also still stands low in 2014 is solid waste management service. This

consolidates the assumption that sanitation and solid waste management service are notorious for

lack of accountability, almost everywhere. A significant aspect of the accountability system at the

TMA, which was highlighted during the focused group discussions was the impression that all this is

the personal effort of CMO and not followed at lower levels. However, influenced by the

personalized approach, most of the participants complained that there was a lack of

institutionalization of accountability system. Encouragingly citizens do feel that some NGOs are very

active to resolve their problems.


17


Formal accountability committees, comprising elected council members should be

established for important sectors at least.

Accountability measures taken against TMA officials should be publicized in the media.

Citizens should be made aware of ‘who is accountable for what’ so that they can play their

role.

Neighborhood committees should be made part of the accountability process through active

role given in supervision and monitoring.

2.2.8. Sustainability

It is but obvious that the ultimate aim of the good governance is providing such service where there

is a capacity to endure usage over longer runs. It implies that the service is provided on required

time and in enough quantity as well as is expected to be available over longer runs. The sustainability

has a direct relationship with demand and supply, planning, and maintenance. Provision of municipal

services to the public in such a manner that they are endorsed by them and the services persist for

longer periods of time with long lasting positive implications should be the aim of the government

agencies. Sense of ownership among communities for services is mandatory to ensure their long

term endurance and sustenance

Indicators

1. Service Supply and Service networks remains constant throughout the year

2. Supply fittings in streets are in good working conditions

3. Consumers are satisfied with service timings and frequency


With an almost 15% average increase from the last year’s governance score, Sustainability has

emerged a strong point of the governance framework. Water Supply services, as with other

parameters, have shown an increment of 17% from the last years’ score of 35%. The least

improvement, in this regard, has been portrayed by Street Lights services which have shown an

increase of merely 10%, below the average increase by 4%. This is the highest discrepancy evident in

any of the services for all the attributes of governance. However, Sanitation services amassed the

lowest score of 49% this year.

The consistently high scores obtained by Water Supply services are due to the fact that the

consumers see a direct impact of investments in water supply service to be enhancing capacities of

the system to match citizen demands. Despite the high scores, the citizens were concerned about

poor design of water supply system as it is badly affected by sewerage lines. Mostly citizens

complained about poor maintenance of supply fittings, tube wells, and street lights. The citizens have

suggestions to improve services sustainability which include the following,

Alternate water source should be made available including the options of supply from

Warsak Dam.

Digging and widening of Shahi Katha should be immediately started and its depth should be

increased by atleast 6 feet.

Sewerage lines should be repaired to increase the usable life.


18

34.81

29.14

29.43

37.00

51.96

42.84

45.63

47.09

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 9: Governance Score for Sustainability (%)

Commercial entities (printing press etc) should be enforced to follow principles of safe

environmental waste disposal.

Revenue generation by charging for waste disposal and sewerage lines maintenance

Charges will develop the sense of ownership among the stakeholders

Residents and commercial sites should be charged differently

Recycling plants should be acquired

Communities should participate in the process of oversight, accountability, monitoring and

supervision

2.2.9. Quality of service

Quality of service implies to have fully functional and all time availability of services. The

interruptions in service availability and service below standard are other key characteristics of bad

governance. This also implies that consumers remain satisfied with the services performance in

general against a set standard.

Indicators

1. Do the consumers receive adequate services supply in all areas?

2. Are consumers satisfied with supply timings, quantity, and frequency?

3. Are consumers satisfied with quality of water supply?

4. Does sewerage network works as per their expectations and never gets choked.

5. Are street lights maintained regularly?

6. Are consumers satisfied with department as a whole?


14% overall increase was observed in the governance score for this attribute as compared to last

year. This aspect of governance got fair response from the participants on water supply service as


19

37.54

27.67

27.55

28.40

55.94

42.00

44.47

47.03

WATER SUPPLY

SANITATION


STREETLIGHTS

2014 2013

Figure 10: Governance Score for Quality of Service (%)

they amassed the highest score (56%) for the year 2014. However, interestingly enough, Street Light

services displayed the highest increment of 19% from last year. With 18% improvement, Water

Supply services acquired the second spot and Sanitation services depicted an amelioration of 14%.

Hence, overall, this parameter brought a relatively satisfactory response from the participants. While

sanitation, street lights, and SWM remained equal---areas where even the key stakeholders

themselves are not satisfied with the situation. The water supply number of tube wells was

appreciated for presence in almost all areas but quality of water and maintenance of pipes was

criticized. The citizens complained for low water pressure during summers and also criticized

neglect of some areas by the TMA. The sanitation service and SWM service proved to be ad-hoc,

poorly monitored, and less facilitated. Networks chocking and rain water drainage was highlighted as

key quality issues. Suggestions follow that,

TMA should prioritize to resolve long standing issue of Shahi Katha blockage.

TMA should prioritize SWM system to protect local environment from further

deterioration.

Citizens should be made aware of ‘Solid Waste Collection and Disposal practices’ so that

they can play their role.


20

2.3. Common Demands and Issues of Citizens

The Focused Group Discussions (FGDs) organized in 2014 revealed that the nature and genre of the

issues and problems being faced by the residents of Peshawar City were similar to those that had

come through in the FGDs held in 2013. This underscores the fact that people have been suffering

from age-old challenge for a long time and have succumbed to the sensation of ‘learned helplessness’

whereby their faith in the government agency’s role in exterminating the institutional as well as

implementation blockages has been shattered. However, on the other end of the puzzle, there have

been no initiatives on their part to become their own redeemers and they are satisfied with their

status of being passive recipients of municipal services. This also qualifies the fact that sincere,

dedicated and honest efforts on behalf of the government agencies supplemented by the peoples’ will

and desire to transform their situation can be instrumental in getting rid of the prevalent challenges.

2.3.1 Water Supply Service

Citizens’

Demands

Reduce distance of tube wells from served areas i.e. distribution point

distance from recipients

Better and functional channels for communication with TMA staff

Inform properly before disconnecting the water supply

Provision of safe drinking water

Separate water supply pipes from the sewerage system and lines

Weekly/monthly checking of water quality and pipes condition

Match supply quantity with population growth i.e. demand- installation of

additional tube wells

Replacement of old tube wells with new tube wells

Replace old pipes with new ones

Install water supply pipes in open ground or above ground

Install filtration plants

Proper monitoring of drinking water supply system

Key Service

Quality Issues

Sand and mud come out from the water pipes with water

Rusty pipes

Lots of water borne diseases spread due to contaminated water supply,

especially during summer e.g. hepatitis and Cholera etc

The drinking water has very bad smell Drinking water is brackish, salty,

and very dirty

Key Design,

Repair ,

Maintenance,

operational

Issues

There is water wastage due to leakages

The sanitation staff don’t come for repairing of water supply pipes

The TMA staff don’t come for regular duty and monitoring

Citizens repair water supply pipe lines with self-help

All the water supply pipes are passing through the open drains and

sewage gets mixed with water

Water supply timings are very irregular

Few people pay the water bills and majority of the people do not pay

bills

Due to few defaulters all connections are disconnected The pipes are

very old , rusted, leaking, and damaged


21

The pipes are unable to control the water pressure

The water pipes connection must be on ground

Many communities are self-operating the tube wells

The pressure of water is very low and adequate water does not reach

the houses

Policy Makers

and Service

Providers Link

and

Coordination

with Citizens

The behavior of TMA staff is not satisfactory

TMA staff does not inform community in advance that water supply

would be stopped for a few days.

Many complaints are submitted but there is generally no action

The TMA does not pay attention to resolve community problems

The TMA does not coordinate during construction work

Community is not satisfied with contract system

If MNA or MPA visit areas and listen to the problems there is no action

seen afterwards

The CMO OFFICE do not coordinate during construction

2.3.2 Sanitation Service

Citizens’

Demands

Pay attention to animal waste and animal fodder causing blockage of

sewerage lines

The drains are old and need rehabilitation

Provide modern machinery for rehabilitating chocked maIn holes

The sewerage lane system should be underground

The entire sewerage lane should be connected to main sewerage lane

The sewerage lines should be laid according to streets and house levels

Demand still exist to provide Presser Machine for cleaning of sewerage

lane regularly

Government should take serious action against un-satisfactory sanitation

and sewerage services by TMA

Provide waste water treatment plant

Properly cover drainage lines

Serve areas with summer mosquito killing sprays in summer

Dig, clean, repair, and widen the Shahi Katha

Resolve issue of illegal encroachments on Shahi Katha

Separate water supply pipes from sewerage lines

Appoint more sanitary staff and technical staff for regular service

Monthly maintenance is a must for the drains and sewerage system

Enforce staff regularity and provide complete set of equipments to

sanitary staff

Cover main holes and wide drains to protect children

Resolve issue of resettlement of dairy farms shifting from residential areas

to outside of the city

Design new lines as these fall under two way roads middle terrain

Redesign the sewerage system so that it does not cross through water


22

supply system

Start awareness program about the sewerage system and modern

techniques

Key Service

Quality Issues

No proper system for rain water draining

Poor drainage of water from streets in residential and commercial areas

Drains remain choked many of the times and no any action is taken

against this problem.

The sewerage lane is always chocked

Shahi Katha (Nala) is making a lot of problem for community

Sewer enters into houses causing household damages

Streets are full of dirty water due to damage of sewerage lines

The main holes are blocked due to garbage

The TMA staff do not visit areas for long periods

Demand exists for mosquito killer spray/fumigation on regular basis

Key Design,

Repair ,

Maintenance,

operational

Issues

From one main hole to another main hole the distance is very long and

the TMA have no instruments to clean such long sewerage lines

The sewerage lines also get blocked due the accumulation of plastic bags

The sweeper does not clean the drain lines on regular basis

Sewerage system has completely failed due to the lack of proper system

The drains are very old, of small size, and blocked due to internal damage

Faults exists in main pipe line as these are poorly designed

Sewerage lines are very narrow and get blocked all the time

Drainage system is illicitly designed and streets are always filled with dirty

water

Community is constructing drains for themselves on joint contribution of

money collected from each household

Policy Makers

and Service

Providers Link

and

Coordination

with Citizens

Govt administration only promise that we will resolve your problems but

there is no action

Community complained many time but no one take action against

compliant.

The government completely failed and no one ask about community

problems

2.3.3 Solid Waste Management System

Citizens’

Demands

Shahi kata should be cleaned, cleared, expanded and re-structured as it is

not meeting the present day needs

Public parks should be cleaned and the solid waste must be disposed-off

Solid waste management system should be sustainable and environmental

friendly

Proper time table should be prepared for the activity of sweepers

There should be a proper time table for waste collection

Waste collection system should focus on house hold and commercial

needs


23

The cleaning staff regularity should be ensured

TMA should update and facilitate the sweepers with required tools and

arrange vehicle for the transportation of waste so that maximum waste

can be carried at a time

The responsible heads should monitor their staff and their performance

Educating the communities on SWM and its potential risks to health and

environment

Hiring staff to make the services more prompt

Timely collection and disposal of solid waste should be ensured

Modernizing the system by introducing new technologies and equipment

Staff training and capacity building for complaint handlings and public

dealings

Design and implement sustainable environmentally safe solid waste

management system

Design and provide proper system for solid waste collection from

households

Provide and designate waste dumping points and secondary collection

points

Ensure sweeping staff regularity

Install and provide waste bins and containers for waste storage

The government should start awareness sessions in the community

Increase staff strength of TMA for collection of solid waste

It is the responsibility of TMA to provide alternate system to dispose- off

plastic bags

Make street wise committees for checking the solid waste collection by

TMA and mobilize the community regarding solid waste management

It is responsibility of the govt. to build the capacity of the staff.

Key Service

Quality Issues

Public parks are serving as waste disposal sites which is hampering the

recreational activities of the local people

The canals are full of dirty water and waste

Due to the poor monitoring system the streets remained covered with

the wastes for months

Residential and commercial areas suffer from the unhygienic conditions

Need to increase the number of waste containers in different localities

Irregular staff and non-responsive behavior of worker leaves streets dirty

Complaints of charging extra amounts for the service

Diseases outbreak in the society due to the poorly handled waste

Decomposed waste creates very bad smell in residential areas

No waste bins and containers are placed in most of the areas

Irregular staff duty for sweepings and waste collection from served areas

Additional amount is charged by department in case of registering any

complaint

Children suffer from many diseases due to open waste disposal.


24

Key Design,

Repair ,

Maintenance,

operational

Issues

Waste collection is not on regular basis

Staff of sweeping and waste collector remain absent from work

Collection points are far away therefore waste is dumped on the street

The sweepers do not come for waste collection from streets or come

after two weeks

The garbage is dumped near the streets

No TMA waste bins for solid waste collection

Communities facing problems due to non-monitoring of commercial

entities generating huge amounts of solid waste

No door to door collection system available for primary collection and

transit to secondary collection points

Solid waste is dumped in open drains by households and shop keepers

Service seems missing from most parts of the town

Policy Makers

and Service

Providers Link

and Coordination

with Citizens

Upon complaints no quick action is taken

There is no awareness in the community about solid waste

The community said we don’t know about waste system, that what is

solid waste system

Mohalla/neighborhood committees should be constituted to oversee the

operation and maintenance of SWM services

2.3.4 Street Lights

Citizens’

Demands

Provide self-sustainable and self-operative solar street lights

Provide energy savers (lights) to reduce service costs to TMA

Provide street lights to un-served residential areas

Install more street lights in the served areas

Key Service

Quality Issues

No centralized system for switching on and off of the lights

Covered areas remain un-served due to non-functional lights

Many UCs are un-covered and un-served with street lights service

Key Design,

Repair ,

Maintenance,

operational

Issues

The community/consumers are not consulted for the installation of

street lights

The street lights are not enough to cover areas

The maintenance is very poor and irregular

Generally street lights are broken and no repairing service provided by

TMA

Often the communities themselves maintain the street lights

Policy Makers

and Service

Providers Link

and

Coordination

with Citizens

People do not know where to submit the complaints

If TMA staff listens to citizen problems and register the complaints but

do not take any action to resolve the issues.

Many complaints have been done but no one take any action against

those complaints


25

26.75

26.89

27.55

27.62

30.29

30.46

32.38

32.56

33.04

38.05

37.88

43.24

43.81

44.05

44.75

46.88

47.36

47.46

ACCOUNTABILITY

STRATEGIC VISION

RESPONSIVENESS

PARTICIPATION

QUALITY OF SERVICE

RULE OF LAW

EQUITY

SUSTAINABILITY

TRANSPARENCY

2014 2013

3. Conclusion and Recommendations

3.1. Overall Conclusions The overall grading pattern for the four civic

municipal services of water supply, sewerage and

sanitation, solid waste management, and street

lights in the Town-1 Peshawar is graphically

represented below, depicting the trends and

patterns on governance characteristics.

Figure 11: Overall Governance Score for Municipal Services (%)

The GSC was imparted for the four significant and basic services of TMA on nine principles of good

governance. Of these, ‘Participation’ and ‘Responsiveness’ top the charts, followed by ‘Sustainability’,

‘Equity’ and ‘Transparency’. This little achievement reflects the positive and significant changes

brought in by the current Town Municipal Administration and the good public opinion it enjoys. On

the other hand, ‘rule of law’ and ‘quality of service’ out scores ‘accountability’ and ’strategic vision’

which, in fact, happen to the lowest scorers for 2014 as well as display the least improvement in

contrast to the last year’s score, depicting the ‘missing links for service providers’ accountability by

consumers’. The low score on ‘strategic vision’ also depicts lack of policy making at TMA levels and

personalized style of administration and a lack of public education. This may also be interpreted in

the way that changes have been brought at the top only (at District and Provincial Levels), with

consequent lack of ownership at middle and lower levels of administration.

Total Score of

Governance of Municipal

Services for the year 2014

was 43.72% as opposed to

29.73% for 2013


26

3.2. Comparison of Conclusions Between Services As the last year, ‘Water Supply Service’ has shown the best performance in terms of the overall

governance score, in 2014, followed by ‘Solid Waste Management Service’. Water Supply services

have shown the greatest improvement by 17% whereas SWM services have come up the ranks with

a remarkable increase of 15%. The Street Light services, despite low community priorities for street

lights and low coverage and has amassed an improvement of 13% from the year 2013 score, are

rated third. The lowest rating has been received by ‘Sanitation Service’ which has deteriorated as

compared to the last year. In 2013, it stood at the third spot. Furthermore, sanitation service has

depicted the lowest improvement (12%) this year of all the municipal service. These conclusions

have emerged and depicted linkages of one service to the other. However, simultaneously, they

furnish a very interesting phenomenon that in spite of the improvement in Solid Waste Management

System, the Sanitation service has manifested a decline from the last years’ standing.

Figure 12: Services Comparision on Overall Service Score (%)

Quality of Service: While comparing governance characteristics between services it has transpired

that water is rated highest on quality of service, for the year 2014, followed by ‘street lights’ and

‘SWM’ and scoring lowest for ‘sanitation’. There has been a marked degradation in ‘Quality of

Service’ for Sanitation services this year as opposed to last year.

Equity: The water service is also rated highest on ‘equity’ followed by ‘street lights’ and ‘sanitation’

while rating ‘SWM’ lowest in 2014. As compared to last year, Street Lights have jumped up the

charts and have shown remarkable improvement. However, sanitation services, in contrast to last

year, have deteriorated to the fourth rank.

Transparency: The ‘street lights’, ‘sanitation’, and ‘SWM’ are rated low on ‘transparency’ as

compared to ‘water supply’. Once again, Sanitation services have deteriorated to a lower rank in

2014 from last year.

Strategic Vision: It is the lowest scorer this year and also has shown the least improvement as

opposed to 2013. Only ‘water supply’ is rated high on ‘strategic vision’ while all other services are

rated very low. SWM services lag far behind in this regard for 2014.

33.02 28.70 28.66 28.53

49.55

40.77 41.14 43.42

Water Sanitation Street Lights SWM

2013

2014


27

Rule of Law: Despite non-payment of water charges the communities rate ‘water supply’ the

highest on ‘rule of law’ followed by SWM, Sanitation and street lights. Street lights and SWM have

displayed improvements from last year whereas sanitation services have deteriorated in this regard.

Responsiveness: In 2013, ‘responsiveness’ was rated the lowest in all services, however, this year,

it has shown promising performance scores for all the services.

Accountability: Similarly ‘accountability’ is also rated low with highest score of ‘water supply’ and

lowest score of ‘SWM’.

Sustainability: Of all the services ‘water supply service’ is rated as most sustainable followed by

‘street lights’ and rating ‘sanitation’ as the least sustainable. The water supply services have shown

improvement for this parameter taking over the first rank from street lights.

Figure 13: Services Comparison on Governance Characteristics (%) for 2013 and 2014

28.1

8

37.9

5

36.2

9

28.6

2

35.3

4

29.4

9

28.9

2

34.8

1

37.5

4

26.2

9

32.0

6

32.3

7

26.1

8

30.8

3

27.3

1

26.4

6

29.1

4

27.6

7

26.6

7

32.1

8

32.2

0

26.4

2

29.4

8

26.5

7

26.3

0

29.4

3

27.5

5

29.2

3

27.3

3

31.0

6

26.4

9

26.1

8

26.7

8

25.4

9

37.0

0

28.4

0

2022242628303234363840



42.7

3

54.6

7

52.5

9

42.4

0

49.6

4

49.1

5

46.8

3

51.9

6

55.9

4

34.7

2

35.2

2

45.3

4

37.9

0

42.7

9

43.0

2

43.1

2

42.8

4

42.0

0

33.6

7

37.9

4

46.8

8

33.7

3

44.3

8

41.0

3

42.5

5

45.6

3

44.4

7

41.0

9

45.1

2

45.0

4

37.4

9

42.1

7

43.0

1

42.7

6

47.0

9

47.0

3

20

25

30

35

40

45

50

55

60




28

26.29

32.06

32.37

26.18

30.83

27.31

26.46

29.14

27.67

34.72

35.22

45.34

37.90

42.79

43.02

43.12

42.84

42.00

Participation

Equity

Transparency

Strategic Vision

Rule of Law

Responsiveness

Accountability

Sustainability

Quality of Service

2014 2013

Figure 15: Governance Score of Sanitation and Sewerage Services (%)

3.3. Review of Conclusions within Services

While comparing governance characteristics within services it has emerged that ‘quality of service’

stands highest scores characterized by maximum coverage of piped water supply to most of areas.

The second rated governance parameter is ‘equity’ followed by ‘transparency’ and ‘sustainability’.

While, ‘rule of law’ and service provider ‘responsiveness’ to citizen priorities, demands, and

complaints stands at lowest fourth position. ‘Accountability, participation and strategic vision’ are

scored at the lowest scores on water supply service governance. Quality of service has improved

this year for water

supply services whereas equity and rule of law have deteriorated. Participation of citizens in decision

making process has also seen a prominent improvement for these services.

Making governance characteristics comparison, for the year 2014, within ‘sanitation and

sewerage service’ transpires that this service is rated highest on ‘transparency’ and lowest on

‘strategic vision’. The low score of strategic vision may be attributed to slow actions on

implementation of envisioned plans of the TMA. ‘Accountability’ stands at second highest score

followed by ‘responsiveness’. ‘Sanitation service’ obtains lowest scores in ‘equity’ and ‘participation’.

Equity has not been able to capture a good score and has degraded significantly for sanitation

28.18

37.95

36.29

28.62

35.34

29.49

28.92

34.81

37.54

42.73

54.67

52.59

42.40

49.64

49.15

46.83

51.96

55.94

Participation

Equity

Transparency

Strategic Vision

Rule of Law

Responsiveness

Accountability

Sustainability

Quality of Service

2014 2013

Figure 14: Governance Score of Water Supply Service (%)

Figure 16Governance Score of Sanitation & Sewerage Service (%)


29

services. Accountability, however, has depicted marked improvement of 17% from the last year’s

score.

Solid Waste Management service is the most significant issue of the citizens causing a host of

service delivery issues to other services as well. It is rated highest in ‘transparency’ and lowest in

‘participation’. It also rated high in ‘sustainability’ while low scores are awarded by citizens in ‘quality

of service’, ‘ responsiveness’, ‘equity’ and ‘strategic vision’ respectively. Participation for SWM

services, this year, has been bolstered massively and from being one of the lowest scorers of last has

emerged as the second highest scorer. Equity has suffered the severest dent and has shown a

marked decline.

Figure 17: Governance Score of Solid Waste Management Service (%)

Street lights service is rated highest in ‘quality of service’ followed by ‘sustainability’ due to low

need to repair and maintenance and citizens own initiatives. This service is also rated positively on

‘transparency’. Very low scores are awarded on ‘accountability’ of street lights which is attributed by

low prioritization of TMA to provide this service and low coverage of areas. The other

characteristics are rated in order of ‘participation, quality of service, equity, responsiveness, strategic

vision’ and ‘rule of law’ respectively.

Figure 18: Governance Score of Street Light Services (%)

26.67

32.18

32.20

26.42

29.48

26.57

26.30

29.43

27.55

33.67

37.94

46.88

33.73

44.38

41.03

42.55

45.63

44.47

Participation

Equity

Transparency

Strategic Vision

Rule of Law

Responsiveness

Accountability

Sustainability

Quality of Service

2014 2013

29.23

27.33

31.06

26.49

26.18

26.78

25.49

37.00

28.40

41.09

45.12

45.04

37.49

42.17

43.01

42.76

47.09

47.03

Participation

Equity

Transparency

Strategic Vision

Rule of Law

Responsiveness

Accountability

Sustainability

Quality of Service

2014 2013


30

3.4. Lessons Learnt and Recommendations The first roll out of governance score card has many aspects. First, the GSC survey contribution

towards citizens’ awareness and mobilization, and second its utility in providing a baseline to policy

makers for assessing their own performance. Lessons learnt from the study forms the basis of

recommendation on both these counts as well as on the fact that citizens’ don’t consider TMA as

the only contributor to the achieved scores.

3.4.1. Lessons Learnt and Recommendations on GSC

GSC does not merely intend to present an overview of the existent situation but also

endeavors to highlight the whims, wishes, point of views and opinions of the consumers

regarding the public services they are being provided.

GSC strives to present the gathered opinions objectively through comprehensively detailed

and analyzed data.

GSC indicates the areas that need to be prioritized in accordance with the popular opinion

and also stimulates the public at the grassroots to suggest a set of corrective actions geared

towards their satisfaction.

It also comes up with compatible alternatives to the people that instigate them to be

engaged in formal and informal mechanisms for tackling their homegrown issues.

Concerted and sincere efforts through redesign with more direct indicators and wider

testing through consultative process would be required to develop a more indigenous

version of the GSC tool. Developing a GSC in native languages is difficult but is

recommended as against translation from English.

The data collection process requires a skilled and trained intermediary, which involves

significant cost. A wider and repeated usage would give practical results, for which financial

implications are a major factor.

A one –off exercise would serve no purpose, unless carried out repeatedly to ascertain

trends and progress in any particular area.

The lowest rated services need to be looked into detail with studies to complement score

card results and suggesting low cost but sustainable solutions.

Scoring of various aspects of good governance in civic municipal services ignores the fact of

low availability of services in certain areas of the city__ a common case in almost all towns.

Future efforts would require introduce and test factor to compensate for this?

3.4.2. Recommendations for TMA and Service Providers

The baseline Governance Score Card on four select basic services in Town-1 Peshawar, with a

specific focus on characteristics of governance has highlighted a number of aspects on the working of

TMA, its staff, and its contractors. Following are some of the significant lessons learnt:

Exploring New Technologies: The street lights service should undertake an investigation and

implementation of new technologies to reduce energy consumption and maintenance costs while

maintaining adequate lighting levels for safety standards.

Energy Conservation: Dimming lighting at appropriate times of the night can be a more effective

way of saving money and reducing carbon, as opposed to switching off street lighting. TMA should

consider the option of installing energy savers to overcome administrative issues.

Engagement with Media: Enhanced space for community awareness, stakeholder interaction and

projection of community issues ought to be created through mass media conduits. Community


31

Based Organizations supported by NGOs need to take the lead role for prioritizing problems and

initiating result-oriented dialogues.

Women Empowerment: Inclusion of the poor and women in the decision-making process is an

important consideration in the development process. It has been observed that that decisions on

behalf of the user communities are generally taken by the activists and opinion leaders of the

community. Although there is consultation among the community members, yet the poor and

women are excluded in the decision-making process. Separate,focused initiatives will berequired for

participation ofwomen in the process.

Institutional Mechanism: TMA in collaboration with Local Government and Rural Development

Department (LG&RDD) ought to work with the corporate or industrial sector so as to provide

information on clean technologies and environment friendly products. Community organization and

mobilization efforts should be set up to empower the local communities to protect their natural

resource base research endeavours on environment-health nexus need to be promoted.

Neighborhood Committees: Neighbouhood committees at town level should be constituted is

to devise a collaborative institutional mechanism, to enhance implementation of relevant strategies,

rules, regulations and standards and strengthening coordination among civil society and government

agencies. There is a need to draft the roles and terms of reference for these bodies and their

interface with each other should be worked out.

Stakeholder’s Roles: Clear definition of roles and responsibilities of all the key stakeholders

should be determined through a consultative process under the context of internal-external

development framework. AHKRC should take a lead role on this point through roundtable

meetings.

Social Mobilization: Need for a vibrant and continuous awareness campaign to bring about

behavior change towards municipal services has also been pointed out in the Report. This would

again constitute a part of ongoing social mobilization work carried out by AHKRC. TMA staff,

communities and local businesses should all be targeted for outreach in this campaign.

Standard Operating Procedures (SOPs): SOPs need to be designed for complaint registration,

and communication with the government departments. This is extremely important for building trust

between various partners and implementing Internal-External Development framework.

Long Term Strategic Planning: It is concluded that with existing system running for firefighting;

the Municipal Corporation Peshawar with support of local government ministry prepare a long term

future plan with existing plan as an integral part of it will lead to a successful Model for replication in

other fast growing cities. The Local Government Ministry shall keep close liaison with Municipal

Corporation and support the agency for adequate planning and funding resource.

Interaction among Stakeholders: It is important to note here that Town 1 has vast array of

employees hired for municipal services but the information on the number, type and, JD of these

staff members is not accessible to communities. They are not involved in monitoring the attendance

of staff either. At times residents make informal payments to the municipal employees to expedite

delivery of services. Due to low and unreliable quality of services they default on bills also.

Weaknesses on demand and supply side of sanitation services can be effectively addressed by

institutionalizing interaction between the community members and TMA officials. This process has

already been started by AHKRC under Citizen’s Voice Projects. Data collected through Governance

Score Card (GSC) has also validated the observations and proposed responses mentioned above.


32

Exploration of Public-Private Partnerships as an Enterprise: Inclusion of CSOs, NGOs and

CBOs is required to work out sustainable mechanisms according to the dynamics of the local areas.

The civil society can offer viable solutions to the most intricate of issues and can be instrumental in

community mobilization because of their roots inside the community.

The Internal-External Component Sharing Development Model: The communities should

take technical, financial and managerial responsibilities for internal development and government for

external development. This partnership modality facilitates low cost solutions, reduces financial

burden on the government, increases community ownership, operation and maintenance of services

at local level, strengthens community’s technical oversight for project implementation and creates

space for downward accountability of government institutions.

Technical and Operational Aspects of SWM Services: Some of the measures that can

enhance the technical and operational aspects of SWM services are increasing the waste collection

points and waste bins in the locality; analyzing the durability of equipment used in waste collection

and transportation; development of a separate hazardous waste management system; development

of preventive maintenance procedures to reduce delays; and minimum distance for waste collection

points.

Environment Conservation: The potentially destructive environmental implications can be

minimized by introducing organic waste recycling projects; generating energy and saving natural

resources through recycling; and promoting cleanliness and hygiene practices among the

communities. Similarly, segregation of waste and its proper disposal at dumping sites can reduce the

hazards to health and environment.

Revenue Generation: The TMA can enhance its revenues by minimizing the cost of waste

management services provided by increasing labor productivity and charging minimal amount for

waste collection from the citizens for door to door waste collection to render the procedures

sustainable and infuse the requisite sense of ownership.

Policy Formulation and Legal Frameworks: Following initiatives are recommended at policy

level: development of a legal framework that encourages involvement of non-governmental actors

and the private sector in waste management; development of decentralization of tasks, authority and

finance for efficient performance; development of rules and regulations that are transparent and

unambiguous; impartial enforcement of rules and regulations; ensuring waste management is given

high priority both in policies and budgets; promotion of waste management as an environmental

health issue; mechanisms for the accountability of decision-makers to ensure efficient use of public

funds; and development of support mechanisms for the ‘waste management hierarchy’, giving

preference to waste prevention, source separation, re-use and recycling, collection and disposal.

Complaint Redressing: An effective complaint registering and redressing system with clearly laid

out procedures would go a long way in building trust between the community and TMA and

ensuring sustainability of quality services.

Equitable Distribution of Resources: Vulnerable areas should be served on priority basis which

to curb the rise of feelings of deprivation and exasperation among the people. Equitable distribution

of resources must be directed towards these underserved areas. For this purpose, capacity building

programs should be initiated for the to enhance the skills and knowledge of TMA employees along

with provision of state-of-the-art tool kits and machinery to guarantee demand-oriented service

delivery to marginalized areas without any discrimination.

Improved Sewerage System Design: TMA in consultation with the local communities needs to

decide whether the system will remain a combined sewer system or rehabilitated as a separate

sewer system. A separate sewerage system would prevent harm to the natural environment and


33

remove health risks to the general population. It might have high financial cost in the beginning but

would significantly reduce the social cost in terms of environmental degradation and spread of

diseases in the long run.

Miscellaneous:

The continual and intermittent postings of the administrators should be minimized as a

major initiative towards sustainable improvement of the SWM services.

The level of motivation of TMA sanitary workers can be bolstered by reshaping the

mechanism of rewards and incentivized remuneration to work for the collection,

transportation and disposal of waste.

The trust deficit between the public and government agencies can be restored through

strategically oriented and objectively aligned interactions.

As was very appropriately pointed out by the citizens that in the section on changing/ad-hoc

administrative and local government system, that of the three key stakeholders in local

government, only the elected representatives know details of the issues. They are the key

link which stands connected only by individual interests. TMA needs to adopt for a

sustainable mechanism to continue its link with actual issues.

A participatory approach towards decision-making would greatly boost the image of the

TMA and service providers. This would also be in line with the philosophy of the devolution

and responding to local needs.

All good efforts being made to improve the service delivery and the governance issues need

to be institutionalized in the interest of sustainability and wider ownership with obvious long

term benefits.

The TMA has to take ownership of mandate and should monitor service performance even if

it is sublet to a contractor.

Policy makers’ delay in decisions for making water management authority has damaged and

wasted the huge investments of public money specifically the investments made on water

filtration plans and tube wells.

TMA needs to seriously look into the faults of its complaints mechanisms as once public

money is invested its worth needs to be protected through full fledge functioning of services,

ultimately resulting into TMA’s own source revenue.


34

Annexes

Annex 1: Legal & Institutional Framework for Municipal

Services in Pakistan

The legal rules and institutional framework2 dealing with solid waste management in the country

include:

- Pakistan Environmental Protection Act (PEPA) 1997.

- Hazardous Substances Rules of 1999.

- Guidelines for Hospital Waste Management since 1998 prepared by the Environmental

Health Unit of the Ministry of Health, Government of Pakistan.

- Hospital Waste Management Rules 2005.

- Hazardous Substances Rules 2003.

- National Environment Quality Standards Rules

- Islamabad Capital Territory Bye Laws, 1968 by Capital Development Authority Islamabad.

- Section 132 of the Cantonment Act 1924 deals with Deposits and disposal of rubbish etc.

- Prime Minister’s committee on Climate Change established to ensure that Pakistan fulfills

requirements of Clean Development Mechanism (CDM) under the Kyoto Protocol.

- Local Government Planning Manual, Government of Punjab,2008

- National Drinking Water Policy of 2009

- National Sanitation Policy of 2006

- Planning and design Manual Municipal water Systems, General Advisory Services for PHED,

1970

- Design Standards for Water Supply Schemes in West Pakistan,1962

2The State of Pakistan’s Economy ,Third Quarterly Report for FY09, State Bank of Pakistan.


35

Annex 2: Town-1 Peshawar Union Council Wise Population

(1998 Census)

# UC No. UC Name Population as per 1998

Census

Present Estimated

Population 3

1 1 Khalisa-1 15 861 23 995

2 2 Khalisa-2 22 711 34 358

3 3 Mahal Tarai-1 23 504 35 557

4 4 Mahal Tarai-2 32 634 49 369

5 7 Shahi Bagh 18 147 27 453

6 8 Faqer Abad 16 351 24 736

7 9 Sikandar Town 19 687 29 783

8 10 Gulbahar 18 492 27 975

9 11 Shaheen Muslim Town 1 19 268 29 149

10 12 Shaheen Muslim Town 2 21 495 32 518

11 13 Sheikh Junaid Abad 22 837 34 548

12 14 Lahori 18 429 27 880

13 15 Karimpura 16 666 25 213

14 16 Ander Shehr 17 099 25 868

15 17 Asia 25 752 38 958

16 18 Jahangir Pura 19 105 28 902

17 19 Gunj 18 685 28 267

18 20 Yaka Toot-1 16 719 25 293

19 21 Yaka Toot-2 26 230 39 681

20 22 Yaka Toot-3 20 102 30 411

21 23 Wazir Bagh 24 768 37 470

22 24 Kakshai-1 19 222 29 079

23 25 Kakshai-2 18 998 28 741

24 26 Akhoon Abad 24 100 36 459

25 30 Bhana Mari 17 637 26 682

Total Population 514 499 778 345

3@ 3.5 % Growth per year


36

Annex 3: Data Collection Locations and Participants

# Union Councils Survey Participants (2013) Survey Participants (2014)

Male Female Total Male Female Total

1 Shahi Bagh 29 29 58 21 30 51

2 Mahal Terai 2 23 30 53 22 19 41

3 Faqir Abad 23 19 42 21 19 40

4 Gulbahar 22 20 42 20 24 44

5 Khalisa 1 20 18 38 20 16 36

6 Sikandar Town 18 23 41 25 22 47

7 Khalisa 2 30 29 59 17 19 36

8 Mahal Terai 1 26 18 44 22 19 41

9 Jehangir Pura 17 15 32 16 16 32

10 Yakatoot 3 19 14 33 21 20 41

11 Yakatoot 1 17 20 37 22 22 44

12 Yakatoot 2 19 22 41 21 22 43

13 Gunj 20 16 36 22 22 44

14 Kaakshaal 2 19 15 34 20 19 39

15 Kakshaal 1 20 14 34 23 18 41

16 Bana Mari 24 18 42 23 20 43

17 Wazir Bagh 24 38 62 22 23 43

18 Asia 18 26 44 21 20 41

19 Shaheen Muslim Town 1 24 13 37 26 16 42

20 Akhun Abad 22 17 39 21 21 42

21 Shaheen Muslim Town 2 21 15 36 24 16 40

22 Shiekh Abad 20 17 37 23 21 44

23 Andher Sher 23 12 35 20 18 38

24 Karim Pura 22 17 39 25 22 47

25 Lahori 20 17 37 21 24 45

Total 540 492 1032 539 508 1047


37

Annex 4: GSC Data Collection Tool

Governance Score Card Data Collection Tool

Water Supply System

General Information

1. If there is need to seek your advice further, may we contact you?

Yes No

Sr.

No.

Scoring Criteria Score Remarks

1

Very

Poor

2

Poor

3

Fair

4

Good

5

Very

Good

1 Consumers have sufficient water supply hours.

Tick ‘1’ for 0 to 2 hours – ‘2’ for 2 to 5 hours – ‘3’ for 5 to 8 hours - ‘4’ for 8 to 12 hours

and ‘5’ for more than 12 hours.

Availability of water 1 2 3 4 5

2 Consumers are satisfied with the water supply timings.

Quality of service 1 2 3 4 5

3 Consumers are satisfied with the number of hours of water supply.


4 Water supply remains constant all round the year.

Sustainability of water

supply

1 2 3 4 5

5 Water supply fittings in streets are in good working condition.

(No leakages are observed)

Sustainability 1 2 3 4 5

6 Consumers are consulted for laying down water supply schemes.

Participation 1 2 3 4 5

7 The department informs about the schedule of discontinuity of water supply in case of

scheduled maintenance/technical reasons.


8 Service providers seek feedback from consumers.


38


9 The only possibility of getting a water connection is through the department. / All the

connections in our area were obtained through proper procedure.

Transparency 1 2 3 4 5

10 The procedure of getting new water connection is clear and easy.


11 The department personnel are helpful in acquiring new connections/resolving problems.


12 The personnel do not charge anything extra for resolving consumers’ problems.


13 In case of any complaint/problem, communication with the department is easy and adequate.


14 Consumers feel free to give honest feedback about the water supply service.


15 If water supply is discontinued without prior notice, the department resolves the issue

immediately upon information.

Responsiveness 1 2 3 4 5

16 Consumers are satisfied with the department as a whole.


17 Cost of water is justified for the service provided.

Equity 1 2 3 4 5

18 People are informed about any changes in water supply policy, quality and/or services

provided.

Strategic vision 1 2 3 4 5

19 All consumers pay according to law.

Rule of law 1 2 3 4 5

20 In case of complaint against any department personnel, prompt and adequate action is taken.


21 Upon Complaint the staff responds quickly.

Availability of staff 1 2 3 4 5

22 Staff listens to problems and addresses accordingly.


39

Attitude of staff 1 2 3 4 5

23 There are no concerns over the quality of water being supplied.

Quality of water 1 2 3 4 5

24 The complaints are always addressed.

Level of Complaints

Redressal

1 2 3 4 5

Sanitation System

General Information

1. Are you connected to the sewerage network at your house?

Yes No

Sr.

No.


1

Very

Poor

2

Poor

3

Fair

4

Good

5

Very

Good

1 Sewerage network never gets choked.

Tick ‘1’ for once a week choking issue – ‘0 to 2’ for once a month – ‘3’ for occasionally

after 2 to 4 months - ‘4’ for seasonally or once or twice a year and ‘5’ for more than

12 months.


2 Sewerage network works all round the year.


3 Consumers are consulted when the network is laid down or rehabilitated.


4 The department informs about the schedule of discontinuity in case of scheduled

maintenance/technical reasons.




6 The procedure of getting sewerage connection is clear and easy.


7 The department personnel are helpful in acquiring new connections / resolving


40

problems.




9 In case of any complaint/problem, communication with the department is easy and

adequate.


10 Consumers feel free to give honest feedback about the service.


11 If sewerage network is discontinued without prior notice, the department resolves the

issue immediately upon information.




13 Cost of service is justified for the service provided.

Equity 1 2 3 4 5

14 People are informed about any changes in policy, quality and/or services provided.




16 In case of complaint against any department personnel, prompt and adequate action is

taken.







Level of Complaints

Redressal

1 2 3 4 5

Solid waste management


41

General Information

1. Do you have access to waste collection at your house?

Yes No

Sr.

No.


1

Very

Poor

2

Poor

3

Fair

4

Good

5

Very

Good

1 Consumers have sufficient waste collection frequency.

Tick ‘1’ for 1 to 2 times/week – ‘2’ for 2 to 3 times – ‘3’ for 3 to 4 times - ‘4’ for 4 to

5 times and ‘5’ for more than 5 times


2 Consumers are satisfied with the collection timings.


3 Consumers are satisfied with the collection frequency.


4 Collection frequency remains constant all round the year.


5 Consumers are consulted about the collection system design. (Time and frequency of

collection)


6 The department informs about the schedule of discontinuity of waste collection in

case of scheduled maintenance/technical reasons.




8 The department personnel are helpful in resolving problems.







42


adequate.


12 If waste collection is discontinued without prior notice, the department resolves the

issue immediately upon information.


13 Cost of waste management service is justified for the service provided.

Equity 1 2 3 4 5






taken.



Level of Service 1 2 3 4 5






Level of Complaints

Redressal

1 2 3 4 5

Are you (1) very unsatisfied, (2) unsatisfied, (3) satisfied, or (4) very satisfied in respect of the

following aspects of household garbage collection service?

No Scoring Criteria

A Distance from home to collection site 1 2 3 4 5

B Number of garbage containers 1 2 3 4 5


43

C Sanitary condition of garbage

containers

1 2 3 4 5

D Regularity of emptying garbage

containers

1 2 3 4 5

E Cleanliness 1 2 3 4 5

F Location where the containers are

placed (too close to house, bad smell)

1 2 3 4 5

G Citizens behavior 1 2 3 4 5

Street lights

General Information

1. Are the street lights available in your area?

Yes No

If yes

2. There are sufficient street lights in your area.

Yes No

Sr.

No.


1

Very

Poor

2

Poor

3

Fair

4

Good

5

Very

Good

1 Street lights are maintained regularly.

Level of service 1 2 3 4 5


Level of service 1 2 3 4 5

3 Street lights are switched on and off at appropriate time.


4 Consumers are consulted when the street lights are installed or rehabilitated.




6 The procedure of getting street lights installed is clear and easy.


44


7 The department personnel are helpful in resolving problems.




9 The department informs about the scheduled maintenance.



adequate.




12 If the service is discontinued without prior notice, the department resolves the issue

immediately upon information.


13 The number of street lights is sufficient to serve the purpose.

Equity 1 2 3 4 5




taken.


16 Upon complaint, the staffs respond quickly.


17 The staffs listen to problems and addresses accordingly.



Level of Complaints

Redressal

1 2 3 4 5

Akhter Hameed Khan Resource Centre

6, Street 56, F-6/4, Islamabad

[email protected]

www.ahkrc.net.pk www.ahkrc.org

SERIES PUBLICATIONS

1. State of Municipal Services Report (2013)- Water Supply, Sewerage and

Sanitation, Solid Waste Management, Street Lights

2. State of Municipal Services Report (2014)- Solid Waste Management

3. Social & Technical Review of ‘Final Assessment Report on Study of Peshawar

Sanitation System Town 1’ (2013)

4. Social & Technical Review of Solid Waste Management Systems if Town-1

(2014)

5. Policy Brief on Sanitation Services of Town-1 Peshawar (2013)

6. Policy Brief on Solid Waste Management Services of Town-1 (2014)

7. Policy Brief on Social Accountability of Municipal Services Delivery &

Development-The Gains In Peshawar City (2014)

Write to AHKRC at [email protected] to get a copy.

mailto:[email protected]

http://www.ahkrc.net.pk/

http://www.ahkrc.org/

mailto:[email protected]

ANNUAL EVALUATION OF STATE OF MUNICIPAL SERVICES...

Documents

Transcript of ANNUAL EVALUATION OF STATE OF MUNICIPAL SERVICES...