Progress Report for Year 2 - The Urban Unit (USPMU)pcgip.urbanunit.gov.pk/docs/Resorces/ProgressReport...Progress Report for Year 2 Punjab Cities Governance Improvement Project (PCGIP)

Progress Report for Year 2

Punjab Cities Governance Improvement Project (PCGIP)

Monthly Progress Report-March Page iv

TABLE OF CONTENTS

LIST OF ABBREVIATIONS ............................................................................................................... vi

SECTION 1: INTRODUCTION TO PUNJAB CITIES GOVERNANCE IMPROVEMENT PROJECT

(PCGIP) 1

1.1. PROJECT DESCRIPTION ................................................................................................ 1

1.2. PROJECT DEVELOPMENT OBJECTIVES ....................................................................... 2

1.3. PROJECT BENEFICIARIES ............................................................................................. 2

1.4. PROJECT COMPONENTS ............................................................................................... 2

1.5. DISBURSEMENT LINKED INDICATORS (DLIs) ............................................................ 3

1.6. INSTITUTIONAL AND IMPLEMENTATION ARRANGEMENTS.................................... 3

1.6.1. P&DD and Project Steering Committee (PSC) ..................................................................... 3 1.6.2. Urban Sector Planning and Management Services Unit (USPMSU) ...................................................... 4 1.6.3. Directorate General Monitoring and Evaluation (DG-M&E) ................................................................. 4 1.6.4. City Program Units (CPUs) ............................................................................................................... 4 1.6.5. Planning & Coordination Committee ................................................................................................. 4

SECTION 2: PROGRESS OF YEAR 2 ………………….…………………………..………………………..5

DISBURSEMENT LINKED INDICATORS (DLIs) ................................................................................ 5

2.1.1. DLI 1: RESOURCE PLANNING ....................................................................................... 5

2.1.2. DLI 2: PROCUREMENT .................................................................................................. 7

Situation Analysis .............................................................................................................................................. 8 Standard Operating Procedures (SOPs) ........................................................................................................... 9

2.1.3. DLI 3: INTERGOVERNMENAL FINANCE SYSTEM ..................................................... 11

2.1.4. DLI 4: REVENUE COLLECTION SYSTEM ................................................................... 11 Urban Immovable Property Tax (UIPT) ........................................................................................................... 12 Enhancement of Own Source Revenue (OSR) ............................................................................................... 13 Situation Analysis ............................................................................................................................................ 13 Action Plans .................................................................................................................................................... 14

2.2. ELIGIBLE EXPENDITURE PROGRAMS (EEPs) AND STRENGTHENING OF SYSTEMS20

SECTION 3: PROJECT IMPLEMENTATION AND CAPACITY BUILDING ....................................... 22

3.1. MANAGEMENT MILESTONES .................................................................................... 22 3.1.1. Meetings with stakeholders ............................................................................................................. 22 3.1.2. Hiring of Consultants ..................................................................................................................... 22 3.1.3. Project Team ................................................................................................................................. 22 3.1.4. Establishment of City Program Units (CPU) ..................................................................................... 22 3.1.5. Procurement .................................................................................................................................. 23 3.1.6. Orientation Workshops: .................................................................................................................. 23 3.1.7. Steering Committee Meetings: ........................................................................................................ 24

3.2. COMMUNICATION ...................................................................................................... 24 3.2.1. Draft Communication Strategy: ....................................................................................................... 24 3.2.2. Website ......................................................................................................................................... 25 3.2.3. Brochures ...................................................................................................................................... 25 3.2.4. Newsletter: .................................................................................................................................... 25 3.2.5. Iris Con: ........................................................................................................................................ 25

3.3. ISSUES AND CHALLENGES ...................................................................................................... 25

SECTION 4: ANNEXURES ………………………………………………………………………………………………………………….……………………………………………………………… ...................................................................... 27

ANNEXURE A: OVERALL DISBURSEMENT LINKED INDICATORS ............................................. 27

ANNEXURE B: IMPLEMENTATION ARRANGEMENT CHART ...................................................... 35

ANNEXURE C: NOTIFICATION OF DLI 1 BY LG&CD DEPARTMENT ........................................... 36

ANNEXURE D: NOTIFICATION OF DLI 1 BY HUD&PHE DEPARTMENT ...................................... 37

Monthly Progress Report-March Page v

ANNEXURE E : CONSOLIDATION OF ANNUAL DEVELOPMENT PROGRAM .............................. 38

ANNEXURE F :PROFORMA OF DATA COLLECTION FOR ADPs ................................................... 39

ANNEXURE G: COMMENTS OF PPRA ON SOPs ............................................................................. 40

ANNEXURE H: CIRCULATION OF SOPs BY HUD&PHE DEPARTMENT ....................................... 41

ANNEXURE I: NOTIFICATION OF DLI 4 BY HUD&PHE DEPARTMENT ....................................... 42

ANNEXURE J: NOTIFICATION OF DLI 4 BY LG&CD DEPARTMENT ............................................ 43

ANNEXURE K: LETTER FROM ENVIRONMENT PROTECTION DEPARTMENT ........................... 44

Progress Report Page vi

LIST OF ABBREVIATIONS

ADP Annual Development Program

CDG City District Government

CPU City Program Unit

DCO District Coordination Officer

DDWP Departmental Development Working Party

DG Director General

DG-M&E Directorate General-Monitoring & Evaluation

DLI Disbursement Linked Indicator

DO District Officer

EDO Executive District Officer

EEP Eligible Expenditure Program

EOI Expression of Interest

ESMF Environmental and Social Management Framework

GIS Geographic Information System

HUD&PHED Housing, Urban Development & Public Health Engineering Department

IDA International Development Association

LG&CDD Local Government & Community Development Department

MD Managing Director

MOP Memorandum of Partnership

MOU Memorandum of Understanding

MTDF Medium Term Development Framework

O&M Operation & Maintenance

Progress Report Page vii

OSR Own Source Revenue

OZT Octroi & Zila Tax

P&DD Planning & Development Department

PCGIP Punjab Cities Governance Improvement Project

PDWP Provincial Development Working Party

PFC Provincial Finance Commission

PHA Parks and Horticulture Agency

PPRA Public Procurement Regulatory Authority

PSC Project Steering Committee

PSDP Public Sector Development Program

RFP Request for Proposal

SOPs Standard Operating Procedures

SWM Solid Waste Management

TPV Third Party Validation

UIPT Urban Immovable Property Tax

USPMSU Urban Sector Planning and Management Services Unit

Progress Report Page 1

SECTION 1: INTRODUCTION TO PUNJAB CITIES GOVERNANCE

IMPROVEMENT PROJECT (PCGIP)

Project Name: Punjab Cities Governance Improvement Project

Project ID: P112901

Credit Number: IDA Credit No. 5153-PK

Total Amount of Project Budget: USD 154 Million

Project Duration: January 2013 - June 2017

Geographic Locations: Lahore, Gujranwala, Faisalabad, Rawalpindi,

Multan

1.1. PROJECT DESCRIPTION

The design of Punjab Cities Governance Improvement Project (PCGIP) was evolved from a

comprehensive urban sector dialogue between the World Bank and the Provincial

Government over the last several years. The project has been built on the policy reforms

already undertaken by GoPunjab, and focuses on the stage 2 of the urban agenda:

strengthening urban governance – the institutions and management systems. The urban

agenda has supported several critical reforms, and the GoPunjab now seeks to foster results,

especially at the city level. There is a general agreement between the World Bank and

GoPunjab that any major increase in resources for urban areas needs to focus on the results

that can be achieved by strengthening the planning, expenditure and accountability

frameworks. The achievement of the development objective will then help the provincial

government and cities to address the third stage of GoPunjab‟s urban strategy, i.e. to improve

delivery of municipal services in the medium to long term on a more sustainable basis.

Therefore, Gopunjab with the financial assistance of World Bank launched Punjab Cities

Governance Improvement Project (PCGIP) with the focus on strengthening of systems and

governance improvement for enhanced service delivery. The project is being implemented in

five large cities of Punjab .i.e. Faisalabad, Gujranwala, Lahore, Multan and Rawalpindi. Total

financial outlay of the project is US$ 154 million for five years (US$150 million by World

Bank and US$ 4 million by Government of Punjab).

The project utilizes a results based approach and, consistent with this focus, the disbursement

decision is based on achievement of pre-specified results, referred to as Disbursement linked

Indicators (DLIs), determined in partnership with the government. The DLIs reflect priority

elements in furthering the government‟s urban agenda, critical at the provincial level, within

the existing legislative, regulative and policy framework of the government. They include

intermediate outcomes, incremental steps and results contributing to improved efficiency and

effectiveness during and beyond the project.


1.2. PROJECT DEVELOPMENT OBJECTIVES

The project development objectives are:

To support the Province of Punjab‟s cities in strengthening systems for improved

planning, resource management, and accountability

To improve the Province of Punjab‟s capacity to respond promptly and effectively to an

Eligible Crisis or Emergency.

1.3. PROJECT BENEFICIARIES

The direct beneficiaries of the project are the five largest cities (City District Governments

and City Entities) in Punjab including Lahore, Faisalabad, Gujranwala, Multan and

Rawalpindi). Indirectly, the other cities in the Punjab, particularly the remaining three large

non-project cities (Sialkot, Bahawalpur and Sargodha), will benefit from the capacity

building and system development activities under the project. In addition, secondary

beneficiaries from the Project will also include the 14.5 million urban residents of the five

large cities of the Punjab which are classified as City Districts.

1.4. PROJECT COMPONENTS

Component 1: Performance Grants (US$ 145 million)

Component 1 focuses on two areas of urban governance and is aligned with the seven DLIs.

The first sub-component addresses resource planning and management, seeking to improve

decision making, consolidate fragmented revenue sources and strengthen resource

mobilization (DLIs 1-4). The second sub-component addresses transparency and voice in the

preparation, monitoring and evaluation of plans and programs in urban areas, (DLIs 5-7).This

component provides an annual grant to the project cities, based on achievement of specified

annual targets against a set of DLIs in selected governance areas. The amount of the

performance grant for each city is determined on the PFC formula basis.

Disbursements under Component 1 will be tracked against a set of Eligible Expenditure

Programs (EEPs) that reflect non-salary O&M expenditures of existing urban assets and

services such as roads and water supply in the city.

Component 2: Project Implementation and Capacity Building (US$5 million)

This component supports P&DD‟s USPMSU and City Program Units (CPUs) in the five

cities. The project is providing financing for: (i) operating costs for the USPMSU and the five

CPUs incurred against project activities; and (ii) technical assistance and capacity building

initiatives for urban areas in the Province.

Component 3: Contingent Emergency Response (US$ 0 million)

This component will support preparedness and rapid response to disaster, emergency, and/or

catastrophic events, as needed. The provisional zero cost for this component allows for rapid

reallocation of credit proceeds from other components under streamlined procurement and

disbursement procedures. This component could also be used to channel additional funds

should they become available as a result of the emergency.


The Director (Engineering), WASA-G: The major obstacle in the service delivery has

been removed by this project. Now, there is no hindrance in the improvement of our

services and we don’t have excuse for deficiency in our services. And, if we could not

improve the service delivery, that will be our fault.

1.5. DISBURSEMENT LINKED INDICATORS (DLIs)

DLI 1: Resource Planning

Three-year rolling and integrated Development and

Asset Management Plans implemented by each CDG

for area within its „city‟ boundary.

DLI2: Procurement

Good procurement performance practices

operationalized in CDGs through implementation of the

provincial procurement rules.

DLI 3: Intergovernmental

Finance System

Reporting of flow of funds to CDGs and city entities, at

the CDG level

DLI 4: Revenue Collection

System

Improvements in Own Source Revenue (OSR)

collection systems

DLI 5: Boundary Alignment

Boundary of „city; area adopted by each city and its

entities as the spatial planning and service delivery area

DLI 6: Public Disclosure

and Access to Information

Public Disclosure and Access to Information

mechanism operationalized

DLI 7: Accountability

Effective and transparent feedback and grievance

redress mechanisms operationalized

Each DLI has its yearly target to be achieved for disbursements that are attached as

Annexure A.

1.6. INSTITUTIONAL AND IMPLEMENTATION ARRANGEMENTS

1.6.1. P&DD and Project Steering Committee (PSC)

Planning and Development Department (P&DD), Government of Punjab, is the Project

Implementing Agency. P&DD is responsible for coordination between relevant provincial

departments, for which it has established a Project Steering Committee (PSC) headed by the

Chairman, Planning and Development Board. It comprises of Secretaries from four provincial

departments (Finance, Local Government and Community Development, Housing and Urban


Development, and Public Health Engineering and Excise & Taxation), the five District

Coordination Officers of the project cities, and the Project Director USPMSU as the

Secretary. The PSC is responsible for overall guidance and monitoring of project

implementation.

1.6.2. Urban Sector Planning and Management Services Unit (USPMSU)

USPMSU is responsible for liaisoning, capacity building, internal monitoring, and

coordinated project reporting at the provincial level on behalf of the P&DD. In addition,

USPMU is the main agency for implementation of Component 2 of the project, as well as for

delegated tasks under Component 3 (if and when activated), on behalf of P&DD.

1.6.3. Directorate General Monitoring and Evaluation (DG-M&E)

External monitoring is responsibility of the Directorate General Monitoring and Evaluation,

Planning and Development Department (P&DD). The Directorate will contract third

party/private sector firm(s) as independent assessment agencies for the annual appraisal of

DLIs‟ targets‟ achievement.

1.6.4. City Program Units (CPUs)

CPUs are established under the Office of Executive District Officers – Finance & Planning

with requisite skills of staff to support project implementation and assist in delivering city

level project activities.

1.6.5. Planning & Coordination Committee

A Planning and Coordination Committee (PCC) with requisite terms of reference, has

notified for each city. The PCC acts to resolve intra-city and inter-jurisdictional coordination

issues as well as the achievement of such DLI targets as the consolidation of Annual

Development Plans (ADPs) and the preparation of integrated city-wide rolling development

and asset management plans.

A chart for Implementation arrangements of PCGIP is attached as Annexure B.


SECTION 2: PROGRESS OF YEAR 2 ………………….…………………………..………………………..

DISBURSEMENT LINKED INDICATORS (DLIs)

2.1.1. DLI 1: RESOURCE PLANNING

INDICATOR Three-Year Integrated Rolling plans for Development and

Asset Management implemented by each CDG for area within

its „city‟ boundary.

BASELINE CDG and its entities* prepare annual development plans

independent of each other. There is no coordination or

integration of development and maintenance needs and plans.

TARGET FOR

DISBURSEMENT

Each CDG has prepared a consolidated Annual Development

Plan (ADP), which includes the ADPs for municipal services of

each CDG, its entities.

PROTOCOL Consolidated ADP reflects all programs/projects being

undertaken in the „city‟, by sector and entity (to include all on-

going, new and planned investments, separately for creation of

new assets, refurbishment and replacement).

A multitude of agencies are operating both at the local and provincial level without

distinctive mandates and well-defined roles, and with vague functional boundaries. The

division of responsibilities amongst individual agencies is nebulous, highly overlapping, and

largely indistinguishable. Each of these entities has a different planning remit, and their plans

do not cover the same spatial distribution. This in addition to lack of coordination, hampers

the efficient use of development funding. The strategic framework and direction for

economic development and spatial growth is weak, and even where plans have been

prepared, they are not followed as they have no legal force and in any case are too broad and

general to be implementable. There is no medium term prioritization of projects beyond the

annual portfolio of „schemes‟- the Annual Development Program (ADP), although this is a

requirement of the local government budget rules. In the ADP, projects are not prioritized

according to public preferences and fail to address needs on a consistent, sustainable, and

strategic basis. Budgetary planning and resource allocation practices suffer due to the lack of

a coherent vision, with the consequence that spending is largely erratic, where smaller

development projects are preferred and selected at the expense of important civic needs that

require a longer, multi-year commitment.

The above said issues could be overcome through capital improvement and asset maintenance

through preparation of three-year rolling Development and Asset Management Plans

(DAMP). The preparation of these plans will be coordinated at the city level and will be

based on integration of the capital improvement and asset maintenance plans of the city and

*City entities include Development Authority (DA), Water and Sanitation Agency(WASA), Traffic Engineering and

Planning Authority (TEPA), Parks and Horticulture Authority (PHA), and Solid Waste Management (SWM)

department/Lahore Waste Management Company (LWMC).


its entities. The planning will be for a three year period with the first year detailed to form

the annual budget for that year. These plans will be updated each year for a three year period

on a rolling basis. This will help improve the consistency of development and asset

maintenance plans across the city space and for all services, and to prioritize and rationalize

investment decisions.

The target of year 2 under this DLI was “Each CDG has

prepared a consolidated Annual Development Plan

(ADP), which includes the ADPs for municipal services

of each CDG, its entities” which is the first step toward

Integrated Development and Asset Management Plan

(IDAMP). In order to meet the requirement of year 2, the

ADPs of year 2012-13 have been consolidated through

provision of technical services of a Public Financial

Management Expert to CDGs and entities. The data

collection including ADPs and other relevant information

from the officials has been carried out through field

visits, document review and discussion with officials.

The ADPs of each city was analyzed by category, sector

and schemes.

The consolidated ADPs of year 2012-13 present the

following picture:

Overall summary of consolidated ADP 2012-13 of a city-by Entity

Overall Summary of consolidated ADP 2012-13 of a city-by Sector

Overall Summary of consolidated ADP 2012-13 of a city -by Category

Overall Summary of consolidated ADP 2012-13 of a city -by Commencement period

In addition, there is a detailed analysis of CDGs and entities separately by entity, sector and

scheme.


The DO (planning), CDGL: Consolidation of ADP on a unified format is an important

step towards streamlining the development program and introducing transparency in

the future financial activities.

The consolidated ADPs were shared with CDGs and entities through mail and in a

consultation session held on April 18-19, 2013 that had been approved by the relevant

authorities. The Secretary Housing, Urban Development and Public Health Engineering

(HUD&PHE) Department endorsed the consolidated ADPs on December 13, 2013 through

letter no. SO (UD)1-34/2011 (Annexure C). The Secretary Local Government and

Community Development (LG&CD) Department endorsed the consolidated ADPs on

February 26, 2014 (Annexure D).

For template to consolidate ADPs of up-coming years,

it was agreed during a consultation workshop on April

18-19, 2013 that the format of medium term

development framework (MTDF) provided by P&D

will be adopted. During a consultation session held on

January 06, 2014, it has been finalized that a ten

column proforma will be used for consolidation of

upcoming ADPs (Annexure E) and a 27 column

proforma will be used for data collection (Annexure F).

Planning and Coordination Committees (PCCs) for each of the five project cities were

notified on May 15, 2012 through notification No.SO(FPS(LG)1-3/2010(P) by Government

of the Punjab, Local Government & Community Development (LG&CD) Department to

facilitate the resolution of intra-city and inter-jurisdictional coordination issues as well as the

achievement of such DLI targets as the consolidation of Annual Development Plans (ADPs)

and the preparation of integrated city-wide rolling development and asset management plans.

For operationalization of PCCs, the 1st district level meetings were held in all project cities

under the Chairmanship of Commissioners and were briefed about the project and ToRs of

the committee, progress of project and procurement plans of CDGs and WASAs. The PCC

meetings were held as per following schedule:

Multan:

December 14,

2013

Lahore:

January 16,

2014

Gujranwala:

January 28,

2014

Faisalabad:

February 03,

2014

Rawalpindi:

February 26,

2014

2.1.2. DLI 2: PROCUREMENT

INDICATOR Good procurement performance practices are set up at CDGs

through implementation of the Provincial procurement rules.

BASELINE Inconsistent application of Punjab Public Procurement

Regulatory Act

(PPPRA) rules and lack of clarity due to conflicts with some

directives and administrative issues.


TARGET FOR

DISBURSEMENT

Cities have documented processes as standard operating

procedures for planning, procurement, and contract

management.

PROTOCOL Processes of planning, transparent pre-registration, bidding, bid

acceptance and rejection, administrative authorities,

dissemination, and contract management aligned with the

provincial rules, and documented in the SOPs which are

notified for implementation.

The city district governments are required to use the provincial procurement rules, but

compliance is partial due to gaps in implementation instruments, certain conflicting

directives, as well as dissemination issues. As part of the systematic improvements, the

Procuring Agencies need to establish Standard Operating Procedures (SOPs) for procurement

and contract management systems. For the year 2, the target of this DLI was to develop

Standard Operating Procedures (SOPs). These SOPs needs to be focused on streamlining and

implementation of PPRA procurement rules, including but not limited to, linking the

procurement planning to the budget, equal opportunity by rationalized pre-registration

(enlistment) procedure, transparency through web postings, disclosures and complaints

redressal mechanism and efficiency through capacity building of Procurement Staff.

A Procurement Specialist was engaged in order to build the capacity of CDGs and entities in

procurement systems / performance and development of SoPs and to provide technical

assistance to CDGs, WASAs and Development Authorities to achieve the procurement DLI.

As an inception, a situation analysis of each CDG, WASA and DA was done through field

visits, document review and meetings with concerned staff.

Situation Analysis

The situation analysis of CDGs and entities on the basis of their existing procurement

practices has been carried out:

Procurement Management: In the CDGs and entities, procurement is not being managed by

a dedicated wing other than Lahore and is not treated as a separate function. For example, in

the communication and works department procurement is dealt with different tiers as per

financial rules.

Standard Operating Procedures: The CDGs are required to use Provincial Procurement

Rules but the officials involved in procurement are not clear the processes. Standard Bidding

Documents notified by the GoP are the same as being issued by the Pakistan Engineering

Council. For procurement of goods and services, there are no bidding documents and SOPs as

well in WASAs and CDGs. DA‟s have procedures laid down for enlistment of contractors,

invitation to tenders and selection of consultants.

Procurement Planning: Procurement planning is necessary to set timelines and targeted

completion date for procurement and subsequent forward planning for implementation of the

project. Procurement planning is a weak area in CDGs and WASAs as it is not planned

accordingly. The procurement only commence when funds are actually received for a

particular project. The development schemes prepared on the recommendations of MPAs and


MNAs disrupt the already frail system. These schemes are pushed through due to which

routine procurements get delayed.

Management Capacity: As the procurements are carried out by technical persons and not by

the dedicated wing, the capacity of technical persons to manage procurement is in adequate.

Federal PPRA has now a training institute on procurement wherein officials from different

ministries and federal entities are provided trainings whereas no such facility is available by

Punjab PPRA.

Procurement Operations: The departments prepare PC-1 proforma for each scheme and

forward to Planning Commission for approval. The scheme is incorporated in Public Sector

Development Program (PSDP) followed by approval from Departmental Development

Working Party (DDWP) and Provincial Development Working Party (PDWP). The

procurement operations are being carried out under PPRA Rules. The CDGs follows an

unwritten but traditional mode of process for undertaking procurement; apart from the health

department where SOPs have been developed. Procurement of goods, works and services is

both for routine purchases and development projects. Contractors are categorised on their

financial strengths and different authorities are responsible for approval of different

categories.

Competitiveness: Procurement Authorities generally follow the guidelines but there is an

apprehension that inclusion of unplanned projects in the procurement cycle may flex certain

procurement processes. In order to ensure competitiveness, it is essential that notices are

advertised in two newspapers of wide circulation but there is a limited circulation.

Integrity and Transparency: In order to ensure transparency, the evaluation results should be

displayed on website or be made available to contractors. The grievance committees are not

notified in all the city departments in the CDGs and the WASAs. In order to ensure

transparency and integrity it is expedient that the decisions should not be taken arbitrary and

that must not have the element of discretion. This could be ensured through collective

decision making. The committees have not been notified and instead decisions are made

through circulation and this process too has not been penned down and could be by passed if

necessary.

Standard Operating Procedures (SOPs)

The Punjab Procurement Regulatory Ordinance was promulgated in 2007 to establish the

Punjab Procurement Regulatory Authority. Thereafter, Punjab Procurement Rules 2009 were

framed and implemented under the Punjab Procurement Regulatory Act 2009. Some

amendments were made in 2013 in Punjab Procurement Rules 2009 which were renamed as

Punjab Procurement Rules 2009 (Amended).These rules have been repealed in 2014 and new

Punjab Procurement Rules have been enforced as Punjab Procurement Rules 2014. Like all

the government departments and public sector corporations that are using public funds, the

City Districts Governments/ District Governments/ WASAs/Development Authorities have to

follow Punjab Procurement Rules 2014† for procurement of goods, works and services.

† http://www.ppra.punjab.gov.pk/rules_regulations


The EDO (Finance & Planning), CDGF: The development of SOPs on PPRA Rules is

a good initiative that will certainly help the CDGs and entities to resolve the muddles of

rules for transparent procurement procedures and to ensure quality procurements.

Since the Punjab Procurement Rules 2014 are exclusively focused on solicitation procedures

of procurement and do not address issues such as powers of the procuring officials and

provide insufficient details and actual steps to be taken by the procuring entities; hence there

is need for having elaborated Standard Operating Procedure (SOP) for guidance of such

officials / entities.

Initially the SOPs were drafted on Punjab Procurement

Rules 2009 but during the year 2 of project, new rules

have been launched as Punjab Procurement Rules 2014

and the SOPs have been revised accordingly to

established best practices in procurement. SOPs attempts

to outline:

i. Methodology/guidelines for procurement staff to

undertake different steps in procurement process;

ii. Roles and Responsibilities of different officials.

Defining roles and responsibilities of the officials involved in the procurement process is

likely to improve transparency and accountability and bring about uniformity in procurement

transactions in a district government and across different

CDGs, WASAs and DAs.

These SOPs were finalized through one to one

discussions and consultation workshops with

stakeholders. During a consultation held on September

23, 2013, draft SOPs were presented in details.

Representatives from PPRA, World Bank, CDG and

entities shared their detailed comments that were

incorporated. The draft SOPs were also consulted with the HUD & PHE Department,

LG&CD Department, Finance Department and PPRA. PPRA commented that every

procuring agency devise its methodology of procurement and provide such methods and

procedures in their procurement plan and approval mechanisms. The SOPs should be in

general outline of operating procedure which may be modified by the procuring agency

according to their requirements living within the ambit of PPRA Rules 2014 (Annexure G).

Keeping in view the comments, LG&CD and HUD&PHED Departments were requested to

circulate the SOPs in cities for the achievement of this year DLI. As SOPs are a live

document and could be modified, it was suggested that during training workshops with CDGs

and entities, the SOPs will be modified accordingly. The Secretary HUD&PHE Department

circulated the SOPs to Development Authorities, Water and Sanitation Authorities and Parks

& Horticulture Authorities for implementation through letter No.SO(UD)1-34/2011-II dated

March 03, 2014 (Annexure H). The Secretary LG&CD Department agreed in the 4th

Steering Committee Meeting held on March 04, 2014 to circulate the SOPs in CDGs for

implementation.


The DO (Budget), CDGL: Due to the issuance of instructions, the CDG has a clear

picture of what is actually been transferred to CDGs. This could help in improved

planning of development in future.

2.1.3. DLI 3: INTERGOVERNMENAL FINANCE SYSTEM

INDICATOR Reporting of flow of funds to CDG and city entities, at the

CDG level

BASELINE There are multiple parallel funding sources to CDGs and the

city entities, due to which the CDG does not have knowledge of

the total funding coming to the city.

TARGET FOR

DISBURSEMENT

Each CDG is being provided details by the Finance Department

regarding transfers being made to the city entities, at the time of

the transfers.

PROTOCOL Assessment of all provincial transfers including for entities,

authorities, and agencies in city are reported to the city

government at the time of the transfer with details of the

transfer.

Intergovernmental Finance: Currently there are multiple funding windows, some supporting

CDGs and others service entities (e.g., WASAs), with the result that the CDG does not have a

complete picture of the level of funding coming to the city for infrastructure and service

delivery. To address this, the Government of Punjab reports to the CDGs, all transfers

including amounts to city entities, at the time of making the transfers. This provides a

complete picture to each CDG of the funding available to the city as a whole, and the funds

flowing to the city entities. In turn, this helps the CDGs to prepare city budgets keeping in

view predictability of funding. Each CDG will also be able to hold city entities accountable

for results against such funding. This consolidation in turn allows improved planning and

control of resources for city level development expenditures.

The year 2 target of this DLI was “Each CDG is being provided details by the Finance

Department regarding transfers being made to the city entities, at the time of the transfers”.

The Finance Department Punjab issued that all CDGs should be intimidated regarding all

development and non-development funds that are being followed.

2.1.4. DLI 4: REVENUE COLLECTION SYSTEM

INDICATOR Improvements in Own Source Revenue (OSR) Collection

Systems.

BASELINE The UIPT records are maintained manually and not fully

ordered and updated

TARGET FOR

DISBURSEMENT GoPunjab has completed the UIPT automation pilot.

Action Plans prepared by city entities for enhancement of

self-collected OSR have been approved

PROTOCOL Assessment of UIPT automation.


Relevant level has approved Action Plans for enhancement

of self-collected OSR by city entities

Assessment of operationalization of approved Action Plans.

Urban areas also suffer from non-predictable capital investment funding and low own source

revenues. The Provincial Finance Commission (PFC) award, through which formula based

fiscal transfers are made to local governments, does provide a solid and predictable basis for

basic service delivery. However, own source revenues (OSR) are small and declining in

proportion to the overall budgets, reflecting poor revenue effort. To enhance the revenue,

cities are being supported for improvement in the property tax regime through the digitization

of Urban Immovable Property Tax (UIPT) records, GIS based spatial-mapping of urban

properties, and the establishment of a UIPT database and billing system that allows the

taxpayers to use a web based interface to view property valuations as well as to generate

vouchers for annual payment.

Urban Immovable Property Tax (UIPT)

The Urban Unit in collaboration with the Excise and Taxation Department embarked upon

the Sialkot Pilot Project for computerizing the Urban Immovable Property Tax (UIPT). The

Pilot Project has successfully been completed in Sialkot District 100% computerized PT-10

Challan forms have been delivered in the current financial year.

On the basis of the success of Sialkot Pilot Project, the project for the computerization of

UIPT was extended to the five large districts including Lahore, Faisalabad, Gujranwala,

Rawalpindi and Multan. In these districts, the Urban Unit and Excise and Taxation

department are jointly carrying out the field survey of property tax in which the photographs

of properties are also being taken to upload on Geographic Information System. The PT-1 &

PT-8 registers of all the five large cities have been scanned using high resolution scanners.

Data Entry labs have been established in all the districts to enter data into the database where

trained data entry operators are performing this activity. The integration of UIPT record with

Geographical Information System is the key feature of this computerization which will ensure

transparency, accountability, evidence based and robust planning, informed decision making

and policy formulation, revenue enhancement, effective monitoring and improved service

delivery for the citizens. This is one of the most important initiatives which will lead towards

the real e-governance and ICT-based solutions.


Enhancement of Own Source Revenue (OSR)

In order to enhance the revenue, the target of year 2 was to develop action plans for CDGs

and entities and get them approved from their respective

departments i.e. Local Government & Community

Development (LG&CD) Department and Housing, Urban

Development and Public Health Engineering (HUD&PHE)

Department. Before developing action plans, it was

important to know the existing situation of OSR in CDGs

and entities. A detail analysis was carried out through

document review and interviews conducted by the

consultant engaged for the assignment to get updated information on existing mandates for

generation of OSR, tax collection regime and to identify the existing sources of revenue. On

the basis of existing situation, detailed action plans were developed.

Situation Analysis

City District Governments: The main financial resources of a CDG to meet the annual

expenditure include its share under the Provincial Finance Commission (PFC) Award, Octroi

and Zila Tax (OZT) Grant and self-collected Own Source Revenues (OSR). Share under the

PFC Award and OZT Grant provided by the Provincial Government are the major

components of a CDG‟s resources.

For FY 2012, self-collected OSR were less than 5% of the

total CDG revenues - 1.8% (CDG-G); 2% (CDG-R); 3%

(CDG-F); 4% (CDG-M); and 5% (CDG-L). Major sources

of CDG‟s OSR include (i) Advertisement fee; (ii) Fee for

re-classification of land-use – change of land use; (iii)

income from transport terminals – bus stands, wagon

stands, truck adda and parking stands; (iv) rental income

from municipal property – houses, shops, etc.; and, (v)

fees and fines on miscellaneous regulatory functions such as licence fee for trades and

vocations.

Actual OSRs usually have no relationship with the budgeted amount. Sometimes excessive

budgets are prepared which cannot be billed/ recovered during the year, while at others,

actual OSR can be much higher as compared to budgeted OSR due to surveys and/or

recovery campaign. During FY 2012, the actual recoveries compared to budgeted OSR were

between 23% (CDG-L) and 155% (CDG-G). The budgeted OSR of CDG-L included Rs.2

billion as income from resource generation (sale of

property) which could not be realized.

Water and Sanitation Authorities (WASAs): For financial

sustainability of an organization, operating expenditure

(OPEX) should be less than the operating revenues (WSS

charges plus UIPT plus other income) i.e. the Operating

Ratio or Working Ratio should be less than 1.00. In FY


2012, in all five WASAs operating revenues were insufficient to cover the cash OPEX

(without including depreciation or replacement of assets). OPEX were many times the

operating revenues and the Operating Ratio was 1.66 (R-WASA), 1.86 (F-WASA), 2.27 (L-

WASA), 3.44 (M-WASA) and 4.75 (G-WASA). During FY 2010 to FY 2012, in each

subsequent year, generally the Operating Ratio has worsened compared to the previous year.

Development Authorities: The main financial resources of a Development Authority (DA) to

meet the annual expenditure include Property sales (commercial and residential plots in DA

developed schemes), rental income, development charges on schemes implemented by DA,

fee and fines on building control, re-classification of land use, approval of private housing

schemes, transfer of residential plots, building plan approval and extension of building period

in housing schemes in their jurisdiction, etc.

In FY 2012, the actual OSR compared to the total DA resources varied between 14% (GDA)

to 94% (LDA). OSR of a DA is based on the area under its jurisdiction. GDA which has a

small area under its jurisdiction collected Rs.79 million only while LDA collected Rs.5,321

million during FY 2012.

Action Plans

On the basis of situation analysis action plans have been developed for CDGs, WASAs and

Development Authorities to streamline systems for revenue enhancement and expenditure

control in the light of international best practices. Below tables indicate the proposed actions

through which CDGs, WASAs and Development Authorities can enhance their Own Source

Revenue.

APPROVED ACTIONS FOR CITY DISTRICT GOVERNMENTS

Policy Actions

Enhance Revenues from Licensing on Trades and Vocations

Revise and rationalize schedule of taxes, fee and fines

Revise fee rates approved by the Zila Council in line with Punjab LG (Taxation)Rules

Revised Fee Rates approved/ notified by the Government

Enhance Revenue from Fee for Classification/ Re-classification of Land Use

Efforts should be made to revise the Fee for re-classification of land use

(Presently DA in its jurisdiction charge @ 20% of “commercial” value whereas CDG in its

jurisdiction can charge @ 5%, 10% or 20% of “residential” value of land being re-classified.

Enhance Revenues from Advertisement/ Bill Boards

Revise and rationalize Schedule of Taxes. Fee and Fines

Revised Fee Rates approved by the Zila Council in line with Punjab LG (Taxation) Rules

Revised Fee Rates approved/ notified by the Government

Administrative Actions

Enhance Revenues from Licensing on Trades and Vocations

Conduct Survey to identify revenue potential and update the tax base (for all taxes and fee

levied/ collected by CDG)



CDG should lead the TMAs‡ in joint effort to identify and regularize illegal land use

TMAs should not approve the building plans on notified roads in case Reclassification Fee

has not been paid to the CDG

Survey for verification of current land use (illegal buildings) on notified roads of the City

Notice to persons violating the allowed land use

Sealing of unauthorized land use/ FIR/ or even demolition of unauthorized land use

Improve Control and enhance resources through GIS Mapping

Prepare and regularly update GIS/ Land Use Map (One updated GIS map will help in various

activities including enhancement of income from different revenue sources – such as Fee for

Classification/ reclassification of land; sites for fixing bill boards; and mainly UIPT, etc.

Verification of GIS/ Land Use Map

o Based on Satellite Image,

o On-ground verification by survey teams,

o Property identified and marked on the map

o Size of plot to be confirmed (this will help in classification/ reclassification – also

where tenant has encroached on land in addition to the property that has been rented)

o Linked to Demand and Collection Register (or computerized billing record)

Enhance Revenues from Advertisement/ Bill Boards

Conduct Survey to identify revenue potential and update the tax base.

Conduct survey and remove Advertisement Boards that are illegally fixed, dangerous, block

view or are of irregular size

Achieve full potential - Rental Income from municipal properties

Survey to confirm that tenants have not made structural alterations (such as adding new

floors) or encroached on area around the leased property

Improve rent agreement so that the condition that property may be leased to someone else

after 5 years can be implemented

Pursue property rent cases vigorously so that these do not linger for a long time.

General

Update customer database and check/ Regularize non-payers

Conduct a survey for enhancing revenue potential.

Conduct a survey to check whether correct Tax, Fee, Fine or Penalty is being applied

Update the existing data-base in line with the survey

Based on the survey, start charging applicable rate of Tax, Fee, Fine or Penalty.

Test check the data-base regularly so that it is kept updated

Improve Billing and Collection system

Ensure that bills are generated in time and reach the customers

Where necessary, improve the system of Customer Data Base and “Customer reference

numbers” to ensure that bills could be delivered in time

Design a web-based system to facilitate customers so that they can see the applicable

Schedule of Taxes and Fee and print their challan from CDG web site

Accurately record and recover Arrears

Reconcile computerized billing system with subsidiary record (DCR).

Prepare aging of arrears for individual customers (categorize arrears into one month, three

months, one year and prior to one year) so that appropriate actions could be taken for different

categories.

Issue notices to defaulters with arrears outstanding for more than a year to clear their account.

‡ The close working of CDG and TMA is facilitated by different sections of the PLGO 2001 e.g. (i) Section 44 Joint Committee

of the Zila and Tehsil Councils; (ii) Section 54-A (a)(b) and (d) Functions and Powers of Town Municipal Administration; and, (iii) Section 140 ZilaMushawirat Committee.


Pursue them to clear their account

Offer a discount/ relief in case old outstanding amounts are cleared in lump sum

In case of non-payment, send arrears outstanding for more than a year to be recovered as

arrears of land revenue (Pursue such cases for early action)

Strictly follow PLGO and LG Rules

LG Budget Rules specially for:

a. Preparation of budget

b. Balanced Budget

c. Filling of Budget Forms

d. Justification/ Explanation of Budget estimates for Receipts (BDR-5)

e. Estimating Expenditures

f. Schedule of Arrears (BDR-4)

g. Schedule of Liabilities and Loans (BDO-5) etc.

Regarding Transparency and Public Awareness

a. Display of budget of the CDG on website for public information

b. Display of summarized monthly statements

LG Budget Rules for Performance:

a. Policies and Proposed Activities (BSF-1)

b. Service Delivery Performance Targets (BSF-2)

c. Service Delivery Facilities Status (BSF-3)

Ensure that Sanitation collected by WASA on behalf of CDG is regularly transferred/

reconciled (only for CDG Lahore)

Ensure Regular Transfer of Sanitation Fee recovered with L-WASA bills

Regularly reconcile Sanitation receipt from L-WASA to check what has been deducted

Incorporate in books:

o deduction of Collection Charges by L-WASA

o any other deduction

o deduction due to services provided by L-WASA to CDG-L

APPROVED ACTIONS FOR WATER AND SANITATION AUTHORITIES (WASAs)

Policy Actions

Tariff revision and its approval by Authority and Government

Work out revised tariff:

o To ensure financial sustainability – it should be based on Cost Recovery

o For Distributive Justice: Basic minimum needs of consumers may be subsidized, but

subsidies to be transparent and accurately targeted to the poor.

o Those who use more should pay more (metered connections) and, those who are

better off pay more.

Design revised tariff in such a way that it can provide automatic annual adjustments for:

o Increase in Salary cost

o Increase in Power Cost

o Increase in other O&M expenses

Revised Tariff approved by the Authority

Revised Tariff approved/ notified by the Government


Calculate Unit Cost of Service Provision

Determine the actual unit cost of service provision. (Unit Cost of service provision is


necessary for controlling costs and for working out cost recovery tariff)

Maintain Accounting Record in such a way that it facilitate calculation of “Total Costs”

of Services (A)

Maintain separate Cost Centres for allocation of expenses on Water Supply, Sewerage

and Drainage

Charge all relevant direct expenditure to appropriate Cost Centre

Obtain and reconcile amount adjusted (in case of adjustment of WAPDA dues from

Property Tax by the Provincial Government; or by the Federal Adjuster)

Account for accrued expenses (e.g. electricity bills payable) so that correct total cost

can be calculated

Allocate proportionate overheads to these Cost Centers

Maintain Quantitative Record (B)

Install bulk meters for recording water pumped/ produced

Start / Extend Consumer Metering for recording usage by consumers:

o Start/ Extend Metering to Commercial/ Industrial Connections

o Start/ Extend Metering to Residential Connections

o Keep quantitative record for

a) water pumped,

(b) supplied to consumers,

(c) Consumed by fire brigade, street watering, and gardens.

Work out the Unit Cost of Service Provision (A/B)

Start applying the approved Revised Tariff for customer billing

Calculate Operating Ratio separately for different services (water supply/ sewerage)

as well as WASA as a whole.

e.g.

Total expenditure on water supply

Total revenue from water supply

Improve Billing and Collection system

Ensure that bills are generated in time and reach the customers

Where necessary, improve the system of “Customer reference numbers” to ensure

timely delivery of bills (so that WASA is not dependent on a particular bill distributor

of a particular area for distributing bills)

Computerize Billing and Collection System (linked to GIS)

Design a web-based system to facilitate customers so that they can obtain their water

bill from WASA web site (as in case of WAPDA or SNGPL)

Calculate, Review and continuously improve Billing Efficiency:

Water rates billed .

Water supplied (gallons) x Rate per gallon

Calculate, Review and continuously Improve Collection Efficiency:

Amount collected . x 100

Amount billed

Accurately record and recover Arrears

Reconcile computerized billing system with subsidiary record (DCR).

Prepare aging of arrears for individual consumers (categorize arrears into one month,

three months, one year and prior to one year) so that appropriate actions could be

taken for different categories.


Issue notices to defaulters with arrears outstanding for more than a year to clear their

account. Offer a discount/ relief in case old outstanding amounts are cleared in lump

sum

In case of non-payment, send arrears outstanding for more than a year to be recovered

as arrears of land revenue (Pursue such cases for early action)Or Disconnect WSS

connections of users with arrears outstanding for more than a year

Disconnect Sewerage Connections of Commercial/ Industrial consumers in case of

arrears outstanding for more than six months

Detect and Regularize Illegal Connections

Conduct a survey for illegal connections

Conduct a survey to check whether correct tariff is being applied (where tariff is

based on area of plot OR where it is based on ferrule size) ensure that an officially

disconnected user has not illegally connected with the system.

Charge and collect Connection/ Disconnection charges as well as penalty from users

having illegal connections.

Maintain properly updated Spatial Information Maps “Consumer” maps (for water

supply and sewerage) o Based on Satellite Image, On-ground verification by survey teams, o Property identified and marked on the map o Size of plot confirmed (in case plot size is being used as a proxy) o Linked to Demand and Collection Register (or computerized billing record)

Reduce Production Costs:

Control Power Costs

o Maintain separate facility-wise records for electricity consumption for

providing different services (e.g. water supply, sewerage & drainage). This

will help in improving operational efficiency.

o Regularly reconcile the record of electricity units consumed with WAPDA

record.

Maintain properly updated “network” maps (for water supply and sewerage’

o It could be linked with registers/ record to show

(a) when a certain portion was installed

(b) which portions were repaired/replaced and nature of work

(c) date of repair/replacement

(d) Cost of repair / replacement (this would allow better control of repair and

maintenance costs).

Start/ Continue Energy Audit of Production Facilities and take appropriate

corrective measures

APPROVED ACTIONS FOR DEVELOPMENT AUTHORITIES (DAs)

Policy Actions

Enhance Revenues from Penalties, Fee and Fines

Revise and rationalize Schedule of Penalties, Fee and Fines

Revised Rates of Penalties, Fee and Fines approved by the Authority

Revised Rates of Penalties, Fee and Fines approved/ notified by the Government



Enhance Revenues from different Fee and Fines

Conduct Survey to identify revenue potential and update the tax base (for all taxes,

penalties, fee and fines).


DA should lead the TMAs in joint effort to identify and regularize illegal land

use§TMAs should not approve the building plans on notified roads in case

Reclassification Fee has not been paid to the DA

Survey for verification of current land use (illegal buildings) on notified roads of the

City

o Notice to persons violating the allowed land use

o Sealing of unauthorized land use/ FIR/ demolition of unauthorized land use

Improve Control and enhance resources through GIS Mapping

Prepare and regularly update GIS/ Land Use Map(The updated GIS map of the City

will help in enhancement of income from different revenue sources – such as Fee for

Classification/ reclassification of land; sites for fixing bill boards; and mainly UIPT,

etc.

Verification of GIS/ Land Use Map

o Based on Satellite Image,

o On-ground verification by survey teams,

o Property identified and marked on the map

o Size of plot to be confirmed (this will help in classification/ reclassification –

also where tenant has encroached on land in addition to the property that has

been rented)

o Linked to Demand and Collection Register (or computerized billing record)

Achieve full potential - Rental Income from properties

Survey to confirm that tenants have not made structural alterations (such as adding

new floors) or encroached on area around the leased property

Improve rent agreement so that the condition that property may be leased to someone

else after 5 years can be implemented

Pursue property rent cases vigorously so that these do not linger for a long time

General

Update customer database and check/ Regularize defaulters

Conduct a survey for revenue potential.

Conduct a survey to check whether correct Tax, Fee, Fine or Penalty is being applied

Based on the Survey start charging revised rate of Tax, Fee, Fine or Penalty.

The situation analysis and revenue enhancement action

plans for CDGs, WASAs and DAs were consolidated in a

report that has been finalized after various consultations

with stakeholders through meetings and workshops.

§ The close working of CDG and TMA is facilitated by different sections of the PLGO 2001 e.g. 1. Section 44 Joint Committee

of the Zila and Tehsil Councils; 2. Section 54-A (a)(b) and (d) Functions and Powers of Town Municipal Administration; and, 3. Section 140 Zila Mushawirat Committee.


The Director (Administration & Revenue), WASA-F: At this time, there was a strong

need to know the existing situation of OSR and development of plans for enhancement

of self-collected OSR for future sustainability of WASAs. The action plans developed

under this project are quite comprehensive, realistic and achievable.

To share the situation analysis and draft action plans, two well-attended workshops were

arranged by the Urban Unit on April 18-19, 2013 and August 26, 2013. These workshops

were attended by participants from these fifteen

organizations of the five large cities, the Chief Executive,

Officers and staff of Urban Unit as well as Consultants for

different DLIs. The situation analysis and draft action plans

were presented and discussed in detail while suggestions for

improvements received during workshops were

incorporated.

The Action Plans for enhancement of Own Source Revenue have been approved by the

CDGs and WASAs and endorsed by HUD & PHE Department through letter No.SO (UD)1-

34/2011(Pt-II) dated December 11, 2013 (Annexure I). The Secretary Local Government and

Community Development (LG&CD) Department endorsed the Action Plans on February 26,

2014 (Annexure J).

2.2. ELIGIBLE EXPENDITURE PROGRAMS (EEPs) AND

STRENGTHENING OF SYSTEMS

INDICATOR Develop a capacity building and training plan on ESMF, to

ensure inclusion of ESMF in 10% of all civil works for CDGs

and WASAs

Under PCGIP, Environmental and Social Management Framework (ESMF) is prepared by

the GoPb to mitigate the potentially negative environmental and social impacts that may

emerge during development projects/schemes of CDGs/city entities. The ESMF conforms to

the national laws and rules and regulations and WB Safeguard Policy Frameworks. The

ESMF broadly identifies the typical environmental and social issues associated with various

types of schemes implemented by the City District Governments (CDGs) and city entities,

and proposes generic mitigation measures to address these impacts. The ESMF also defines

environmental and social assessment procedure to be followed by the CDGs/city entities

while preparing, appraising, and implementing schemes. The CDG / city entity have to

conduct environmental and social screening for every scheme, during the scheme

identification/preparation stage, on the basis of nature and size of scheme as well as the

nature and severity of associated environmental and social impacts.

For the implementation of ESMF, it was to ensure that 10 % Government financed schemes

have to follow environmental and social management procedures during 1st year of the

project. The Urban Unit (USPMSU) being responsible for capacity building activities under

the project has designed two days training workshops on Social and Environmental issues in

Urban Development in each of the five cities as per below schedule:


Lahore:

December 10-

11, 2013

Faisalabad:

December 17-

18, 2013

Multan:

January 03,

2014

Gujranwala:

February 24-25,

2014

Rawalpindi:

February 26-27,

2014

These two days workshops provided key knowledge to the participants to identify the types

of social and environmental issues that are arising by the extensive urban development and

how they are deteriorating the quality of life in cities. Moreover, present legal status in

Pakistan and World Bank safeguard policies to deal these issues and significance of impacts

assessment studies in handling of these issues was also part of the workshops. The training

participants included representatives from CDGs, WASAs, LG&CD Department, DAs, PHA,

TEPA Lahore and Solid Waste Management Company. The presentations were on

Fundamentals of Environment; Social and Environmental Issues in Urban Development;

Urban Pollution; Local frameworks and WB Safeguards Policies; Social and Environmental

Impact Assessment Studies; and Introduction to ESMF. In each workshop, a pre and post

training assessment was carried out and it was found that knowledge and approach of

participants to deal with the social and environmental issues of development schemes has

been improved greatly. Group discussions and activities were also organized in these

workshops which proved very helpful in better understanding of participants.

After the successful conduct of workshops, the safeguard specialists in the CPUs facilitated

CDGs and WASAs in screening of schemes to identify those schemes that have social and

environmental effects in order include the environmental cost in the procurement plans. The

ESMF has been successfully included in 30 % Schemes of Multan CDG and WASA. The

screening of 30% schemes of Gujranwala and Faisalabad has also been completed and

ESMPs are prepared for the projects falling in E2 and S3 categories and their implementation

cost have been successfully included in overall scheme cost. The schemes are in process of

identification in Lahore and Rawalpindi. This achievement leads to the year 2 target of ESMF

component of PGCIP i.e. 30% implementation of ESMF in 03 cities.

To ensure the key role of DO-Environment in implementation of ESMF, Secretary,

Environment Protection Department (EPA) has issues instructions to the District Officers

(DOs) of five cities (Annexure K).

For Third Party Validation (TPV) of ESMF, Expression of Interests (EOIs) has been received

and Request for Proposal (RFP) will be issued after EOI evaluation by the end of March,

2014.

For public disclosure of information, both English and Urdu versions of ESMF, screening

forms and categorization of projects has been uploaded on PCGIP website.


SECTION 3: PROJECT IMPLEMENTATION AND CAPACITY

BUILDING

3.1. MANAGEMENT MILESTONES

3.1.1. Meetings with stakeholders

In each city, Lahore, Faisalabad, Gujranwala, Multan and Rawalpindi, liaison meetings

were conducted with DCOs / EDO-F&Ps / MDs and DGs to brief them about project and

the required support to achieve the DLIs.

On December 2, 2013, a progress review meetings was held representatives of CDG,

WASAs and departments. The purpose of this meeting was to share the up to date status

of project and plans for coming years.

3.1.2. Hiring of Consultants

In order to achieve year 2 DLIs, following consultancy services were hired to support CDGs

and WASAs in order to achieve targets of DLIs:

Capacity Building of CDG's in Procurement Systems/Performance &Development of

SOP's

Up gradation of UIPT Software

Development of an Action Plan for Enhancement of OSR collection at CDG level.

Capacity Building of CDG's in Public Financial Management

Capacity Building of CDGS in Punjab Procurement Rules 2009

Development of Consolidated Annual Development Plans at CDG level

3.1.3. Project Team

A project core team was hired for the Urban Unit including Senior Procurement Specialist,

Senior Social and Safeguard Specialist, Financial Management Specialist, Communication

Specialist, Urban Planner, Internal Auditor, Monitoring and Evaluation Specialist, Web

Administrator, Project Management Specialist and Research Associates. For CPUs

Implementation & Coordination Specialists / Officers (04), Procurement Specialists / officers

(05), Monitoring & Evaluation Specialists / Officers (04), Financial Management Officers

(05) and Institutional Development Specialist / Officer (02) were hired. All the CPU‟s staff

was recruited through conduct of NTS test, one to one interview and discussion.

3.1.4. Establishment of City Program Units (CPU)

It was decided in the Steering Committee Meeting held on October 13, 2012 that the CPUs

will be established in the offices of Executive District Officer – Finance & Planning (EDO-

F&P). In all the five cities, CPUs are functional and providing support to CDGs and WASAs

not only for achievement of DLIs but also in other activities of CDGs and WASAs.


3.1.5. Procurement

A procurement plan has been developed by the Urban Unit for procurement of goods, works

and services and approved by the World Bank. The World Bank guidelines are followed for

procurement. All the procurement of goods, works and services was carried out through

shopping and NCB methods.

3.1.6. Orientation Workshops:

A two day project orientation workshop was organized for

CDGs, entities and Departments on October 18-19, 2012. In the

workshop, the Urban Unit team briefed the participants about

PCGIP, procurement under PCGIP, Funds Flow mechanisms

and ESMF. The workshop was attended by 24 participants.

An orientation workshop was organized on April 17, 2013 for the newly hired staff for

City Program Units to familiarize them about the project and their role.

A consultation workshop was organized with the key officials of CDGs and entities on

April 25, 2013 to discuss the implementation arrangements of the project. This World

Bank Mission presented the project details, procurement, financial management, funds

flow mechanisms and environmental and social safeguards.

Key Support provided by CPUs to CDGs & WASAs other than PCGIP

Study of Solar Power Generation Plant installed at UAF at Faisalabad.

Monitoring of General Elections 2013

Conducted focus group discussions for enabling environment for scaling up rural

sanitation

GIS mapping of state owned properties for CDGL

Computerization of Pensioners data in the CDGL for transparent disbursement of

pension benefits to the pensioners.

GIS based mapping of Lahore Parking Company


The Director (Administration & Finance), GDA: The trainings under PCGIP help us

to update our knowledge, to bring people together and conduct productive discussions

to shape up theories to practical.

3.1.7. Steering Committee Meetings:

Two Steering Committee Meetings were held during the 2nd

year of the project.

2nd

Steering Committee Meeting: This meeting was held on October 13, 2012 in the

committee room of P&D Department and the key decisions taken in the meeting include:

o Fund‟s distribution ratio between CDGs and WASAs will be 50:50.

o CPUs will be established under the office of EDO-F&P in each city.

o Placement of Institutional Development Specialists in WASA.

o Signing of MOU between USPMSU and P&D and MOP between P&D and CDs.

3rd

Steering Committee Meeting: This meeting was held on October 2, 2013 in the

committee room of P&D Department. The key decisions of the meeting are:

o The PCGIP funds will be provided to the CDGs as additional funding against the

DLIs in accordance with the PFC formula.

o To the extent of five large cities, the boundaries of Municipal Corporations would

include Per-Urban Areas as determined during project preparation.

o Take written endorsement of procurement SOPs from Punjab Public Procurement

Regulatory Authority (PPRA).

4th

Steering Committee Meeting: This meeting was held on March 4, 2014 in the

committee room of P&D Department. The key decisions taken in the meeting are:

o Secretary LG&CD Department agreed to issue SOP to CDGs for implementation.

o Third Party Validation of UIPT Sialkot pilot.

o Release of WASA Multan funds

o Finance Department will ensure timely release of funds to CDGs.

3.2. COMMUNICATION

3.2.1. Draft Communication Strategy:

PCGIP intends not only to reinforce and revitalize the traditional communication mechanisms

but also introduces new mechanisms such as public disclosure of information, citizens‟

feedback and grievance redress mechanisms. A well thought of communication strategy

becomes all the more important in this situation. To develop PCGIP‟s communication

strategy, the project team conducted a SWOT analysis and found that the project unfolds

huge opportunities for various stakeholders especially the city entities and citizens of five

large cities of Punjab in spite of the unfavorable politico-economic environment in the

country. The project identifies key internal and external stakeholders, their interests and

information needs. The city entities and the residents of five large cities have been identified


as the main beneficiaries and stakeholders. The needs of these stakeholders range from

capacity building to operationalization of new communication mechanisms.

One of main purposes of PCGIP is to develop the Public Disclosure and Access to

Information Mechanisms in all target cities for which the Punjab LG Ordinance 2001

contained clear instructions. Now with the enactment of Punjab Transparency & Right to

Information Act 2013, this task has become easier than it was earlier. The project team has to

fulfill these needs in line with the overall objectives of the project. For this purpose, audience

specific generic messages have been developed and roles and responsibilities have tentatively

been determined in consultation with key stakeholders. The Urban Unit has the main role in

designing and implementation of communication strategy and its outputs. The

communication strategy will be a live document and will be monitored, evaluated and

updated against the selected and agreed upon indicators on periodic and regular basis after

getting feedback from the stakeholders.

3.2.2. Website

A project website has been launched that includes the project details, Project Documents,

deliverables, reports, notifications, current and upcoming activities of the project.

(http://pcgip.urbanunit.gov.pk/).

3.2.3. Brochures

A PCGIP brochure has been developed. For each DLI, the brochures are in progress. These

brochures will help in developing better understanding regarding year wise targets of each

DLI.

3.2.4. Newsletter:

During the reporting period, one newsletter has been published and 2nd

is in process and will

be published by the end of March 2014.

3.2.5. Iris Con:

An official platform named “Iris Con” has been created by the Urban Unit to share updates

regarding the project, meeting updates / minutes / pictures with CDGs, reports, any

achievement of the CPU. Each staff member has a user name and password to upload the

information.

3.3. ISSUES AND CHALLENGES

The frequent transfers of DCOs and EDO-F&Ps delayed the processes of achievement of

DLIs

Political instability and hold of elections 2013 caused delays in the project progress

Delay in activities due to Local Government Elections

Delays in approvals of DLIs after strong follow ups by CPUs and relevant authorities

http://pcgip.urbanunit.gov.pk/


Delay in release of CDG‟s funds

Adjustment of WASA‟s subsidies against PCGIP funds

Issues in release of counterpart funding

Ownership of CPUs by CDGs

Effect on Operationalization of PCC due to frequent transfers

Divisional Commissioners are not part of Project Steering Committee due to which the

operationalization of PCC is least focused


SECTION 4: ANNEXURES ………………………………………………………………………………………………………………….………………………………………………………………

ANNEXURE A: OVERALL DISBURSEMENT LINKED INDICATORS

Area Indicator Baseline

Targets for Disbursement

Protocol Year 1 DLIs

(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

DLI 1: Resource

Planning

Three-Year

Integrated

Rolling plans

for

Development

and Asset

Management

implemented by

each CDG for

area within its

„city‟ boundary.

CDG and its

entitiesv prepare

annual

development

plans

independent of

each other. There

is no

coordination or

integration of

development and

maintenance

needs and plans.

Each CDG and

its entities have

been instructed

to adopt a 3

Year Rolling

Integrated

Development

and Asset

Management

Plan (IDAMP)

as mandatory

integrated

development

and asset

maintenance

planning

exercise for

municipal

services.

Each CDG

has

prepared a

consolidate

d Annual

Developme

nt Plan

(ADP),

which

includes

the ADPs

for

municipal

services of

each CDG,

its entities.

Each CDG has

prepared a

consolidated ADP

(as for the

previous year). A

mechanism for

preparation of

IDAMP has been

approved, and

each CDG has

prepared a

complete GIS

based inventory of

assets.

Each CDG

has prepared

an IDAMP,

including

development

and asset

management

plans of the

CDG for

municipal

services and

of each

entity.

Year 1 Protocol:

Instructions have been issued by

P&DD vide No.3(36)

ECA/P&D/2003-VII, dated Feb 23,

2012, directing each CDG and its

entities to adopt a 3 Years Rolling

IDAMP for municipal services.


LG&CDD vide No. SO.FPs (LG)1-

3/2010(P), dated Feb 3, 2012 to

CDGs, and by HUD&PHED

HUD&PHED, vide No. SO(UD)1-

34/2011, dated Jan 23, 2012 to city

entities, directing them to prepare

GIS based inventory of assets.

Year 2 Protocol: Consolidated ADP reflects all

programs/projects being undertaken in

the „city‟, by sector and entity (to

v City entities include Development Authority (DA), Water and Sanitation Agency (WASA), Traffic Engineering and Planning Authority (TEPA), Parks and Horticulture

Authority (PHA), and Solid Waste Management (SWM) department/Lahore Waste Management Company (LWMC).





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

include all on-going, new and planned

investments, separately for creation of

new assets, refurbishment and

replacement).

Year 3 Protocol: Assessment of the GIS based

inventory of assets prepared by each

CDG, to ascertain that the inventory is

complete.

Year 4 Protocol: 3 Year Rolling IDAMP prepared in

accordance with the approved

mechanism, reflecting all

programs/projects being undertaken in

the “city”, by sector and entity (to

include all on-going, new and planned

investments, separately for creation of

new assets, refurbishment and

replacement), with details for the first

year and outline plans for the second

and third years, in accordance with the

approved mechanism.

DLI 2:

Procurement

Good

procurement

performance

practices are set

up at CDGs

through

implementation

of the

Inconsistent

application of

Punjab Public

Procurement

Regulatory Act

(PPPRA) rules

and lack of

clarity due to

Instructions

issued to CDGs

and city entities

on enforcement

of and

compliance

with the Punjab

Public

Cities have

documente

d processes

as standard

operating

procedures

for

planning,

Stipulations

of the

procurement

rules (and the

SOPs)

complied

with for all

city level

Year 1 Protocol: MD-PPRA has issued instructions

vide No. MD(PPRA)10-1/2011, dated

Jan 10, 2012 to relevant provincial

departments, CDGs and city entities to

comply with PPRA rules and

procedures.





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

Provincial

procurement

rules.

conflicts with

some directives

and

administrative

issues.

Procurement

Regulatory

Authority

(PPPRA) Act,

the Punjab

Procurement

Rules 2009, and

all procedures

established

under PPPRA.

procureme

nt, and

contract

manageme

nt.

projects.

Year 2 Protocol:

Processes of planning, transparent pre-

registration, bidding, bid acceptance

and rejection, administrative

authorities, dissemination, and

contract management aligned with the

provincial rules, and documented in

the SOPs which are notified for

implementation.

Year 4 Protocol:

Assessment to ascertain that

compliance is assessed is being

achieved.

DLI 3:

Intergovernmental

Finance System

Reporting of

flow of funds to

CDG and city

entities, at the

CDG level

There are

multiple parallel

funding sources

to CDGs and the

city entities, due

to which the

CDG does not

have knowledge

of the total

funding coming

to the city.

Instructions

have been

issued stating

that all

development

and non-

development

allocations/

UIPT proceeds/

funds/ grants/

foreign

assistance for

all city entities

shall be

reported to the

CDG at the

time of being

transferred from

Each CDG

is being

provided

details by

the Finance

Department

regarding

transfers

being made

to the city

entities, at

the time of

the

transfers.

Each CDG is

being provided

details by the

Finance

Department

regarding

transfers being

made to the city

entities, at the

time of the

transfers.

Each CDG is

being

provided

details by the

Finance

Department

regarding

transfers

being made to

the city

entities, at the

time of the

transfers.

Year 1 Protocol: FD of GoPunjab has issued Policy

letter No. LD(L)4-319/2006 (Part-1),

dated March 15, 2012 stating that all

development and non development

allocations /funds for all the city

entities shall be made under intimation

to the CDG.

Year 2, 3 and 4 Protocol:

Assessment of all provincial transfers

including for entities, authorities, and

agencies in city are reported to the city

government at the time of the transfer

with details of the transfer.





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

the GoPunjab to

the city entities.

DLI 4: Revenue

Collection System

Improvements

in Own Source

Revenue (OSR)

Collection

Systems.

The UIPT

records are

maintained

manually and not

fully ordered and

updated

An Action Plan

has been

approved for

mapping and

automation of

UIPT.

Instructions

have been

issued to each

city entities to

prepare an

Action Plan for

enhancement

of self

collected OSR.

GoPunjab

has

completed

the UIPT

automatio

n pilot.

Action

Plans

prepared

by city

entities for

enhancem

ent of self

collected

OSR have

been

approved

Each city entity has operationalized the approved Action Plan

The

GoPunjab has

completed at

least 75%

UIPT

automation.

Year 1 Protocol:

Instructions have been issued by FD,

vide No.SO(TAX)1-11/2011-12,

dated Feb 17, 2012 to each city

entity, authority, and agency to

prepare an Action Plan for

enhancement of revenues and

recovery of arrears.

E&TD has approved the Action Plan

for automation of UIPT system.

Year 2, 3 and 4 Protocol:

Assessment of UIPT automation.

Relevant level has approved Action

Plans for enhancement of self

collected OSR by city entities

Assessment of operationalization of

approved Action Plans.

DLI 5:

Boundary

Alignment

Boundary of

“city” area

adopted by each

city and its

entities as their

planning and

service area.

In each City

District, planning

and service areas

of CDG and city

entities are

different. As

such, the notified

“city” boundary

has not been

adopted by city

entities for urban

spatial and

Adoption by city

entities of city

boundary as their

respective

planning area for

the purposes of

Integrated

Development and

Asset

Management

Planning

(IDAMP).

A notified and

approved Action

Plan for phased

extension in

“Service

Delivery” area for

city entities to

align such area to

“city” boundary

over the Action

Plan time period.

Year 1 Protocol:

Under Section 1 (2) of LDA Act 1975

.LDA area is the entire City District

of Lahore area.


HUD&PHED under PDCA 1976

directing the DA in each city to

adopt the „city‟ boundary for spatial

and land-use planning, and WASA,

TEPA, and PHA to adopt „city‟

boundary for planning of





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

development/mai

ntenance

planning.

infrastructure and service deliveryvi.


LG&CDD under PLGO 2001

directing CDG‟s SWM

Department/LWMC in each city to

adopt „city‟ boundary for planning

of infrastructure and service

delivery.

Year 3 Protocol:

Instructions are issued by

HUD&PHED, along with an

approved Action Plan, instructing

each WASA, PHA, and TEPA to

implement a phased extension of

“Service Delivery” boundary to

align with the “city” boundary in

accordance with the phasing and

timeline in the Action Plan.

Instruction are issued by LG&CDD,

along with an approved Action Plan,

instructing SWM/LWMC to

implement a phased extension of

“Service Delivery” boundary to

align with the “city” boundary in

accordance with the phasing and

timeline in the Action Plan.

- Service Delivery Area is defined

as the area within which the entity

vi The functional areas of TEPA Lahore, WASA (Rawalpindi, Gujranwala, Multan & Faisalabad) and PHA ((Lahore, Multan & Faisalabad) are already defined as DA areas /

city areas in their notification for establishment. Therefore fresh notification for planning areas is only required for WASA Lahore and PHA Rawalpindi





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

is responsible for infrastructure

development and service delivery.

- Action Plan is defined as a

detailed time-bound plan with

activities/resources, needed for

the extension of the Service

Delivery Area boundary to be

aligned with the “city” boundary.

DLI 6:

Public Disclosure

and Access to

Information

Public

disclosure and

Access to

Information

mechanism

implemented.

There is no

consistent and

transparent

mechanism of

public disclosure

and access to

information, in

particular

financial and

procurement

information,

across all cities

and city entities.

The CDGs and

city entities

have been

instructed to

establish a

mechanism for

public

disclosure and

access to

information for

municipal

services, in

particular

financial and

procurement

information.

Mechanism

developed and

approved for

public disclosure

and access to

information fully

implemented by

each CDG and its

entities.

Year 1 Protocol: LG&CDD has issued instructions vide

No. SO.FPs(LG)1-3/2010(P), dated

Feb 3, 2012 to CDGs, and

HUD&PHED has issued instructions

vide No. SO (UD)1-34/2011, dated

Jan2 3, 2012 to city entities, to

establish a mechanism for public

disclosure and access to information

in accordance with the provisions of

PLGO 2001.

Year 3 Protocol:

A detailed mechanism for public

disclosure and access to information

has been developed, and approved

by the GoPunjab. This mechanism

should describe in detail the

objective, scope, and procedures for

implementation of public disclosure

and access to information.

Assessment has been done of each

CDG and its entities to ascertain that

the mechanism has been





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

implemented in accordance with the

approved mechanism. The

implementation of the mechanism

shall apply to all information being

generated for municipal services at

the CDG and its entities‟ levels, as

described in the scope of the

approved mechanism.

DLI 7:

Accountability

Effective and

transparent

feedback and

grievance

redress

mechanisms

implemented.

There is no

established

system or

mechanism of

feedback and

grievance redress

at the city and

city entity levels.

Although CDGs

and city entities

has established

complaint cell

which need to be

strengthened

The CDGs and

city entities

have been

instructed to

establish a

mechanism for

complaint

monitoring and

resolution, and

for grievance

redress related

to municipal

services.

Mechanism

developed and

approved for

complaint

monitoring and

resolution, and

grievance redress

related to

municipal services

fully implemented

by each CDG and

its entities, in

accordance with

the provisions of

PLGO 2001

Year 1 Protocol:


LG&CDD vide No. SO.FPs(LG)1-

3/2010(P), dated Feb 3, 2012 to

CDGs, and by HUD&PHED

HUD&PHED vide No. SO(UD)1-

34/2011, dated Jan 23, 2012, to city

entities, directing them to establish a

mechanism for complaint monitoring

and resolution, and grievance redress

in accordance with the provisions of

PLGO 2001.

Year 3 Protocol:

A mechanism for complaint

monitoring and resolution, and

grievance redress has been

developed and approved. This

mechanism should describe in detail

the objective, scope, and procedures

for implementation of complaint

monitoring and resolution, and

grievance redress.

Assessment has been done of each





(At

Effectiveness)

Year 2

DLIs

(End of

Year 1)

Year 3 DLIs

(End of Year 2)

Year 4 DLIs

(End of Year

3)

CDG and its entities to ascertain that

the mechanism has been

implemented in accordance with the

approved mechanism. The

implementation of the mechanism

shall apply to all municipal services

being offered by the CDG and its

entities, as described in the scope of

the approved mechanism.


ANNEXURE B: IMPLEMENTATION ARRANGEMENT CHART

Steering Committee

Composition: Chairman P&DD, 4 provincial department Secretaries, Project Director of USPMSU as

Secretary, 1 representative from the Urban Sector Planning and Management Services Unit, and 2

political representatives from Punjab

Responsible for overall guidance and monitoring of project implementation

KEY:

Approval and

Reporting

Reporting

and

Monitoring

Liaising

and Coordinati

on

Urban Sector Planning and Management Services Unit, P&DD

Punjab Headed by Project Director

Responsible for:

Liaison with provincial departments (P&DD, FD, LG&CDD, HUD, PHED,

E&TD)

Project coordination and all fiduciary responsibilities

Administration of the performance grants

Internal monitoring and reporting

Implementation of the core capacity building program intended for all cities

Facilitating CPUs for undertaking annual capacity building programs based

on city-specific needs

City Program Unit

(Lahore, Faisalabad, Gujranwala, Rawalpindi, and Multan) In City District Governments

Liaison with the USPMSU, external auditors etc. at the provincial level

Coordination for ensuring progress towards achievement of the DLIs at the

city level

Assist city departments & entities to develop and implement city specific

capacity building programs

Assist city departments & entities to identify additional human resource

needs and undertake recruitment

Assist city departments & entities to identify technical assistance

requirements

Monito

r project implementation and develop city level reports

Facilitate the annual progress assessment against DLI targets by designated

independent agents

Directorate

General

Monitoring

and

Evaluation,

P&DD,

Punjab Independent

Annual

Performance

Assessment

Agency(ies)

Provincial

Departmen

ts

City

Governmen

ts

Planning and

Development

Department


ANNEXURE C: NOTIFICATION OF DLI 1 BY LG&CD DEPARTMENT


ANNEXURE D: NOTIFICATION OF DLI 1 BY HUD&PHE DEPARTMENT


5. GS. No.

Name of Scheme

Estimated Cost of Scheme

Exp up to June 2014

ADP Provision for 2014-15 MTDF Projection

Throw forward beyond

June 2017

Capital

Revenue

Total

Cap+Rev

2015-16 2016-17

1 2 3 4

5 6 7 8 9

10

A- On-Going Schemes

B- New Schemes

Total (A+B)

ANNEXURE E : CONSOLIDATION OF ANNUAL DEVELOPMENT

PROGRAM


PROFORMA FOR COLLECTION OF DATA FOR ANNUAL DEVELOPMENT PROGRAMME 2014-15

Name of entity:

Sr.

No

.

Gs.

No

.

Ol

d

GS

.

No

.

Schem

e Code

Name of Scheme

Categor

y of

Scheme

PP

No

.

Tow

n

Nam

e /

UC

No.

Sector

/

Sub-

Sector

Approval

/ revision

Date

Approved/Estimated

Cost

Loca

l

Foreig

n Aid

Tota

l

1 2 3 4 5 6 7 8 9 10 11 12 13

A. Ongoing

Schemes

B. New Schemes

Total (A+B)

Scheme Code (Column 4) = to be inserted by the consolidating entity Category of Scheme (Column 6) = New, Improvement, Repair & maintenance or Replacement Loca

l

Sour

ce of

Fund

ing

Major

Compo

nents

Maj

or

Targ

ets

Exp up to

June 2014

ADP Provision for 2014-15

Projec

tion

for

2015-

16

Projec

tion

for

2016-

17

Thro

w

forw

ard

beyo

nd

June

2017

Local Foreign Aid Total

Gra

nd

Tot

al

Capi

tal

Reve

nue

Capi

tal

Reve

nue

Capi

tal

Reve

nue`

14 15 16 17 18 19 20 21 22 23 24 25 26 27

Local Source of Funding (Column 14) = OSR, Provincial ADP, Tied/Conditional Grants, CM Package, PSDP, PM

Package, Others

ANNEXURE F :PROFORMA OF DATA COLLECTION FOR ADPs


ANNEXURE G: COMMENTS OF PPRA ON SOPs


ANNEXURE H: CIRCULATION OF SOPs BY HUD&PHE DEPARTMENT


ANNEXURE I: NOTIFICATION OF DLI 4 BY HUD&PHE DEPARTMENT


ANNEXURE J: NOTIFICATION OF DLI 4 BY LG&CD DEPARTMENT


ANNEXURE K: LETTER FROM ENVIRONMENT PROTECTION

DEPARTMENT
