KARACHI WATER AND SEWERAGE SERVICES IMPROVEMENT PROJECT SOCIAL MANAGEMENT FRAMEWORK Final Report May 2019 Karachi Water and Sewerage Board Karachi Social Management Framework TABLE OF CONTENTS 1 INTRODUCTION ............................................................................................................. 28 1.1 Context ........................................................................................................................ 28 1.2 Social Management Framework .................................................................................. 28 1.2.1 Purpose and Scope of Social Management Framework (SMF) ..................... 29 1.2.2 Scope of SMF ............................................................................................... 30 1.2.3 SMF Policy Principles ................................................................................... 31 1.2.4 Application of Policy Principles on Social Safeguards ................................... 32 1.2.5 Methodology for SMF Preparation................................................................. 33 1.2.6 Updating the SMF and operationalization of SMF ......................................... 35 2 PROJECT DESCRIPTION ............................................................................................... 36 2.1 Project Description ...................................................................................................... 36 2.1.1 Project Development Objectives and Key Results ......................................... 36 2.1.2 Project Components...................................................................................... 36 2.2 KW&SB Proposed Investment Plan – Subprojects under KWSSIP.............................. 38 2.2.1 Phase 1......................................................................................................... 39 2.2.2 Phase 2......................................................................................................... 39 2.2.3 Phase 3......................................................................................................... 40 2.2.4 Phase 4......................................................................................................... 40 3 SOCIAL CONTEXT AND BASELINE CONDITIONS ........................................................ 41 3.1 Context ........................................................................................................................ 41 3.2 Socio-Economic Features............................................................................................ 41 3.2.1 Demographic Characteristics ........................................................................ 41 3.2.2 Population Distribution .................................................................................. 43 3.2.3 Population Trends ......................................................................................... 44 3.3 Ethnic, Religious and Linguistic Diversity ..................................................................... 45 3.4 Influx of Immigrants ..................................................................................................... 46 3.5 Incidence of Poverty in Karachi ................................................................................... 47 3.6 Social and Human Development Indicators of Poverty ................................................ 49 3.6.1 Education and Literacy.................................................................................. 49 3.6.2 Karachi Human Development Index (HDI) .................................................... 50 3.6.3 Health ........................................................................................................... 51 3.6.4 Housing......................................................................................................... 52 3.7 Economy ..................................................................................................................... 53 3.7.1 Employment .................................................................................................. 54 3.7.2 Informal Sector.............................................................................................. 55 3.8 Social Infrastructure and Services ............................................................................... 55 3.8.1 Water Supply ................................................................................................ 55 3.8.2 Sewerage System ......................................................................................... 57 3.8.3 The Drainage System ................................................................................... 59 3.8.4 Solid Waste ................................................................................................... 60 3.8.5 Power Supply ................................................................................................ 60 3.8.6 Public Transport ............................................................................................ 61 Karachi Water and Sewerage Services Improvement Project i Social Management Framework 3.8.7 Roads ........................................................................................................... 61 3.8.8 Fire Services ................................................................................................. 61 3.9 Crime and Violence ..................................................................................................... 62 3.9.1 Gender-based Violence ................................................................................ 64 3.10 Current Anti-encroachment Drive in Karachi ................................................................ 64 3.10.1 Scale of Physical and Economic Displacement ............................................. 64 3.10.2 Civil Society Perspective on the Physical and Economic Displacement ........ 66 3.10.3 World Bank Policy Provisions ........................................................................ 67 4 GENERAL POLICY, LEGAL AND ADMINISTRATIVE FRAMEWORK ............................. 70 4.1 Overview ..................................................................................................................... 70 4.2 Applicable National Policies and Legislation ................................................................ 70 4.2.1 Constitution of Pakistan (1973) ..................................................................... 70 4.2.2 Pakistan Environmental Protection Act, 1997 ..................................... 71 4.2.3 Land Acquisition Act (1894) .......................................................................... 71 4.2.4 Antiquity Act, (1975) ...................................................................................... 73 4.2.5 The Criminal Law (Third Amendment, Act 2011) ........................................... 73 4.2.6 Employment of Child Act, (1991) ................................................................... 73 4.2.7 Factories Act (1934) ...................................................................................... 74 4.2.8 The National Drinking Water Policy ............................................................... 74 4.3 Applicable Provincial Policies and Legislation.............................................................. 75 4.3.1 Sindh Environmental Protection Act (2014) ................................................... 75 4.3.2 Sindh Local Government Act (2013) .............................................................. 75 4.3.3 The Sindh Local Government (Amendment) Act, 2017 ................................. 76 4.3.4 Sindh Public Property (Removal of Encroachment) Act, 2010 ....................... 76 4.3.5 Sindh High Density Development Board Act 2010 ........................................ 76 4.3.6 The Karachi Water and Sewerage Board (Amendment) Act, 2015 ................ 76 4.3.7 Sindh Katchi Abadis (SKAA), Act 1987 ......................................................... 77 4.3.8 The Sindh Solid Waste Management Board Act, 2014 .................................. 77 4.3.9 The Sindh Differently Able Persons (Employment, Rehabilitation and Welfare (Amendment) Act, 2017 ................................................................................ 77 4.3.10 The Sindh Commission on the Status of Women Act, 2015 .......................... 77 4.3.11 The Sindh Domestic Violence (Prevention and Protection) Act, 2013 ........... 78 4.3.12 The Sindh Child Marriages Restraint Act, 2013 ............................................. 78 4.3.13 Sindh Bonded Labour (Abolition) Act 2015.................................................... 78 4.3.14 Sindh Factories Act 2015 .............................................................................. 78 4.3.15 Sindh Minimum Wages Act, 2015 ................................................................. 79 4.3.16 Sindh Payment of Wages Act, 2015 .............................................................. 79 4.3.17 The Sindh Occupational Safety and Health Act (2017).................................. 79 4.3.18 The Sindh Transparency and Right to Information, 2016 ................................. 79 4.3.19 Sindh Solid Waste Management Board (SSWMB) Act, 2014 ........................ 79 4.3.20 Sindh Cultural Heritage (Preservation) Act, 1994 .......................................... 80 4.3.21 Karachi Strategic Development Plan 2020 ...................................................... 80 4.3.22 Sindh Strategy for Sustainable Development (2007) ..................................... 80 4.4 Institution Responsible for Planning, Policies and Regulations .................................... 81 4.4.1 Sindh Environmental Protection Agency (SEPA) 2012 .................................. 81 Karachi Water and Sewerage Services Improvement Project ii Social Management Framework 4.4.2 Environment Section in Planning & Development Department, Sindh ........... 81 4.4.3 Karachi Metropolitan Corporation (KMC) ....................................................... 81 4.4.4 District Municipal Corporations (DMCs)......................................................... 82 4.4.5 Karachi Water and Sewerage Board ............................................................. 82 4.4.6 Sindh Solid Waste Management Board (SSWMB) ........................................ 82 4.5 Applicable World Bank Safeguard Policies .................................................................. 83 4.5.1 Environmental Assessment (OP 4.01)........................................................... 83 4.5.2 Involuntary Resettlement (OP/BP 4.12)......................................................... 83 4.5.3 Indigenous People (OP 4.10) ........................................................................ 84 4.5.4 Physical Cultural Resources (OP 4.11) ......................................................... 84 4.5.5 Gender Policy (OP 4.20) ............................................................................... 85 4.5.6 Word Bank Policy on Access to Information (2010) ....................................... 85 4.5.7 Environmental Health and Safety Guidelines (2007) ..................................... 86 4.6 Comparison of Key LAA, WB Policy and Gap Filling.................................................... 86 4.7 Remedial Measures to Bridge the GAPs ..................................................................... 89 4.8 Compliance Status with Country Laws and World Bank Policies ................................. 89 4.9 World Bank Operational Policies relevant to the Project .............................................. 89 4.10 Addressing World Bank Safeguard Policies ................................................................. 90 4.11 International Treaties and Conventions ....................................................................... 91 4.11.1 Labour........................................................................................................... 91 4.11.2 Gender and Development ............................................................................. 91 4.11.3 Sustainable Development Goals ................................................................... 91 4.11.4 Convention concerning the Protection of the World Cultural and Natural Heritage, 1972 .............................................................................................. 92 4.11.5 ILO Conventions - Ratifications for Pakistan ................................................. 92 5 STAKEHOLDER CONSULTATIONS ............................................................................... 93 5.1 Introduction ................................................................................................................. 93 5.2 Stakeholder Identification ............................................................................................ 93 5.3 Consultations with Communities .................................................................................. 94 5.3.1 Focus Group Discussions with Communities ................................................ 94 5.3.2 Summary of Concerns Raised by Men ........................................................ 100 5.3.3 Summary of Concerns Expressed by Women ............................................. 101 5.3.4 Summary of the concerns Expressed by the Institutional Stakeholders ....... 101 5.3.5 SMF Disclosure Public Consultation Meeting .............................................. 103 6 PROPOSED METHODOLOGICAL FRAMEWORK FOR SUBPROJECT SCREENING . 104 6.1 Overview ................................................................................................................... 104 6.2 Methodology for Social Screening and Categorization ............................................... 104 6.2.1 Social Safeguards Screening ...................................................................... 104 6.2.2 Categorization of the Subproject ................................................................. 104 6.3 Subproject Typology .................................................................................................. 106 6.3.1 Typology of Water Supply and Sanitations Subprojects .............................. 107 6.4 Impact and Social Risks Management ....................................................................... 108 6.5 Social Screening Process and Procedure.................................................................. 108 6.5.1 Step1: Social Screening .............................................................................. 108 6.5.2 Step 2: Defining Instruments for Addressing Impacts .................................. 109 Karachi Water and Sewerage Services Improvement Project iii Social Management Framework 6.5.3 Step 3: Review and Approval ...................................................................... 112 6.5.4 Step 4: Public Consultations and Disclosure ............................................... 112 6.5.5 Step 5: Social Monitoring ............................................................................ 112 6.5.6 Social Screening and its Application ........................................................... 114 6.6 Exclusion Criteria ...................................................................................................... 115 7 SOCIAL IMPACTS AND RISK MITIGATION ................................................................. 121 7.1 Introduction ............................................................................................................... 121 7.2 Positive Social Impacts.............................................................................................. 121 7.3 Key Social Issues and Risk Mitigation Measures ....................................................... 122 7.4 Scope of LAR and Social Impacts ............................................................................. 122 7.4.1 Component 1: Operational & Enabling Environment Reform ....................... 122 7.4.2 Component 2: Infrastructure Framework Approach .................................... 122 7.4.3 Component 3: Project Management and Studies ........................................ 123 7.4.4 Gender Impacts .......................................................................................... 124 7.4.5 Physical Cultural Resources ....................................................................... 125 7.4.6 Community Health and Safety Impacts ....................................................... 126 7.4.7 Occupational Health & Safety ..................................................................... 127 7.4.8 HIV/AIDS Prevention and Management ...................................................... 127 8 STAKEHOLDER PARTICIPATION AND COMMUNITY ENGAGEMENT FRAMEWORK128 8.1 Introduction ............................................................................................................... 128 8.2 Consultation and Participation ................................................................................... 128 8.2.1 Approach and Methodology for the Consultation ......................................... 128 8.3 Community Engagement Framework ........................................................................ 131 8.3.1 Community Engagement (CE) Principles .................................................... 132 8.4 Suggested Measures................................................................................................. 133 8.4.1 Guidelines/policies on Community Participation .......................................... 133 8.4.2 Institutionalization of Community Participation ............................................ 133 8.4.3 Conduct Citizens Satisfaction Surveys ........................................................ 134 8.4.4 Training of officials involved in public participation ...................................... 134 9 GENDER DEVELOPMENT FRAMEWORK ................................................................... 135 9.1 Introduction ............................................................................................................... 135 9.2 Methodology .............................................................................................................. 135 9.2.1 Literature Review ........................................................................................ 135 9.2.2 Research Questions.................................................................................... 137 9.2.3 Data Collection and Site Selection .............................................................. 137 9.3 Findings..................................................................................................................... 139 9.3.1 Sources....................................................................................................... 140 9.3.2 Supply ......................................................................................................... 141 9.3.3 Storage ....................................................................................................... 142 9.3.4 Use ............................................................................................................. 142 9.3.5 Management ............................................................................................... 143 9.3.6 Complaints .................................................................................................. 144 9.3.7 Gender Considerations and Institutional Capacity ....................................... 145 9.3.8 Health and Hygiene..................................................................................... 145 Karachi Water and Sewerage Services Improvement Project iv Social Management Framework 9.3.9 Mobility and Agency .................................................................................... 146 9.3.10 Conflict and Violence .................................................................................. 146 9.3.11 Encroachment ............................................................................................. 147 9.4 Discussion ................................................................................................................. 147 9.5 Impacts and Action Points ......................................................................................... 148 10 GRIEVANCE REDRESS MECHANISM FRAMEWORK................................................. 151 10.1 Introduction ............................................................................................................... 151 10.2 Rationale for GRM ..................................................................................................... 151 10.3 Objectives and Scope of GRM .................................................................................. 151 10.4 Review of the Existing KW&SB’s Complaint Cell ....................................................... 152 10.5 Types of Citizen Grievances ...................................................................................... 152 10.6 Organizational Systemic Issues ................................................................................. 153 10.7 Way Forward ............................................................................................................. 154 10.7.1 Needs for Capacity Building of the Compliant Cell ...................................... 155 10.7.2 Requisite Institutional Resources ................................................................ 155 10.7.3 Training ....................................................................................................... 156 10.7.4 Create Awareness in Low Income formal and Informal Settlements ............ 156 10.8 Developing a GRM Framework ................................................................................. 157 10.9 Steps involved in the Resolution of the Complain ...................................................... 158 10.9.1 Assigning the Role of a Focal person as the Grievance Officer ................... 158 10.9.2 Step 1: Receive, log and acknowledge the Complaint/Grievance ................ 158 10.9.3 Step 2: Initial Review, Examine and Investigate the Complaint/Grievance .. 159 10.9.4 Step 3: Resolve or Escalate Complaint/Grievance ...................................... 159 10.9.5 Step 4: Close and Prepare Outcome Reports ............................................. 159 10.9.6 Step 5: Monitoring and Follow up ................................................................ 159 10.10 GRM Structure .......................................................................................................... 160 10.10.1 First Order Mechanism ................................................................................ 160 10.10.2 Second Order Mechanism........................................................................... 161 10.10.3 Third Order Mechanism .............................................................................. 161 10.11 Grievance Redress Committees ................................................................................ 162 10.12 A Mechanism to Manage Project-Related Complaints ............................................... 162 11 LABOUR AND WORKING CONDITION MANAGEMENT FRAMEWORK ...................... 164 11.1 Introduction ............................................................................................................... 164 11.2 National and International Legal Requirements ......................................................... 164 11.3 Applicable Provincial, National and International laws and regulations ...................... 164 11.3.1 Personnel and Training ............................................................................... 164 11.3.2 Socioeconomic Labor Management Standard ............................................. 164 11.3.3 Consultation ................................................................................................ 165 11.3.4 Identification ................................................................................................ 165 11.3.5 Prevention and Mitigation ............................................................................ 165 11.4 Risk and Impact Mitigation......................................................................................... 166 11.5 Monitoring and Reporting .......................................................................................... 168 11.6 Labor Influx ............................................................................................................... 169 11.7 Mitigation Planning .................................................................................................... 170 Karachi Water and Sewerage Services Improvement Project v Social Management Framework 12 INSTITUTIONAL ARRANGMENTS ............................................................................... 172 12.1 Overview ................................................................................................................... 172 12.2 Institutional Roles and Responsibilities ...................................................................... 172 12.2.1 Project Steering Committee ........................................................................ 172 12.2.2 Shared Services Unit (SSU) ...................................................................... 172 12.3 KW&SB ..................................................................................................................... 172 12.3.1 Project Implementation Unit (PIU) ............................................................... 173 12.4 Supervisory Consultants ............................................................................................ 175 12.4.1 The District Government Departments ........................................................ 176 12.5 Project Affected Person Committees (PAPC) ............................................................ 177 13 MONITORING AND EVALUATION MECHANISM ......................................................... 180 13.1 Introduction ............................................................................................................... 180 13.2 Internal Monitoring ..................................................................................................... 180 13.3 Independent Monitoring/Third Party Validation .......................................................... 181 13.4 Post-implementation Evaluation ................................................................................ 182 13.5 Monitoring Indicators ................................................................................................. 182 13.5.1 Performance Indicators ................................................................................... 182 13.6 Reporting ................................................................................................................... 183 13.7 Social Monitoring Plan ............................................................................................... 183 14 CAPACITY BUILDING FOR SAFEGUARDS COMPLIANCE ......................................... 186 14.1 Institutional Capacity and Development ..................................................................... 186 14.2 KW&SB’s Capacity Building Requirements for the SMF ............................................ 186 14.3 Training ..................................................................................................................... 187 14.4 Thematic Areas of Training........................................................................................ 187 15 BUDGET FOR SMF IMPLEMENTATION ...................................................................... 190 16 BIBLIOGRAPHY ............................................................................................................ 192 Appendix 1: Resettlement Policy Framework ........................................................................ 195 1 INTRODUCTION ............................................................................................................... 1 1.1 The Resettlement Policy Framework (RPF) ................................................................... 1 1.2 Overview of KWSSIP..................................................................................................... 1 1.3 Environmental and Social Risks of the Project............................................................... 4 1.4 Overview of the Anti-Encroachment Drive ..................................................................... 4 1.5 Key design elements and mitigation measures to address risk associated with AED ..... 5 1.5.1 Addressing project-level risks ........................................................................................ 5 1.5.2 KWSSIP Risk Reducing Procedure (KWSSIP-RRP)...................................................... 6 1.5.2.1 Coordination and Monitoring of actions under AED during Project Implementation........ 6 1.5.2.2 Safeguards Instruments ................................................................................................ 6 1.5.2.3 Screening methodology for sub-project eligibility ........................................................... 7 1.5.2.4 Support for Improved Social Management and Capacity Building ................................ 10 1.5.2.5 Addressing system-level risks ..................................................................................... 10 1.5.2.6 Stakeholder engagement and communication campaign ............................................. 11 1.5.2.7 Grievance Redress Mechanism (GRM) ....................................................................... 11 1.5.2.8 Legal Agreement ......................................................................................................... 11 Karachi Water and Sewerage Services Improvement Project vi Social Management Framework 1.5.3 Recommendation ........................................................... Error! Bookmark not defined. 2 LEGAL AND POLICY FRAMEWORK .............................................................................. 13 2.1 LAR Legal and Policy Framework................................................................................ 13 2.2 World Bank OP 4.12 and Resettlement Principles ....................................................... 14 2.3 Comparison of Pakistan’s LAA and WB OP 4.12 IR Safeguards Policy Principles ....... 15 2.4 Gap Bridging Measures ............................................................................................... 18 2.5 Resettlement Policy for the Project .............................................................................. 18 2.5.1 Specific Provisions for disadvantaged or vulnerable individuals/groups ....................... 20 2.5.2 Provisions for Women PAP ......................................................................................... 20 2.5.3 Indigenous People ....................................................................................................... 21 2.6 Change of Subproject Scope or identification of Unanticipated Impacts ...................... 21 2.7 Compensation Eligibility and Entitlement ..................................................................... 22 2.7.1 Cut-off Date ................................................................................................................. 22 2.7.2 Compensation Entitlements ......................................................................................... 22 3 SOCIAL IMPACT ASSESSMENT .................................................................................... 24 3.1 Impact Assessment ..................................................................................................... 24 3.2 Initial Screening Exercise ............................................................................................ 24 3.3 Census Survey ............................................................................................................ 24 3.4 Baseline Socioeconomic Sample Survey..................................................................... 24 3.5 Detailed Measurement Survey .................................................................................... 25 3.6 Screening of Vulnerable Households ........................................................................... 25 3.7 LAR Database ............................................................................................................. 25 3.8 Valuation of Lost Affected Assets ................................................................................ 26 4 STAKEHOLDER CONSULTATION AND INFORMATION DISCLOSURE ....................... 29 4.1 Consultation with Key Stakeholders ............................................................................ 29 4.2 RAP disclosure and dissemination .............................................................................. 29 5 INSTITUTIONAL ARRANGEMENTS ............................................................................... 31 5.1 Overview ..................................................................................................................... 31 5.2 Institutional Roles and Responsibilities ........................................................................ 31 5.2.1 Planning & Development Department .......................................................................... 31 5.2.2 Project Steering Committee ......................................................................................... 31 5.2.3 Shared Services Unit (SSU) ........................................................................................ 31 5.3 KW&SB ....................................................................................................................... 31 5.3.1 Project Implementation Unit (PIU) ............................................................................... 32 5.3.1.1 Social Safeguard Management Cell (SSMC) ............................................................... 33 5.3.1.2 Grievance Redress Committee .................................................................................... 34 5.4 Supervisory Consultants .............................................................................................. 34 5.5 The District Government Departments......................................................................... 35 5.6 Roles of the Contractor ................................................................................................ 36 5.7 Independent Monitoring Agency (IMA)......................................................................... 36 5.8 Project Affected Person Committees (PAPC) .............................................................. 36 6 GRIEVANCE REDRESS MECHANISM (GRM) ............................................................... 38 7 COMPENSATION, INCOME RESTORATION AND RELOCATION ................................. 40 Karachi Water and Sewerage Services Improvement Project vii Social Management Framework 7.1 Compensation for Lost Assets ..................................................................................... 40 7.2 Compensation for Land ............................................................................................... 40 7.2.1 Agricultural land........................................................................................................... 40 7.2.1.1 Residential, commercial, public and community land ................................................... 41 7.2.1.2 Temporary Occupation of Land ................................................................................... 41 7.2.1.3 Structures (Residential/Commercial and Other)........................................................... 42 7.2.1.4 Crops .......................................................................................................................... 42 7.2.1.5 Trees ........................................................................................................................... 43 7.2.2 Resettlement& Relocation ........................................................................................... 43 7.2.2.1 Land for land compensation ........................................................................................ 43 7.2.2.2 Relocation assistance.................................................................................................. 43 7.2.2.3 Security of tenure ........................................................................................................ 43 7.2.2.4 Transport allowance .................................................................................................... 44 7.2.2.5 Transition allowances .................................................................................................. 44 7.2.3 Income Restoration Measures ..................................................................................... 44 7.2.3.1 Loss of agriculture based livelihood ............................................................................. 44 7.2.3.2 Uninterrupted access to resources and means of livelihood ........................................ 45 7.2.4 Businesses Loss ......................................................................................................... 45 7.2.5 Employment ................................................................................................................ 45 7.2.6 Special Provisions for Vulnerable PAPs ...................................................................... 45 7.3 Public Services and Facilities ...................................................................................... 46 8 LAND ACQUISITION AND RESETTLEMENT FINANCING AND IMPLEMENTATION. ... 53 8.1 LAR Cost estimation and Budgeting ............................................................................ 53 8.2 Flow of Funds for RAP implementation........................................................................ 53 8.3 Compensation Disbursement ...................................................................................... 53 8.4 RAP Implementation Schedule and Commencement of Works ................................... 54 9 MONITORING, EVALUATION AND REPORTING ........................................................... 56 9.1 Overview ..................................................................................................................... 56 9.2 Internal Monitoring ....................................................................................................... 56 9.2.1 Monitoring of AED during project implementation ........................................................ 58 9.3 External Monitoring...................................................................................................... 59 9.4 Reporting Requirements and Disclosure of Monitoring Reports ................................... 61 Appendix 3: Focus Group Discussions with Communities ....................................................... 65 Appendix 4: Consultation with Institutional Stakeholders ......................................................... 75 Mr. Farhan Anwar .................................................................................................................. 79 List of Tables Table 1: SMF Policy Principles .................................................................................................................. 31 Table 2: Methodology and Approach for the Preparation of SMF ............................................................. 35 Table 3: Urban and Rural Population Distribution in Karachi and the Annual Intercensal Growth Rates: 1998-2017 ........................................................................................................................................... 41 Table 4: Population Growth........................................................................................................................ 44 Table 5: Labour Force Participation 1981-98............................................................................................. 54 Table 6: Water sources in Karachi, by districts (per cent) ......................................................................... 57 Karachi Water and Sewerage Services Improvement Project viii Social Management Framework Table 7: Crime Statistics -October 2018 .................................................................................................... 63 Table 8: Gender Based Violence ............................................................................................................... 64 Table 9: Salient Features of the LAA (1894) and its Successive Amendments ........................................ 72 Table 10: The Structure of Sindh Local Bodies, 2013 in Karachi .............................................................. 75 Table 11: Comparison of Pakistan’s LAA and the WB Involuntary Resettlement Policy ........................... 86 Table 12: Compliance of GOP Legislation and World Bank OPs .............................................................. 89 Table 13: World Bank Operational Policies relevant to the Project ........................................................... 90 Table 14: Summary of Bank Policies and how they relate to KWSSIP ..................................................... 90 Table 15: Typology of Water Supply Subprojects .................................................................................... 107 Table 16: Typology of Sanitation Subprojects ......................................................................................... 107 Table 17: Components of SMP ................................................................................................................ 111 Table 18: Generic Social Management Plan ........................................................................................... 116 Table 19: Water source outside home and main collector of water, Karachi (%) .................................... 138 Table 20: Types and details of water sources in Sachal Goth ................................................................. 140 Table 21: Types and details of water sources in Kausar Niazi Colony .................................................... 140 Table 22: Potential Risks and Mitigation Measures ................................................................................. 149 Table 23: Risks and Impact Mitigation ..................................................................................................... 166 Table 24: Labor and Working Conditions Performance Indicators .......................................................... 169 Table 25: Social Monitoring Plan ............................................................................................................. 184 Table 26: Thematic Areas and Training topics ........................................................................................ 188 Table 27: SMF Budget (Indicative) .......................................................................................................... 190 Table 28: Measures to address LAA 1894 & OP 4.12 differences or gaps ............................................... 16 Table 2: Eligibility and Compensation Entitlement Matrix .......................................................................... 46 Table 30: Potential indicators for internal monitoring ................................................................................. 57 Table 31: Potential Indicators for External Monitor .................................................................................... 60 List of Figures Figure 1: Population Distribution, Sex Ratio and Annual Growth across Districts ..................................... 43 Figure 2: Population of Karachi: Inter-censal Annual Growth Rates ......................................................... 44 Figure 3: Migrant Population ...................................................................................................................... 47 Figure 4: Literacy and Education Ranking ................................................................................................. 50 Figure 5: Karachi Human Development Index (HDI) ................................................................................. 51 Figure 6: Focus Group Discussions with Communities ............................................................................. 95 Figure 7: Consultation with Aurat Foundation .......................................................................................... 102 Figure 8: Consultation with PILER ........................................................................................................... 103 Figure 9: Subprojects Screening and Review Process ............................................................................ 114 Figure 10: Institutional Setup for Project and Social Safeguard Implementation .................................... 179 Figure 11: Institutional Setup for Project and RAP Implementation .......................................................... 37 Figure 12: The Process of Grievance Redress ..................................................................................... 39 List of Appendices Karachi Water and Sewerage Services Improvement Project ix Social Management Framework ABBREVIATIONS & ACRONYMS AD Assistant Director ADP Annual Development Program AED Anti-encroachment Drive APC Affected Person Committee BHU Basic Health Unit BISP Benazir Income Support Program CC Construction Contractor(s) CE Chief Engineer CCIS Citizen Complaint Information Centre COI Corridor of Impact CSSR Collective for Social Science Research CPLC Citizens Police Liaison Committee DC Deputy Commissioner DCO District Coordination Officer DD Deputy Director DMC District Metropolitan Corporation DMS Detailed Measurement Survey DO(R) District Officer (Revenue) DOH Department of Health EHS Environment, Health, and Environment EPA Environmental Protection Agency FGD Focus Group Discussion GDP Gross Domestic Product GOP Government of Pakistan GoS Government of Sindh GPI Gender Parity Index GRC Grievance Redress Cell GRC Grievance Redress Committee GRM Grievance Redress Mechanism HH Household HRCP Human Right Commission of Pakistan IA Implementing agency IBRD International Bank for Reconstruction and Development IDA International Development Association IFI International Financing Institution IMA Independent Monitoring Agency IP Indigenous people KE Karachi Electric Km2 Square Kilometre KMC Karachi Metropolitan Corporation KNC Kausar Niazi Colony KSDP Karachi Strategic Development Plan KW&SB Karachi Water & Sanitation Board KWSSIP Karachi Water Supply and Sewerage Improvement Project Karachi Water and Sewerage Services Improvement Project 10 Social Management Framework LAA Land Acquisition Act 1894 LAR Land Acquisition and Resettlement LGD Local Government Department M&E Monitoring and evaluation MD Managing Director MG Million Gallons MGD Million Gallons per Day MICS Multiple Indicator Cluster Survey MP Mitigation Plan NGO Non-Governmental Organization NGOs Non-Governmental Organizations NRW Non Revenue Water O&M Operation and Maintenance OP Operational Policy P&DD Planning & Development Department PAHs Project Affected Households Pak-EPA Pakistan Environmental Protection Agency PAP Project Affected People PBS Pakistan Bureau of Statistics PCR Project Completion Report PCRs Physical Cultural Resources PD Project Director PDOs Project Development Objectives PIU Project Implementation Unit RAP Resettlement Action Plan RAP Resettlement Action Plan RFP Resettlement Policy Framework ROW Right-of-Way RPF Resettlement Policy Framework RRP Risk Reducing Procedures RS Reconnaissance Survey SE Superintendent Engineer SEPA Sindh Environmental Protection Agency SIA Social Impact Assessment SSMC Social Safeguard Management Cell SSU Shared Services Unit SMP Social Management Plan STC Short Term Consultant TA Technical Assistance TORs Terms of References UNDP United Nations Development Programme WAF Women Action Forum WASH Water, Sanitation and Hygiene WB World Bank WHO World Health Organization XEN Executive Engineer Karachi Water and Sewerage Services Improvement Project 11 Social Management Framework Executive Summary Introduction The Social Management Framework (SMF) aims to assess potential adverse social impacts of the envisaged subprojects to be financed under Phase 1 of Karachi Water and Sewerage Services Improvement Project (KWSSIP) and ways to avoid, minimize or mitigate them through the establishment of clear procedures and methodologies for planning, screening, review, approval and implementation of subprojects. SMF policy principles including transparency, inclusion, participation, social accountability and social safeguards that will be mainstreamed by adopting appropriate processes for social impact assessment and mitigation. The methodology employed for the preparation of the SMF includes a review of secondary data and the collection of primary data through a social scan of the project area which included consultations with key stakeholders and Focus Group Discussions (FGDs) with communities. Project Description The proposed project will include a set of investments for institutional and policy reforms, and capacity building to improve water and sewerage service provision and address infrastructure deficiencies and institutional constraints to Karachi’s development. The Project will implement subprojects which will help to meet current service delivery challenges, set long-term goals, and outline requisite investments in infrastructure and institutional reforms for Karachi Water and Sewerage Board (KW&SB). World Bank support to KW&SB is envisioned to be provided through a phased project with an overlapping timeframe under a programmatic engagement over a period of 12 years. KW&SB, which is a major utility agency, will be the implementing agency (IA) for the Project. Under the WB investment, KW&SB’s performance will be improved to make it a turn-around utility through the development of technical and customer response capacity to meet its mandate of reliably delivering water and wastewater services to one of the world’s most populous metropolitan areas. Social Context and Baseline Conditions Karachi is the largest and most populous city in Pakistan and 7th largest megacity in the world. According to the 2017 census provisional results, the population of Karachi was estimated at 14.9 million, growing at a rate of about 2.49 percent per year. Karachi Division has six districts and of these, East, West and Malir report substantially higher annual growth rates. Comparatively high sex ratios substantial in-migration to these districts. During 1951 and 2017, Karachi has grown over 13 folds, slightly higher than the urban growth in Pakistan. Karachi’s population is a diverse mix of various ethnic groups. The city has experienced an influx of immigrants, which has changed its demographics considerably, and also impacted the balance of power between different ethnic groups leading to a host of issues. Karachi stands at number three among all the districts of the country in terms of having the least poverty.1 The metropolis has a poverty ratio of 4.5% on the Multidimensional Poverty Index (MPI). The incidence of poverty varies among the 18 towns and the cantonment areas within the metropolis. According to one estimate, there are 600 slums in Karachi and 50 percent of Karachi’s population lives in informal settlements of various types. 1 https://tribune.com.pk/story/1144434/measure-impoverishment-karachi-third-least-poor-district/ Karachi Water and Sewerage Services Improvement Project 12 Social Management Framework In 2017, Karachi’s literacy rate was 87 percent and national ranking Karachi stood at 59 in terms of school infrastructure and availability of facilities. Overall literacy rate in Katchi Abadis was 71 per cent with a significant gender gap with 76 per cent for males and 66 per cent for females. In comparison to the rest of Pakistan, Karachi falls in high HDI and is number four in the national HDI ranking. The current infant mortality rate under 5 years [per 1000 live births] has improved to 59 and the maternal mortality to 180. Karachi is the financial capital of Pakistan, and generates approximately 65% of the total national revenue. At the provincial level, the city’s share of provincial tax receipts is as high as 70%. Karachi’s large-scale industrial sector employed 72.7% of the labor force and produced 74.8% of the total large-scale output of the province. As one of Pakistan’s fastest growing metropolises, Karachi is challenged by increasing demand for water and sanitation, solid waste management, storm water drainage and other municipal services, particularly in Katchi Abadis which face severe challenges for service delivery. General Policy, Legal and Administrative Framework A review of the existing legislations, policies and institutions involved was conducted to identify requirements and gaps in the relevant national and provincial, legal and institutional arrangements that would hinder or guide the development of the project in line with the international laws and standards applicable to KWSSIP. It is important to ensure that the project is in line with Pakistan’s international obligations, since the country has signed various international treaties and conventions, and World Bank policies. The Constitution includes provisions to protect the rights of individuals to private property, equal treatment to all citizens/ persons without any discrimination (on the basis of sex or otherwise). The national and provincial laws protect the people and the environment through a number of legislations including for land acquisition through fair and adequate compensation for public infrastructure projects, gender development, labour related issues, and protection of cultural resources. A host of institutions exist at federal, provincial and local government levels for infrastructure development and the provision of public services. The World Bank’s (WB) Operational Policies (OPs) address the social risks and harms that may derive from WB financed projects in order to avoid actions with undesirable effects. The Implementing Agency (IA) will comply with OP 4.01, OP4.11 and OP4.12 where impacts on environment, cultural resources and involuntary resettlement and impacts on livelihoods and assets (including for non-title holders, encroachers, squatters etc.), acquisition of land or restrictions to natural resources may take place due to the Project. Stakeholder Consultation Meaningful consultation and engagement with stakeholders are critical to ensure that the views, interests and concerns of project stakeholders are taken into account in the assessment of the potential impacts of the project. The potential social issues and risks discussed can/marginalized be mitigated through identification of stakeholders, including communities that have a stake/interest in the project and those that will be affected by the project activities. Stakeholders include communities, vulnerable groups, service providers, government line departments, NGOs and academia. The major concerns raised during the consultations were inadequate water and sanitation services; irregular water supply; contamination of potable water with waste water; health and Karachi Water and Sewerage Services Improvement Project 13 Social Management Framework hygiene issues; inadequate water draining system; mixing of sewage and storm water; environmental and public health problems; no or irregular service for solid waste collection at the household level; unsatisfactory response from and poor attitude of government officials towards service delivery, particularly in katchi abadis; water theft and corrupt practices; lack of sufficient pressure to supply water; and lack of piped water supply and sewerage services in katchi abadis. Proposed Methodological Framework for Subproject Screening The purpose of this screening process is to determine which activities are likely to have negative social impacts and to determine appropriate mitigation measures for activities with adverse impacts. The outcome of the screening process will determine the extent of social considerations required prior to making a decision for carrying out activities of the Project related to construction and rehabilitation works. Social Screening is the first step in the assessment process. It confirms the need for social assessment by appraising the type of subprojects and its associated activities throughout the project lifecycle. Based on the screening findings, the IAs will categorize subprojects according to the degree of potential social risks and impacts significance. However, the project will not undertake any category Aâ€? subproject and will be limited only to Category B and C . This will be followed by the development of appropriate instruments to plan and implement the mitigation measures for the social impacts This will be followed by the development of appropriate instruments to plan and implement the mitigation measures for the social impacts. Social Impact Assessment (SIA) will be carried out for proposed subprojects when social screening will identify potential social safeguard issues. Social Management Plan (SMP) for the subprojects is intended to ensure efficient social management of the subproject activities. Physical Cultural Resource Management Plans (PCRMPs) will be prepared to manage potential impacts on cultural resources. These instruments will also establish whether a particular subproject will trigger a safeguard policy, and what mitigation measures will need to be set in place. The social screening process illustrates stages of the social screening leading to the review and approval of KWSSIP activities. Social Impacts and Risk Mitigation The project is expected to promote and contribute to the overall socioeconomic development of local areas, benefitting local communities particularly the vulnerable and marginalized groups. The significant anticipated benefits include improved access to safe and reliable water supply and sewerage services, improved health, improved sanitation and waste disposal services, and time savings from household chores and greater availability of time for productive and leisure activities. Anticipated benefits also include, creation of jobs, improvement in public health status and sanitation conditions, time and energy savings particularly for women and children, among others. The improvement of water and sanitation services will have a positive impact on women’s lives, for whom protecting their houses and household effects from urban flooding and waste management are among the most critical needs, and they will benefit greatly from improved urban services. Unlike the above positive impacts and benefits of the Project, the proposed investments for infrastructure improvement can also result in adverse social impacts. While, the exact locations of the subprojects are not known, a few subprojects may involve land acquisition (small-scale) and livelihood impacts, which will be identified and mitigated prior to implementation of the subprojects. The following mitigation measures will be implemented: Karachi Water and Sewerage Services Improvement Project 14 Social Management Framework • Land Acquisition and Resettlement (LAR) impacts will be avoided, minimized and fully compensated. Additional assistance measures, if any, necessary to provide opportunities for livelihood restoration for PAPs, particularly women and vulnerable groups, will be taken. • IA will prepare a Gender Action Plan to mitigate negative impacts based on SIA findings and propose enhancement measures; • Cultural resources uncovered during land clearing will handed to relevant government authorities to be preserved. Important cultural sites will be marked and fenced during land clearing; • IA will ensure the assessment of, and development of requisite mitigation measures to address, health risks and potential impacts on the safety of affected communities during the design, construction, operation, and decommissioning of subprojects. Stakeholder Participation and Community Engagement KW&SB recognizes stakeholder engagement as an ongoing process and will devise and implement a comprehensive consultation, participation and information disclosure process to ensure that all stakeholders who are directly or indirectly involved in the project, including civil society, including civil society, and facilitate their informed participation. Stakeholder identification/mapping is the first step for examining the relative influence (power, proximity) of a stakeholder group on the subproject functioning. The findings from every consultation should be analyzed, reported and discussed with representative stakeholder groups. It is important to monitor stakeholder engagement to ensure that the consultation and disclosure efforts are effective. Community participation has different dimensions. KW&SB should develop an institutional policy on Citizen Engagement (CE) and community participation guiding principles that should include diversity, communication, inclusivity, transparency and accountability, continuous improvement, resources, and engaging partners. It should identify a staff lead (champion) within the KW&SB that should be responsible for both leading and facilitating the community engagement process through institutionalized mechanisms, conducting citizens satisfaction survey by preparing Citizens Report Cards, and training officials involved in public participation. Gender Development Framework This study corroborated findings from recent studies on Karachi which highlight structural and social inequalities that make women deeply vulnerable to problems associated with water and sewage utilities and urban infrastructure. It finds that existing gender norms restrict women’s mobility and agency in these areas. It also shows how lack of formal public service delivery processes leads to reliance on market-based solutions and on informal actors and committees, which are largely male-dominated and more accessible to higher-income families. The health impact of unclean water sources falls most severely upon women and children. Findings also corroborate research which reveals that the absence of women amongst service providers further alienates women users from utilities and disempowers them as consumers. The findings of this assessment formed the basis to understand potential impacts which are focused on provision of infrastructure and other basic urban services in Karachi. It is expected Karachi Water and Sewerage Services Improvement Project 15 Social Management Framework that improved water supply in localities such as those described in this report could positively mitigate some of the uneven negative impacts of the current situation on women. In this regard, the study concludes with specific suggestions for how the project could ensure that women’s citizenship rights and community status are empowered through its design leading to an improvement in access and use of utilities by women. Grievance Redress Mechanism Framework GRM is a tool for early identification, assessment and resolution on any complaints or disputes on the activities and physical investment for this Project. The overall objective of the grievance procedure is to ensure that complaints and grievances from local stakeholders are handled in a systematic and transparent manner in order to promote mutual confidence and trust during all stages of project development and implementation. The web-based system of KW&SB’s Complaint Cell is available for citizens in Karachi to lodge their complaints. However, communities are not satisfied with the current complaint redress system. It is important for this Project to strengthen the current GRM system that is already in place in KW&SB to better manage complaint-handling. KW&SB needs to expedite the process of grievance resolution through fixing responsibilities at various levels and providing resources to build the capacity of the complaint cell. A set of procedures for receiving, recording, handling and timely resolution of complaints should be available within the GRM. To address these issues the proposed framework, which is in line with WBG standards, requires Grievance Mechanisms to provide a structured way of receiving and resolving grievances. The standards emphasize that complaints should be addressed promptly using an understandable and transparent process that is culturally appropriate and readily acceptable to all segments of affected citizens, and is at no cost and without retribution. The mechanism should be appropriate to the scale of impacts and risks presented by a project and beneficial for all stakeholders. The mechanism must not impede access to other judicial or administrative remedies. Labor and Working Condition Management Framework This framework describes the requirements for KWSSIP regard to labor and working conditions, applicable during the implementation phase of the Project. It aims to ensure the management and control of activities that may pose labor-related risks. This framework sets out potential impacts and consequences and describes how they will be mitigated. KW&SB will use commercially reasonable efforts to require contractors, or other intermediaries that will be procuring labor, to apply comparable standards. KW&SB will ensure that high standards related to catering, camp management and associated logistics operations are maintained in accordance with the international best practice. It will uphold the requirement to comply with applicable laws, regulations, permits, licenses, and other legally binding requirements or agreements. Maintaining operations that protect safety, health, and the environment and that conform to laws and regulations, requires careful selection, placement, regular assessment, and proper training of employees. It will ensure the development of appropriate prevention (or enhancement), control, mitigation, and monitoring strategies related to potential socioeconomic issues/impacts. Institutional Arrangements The social safeguards activities involve distinct roles, functions, and various agencies. The P&DD will be responsible for overall strategic guidance, technical supervision and execution Karachi Water and Sewerage Services Improvement Project 16 Social Management Framework of the project. A Project Steering Committee (PSC) shall be established to provide policy direction and strategic oversight. To ensure compliance with WB policies regarding procurement and environmental and social safeguard management and provincial regulations, a Shared Services Unit (SSU) will be established within P&D to provide support in defining and translating Project scope and addressing challenges in policies, management and infrastructure development in urban planning and development. KW&SB is the Implementing Agency (IA) and has the overall responsibility for the implementation of the SMF with World Bank approval. At Project level, KW&SB will exercise its functions through the PIU which will be created for the implementation of the investment program under the Project. The PIU will collect information and progress on social safeguards compliance through a Social Safeguard Management Cell (SSMC) which will be established within PIU and which will be tasked with day-to-day project related safeguards activities at project and subproject level. KW&SB will engage Supervisory Consultants (SC) to assist KW&SB and PIU in safeguards planning and preparation, and implementation and monitoring of SMF. The SMF management requires support from various line department and government agencies. KW&SB will hire an Independent Monitoring Agency (IMA) or an individual expert (with team) to conduct independent monitoring and evaluation for the implementation of Abbreviated Resettlement Action Plans (ARAPs). Project Affected Persons Committee (PAPC) of male and female PAPs will be established at each subproject site through community mobilization. Monitoring and Evaluation Monitoring and evaluation will be undertaken during the KWSSIP implementation to verify the effectiveness of impact management, including the extent to which mitigation measures are successfully implemented. The overall aim of the subproject monitoring will be to ensure that KWSSIP is implemented in such a way that enhances, or at least mitigates social impacts in real terms relative to their pre-subproject levels. To attain the aforementioned objectives, monitoring should be done at two levels, internal and external monitoring. The SSMC staff will make regular field visits to monitor the SIA/SMP, PCRMP and RAP/ARAP implementation activities in line with the procedures and guidelines provided in this SMF and RPF. SSMC will also assess the compliance status of safeguards documents prepared by the supervisory consultants with respect to the national regulatory and WB safeguard policy requirements. The KW&SB will hire an Independent Monitoring Agency (IMA) to objectively evaluate the degree of success or failure of mitigation measures at regular intervals during subproject implementation. Independent monitoring will be carried out biannually during the implementation of SMF covering SIA/SMP/RAP/ARAP, PCRMP and its results will be reported to the PIU, SSMC and WB. SSMC will prepare monthly monitoring reports and will submit quarterly reports to the WB. . Capacity Building for Safeguards Compliance KW&SB requires an enabling environment together with resource capability to be able to manage and monitor social safeguards through (i) inducting additional qualified and dedicated resources for management of safeguards, (ii) planning and implementing capacity development programs for the PIU staff for better understanding of project-related social issues and LAR management; and (ii) the role of PIU in implementation of mitigation measures and subsequent monitoring. Karachi Water and Sewerage Services Improvement Project 17 Social Management Framework An institutional capacity development strategy and project specific capacity plan should be developed by the IA which specifically identifies the shortcomings in the capacities at different levels and suggests relevant measures to overcome them. The IA will organize trainings focused on various topics relevant to the social management process to be accomplished by organizing awareness raising/sensitization programs, hands- on workshops (on application of SMF), training programs related to technical and thematic areas related to social issues in subproject implementation. The training programs will focus on resettlement and rehabilitation and social impact mitigation measures. Budget for SMF Implementation The budget of the SMF will cover activities ensuring the implementation of the SMF. It will also cover the staff for SSMC in PIU for the estimated project duration. The SMF provides for capacity development of the KW&SB and SSMC in social management in the subproject cycle. The SMF, therefore, includes an indicative budget of PKR 492.06 million for social risk mitigation, staff for SSMC, Independent Monitoring/Third Party Validation and contingencies. Appendix A: The Resettlement Policy Framework Introduction The Resettlement Policy Framework (RPF) defines the legal and policy framework, eligibility criteria and entitlements for project affected persons (PAPs) to ensure fair and timely compensation, relocation and rehabilitation, grievance redress as well as monitoring and reporting. The detailed scope of all subprojects of the identified components have not yet been defined, it is anticipated that the proposed investment in targeted districts and towns of Karachi will not require any involuntary resettlement or major land acquisition for rehabilitation and improvement work. This RPF, prepared and endorsed by the Implementing Agency (IA), fulfils OP 4.12 requirements pertaining to resettlement policy, principles, objectives and implementation procedures and complies with pertinent national laws and regulations. KWSSIP Risk Reducing Process The RPF describes in detail the context, design and risks associated with the KWSSIP and excludes high risk sub-projects. It summarizes: (i) measures that have been built into the project design to avoid risks in the complex context of Karachi; and (ii) multiple layers of risk mitigation measures that have been put in place to further reduce the environmental and social risks associated with the project associated with the ongoing anti-encroachment drive, which have been addressed, upfront, in the design of the project and will be thus avoided. It also suggests in the context of the project-level risk avoidance measures to be built into the design, as well as proposes the additional risk mitigation measures in compliance with the Bank’s OP 4.12 including system-level measures. A detailed procedure, the KWSSIP Risk Reducing Procedure (KWSSIP RRP) has been agreed with the Government to avoid project-related risk. The KWSSIP RRP includes Coordination and monitoring of actions under AED during project implementation, preparation of safeguards documents, screening of sub-projects eligibility and capacity building. The KWSSIP RRP also provides a recommendation to avoid social and environmental risks, in particular, risks associated with the ongoing AED in Karachi. The robust, multi-step screening mechanism, together with capacity building support, monitoring and coordination of AED, proactive stakeholder engagement, as well as robust GRM, provide a comprehensive set of measures to avoid environmental and social risks associated with the project. Legal Karachi Water and Sewerage Services Improvement Project 18 Social Management Framework covenants built into the Legal Agreement related to the compliance with safeguards instrument, and in particular, with the KWSSIP RRP screening mechanism of AED, provide additional layers of assurance that the KWSSIP will be implemented in a manner consistent with the Bank Safeguards Policies. Legal and Policy Framework This RPF is designed on the basis of the regulatory framework of Pakistan’s for Land Acquisition Act 1894 and the World Bank Operational Policies, specifically OP4.12. Remedial measure were proposed to reconcile Pakistan’s legal and regulatory system for LAR (LAA 1894) and World Bank’s OP 4.12 in order to address the gaps between the two systems. In Pakistan, LAA 1894 regulates the land acquisition process procedures for acquiring private land for projects and payment of compensation. The objectives of OP 4.12 is to avoid involuntary resettlement wherever possible; to minimize involuntary resettlement by exploring project and design alternatives; to enhance, or at least restore, the livelihoods of all displaced persons in real terms relative to pre-project levels; and to improve the standards of living of the displaced poor and other vulnerable groups. The Section also details the compensation eligibility and entitlement for the categories of the eligible persons to be affected due to subproject activities. Social Impact Assessment Preparation of RAP for each subproject with LAR impacts will require a detailed social impact assessment which will be initiated at early stage as part of planning and design of all subprojects to be implemented. The social impacts assessment will include initial LAR impact assessment, screening and IR categorization of subprojects, preparation of inventory of lost assets (ILA) followed by a detailed measurement survey (DMS) and census of PAPs, a socio- economic survey (SES), and valuation of lost assets (VLA). The results of the IR and Social Impact Assessment will be presented in aggregate form in the subproject RAP, and impacts inventory linked to respective PAPs will be annexed in the RAP document. The census inventory of lost assets as well as socio-economic base line of PAPs will be consolidated and computerized in a database form for each subproject RAP. Consultation with Key Stakeholders Meaningful consultations will be carried out particularly with PAPs, communities and other key stakeholders during preparation and implementation of RAP of each subproject to solicit their views, identify their needs and preferences for compensation and rehabilitation measures and relocation. The IA will devise and implement a comprehensive consultation, participation and information disclosure strategy to ensure the stakeholders who are directly or indirectly involved in the project including PAPs, marginalized/vulnerable beneficiary groups, government officials and civil society for each subproject identified as having involuntary resettlement impact are meaningfully consulted during the entire project cycle. . The RPF and the subproject RAP will be disclosed on World Bank and KW&SB’s websites before appraisal of the project. Meanwhile, the RPF and the subproject RAPs will be disclosed to PAPs and other stakeholders by placing the copies at accessible including the relevant PIU and District and Town offices along the Project corridor. Institutional Arrangement The P&D Board, GoS based in Karachi will have the overall oversight for the investment Project. An inter-departmental Steering Committee will provide overall strategic oversight of Karachi Water and Sewerage Services Improvement Project 19 Social Management Framework the project and review implementation progress on a regular basis. In addition to the agency- specific PIU (in KW&SB Head Office), a Shared Services Unit (SSU), housed at P&D Department, is being created by GoS with the Bank’s technical advice to provide centralized support on behalf of GoS to various Bank-financed projects in Karachi and the province. KW&SB is the Implementing Agency (IA) and has the overall responsibility for preparing the RPF and implementing the Resettlement Plan with World Bank approval. It will ensure that all compensation, resettlement and rehabilitation activities are carried out satisfactorily before the disbursement of funds for construction work to commence. At Project level, KW&SB will exercise its functions through the PIU which has been created for the implementation of the investment program under the Project. The PD will be responsible for implementing the safeguards instruments for all subprojects and for maintaining regular contact with local community and authorities. To address the limited implementation capacity of KW&SB in implementing RPF a dedicated Social Safeguard Management Cell (SSMC) will be established within the KW&SB and to be nested in PIU. Grievance Redress Mechanism A three tiered Grievance Redress Mechanism (GRM) will be set up under KWSSIP to address grievances arising from social and LAR impacts as well as Gender based violence (GBV) cases. The purpose of the GRM with regard to subproject is to receive, review and resolve grievances from PAPs and facilitate the fair implementation of this RPF and the related subproject RAPs. A Grievance Redress Committee (GRC) will be established in the PIU to redress grievances which were not resolved at the local level. The court of the law will be the last resort, if the above option are exhausted. Compensation, Income Restoration and Relocation PAPs losing land, structures (residential or commercial), assets, income, crops, trees are entitled for compensation and rehabilitation subsidies, including a relocation subsidy, and a business losses allowance. Titleholders (recorded land owners) or those having land rights recognizable under local law or custom will be compensated through cash compensation at full replacement costs. Those informal land users without traditional/recognizable rights and encroachers losing land, will not be entitled to land compensation but will be provided compensation for their assets including crops, trees, structures, businesses and resettlement and rehabilitation assistance as per the entitlement matrix prepared for this RPF. The Entitlement Matrix is provided as following. Eligibility and Compensation Entitlement Matrix Type of Specification Eligibility Entitlements Loss 1. LAND Permanent All land Owner • Land for land compensation through provision impact on losses (titleholder, of plots of equal value and productivity as that arable land independently or holder of of lost, or from impact traditional • Cash compensation at full replacement cost severity rights (RC2) either through negotiated settlement between the EA and the land owners or assessed based on provisions of Section 23 of LAA including fair market value plus 2Refer to OP 4.12 Karachi Water and Sewerage Services Improvement Project 20 Social Management Framework Type of Specification Eligibility Entitlements Loss damages/costs applicable free from taxes and levies plus 15% compulsory land acquisition surcharge (CLAS) from publication date of section-4 to the date of compensation. • If BoR3 compensation falls below RC, the project will pay the differential as resettlement assistance to the PAPs to restore affected livelihoods. • Resettlement Assistance if the is 10% or more of productive resources including arable land. Leaseholder • Compensation commensurate to lease type and titled/untitled as appropriate for recovery of paid advance or paid lease amount for the remaining lease period but up to two years maximum. • Crop compensation for standing crop with an additional crop (based on relevant cropping pattern/cultivation record) and other appropriate rehabilitation as transitional support under other entitlements. Sharecroppe • Cash compensation equal to gross market r/ tenant value of crop compensation (see crop (titled/untitle compensation below) to be shared with the land d owner based on the sharecropping arrangement. Agriculture • The agricultural laborers facing laborers employment/wage loss because of land acquisition will be entitled to income rehabilitation allowance in cash equal to net value of one crop season based on relevant cropping pattern/cultivation record or 3 months officially designated minimum wage. Encroacher. • No compensation for land loss • Income rehabilitation allowance in cash equal to net value of annual crop production and other appropriate rehabilitation to be defined in the RAPs based on project specific situation and PAP consultation. Residential/ All land Titleholder, • Cash compensation at full replacement cost commercial losses or holder of (RC) including fair market value plus 15% land independently traditional compulsory acquisition surcharge all transaction from impact rights costs, applicable fees and taxes and any other severity payment applicable • If BoR compensation falls below RC, the project will pay the differential as resettlement assistance to the PAPs to restore affected livelihoods. • Additional compensation to be worked out in consultation with PAPs if the loss is 10% or more of productive resources including land. 3 Board of Revenue, provincial agency with a mandate to approve compensation rate/amount Karachi Water and Sewerage Services Improvement Project 21 Social Management Framework Type of Specification Eligibility Entitlements Loss Lessee, • Cash refund/payment at the rate of lease or tenant house rent for remaining lease period or house rent • Rent allowance in cash equivalent to 3-6 Renter/ months’ rent to be decided in consultation leaseholder meetings with PAPs. Non-titled • No compensation for land loss user without • Self-relocation allowance in cash equivalent to traditional 3-6 months livelihood based on minimum wage rights rate, or as assessed based on income analysis. (squatters) Where required, additional support required ensuring improved standard of living to be determined through the social impact assessment. Temporary Land Owner, • Rental fee payment for period of occupation of land temporarily lessee, land, as mutually agreed by the parties; occupation required tenant • Restoration of land to original state; and during civil works • Guaranteed access to structures (if any) and remaining land with restored infrastructure and water supplies. Non-titled • Guaranteed access to land and structures user located on remaining land with restored access to water supplies for irrigation (if applicable) • Restoration of land to original state; and • Income rehabilitation support, i.e., compensation for lost crops/trees as per entitlements provided (refer crop and tree section below). 2. STRUCTURES Residential, Partial Loss Owner • Cash compensation for affected structure agricultural, of structure (including (taking into account functioning viability of commercial, non-titled remaining portion of partially affected structure) public, land user) for its restoration to original use ) at full community replacement cost computed at market rate for materials, labor, transport and other incidental costs, without deduction of depreciation. • Right to salvage materials from lost structure • For vulnerable households, provide legal and affordable access to adequate housing to improve their living standard to at least national minimum standard. • Any improvements made to a structure by a lessee/tenant will be taken into account and will be compensated at full replacement cost payable through apportionment between owner and the tenant as agreed at consultation meetings. Karachi Water and Sewerage Services Improvement Project 22 Social Management Framework Type of Specification Eligibility Entitlements Loss Lessee, • Cash refund at rate of rental fee proportionate tenant to size of lost part of structure and duration of remaining lease period already paid. • Any improvements made to lost structure by a tenant will be taken into account and will be compensated at full replacement cost payable as per agreed apportionment through consultation meetings. Full loss of Owner The PAP may choose between the following structure and (including alternatives: relocation non-titled • Provision of fully titled and registered land user) replacement structures at relocation site (if any) comparably of equal size and value as that of lost one including payment of all transaction costs, fees and taxes applicable under law. or • Cash compensation at full replacement cost, including all transaction costs, such as applicable fees and taxes, without deduction of depreciation for age, for self-relocation. • In any case, PAP has the right to salvage the affected structure. Lessee, • Cash refund at rate of rental fee proportionate tenant to duration of remaining lease period; • Any improvements made to lost structure by lessee/ tenant will be taken into account and will be compensated at full replacement cost payable as per agreed apportionment through consultation meetings. Moving of Owner, The PAP may choose between the following minor lessee, alternatives: structures tenant • Cash compensation for self-relocation of (fences, structure at market rate (labor, materials, sheds, transport and other incidental costs, as latrines etc.) required, without deduction of depreciation for age) or relocation of the structure by the Project. Stalls, kiosks, Vendors • Allocation of alternative location comparable to cabins (including lost location, and titled and • Cash compensation for self-relocation of non-titled stall/kiosk at market rate (labor, materials, land users) transport and other incidental costs, as required, without deduction of depreciation for age) 3. Crops Affected Cultivator • Cash compensation (one year crop) at current crops market rate proportionate to size of lost plot, based on crop type and highest average yield over past 3 years or as assessed through the respective Agricultural Departments. Karachi Water and Sewerage Services Improvement Project 23 Social Management Framework Type of Specification Eligibility Entitlements Loss • Additional compensation to be worked out in consultation with PAPs if the loss is 10% or more of productive resources including land. Parties to • Same as above and distributed between land sharecrop owner and tenant according to legally stipulated arrangement or traditionally/informally agreed share 4. Trees Affected Land owner/ • Cash compensation for fruit trees at current crops Cultivator market rate of crop type and average yield (i) multiplied, for immature non-bearing trees, by the years required to grow tree to productivity or (ii) multiplied, for mature crop bearing trees, by the average years of crops forgone; plus cost of purchase of seedlings and required inputs to replace trees. • Cash compensation for timber trees at current market rate of timber value of species at current volume, plus cost of purchase of seedlings and required inputs to replace trees. Parties to • Same as above and distributed between land sharecrop owner and tenant according to legally stipulated arrangement or traditionally/informally agreed share 5. RESETTLEMENT & RELOCATION Relocation All types of All PAPs • The project will provide logistic support to all Assistance structures titled/untitled eligible PAPs in relocation of affected structures affected requiring to whether project based relocation or self- relocate as a relocation as opted by the PAPs. result of • If project based relocation, PAPs will be losing land provided with access to civic amenities and including electricity, water supply and sewage structures as well as school and health center (if applicable). Security of Replacement All PAPs and • If PAPs are required to relocate to project tenure land and tenants relocation sites, they will be provided with structures needing to secure tenure to the replacement land and relocate to structures. project relocation sites. Transport All types of All PAPs and • For residential structure a lump sum amount of allowance structures tenants Rs. 15,000/ or higher depending upon the requiring required to situation on ground. relocation relocate as a • For commercial structure or agricultural farm result of structure a lump sum amount of Rs. 10,000/ or losing land higher depending upon the situation on ground. and structures House rent All types of All PAPs and • Rental assistance as a lump sum amount structures tenants computed on the basis of prevailing rental rate required to for a period as agreed between the PAP and relocate as a Karachi Water and Sewerage Services Improvement Project 24 Social Management Framework Type of Specification Eligibility Entitlements Loss requiring result of project team, to assist the PAPs in renting relocation losing land house or commercial structure. and structures Transition All types of All PAPs and • On a case to case basis, transitional allowance allowance structures tenants equal to 3 months of recorded income or equal requiring required to to officially designated minimum wage rate. relocation relocate 6. INCOME RESTORATION Impacted All land All PAPs • Land for land compensation through provision land-based losses with land- of plots of equal value and productivity as that livelihoods based of lost and if land based compensation is not livelihoods possible non-land-based options like built affected around opportunities for employment or self- employment will be provided in addition to cash compensation at full replacement costs for land and other assets lost. The following entitlements will apply if replacement land is not available or is not the preferred option of the PAPs: • Partial loss of arable land: PAPs will be provided support for investing in productivity enhancing inputs, such as land leveling, erosion control, irrigation infrastructure and farming tools, fertilizers and seeds etc., as feasible and applicable. • Full Loss of arable land: Project based employment for the willing PAPs will be worked out and included in bidding documents or training with additional financial support to invest as well as organizational/logistical support for establishing alternate means of livelihood. Restricted Avoidance of All PAPs • Un-interrupted access to agricultural fields, access to obstruction by business premises and residences of persons means of subproject in the project area will be ensured in livelihood facilities consultation with the PAPs. Businesses Temporary Owner of • Cash compensation equal to lost income during business loss business period of business interruption up to 3 months due to LAR or (registered, based on tax record or, in its absence, construction informal) comparable rates from registered businesses of activities by the same type with tax records, or computed Project based on officially designated minimum wage rate. Permanent Owner of • Cash compensation equal to lost income for 6 business loss business months based on tax record or, in its absence, due to LAR (registered, comparable rates from registered businesses of without informal) the same type with tax records, or computed possibility of based on officially designated minimum wage establishing rate And Karachi Water and Sewerage Services Improvement Project 25 Social Management Framework Type of Specification Eligibility Entitlements Loss alternative • Provision of project based employment to one business of the grown household member or re-training with opportunity for additional financial grants and micro-credit and organizational/logistical support to establish PAP in alternative income generation activity Employmen Employment All laid-off • Cash compensation equal to lost wages at t loss employees comparable rates as of employment record for a (temporary or of affected period of 3 months (if temporary) and for 6 permanent) businesses months (if permanent) or in absence of record due to LAR. computed based on official minimum wage rate. • Or • Provision of project based employment or re- training, with additional financial as well as organizational/logistical support to establish PAP in alternative income generation activity. 7. PUBLIC SERVICES AND FACILITIES Loss of Schools, Service • Full restoration at original site or re- public health provider establishment at relocation site of lost public services centers, services and facilities, including replacement of and administrative related land and relocation of structures facilities services, according to provisions under sections 1 and 2 infrastructure of this entitlement matrix services, graveyards etc. 8. SPECIAL PROVISIONS Vulnerable Livelihood All • In addition to applicable compensation PAPs improvement vulnerable entitlements for lost assets, relocation and PAPs livelihood restoration under section,1 to 7 the including vulnerable PAPs will be provided with: those below • Subsistence allowance for 3 months computed the poverty on the basis of officially designated minimum line, the wage rate and other appropriate rehabilitation landless, the measures to be defined in the RAPs based on elderly, income analysis and consultations with PAPs. women and children, and • Preference for provision of project based indigenous employment. peoples. Land Acquisition and Resettlement Financing and Implementation The Government of Sindh will finance the total cost of LAR under KWSSIP from counterpart funds. The allocation and provision of the financial resource is responsibility of the KW&SB for affective management of project LAR requirements including acquisition of ROW, establishment of relocation/resettlement sites, payment of compensation for acquired assets, and implementation of income restoration measures. All assessed LAR costs should be fully incorporated in the project PC-I to be approved by the government. Both the LAA (1894) and Karachi Water and Sewerage Services Improvement Project 26 Social Management Framework World Bank OP 4.12 require that PAPs are compensated before the acquisition of ROW and commencement of construction works. Monitoring, Evaluation and Reporting Monitoring will involve (i) compliance monitoring to ensure that implementation is on schedule and problems are dealt with on a timely basis; (ii) The social impacts monitoring of the project and whether PAPs are able to restore and preferably improve their pre-project living standards, incomes, and productive capacity utilizing baseline information established through the socio-economic survey undertaken during project preparation; and (iii) overall monitoring to assess status of PAPs. The LAR tasks will be monitored internally and externally. Internal monitoring will include day to day tracking progress about LAR planning and implementation activities including compensation payment progress, rehabilitation and income restoration measures implemented. The PIU will be responsible for internal monitoring and share RAP implementation progress and periodic monitoring reports with the IA and the World Bank. PIU of KW&SB should monitor, map, and regularly update the locations of the AED conducted on or after the cut-off date. The monitoring of the government’s AED should include not only locations, but a categorization according to the typology and hierarchy described in the Introduction Section above as to assess the nature and extent of impact. Monitoring of AED should also document the compensation or relocation of affected people in the future, and the response of people who have been offered such compensation or relocation. In case of subproject with significant IR impacts, KW&SB through PIU will engage the services of an independent agency or consultant to undertake external monitoring and evaluation of the RAP implementation. The external monitor will monitor and verify RAP implementation progress and assess the achievement of RAP objectives and compliance with World Bank’s safeguards requirement’s through review of RAP implementation progress reports, periodic internal monitoring reports and through, consultations with the PAPs and other stakeholders and impact assessment based on filed surveys. Karachi Water and Sewerage Services Improvement Project 27 Social Management Framework 1 INTRODUCTION 1.1 Context 1. Karachi is the largest city of Pakistan and the only megacity in the country. As the country’s main financial center and seaport, it contributes up to 15% of national GDP while serving as a major source for tax revenues. It is one of the fastest growing cities in the country, with an average growth rate of 3.5%. Its population grew from 9 million 1998 to an estimated 16 million today, primarily through migration. Although Karachi’s poverty rate is low (9%), the absolute number of poor people is high: one-tenth of all poor in Sindh live in Karachi. The rapid population increase has led to significant changes in the ethnic composition of the city, with major impacts on its politics, social fabric, and governance. 2. Since the Partition of India in 1947, Karachi has gradually emerged as a major trading, commercial, banking, insurance, retail and entertainment center in Pakistan. It contributes about 12-15 percent to the national gross product (GDP)4. Karachi’s growth rate and high level of economic development make it an attractive destination for employment and the city has attracted migrants from all over the country. However, the rapid uncontrolled growth of the city which has put a tremendous pressure on the existing infrastructure, has adversely affected the quality of life. According to the 2018 Global Livability Index, Karachi now ranks fourth among the world’s most unlivable cities. The megacity has moved from 134th position last year to the 137th spot this year in the list of 140 cities.5 3. Urban sprawl due to in-migration and development resulting in shortages of housing has led to unregulated urban growth and the development of unauthorized colonies. Currently, large sections of the city’s population are living in unplanned katchi abadis (informal settlements) with minimal or basic services such as water and sewerage infrastructure. Periodically, some of these settlements are regularized through appropriate legislation; however the issues of service delivery remained unresolved. Population distribution across the city is also reflected in the variable access to water and sanitation services for various groups and katchi abadis, in particular, face major challenges for basic civic amenities. 4. In response to this situation, the World Bank has agreed to provide financial assistance to the Government of Sindh (GoS) — the objective is to support the development and strengthening of the planning and implementation capacity of the Implementing Agency (IA) to increase access to water supply and sewerage services in selected areas of six districts of the Karachi Division. The financing for Phase 1 of KWSSIP will be directed towards institutional development, capacity building, and infrastructure investments in water supply and sewerage systems through addressing pressing infrastructure needs of the underserved poor population of the megacity in the short- to medium-term. 1.2 Social Management Framework 5. As a part of consolidated Environment and Social Framework, the SMF has been prepared as the specific locations and detailed information about the subprojects will not be known with certainty at this time until implementation. The framework approach is appropriate 4 Transforming Karachi into a Liveable and Competitive Megacity, http://dx.doi.org/10.1596/978-1-4648-1211-8, 5 The liveability index assesses the best and worst living conditions and quantifies the challenges in a city. The rankings are based on its stability, culture and environment, healthcare, education facilities and infrastructure. https://pages.eiu.com/rs/753-RIQ-438/images/The_Global_Liveability_Index_2018.pdf Karachi Water and Sewerage Services Improvement Project 28 Social Management Framework in this situation to provide guidance during the selection and design of subprojects, and the planning of mitigation measures to ensure effective application of the World Bank’s safeguard policies and the national and provincial regulatory requirements. 6. In compliance with Safeguard Policies set by the World Bank (WB) as well as Pakistan’s legal regulations which stipulate that the financing of development plans and sub- projects would be subject to an assessment and mitigation of potential social impacts, the SMF identifies policy triggers, screening criteria, social impacts and mitigation measures to mitigate the identified risks for the proposed sub-projects. 7. This SMF includes a Resettlement Policy Framework (RPF) which describes mechanisms for addressing the possible loss of land, livelihood and sources of livelihood, temporary disruption of services and income, and temporary restrictions on access to facilities while the construction work will be operational in the Project corridor (refer to Appendix 1). The SMF and RPF also provide guidance on how to address impacts of the ongoing anti- encroachment drive. The SMF also includes guidance on the preparation of grievance redress development framework, consultation mechanism, capacity-building measures and a monitoring mechanism. 1.2.1 Purpose and Scope of Social Management Framework (SMF) 8. The SMF spells out the process of assigning social categories for the proposed subprojects, outlines the institutional arrangements and timeframe for the implementation of mitigation and monitoring measures. This framework will be used by the Implementing Agency (IA) in order to ensure that all social safeguards are adequately addressed and that the relevant capacity and training needs are established for the recommended measures to be implemented effectively. The SMF is designed to ensure that the social development principles are mainstreamed into the project design. 9. The objectives of the SMF include: • Assessment of potential adverse social impacts of the envisaged subprojects to be financed under KWSSIP and the way to avoid, minimize or mitigate them; • Establishment of clear procedures and methodologies for the planning, review, approval and implementation of subprojects; • Development of a social screening system for the subprojects; • Specification of roles and responsibilities and the necessary reporting procedures for managing and monitoring sub-project social concerns related to subprojects; • Delivery of trainings, capacity-building activities and technical assistance needed to successfully implement the provisions of the SMF; and • Ensuring the availability of the project funding required for implementing the SMF requirements. 10. The application and implementation of the SMF, therefore, will: • Support the integration of social aspects into the decision-making process at all stages related to planning and design by identifying, avoiding and/or minimizing adverse social impacts early-on in the project cycle. Karachi Water and Sewerage Services Improvement Project 29 Social Management Framework • Enhance the positive/sustainable social outcomes through improved/appropriate planning, design and implementation. • Build the capacity of KW&SB to take up and coordinate responsibilities related to the application and implementation of the SMF, including preparation of Social Assessment and Management Plans (if required). • Provide guidelines and procedures for further consultations during project implementation. • Provide a systematic guidance to address potential risks and to enhance quality, targeting, and benefits to the surrounding communities based on adjacency principles. • Ensure that stakeholders, irrespective of whether they benefit from or are adversely affected by the Project interventions, are well-informed and are able to participate in the subproject’s implementation. • Support compliance with applicable national and provincial legal/regulatory requirements as well as with the requirements set forth in the relevant World Bank policies. • Minimize adverse impacts on cultural property and other common property resources. 1.2.2 Scope of SMF 11. The SMF will serve a social safeguards instrument to provide a framework to both the relevant government agencies and the private investors for preparing and implementing infrastructure projects. It identifies the responsibilities of project stakeholders, procedures for social safeguards screening, review and approval, monitoring and reporting requirements, as well as plans to enhance institutional capacity. The SMF will cover the following aspects as envisaged in the TORs: • An introduction which describes the purpose, objectives, principles and methodology; • Description of the Project — a summary of approximate nature and scale of the subprojects; • Description (in appropriate level of detail) of socioeconomic baseline conditions for the anticipated project areas; • Summary of the regulatory framework (including key national policies and laws) and a gap analysis of regulations, in addition to measures to bridge the gaps between national legislation and World Bank safeguards; • Methodology for screening, categorization and typology of sub-projects; instruments required to be prepared for policy compliance for due-diligence-related management and decision making; • Summary of the types of risks and impacts that may result from the anticipated sub- project activities interacting with social baseline typologies, and the probability, magnitude, duration and geographic scope these risks and impacts could assume; the assessment would include cumulative and induced impacts; Karachi Water and Sewerage Services Improvement Project 30 Social Management Framework • Appropriate frameworks for the management of impacts related to resettlement and land requirements, resettlement policy framework, gender, stakeholder consultation, labor management, etc. • Range of appropriate safeguard instruments for anticipated impacts to be identified with description, required expertise, timeframe, review and clearances, disclosure and consultation procedures for their preparation; • Details of consultations with relevant stakeholders during preparation of the SMF; • Institutional arrangements for the implementation of the SMF; • Grievance Redress Mechanism (GRM) for the Project describing the institutional arrangements, principles, procedures and timelines; • Monitoring and evaluation mechanisms including the internal as well as the external monitoring and evaluation, monitoring objectives, indicators, monitoring responsibilities and M&E framework; • Capacity analysis and proposals for improving and consolidating capacity and skills required for the Project implementation for general due diligence management; and cost and budgets. 1.2.3 SMF Policy Principles 12. SMF policy principles are explained in the Table 1 to be mainstreamed by the KW&SB in adopting appropriate processes for social impact assessment and mitigation of impacts (Refer Section 8). Table 1: SMF Policy Principles Principles Transparency The World Bank Policy on Access to Information 2010 recognizes that stakeholders can exercise their rights to access information in context of development projects and the IA is obligated to place information in public domain to avoid any trust deficit. Information regarding the sub-projects will be disclosed to the public, where applicable Inclusion Sub-projects will be designed to ensure that vulnerable and marginalized sections of the communities including the very poor from katchi abadis, women, transgender persons, disabled persons etc. are able to share the benefits of the sub-projects. Participation The citizens need to be empowered with an opportunity to decide, implement and monitor the development sub-projects. Accordingly, the focus will be to promote participatory processes through the sub-project cycle. Social The subprojects will implement social accountability tools to ensure transparency Accountability and improve citizen participation, including display of information of all activities and their costs at noticeable public places, participation of citizens in monitoring and evaluation, and the use of simple formats for reporting findings during planning, implementation and post-implementation subproject stages. Social The overall Project approach will be to avoid or minimize, to the extent feasible, the Safeguards hardships and impoverishment of communities due to displacement and land acquisition associated with the implementation of sub-projects. Karachi Water and Sewerage Services Improvement Project 31 Social Management Framework 1.2.4 Application of Policy Principles on Social Safeguards 13. The IA will follow SMF policy principles with respect to social safeguard impacts such as involuntary resettlement, health and safety, working conditions, and conservation of cultural heritage. The summary and the list of social safeguards principles to be applied on social safeguards are as follow: 1.2.4.1 Assessment and Management of Social Risks and Impacts • A consultative and participative process of social screening of the specific subproject areas and activities; • An orderly and logical step by step process to identity and prevent potential social impacts of the planned subproject activities; • An assurance to prevent, or if prevention is impossible, to minimize, mitigate, or compensate the negative impacts on the local communities especially women and vulnerable peoples; • A monitoring and evaluation system to track the implementation of mitigation measures and actions; and • A budget to ensure that the Project has the necessary resources to achieve the desired objectives, particularly those related to the preparation and implementation of subprojects. 1.2.4.2 Land Acquisition, Restrictions on Land-Use and Involuntary Resettlement • Avoid the negative impacts or at least minimize the risks of involuntary resettlement; • Mitigate the social and economic impacts of land acquisition on the affected people by providing compensation for loss of assets at replacement cost; and ensuring that resettlement activities are undertaken properly, through information disclosure, consultation and informed participation of those affected; and • Improve or at least restore the livelihoods and standards of living of the relocated people. 1.2.4.3 Labor and Working Conditions • A clear strategy to build, improve, and maintain relationships between the contractor’s management and the workers; • A policy of fair treatment without discrimination, equal opportunities for male and female workers, preventing child labor and forced labor in compliance with the national and international laws; • A gender-sensitive, harassment-free enabling work environment; and • A Health and Safety Policy to ensure safe and healthy working conditions as well as to protect and promote worker health. 1.2.4.4 Community Health and Safety • A policy to prevent or minimize the risks and impacts on health, safety and security of workers and surrounding community; and Karachi Water and Sewerage Services Improvement Project 32 Social Management Framework • Ensure proper protection of personnel and property so as to prevent or minimize risks to the community’s safety and security. 1.2.4.5 Cultural Heritage • Protect the cultural heritage from negative impacts of project activities and support its preservation; and • Encourage the project developers to take responsibility towards protecting the cultural heritage around the project area. 1.2.4.6 Information Disclosure and Stakeholder Engagement • Encourage information transparency and the participation of community and other stakeholders through fair and meaningful consulting efforts; and • Encourage community participation in sustainable development in the affected area as an effort to facilitate the culture of consensus and democracy in the project and affected communities through an institutionalized grievance redress mechanisms. 1.2.5 Methodology for SMF Preparation 14. The SMF has been prepared in accordance with the applicable safeguard policies of the World Bank and the national regulatory requirements. It involved literature reviews; social scan of the proposed Project area through field reconnaissance visits, key institutional consultations, focus group discussions with communities including katchi abadis and semi- structures interviews with officials of IA, relevant sector institutions, provincial and district officials, civil society organizations and academia. Where statistics fell short, personal anecdotal narratives and specialists’ perspective were taken into account to fill the information gaps. 1.2.5.1 Literature Review and Policy Analysis 15. An extensive search and review of secondary literature was undertaken. The review covered census reports, journal articles, research reports, consultancy reports and policy documents regarding social service delivery and infrastructure in Karachi. National and provincial laws and policies that are likely to have an impact on the implementation of the Project were also analyzed. A list of documents that were reviewed during the assignment has been provided in the Bibliography. 1.2.5.2 Social Scan and Field Reconnaissance Visits 16. Social scan and field reconnaissance visits were carried out to check water supply/sources, water pumping stations, sanitation facilities and storm water drainage, including primary and secondary drainage sources of the potential subproject sites. Observations were made and recorded during visits to existing drainage and sewerage lines in different towns of the city. During these visits, existing solid waste management practices were also identified and recorded. The purposes of this activity included collection of first-hand information about the project area, verification of data collected during desk study, assessment of likely impacts and identification of major issues and preparation of methodology for a detailed investigation. Karachi Water and Sewerage Services Improvement Project 33 Social Management Framework 1.2.5.3 Stakeholders Consultation 17. Stakeholder consultations have been carried out with (i) local communities who are likely to be impacted by the subproject interventions and (ii) institutions that have an important role in enabling the realization of the project interventions. In addition, consultative meetings were held with the staff of the IA to discuss issues related to drainage and municipal services from the perspective of a lead agency. Consultations were also held with relevant provincial line departments, civil society organizations and academics. 1.2.5.4 Focus Group Discussions with Communities 18. Focus Group Discussions (FGDs) were undertaken to gain community feedback and insights on service provision with respect to water, wastewater and sanitation. The FGDs gauged community perceptions and attitudes regarding availability, access, reliability, quality and use of water/sanitation services, costs incurred and willingness to pay for services. The aim was to ascertain their concerns, suggestions and feedback on the proposed Project and anticipated social impacts during implementation. 19. FDGs were conducted with both men and women groups including marginalized and vulnerable groups such as senior citizens, children and female-headed families in selected poor settlements in 18 localities across the six districts of Karachi. Three localities of each district were selected through purposive sampling with support from a local NGO. Care was taken to ensure that these localities represented the overall scenario of the respective towns in terms of water availability, sanitation practices, socio-cultural, economic and ethnic composition, level of occupancy and current level of infrastructure and services. These FGDs were conducted in the months of October and November, 2018 with support from a male and female sociologist. The purpose of this exercise was to gauge the access to and availability of services, and ascertain the service delivery implementation challenges on the ground. This exercise yielded valuable information and insight into the existing service delivery capacities and the various constraints to the provision of services at the local level. 1.2.5.5 Key-informant Interviews with Service Providers 20. Key-informant interviews and discussions were held at the KW&SB offices to understand the institutional perspective on ongoing initiatives related to water and sanitation service delivery and the rationale of the proposed World Bank investment. This also included discussions with district and town staff. The purpose of this exercise was to ascertain perceptions, perspectives, practices and priorities of the service providers of the implementation agency. 1.2.5.6 Impact Assessment 21. During the impact assessment, the socioeconomic data and project information collected in previous steps was used to determine the potential impacts of the indicative subprojects. Subsequent to this, the potential impacts were characterized in order to determine their significance. Mitigation measures were identified where required to minimize the significant social impacts. A management framework was also developed in the form of an SMF for the implementation of the mitigation measures identified during the field study. 22. The following synoptic table presents an overview of the key activities that were conducted within each phase. It also lists all the outputs that were produced as well as the key meetings with relevant contracting and executing authorities. Karachi Water and Sewerage Services Improvement Project 34 Social Management Framework Table 2: Methodology and Approach for the Preparation of SMF Phases of the Key activities Outputs SMF Preparation • Initial document/data collection • Start-up meetings with the WB and and context analysis KW&SB to gain a clear and shared Inception Phase • Review of Relevant documents understanding of the scope and to clarify expectations regarding SMF • Inception interviews outputs, methodology and to obtain • Stakeholder identification additional or latest relevant information. • Methodological design of the SMF • Identification of key stakeholders Preparation • Inception Report Field Phase • Gathering of primary evidence with the • Field visits to proposed subproject use of participatory approaches sites including focused group meetings, • Consultation meetings with interviews, consultations Government Departments, CSOs • Stakeholder analysis and mapping and Academia • Review of literature/content analysis • FGDs with male and female in 18 • Semi-structured interviews with key localities across six districts informants of service providers • Data collation and analysis • Draft SMF including RPF Synthesis • Final analysis of findings from site visits, Phase consultation, FGDs and KIIs. • Analysis of the reliability and coverage of data collection Disclosure • Disclosure of Draft Report with relevant • Delivery and circulation of the Final Phase stakeholders through a one-day event in Draft Report Karachi • Incorporation of feedback in the draft SMF • Submission of Draft Report to WB and IA. Completion • Triangulation, correction of factual errors • Final SMF Report including annexes Phase and addressing quality issues • Addressing of the relevant comments 1.2.6 Updating the SMF and operationalization of SMF 23. This SMF is a document that may be updated by the IA from time to time in accordance with the needs, lessons learnt during subproject operations and future circumstances. The updated SMF shall be approved by the World Bank and will be made available to the stakeholders through the IA’s website. It includes detailed operational procedures to be followed by IA regarding screening, impact assessment, determination of safeguard instruments and remedial actions, monitoring, supervision, reporting, public consultation and disclosure for sub-projects. Karachi Water and Sewerage Services Improvement Project 35 Social Management Framework 2 PROJECT DESCRIPTION 2.1 Project Description 24. The proposed Project with Word Bank assistance will include a set of investments for institutional and policy reforms, and capacity building to improve service provision and address infrastructure deficiencies and institutional constraints to Karachi’s development. The Project will implement subprojects which will help to meet current service delivery challenges, set long term goals, and outline requisite investments in infrastructure and institutional reform for IA. 2.1.1 Project Development Objectives and Key Results 25. The Project Development Objective is to increase equitable and sustainable access to safe and affordable water and sanitation services in the program areas. To achieve this objective, the Project will undertake a program of significant infrastructure investments linked to capacity building to raise KW&SB’s operational performance and support to improving the enabling environment in the water and sanitation sector. 26. Physical and institutional investments under the Project is expected to lead to higher quality and expanded urban infrastructure services, and more sustainable and efficient financing of urban infrastructure. This will improve the quality of life for Karachi’s residents, including the poor, and enhance Karachi’s competitiveness and sustained contribution to national development. 27. The Key Results to measure progress toward achievement of the PDOs include the following: • Number of people in the utility’s service territory receiving more reliable access to improved water services (corporate results indicator); • Percent of monthly system wide end user water samples that meet WHO potable water quality standards; • Reform of the utility’s institutional framework to establish a revised and modern enabling and management environment; • Percent of operating and maintenance costs recovered from customers; • Decrease in customer receivables and outstanding debt; and • Preparation of tender documents for one significant private sector investment in either desalination, non-revenue water reduction or wastewater treatment. 2.1.2 Project Components 28. The first project will invest US$100 million, of which US$ 40million from IBRD, in infrastructure rehabilitation, capacity building to raise operational performance and improvements to the enabling environment. The project activities of SOP-1 will be grouped into three components. Component 1 will finance both capacity building and reform measures to improve the enabling environment, thus contributing to improved utility performance, including more reliable and energy efficient services. Component 2 will undertake selected infrastructure investments, thereby ameliorating water and sewer services in Karachi and increasing the city’s resilience to water shortages, floods, and saltwater intrusion. Component Karachi Water and Sewerage Services Improvement Project 36 Social Management Framework 3 will fund project management and associated studies. The approach and activities under these components may be summarized as follows: Component 1 – Operational & Enabling Environment Reform (US$7 million of which IBRD US$2.8 million): To build capacity and raise operational performance, as well as to prepare and implement planned enabling environment reforms, this component will support an array of measures including on: i. Revenue Management, Customer Care and Communication: Improving customer management is a critical objective both to provide better, more accountable services to the population of Karachi and to increase revenue streams and thus KWSB’s sustainability. Higher revenues will enable KWSB to spend more on O&M, thus directly contributing to more reliable services and increasing Karachi residents’ resilience to climate-exacerbated water shortages. Beyond revenue enhancement, KWSB will seek matching improvements in customer service by creating six new customer service centers. These will not only have staff from the Complaints Cell but also staff from the revenue and operational departments. Staff will be trained in customer engagement and a modern GRM will be developed, implementing and monitored. The citizen report card process will be revived, and a communications strategy developed. ii. Non-revenue Water (NRW) Reduction Program: A key aspect of improving operational performance and financial sustainability will be the reduction of non-revenue water. The project will develop a systematic non-revenue water reduction program, including the design and establishment of district meter areas, improvements in leak detection and repair, and a program for maintenance of meters installed under the project. iii. Institutional Reforms and Human Resources: The project will provide technical assistance and training to KWSB on human resource management, including on gender equality and reducing sexual harassment at the workplace. HR systems (software and hardware) will be upgraded, staff training will be provided, and an institutional reform program (including drafting amendments to the KWSB Act) will be developed and implemented. iv. Social Sector Policy and Katchi Abadi Program: The project will support the informal settlements unit of KWSB to implement infrastructure investments in at least three katchi abadis. This program will include resources to support KWSB cooperation with local NGOs and community-based entrepreneurs, in particular women’s organizations, in order to learn from existing successful approaches as well as to assist vulnerable customer groups in a targeted. v. Other Capacity Building Priorities – Asset Management, Financial Management, Industrial Discharge Monitoring: The project will finance additional capacity building including the design and implementation of an asset management program and improvements to the existing GIS of KWSB. These are critical for the sustainable management of KWSB. Component 2 – Infrastructure Investments (US$77 million of which IBRD US$30.8 million): Infrastructure interventions will be selected during implementation according to criteria that ensure relevance to project objectives and compliance with relevant environmental and social operational Bank policies, while flexibly aligning investments to the Karachi Water and Sewerage Services Improvement Project 37 Social Management Framework evolving reform agenda. This will reinforce the impact of capacity building and institutional reforms, and lay the foundation for scaling-up capital investments in subsequent projects. Priority areas for investments include: i. Water Network Rehabilitation: To reinforce the non-revenue water and revenue management reforms of Component 1, priority areas of the network with be rehabilitated, focusing on reducing major leaks and installing district and customer meters. ii. Sewer Network Rehabilitations: The project will invest in priority sewerage rehabilitation to restore network integrity in critical areas, and to reduce sewage leakage and flooding. These investments will be in the wastewater collection areas of the two wastewater treatment plants currently being rehabilitated (TP1 and TP3). A well-functioning sewerage system reduces the impact of floods by reducing the contamination of flood waters. iii. Rehabilitation of Safe Water Supplies in Katchi Abadis: The project will improve water supply and sanitation in three Katchi Abadis. KWSB will rehabilitate and formalize existing infrastructure and test different technical approaches to improving quality of access, including water ATMs, installation of metered house connections, and improved bulk water supply. Institutional options will be developed, including full or partial outsourcing of operations to CBOs, NGOs, or private entities. These efforts will be supported by intensive stakeholder consultations to manage expectations and to build political consensus and community support. iv. Improving Energy Efficiency: To reinforce the impact of the asset management improvement program, the project will reduce the energy consumption of KWSB pumping stations and water treatment plants, and thus reduce current high energy costs and KWSB’s carbon footprint. v. Other investments in line with the project criteria and policies of the GoS and World Bank will be considered as Component 1 reforms evolve. 29. Component 3 – Project Management and Studies (US$16 million of which IBRD US$6.4 million): This component will support the costs of managing the project and preparing aspects of the proposed subsequent projects, taking into account the expected impacts of climate change in the studies to be conducted. This will include direct project management costs of KWSB, updating of KWSB’s Masterplan, Feasibility Studies, Tender Documents, Safeguard Documents and Supervision costs for this project as well as other critical studies such as an energy audit, a review of private participation options and a rapid groundwater protection assessment. In addition, this component will support the institutional strengthening of KWSB including strengthening the social and environmental management capacity of KWSB. This component will also finance the preparation of Feasibility Studies, Tender- and Safeguard Documents for investments in future projects of the proposed series, as long as they are not rated environmental category A under OP4.01 or High under ESS1. 2.2 KW&SB Proposed Investment Plan – Subprojects under KWSSIP 30. Under this component, KW&SB have shown interest to avail funds for infrastructure development in three phases. The KW&SB’s proposed Investment Plan is summarized as below. Karachi Water and Sewerage Services Improvement Project 38 Social Management Framework 2.2.1 Phase 1 2.2.1.1 Component 1 - Reform in Karachi Water and Sewerage Board • Institutional Reforms and Capacity Building in HR • Communication Strategy and Capacity Building in Development • GIS and Capacity Building in Asset Management • Study on Revenue Management and Customer Care • NRW Reduction and Metering best practices • Social Sector Policy and Informal Settlement (Katchi Abadis) • Sewerage Improvement Program • Study on Financial Management best practices 2.2.1.2 Component 2 - Securing Sustainable Water Supply & Sewerage • Rehabilitating water supply and/or sewerage in three low income communities • Priority sewer network rehabilitation • Priority Water Network Rehabilitation including meter installation to reduce NRW • Reducing energy consumption • 26 Sewage Suction and Jetting Trucks 2.2.1.3 Component 3 - Project Management & Studies • Preparing safeguard documents for phase 2 • Contract Management Consultant Water Supply Investments • Contract Management Consultant Sewerage Investments • Feasibility & Tender Documents for this Project for Phase 1 • Conduct Energy Audit • PPP Options Study for NRW Reduction • Options Study and/or transaction advice for PPP operation and investment for desalination and/or wastewater reuse • Groundwater institutional review and Groundwater Mapping • Feasibility & Tender Documents for Phase 2 • Project Management Cost for KW&SB 2.2.2 Phase 2 2.2.2.1 Component 1 - Reform Karachi Water Supply & Sewerage Board 2.2.2.2 Component 2 - Securing Sustainable Water Supply & Sewerage • Malir basin wastewater interceptors and treatment plant Karachi Water and Sewerage Services Improvement Project 39 Social Management Framework • Rehabilitation of all 20 Wastewater Pumping Stations • Improve water supply in additional low-income communities (Katchi Abadis) • Priority Sewer Network Rehabilitation • Priority Water Network Rehabilitation incl. meter installation to reduce NRW • Reducing energy consumption • Validity gap financing for PPPs desalination and/or wastewater reuse 2.2.3 Phase 3 2.2.3.1 Component 1 - Reform Karachi Water Supply & Sewerage Board 2.2.3.2 Component 2 - Securing Sustainable Water Supply & Sewerage • Increase water production: Desalination, wastewater reuse, K4 Use • Improve water supply in additional low-income communities (Katchi Abadis) • Priority Sewer Network Rehabilitation • Priority Water Network Rahibilation incl. meters & DMAs to reduce NRW • S IV (Wastewater collection and treatment) 2.2.3.3 Component 3 – Project Management and Studies 2.2.4 Phase 4 2.2.4.1 Component 1 - Reform Karachi Water Supply & Sewerage Board 2.2.4.2 Component 2 - Securing Sustainable Water Supply & Sewerage • Improve water supply in additional low-income communities (Katchi Abadis) • Sewer Network Rehabilitation • S IV Phase 2 (Additional Wastewater collection and treatment capacity) • Priority Water Network Rehabilitation including meters and DMAs to reduce NRW 2.2.4.3 Component 3 – Project Management and Studies 31. As described earlier, the Component 2 is for Urban Investment which envisages development of urban infrastructure, a major activity of KWSSIP, which is likely to cause social impacts. Karachi Water and Sewerage Services Improvement Project 40 Social Management Framework 3 SOCIAL CONTEXT AND BASELINE CONDITIONS 3.1 Context 32. This Section provides preliminary baseline data pertaining to the demographic and socio-economic conditions of Karachi with the objective of setting the context for the proposed subprojects which are to be implemented under the KWSSIP. This Section builds primarily on secondary resources from published literature, FGDs with communities in formal and informal settlements (katchi abadis), consultations with key institutional stakeholders and on-site observations of the potential subproject localities. 3.2 Socio-Economic Features 33. Karachi is the capital of the province of Sindh, and the largest city in Pakistan. The area, once inhabited by small fishing communities, has now transformed into a dynamic, thriving and multifaceted megacity spreading over 3,530 square kilometers.6 Since 1947, due to multiple pull factors, the city has witnessed an influx of economic and political migrants, and refugees with different national, provincial, linguistic and religious origins — many of whom have come to settle permanently. Thus, Karachi became one of the fastest growing cities in the world. Rapid un-regulated urbanization has led to growth of different types of settlements, each having its unique contextual features with regards to occupational patterns, living standards and access to basic services. 3.2.1 Demographic Characteristics 34. Karachi is the largest and most populous city in Pakistan and the 7th largest metropolitan city in the world. According to the provisional results of the 2017 population census the population of Karachi was estimated at 14.9 million, growing at a rate of about 2.49 percent per year.7 Table 3: Urban and Rural Population Distribution in Karachi and the Annual Intercensal Growth Rates: 1998-2017 Karachi Population (Million) % Population in Annual Growth Sex Ratio Urban/Rural Areas Rate (%) 2017 1998 2017 1998 2017 1998-2107 110.9 Urban 9.45 14.91 95.9 92.9 2.43 110.7 Rural 0.41 1.14 4.1 7.1 5.56 113.5 Source: Pakistan Bureau of Statistics 35. Karachi’s urban population increased from 9.45 million to 14.91 million. A total of 5.46 million persons were added in the city population during the past 19 years. According to the 1998 Census the population of Karachi consisted of approximately 54% males and 46% females. In the same period, the national population was 130.5 million, and that of the Sindh province 30.4 million. Growth rates since 1981 were 2.61% and 2.80% respectively, indicating 6 http://www.kmc.gos.pk/ 7 It is important to note that gap of 17 years between the 1998 and 2017 provisional census and the controversy on city population in the current census, it was not possible to collate comprehensive and latest data on socio-economic baseline Karachi Water and Sewerage Services Improvement Project 41 Social Management Framework rapid urbanization in Karachi, which was also much higher than the national average growth for urban areas of 3.45% and also for that of Sindh at 3.52%. Of the 9.2 million which 8.74 million were living in the Metropolitan Corporation (MC) area covering six Municipal Districts (MD), and 0.46 million in cantonment area. 36. Population estimates for Karachi have always been questionable and marred with controversies. The validity of the 2017 census has been questioned by various demographists who have authored research articles in this field.8 Various population projection estimates are available in the literature which question the officially sponsored census records – some of which are summarized below: • Karachi reports the lowest inter-censal growth rate in Sindh but an annual growth rate which is higher than the provincial average. In addition, Karachi reports the highest sex ratio among the four provincial capitals. Perhaps due to this discrepancy, undercounting of Karachi’s population, the validity of the 2017 census has been questioned.9 • According to the Karachi Master Plan 2020, the population of the city is expected to reach 27.6 million by 2020, almost twice that of 2005. The number of households is expected to increase from 2.2 million in 2005 to 3.9 million in 2020.10 • Projected UN population estimate for Karachi in 2016, based on the total population of Karachi at the time of the 1998 census (around 9.8 million), was 17.1 Million with 3.3 percent annual growth.11 This exponential increase in human numbers is almost doubled in two decades. • According to another estimate, Karachi is the greatest urban center of Pakistan and the second largest Muslim city in the world.12 The population of the metropolitan city would reach around 24 million in 2020.13 37. To reckon the above narratives and the estimates of the population projected at the inter-censal (1981-1998) growth rate of 4.5%, the projected population of Karachi in 2015 would roughly have reach 20.7 million and 26.4 million in 2020. 38. Geographically speaking, Karachi is located strategically on the coast of the Arabian Sea, north-west of the Indus River Delta and the city is growing both laterally and vertically. Under the circumstances, considerable horizontal expansion is taking place. As the City is bounded on the south by the sea and to the west by Hub River and Balochistan, the urban sprawl is more towards the east and north. 39. The expansion to the east is more rapid. The factors that contribute towards making the eastward direction preferable for expansion due to a suitable flat terrain and its connectivity through two major roads in the east, the National Highway (N-5) and the Super Highway (M- 8 Karim, Mehtab S. 2017. “Census Contradictions.â€? Narratives. December; Zaman,2017; Karim 2017 9 Population & Housing Census-2017 - Social Policy and Development, www.spdc.org.pk/.../SPDC%20CENSUS%20REPORT-Final-%2027th%20Aug%2020.. 10 Karachi Master Plan 2020, 2007 11 The World’s Cities in 2016, available on http://www.un.org/en/development/desa/population/publications/pdf/ urbanization/the_worlds_cities_in_2016_data_booklet.pdf 12 Cox, 2014) 13 Paracha, 2014 Karachi Water and Sewerage Services Improvement Project 42 Social Management Framework 9). Additionally, the close proximity to industrial zones such as Korangi, Landhi, Port Qasim and Gharo located further east of Port Qasim at both sides of N-5 also witness rapid population growth and expansion. 3.2.2 Population Distribution 40. The City is comprised of six urban districts with unevenly distributed population where the potential subprojects of the proposed KWSSIP will be identified, planned, constructed and operated. Population distribution across its 6 districts (Census, 2017), shown in the graph below, indicates much lower populations in Malir and Karachi South as compared to other districts. On the other hand, Karachi West and Central have the highest residential population densities — some parts of the districts comprise of congested residential apartments which are extremely difficult to access. 41. Looking at the age composition from the 1998 Census, out of the total population 37.6% is under 15 years of age and 58% of the population between 15 to 50 years of age. These numbers point to the fact that Karachi is a young city, which implies substantial future needs relating to municipal services, water supply & sanitation, housing, education, health, employment, and transportation etc. that the city has to address. 42. Karachi Division has six districts, of these; East, West and Malir (which also contain rural areas) report substantially higher annual growth rates. It is evident from high sex ratios in these districts, that there has been substantial in-migration to these districts. On the other hand, Central and South districts of Karachi report lowest annual growth rates, which could be due to, either substantial decline in fertility rate in these district or out-migration. Figure 1: Population Distribution, Sex Ratio and Annual Growth across Districts 2,500,000 2,000,000 Male Female 1,500,000 1,000,000 500,000 0 Karachi Karachi Karachi Korangi Malir Karachi West Central East South Sex Ratio Annual Growth MALIR MALIR KORANGI KORANGI KARACHI WEST KARACHI WEST KARACHI SOUTH KARACHI SOUTH KARACHI EAST KARACHI EAST KARACHI CENTRAL KARACHI CENTRAL 100 105 110 115 120 0 2 4 6 Karachi Water and Sewerage Services Improvement Project 43 Social Management Framework 3.2.3 Population Trends 43. The overall trend of urbanization has been rapidly increasing in Pakistan since the 1970s, with the majority of the population shifting to the urban centers of the country from the rural regions, in order to seek better employment opportunities and social services.14 Table 4: Population Growth POPULATIO Increase Over No. of Years Increase/ Average Annual Year N Previous Census/ Between Decrease Growth Rate (%) (000) Survey Surveys (%) 1941 387 10 3.70 1951 1068 701,780 10 158.7 11.50 1961 1913 906,377 10 80.5 6.05 1972 3515 1,562,702 11 76.50 5.00 1981 5208 1,831,238 9 50.8 4.96 1998 9339 4,540,422 17 86.29 3.52 2017 14,910 5,108,218 19 34.26 2.49 Source: Census Reports, Government of Pakistan 44. Table 4 shows that the population of Karachi has been growing consistently at much higher rate during all the decades from 1941 to 1981. The population of Pakistan increased by 7.9 per cent and 23.7 per cent during the decades of 1941-1951 and 1951-1961, respectively, whereas the population of Karachi grew by 158.4 per cent and 80.5 per cent respectively. 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 1941 1951 1961 1972 1981 1998 2017 Figure 2: Population of Karachi: Inter-censal Annual Growth Rates 45. In between 1951 to 1972, Karachi’s population increased approximately 200% to 3.6 million. It grew a further 106.38% by 1987 to 7.4 million, and currently an estimated 350,000 more migrants are added every year.15 Various unofficial estimates place Karachi’s present day population between 14 to 15 million inhabitants. To quote one estimate “the population of 14 Sharif & Raza, 2016 15 Hasan Arif, “Understanding Karachi, Planning and Reform for the Futureâ€?, City Press, Karachi, 1999 Karachi Water and Sewerage Services Improvement Project 44 Social Management Framework the city is growing at 5% annuallyâ€? mainly due to migration, a massive increase by any standards that increasingly puts immense pressure on resources. According to a UNDP report on Karachi, “Rapid population growth has pressured the urban infrastructure to a breaking point, and abject poverty in the extensive Katchi Abadis, or squatter settlementsâ€?.16 46. Between 1951 and 2017, Karachi has grown over thirteen-folds, slightly higher than the overall urban growth in Pakistan. Thus, Karachi’s share in Pakistan’s urban population increased from 18 percent in 1951 to 21 percent in 1998. However, due to reported decline in Karachi’s growth rate during the past 19 years, its share has declined to below 20 percent in 2017. According to the 1998 Census Report, Karachi had a population of 9.2 million in 1998 compared with 5.2 million in 1981, a growth rate of 4.5% per annum, of which 9.4m of them lived within 603 square kilometers of ‘urban area’ out of a total area of 3,557 sq.km. The population density of about 58 persons per sq. km is relatively high as compared to other cities in Pakistan. The city is spread over an area of approximately 3,530 square kilometers. 3.3 Ethnic, Religious and Linguistic Diversity 47. Ethnic identity has played an important role in shaping Karachi’s geography and social fabric. It has also dominated political and economic activities, as various ethnic groups compete for resources and power, and has strong implications on social development and municipal service delivery. 48. Karachi’s population is a diverse mix of various ethnic groups. According to the 1998 Census, Mohajirs comprised of almost 48.5 percent of the population of Karachi, followed by Punjabis (14 percent), Pukhtuns (11.42 percent), Sindhis (7.22 percent) and Baloch (4.34 percent). It may be mentioned here that most of the Baloch in Karachi are third generation migrants and politically identify themselves with Sindhis. 49. Others, comprising foreigners and illegal immigrants, constitute two percent of the population. Majority of Mohajirs live in planned areas, while over half of Punjabis, over two- thirds of Pukhtuns and Sindhis, and three-fourths of Baloch live in katchi abadis.17 50. Although ethnicity is a complex socio-cultural construct, in Karachi’s context it has often been compounded with linguistic overlay for attaining self-identification. The Partition of India in 1947 is seen as a key turning point with the arrival of migrants (or Mohajirs) and their subsequent evolving into a somewhat coherent Urdu-speaking community. Earlier migrants such as Sindhis, Balochs and Kachhis often see themselves as original inhabitants of Karachi. Post-partition migration from Punjab and Pashtun regions of Pakistan led to further diversity in the city’s ethnic demography. 51. In addition, continuous migration from rural to urban areas and from other provinces to Sindh, particularly to Karachi, has been quite prominent as was indicated in the censuses conducted during 1951 to 1981, which was the major reason for the increase in Sindh’s share in the country’s population. This trend of migration continued in the 1990s and afterwards as well. 52. Furthermore, the enactment of the Sindh Katchi Abadis Act of 1987 and the subsequent establishment of the Sindh Katchi Abadi Authority (SKAA) to carry out the process 16Roman Pryjomko 17Anatomy of Ethnic Militancy: Case of Karachi, Pakistan Kaiser Bengali and Mahpara Sadaqat Working Paper Series # 71, 2002, SDPI Karachi Water and Sewerage Services Improvement Project 45 Social Management Framework of providing leasehold (99 years), infrastructure and basic services to the inhabitants, have proven to be strong pull factors which have further enriched the city’s ethnic diversity. 3.4 Influx of Immigrants 53. Karachi has seen an influx of immigrants, which has not only changed its demographics considerably but has also significantly altered the balance of power between various ethnic groups. This has resulted in a host of issues, particularly an incremental pressure on the delivery of social services. Karachi is not only Pakistan’s largest city but also one the most demographically diverse - unplanned migration over the past many decades being a major factor. The city is divided into planned and unplanned settlements. The migration towards Karachi can be identified in five phases. 54. The first phase was seen after partition when large number of refugees (Urdu-speaking Mohajirs) migrated from Northern India to Karachi during following the Partition of India in 1947. This major demographic shift reshaped the political landscape as Mohajirs gained greater influence and power. This created resentment among the original Sindhi and Baloch residents of the city – igniting the first sparks of social unrest in the city.18 55. The second phase of migration started in the 1960s, when large number of Pukhtuns from North Western areas of Pakistan migrated to Karachi for better employment opportunities. In 1998, census results revealed that Pakhtuns formed 11.42% of Karachi’s population (based on spoken language). In terms of occupation, most of these Pakhtuns migrants were associated with public transport, trucking and informal recycling sectors. By 1980s, the Pukhtun population had got hold of considerable squatter settlements.19 56. During the third phase which started in the 1970s and lasted through the 1990s, Karachi experienced a large influx of people from rural Sindh who had migrated in search of better employment and economic opportunities. 57. The fourth phase (1980s - 1990s) was triggered by the Soviet invasion of Afghanistan and the Islamic Revolution in Iran which brought scores of Afghan and Iranian refugees to Pakistan, many of which settled in Karachi, 58. The fifth phase was triggered by the US invasion of Afghanistan and the post-2004 military operations in North Western Pakistan which resulted in a mass-migration of a large number of internally displaced persons (IDPs) from FATA and Khyber Pakhtunkhwa. The growth in economic opportunities in Karachi due to the opening of NATO supply lines also attracted a large number of migrants from across the country. 59. As mentioned before, the 1947 Partition of India dramatically changed the demographics of the city and many experts are of the view that this lies at the root of Karachi’s current social unrest. Later arrival of migrants, mainly from KP, has added another dimension to the ethnic complexity and social inequities in terms of social service delivery. In 2001, the total migrant population was estimated at about 22 percent of the total population of Karachi. In the 1998 census results, the sex composition of Karachi’s migrant population shows a significant difference between the number of males and females, as shown in Figure 3. 18 Urban Slums Report: The Case of Karachi, Pakistan. Arif Hasan and Masooma Mohib, 2001 19 Census, 1998 Karachi Water and Sewerage Services Improvement Project 46 Social Management Framework Migrated Population 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 1981 1998 Male Female Source: Urban Slums Report: The Case of Karachi, Pakistan. Arif Hasan and Masooma Mohib, 2001 Figure 3: Migrant Population 60. Karachi’s growth is both natural and due to extensive migration into the city every year. The population of Karachi increased manifold after independence. It was estimated that around 600,000 people migrated from India to Karachi. The 1961 Census revealed that during the ten years post-independence, Karachi’s population increased by 79% at an average annual growth rate of 6.05%. The annual growth rate accounts for not only the natural growth in the city’s population but also the influx of migrants from India and rural areas of Pakistan. Most of these migrants settled in squatter settlements at the city’s periphery while others settled in open areas within the city. Federal Government offices and foreign embassies were also established in that era, making the city a dense, multi-cultural, multi-linguistic and multi- religious city.20 61. Accommodating such a large population proved to be quite challenging as it required extraordinary planning and management. 3.5 Incidence of Poverty in Karachi 62. Urban poverty has many different dimensions, ranging from material well-being (including basic needs like nutrition, healthcare facilities, shelter, education etc.) to lack of human rights, citizenship or social networks. Economic factors such as low income, lack of assets, access to markets or public services can lead into poverty. Poverty is also defined by indicators like inability to afford adequate housing, tenure insecurity due to fear of eviction and depletion of savings invested in housing, unhygienic living conditions, low-quality public services, poor health and education, and lack of employment or inability to have regular income translating into social insecurity21. 20 Census, 1961 21 http://povlibrary.worldbank.org/files/4418_chap16.pdf Karachi Water and Sewerage Services Improvement Project 47 Social Management Framework 63. Karachi ranks third among the least poor districts of Pakistan. 22 The metropolis, with an approximate population of 20 million, has a poverty ratio of 4.5% on the Multidimensional Poverty Index (MPI).23 64. In Karachi, the poverty ratio was 4.5% in 2014-15, 6.7% in 2012-13, 9.9% in 2010-11 and 10.5% in 2008-09. Karachi witnessed a significant poverty reduction in the 10 years up to 2015, with 9 percent of the city’s population living in poverty in 2014–15 compared to 23 percent in 2004–05. This makes Karachi City, the least poor district in Sindh province and third least poor in Pakistan.24 65. Despite this, there are pockets of high poverty and great variations in wealth within Karachi, due to its geographical expanse and large population size. The incidence of poverty varies in the 18 towns and the cantonment areas within the metropolis. The incidence of poverty is lowest in the cantonment areas. The highest incidence of poverty reported is in the working class and Katchi Abadi-dominated towns such as Orangi, Gadap and Landhi. 66. In Katchi Abadis, poverty is a multi-dimensional phenomenon. Some of many facets of poverty are; inadequate and unstable income leading to inadequate consumption and indebtedness; poor quality and overcrowded housing; poor and risky asset base; unplanned and illegal occupation with high risk of evacuation or demolition; inadequate access to public services and infrastructure (piped water, sanitation, electricity), schools, vocational training, health care, public transport, communication and law enforcement; no safety net to ensure basic consumption, housing and health care, protection of the civil and political rights of the poor.25 67. According to one estimate, there are 600 slums in Karachi and 50 percent of Karachi population lives in informal settlements of various types.26 A study of availability of social services in these urban slums in Karachi City showed that 55 per cent of slums did not have health facilities. While 10 per cent of Expanded Program for Immunization (EPI) services are provided through fixed sites, 48 per cent through outreach and 19 per cent through lady health workers, a total of 23 per cent of slums did not have EPI services. Private curative healthcare services were available only in 43 per cent of the slums.27 68. Choosing to live in a Katchi Abadi is itself an important indicator of poverty as the lives of people living there are marred by poor infrastructure services and the stress and constant threat of eviction. Over 40,000 people have already been evicted during the last 10 years. The government on the one hand is unable to provide proper shelter to the poor and on the other occasionally resorts to evictions and demolition for expansion of necessary city infrastructure. 22 Compiled with the help of Oxford Poverty and Human Development Initiative (OPHI) and United Nations Development Programme (UNDP), the report was recently released by the Planning Commission of Pakistan 23 MPI is based on the Alkire Foster methodology that covers three dimensions – education, health and living standards — as a yardstick to measure poverty instead of the traditional methods of relying on income or consumption as a base. 24 Federal Bureau of Statistics through PSLM survey, 2017 25 Mahbub ul Haq Human Development Centre. 2014. “The Rise of Karachi as a Mega -City: Issues and Challenges.â€? Policy Brief. Islamabad. 26 Karachi’s unplanned areas can be divided into three main categories: (i) katchi abadis that have been regularized or are awaiting regularization; (ii) slums, which are very dense inner-city areas with deficient infrastructure; and (iii) hinterland, or goths, which have become part of the urban sprawl. 27 UNICEF Annual Report 2017, Pakistan Karachi Water and Sewerage Services Improvement Project 48 Social Management Framework The fear of evictions leads the poor to develop community/ethnic based settlements as well as protection networks/organizations. 69. Over the years, around 30 per cent of these settlements have been regularized and upgraded with the provision of roads, water and sanitation services. There is still a large gap in regularization and up-gradation. The regularization and up-gradation of Katchi Abadis will provide secure shelter, relief from living under stress and an enhancement in asset base to the majority of the poor in Karachi. The poor living in the Katchi Abadis are voiceless and powerless within the political system, lack access to decision-making institutions, and lack the means and capability to demand greater accountability from public agencies. 3.6 Social and Human Development Indicators of Poverty 70. As proven worldwide, improved access to social services and other safety nets reduces household expenditure and poverty levels. Better literacy, nutrition and health can drive a dynamic workforce and the development of these social indicators will lead to higher productivity and thus will contribute to stronger economic performance, (i.e., improved per- capita incomes). 3.6.1 Education and Literacy 71. According to UNDP, Pakistan has low gender development index (GDI) of 0.742 (2016) and low gender inequality index (GII)28 of 0.546. However, over the years, Karachi has witnessed an increase in literacy; the narrowing of the male-female literacy gap; an increase in the age at which people get married (especially women); an increase in divorce rates; a reduction in the number of married people; and a trend towards the formation of nuclear families as opposed to extended ones. 72. In 2017, Karachi’s literacy rate was 87 percent and nationally, Karachi ranked 59th in terms of school infrastructure and availability of facilities.29 Karachi stands 43rd in national and first in district education. In 2016, Karachi’s Education Score was 72.18, Enrollment Score was 73.70, Learning Score was 67.90, Retention Score was 58.00 and Gender Score 89.13 as presented in the following Graph.30 The Figure 4 provides details of literacy and education ranking. 28 GII reflects gender-based inequalities in three dimensions – reproductive health, empowerment, and economic activity. Empowerment is measured by the share of parliamentary seats held by women and attainment in secondary and higher education by each gender 29 Federal Bureau of Statistics through PSLM survey, 2017 30 SDPI, Pakistan District Education Ranking, 2016 Karachi Water and Sewerage Services Improvement Project 49 Social Management Framework 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Education Enrolment Learning Retention Gender Parity Figure 4: Literacy and Education Ranking 73. Education is one of the most important factors that distinguish the poor from the non- poor. It is a vital prerequisite for combating poverty, empowering women, protecting children from hazardous and exploitative labor, protecting the environment and influencing population growth. However, literacy rate in Katchi Abadis exhibits a dismal picture. Overall literacy rate in Katchi Abadis is 71 per cent with a significant gender gap with 76 per cent for males and 66 per cent for females. The adult literacy rate in Katchi Abadis is low at 45 per cent, and ranges from 30 to 48 per cent in different areas with a primary enrollment rate at 54 per cent. 3.6.2 Karachi Human Development Index (HDI) 74. Pakistan has experienced a marginal increase in the value of HDI from 0.560 last year to 0.562 in 2017. Within the country, Karachi falls in high HDI31 and is fourth in the national HDI ranking32 in terms of human life – education, health, and standard of living. The graph below shows incremental improvement from 2005 to 2013. However, 2015 shows a downward trend mainly due to political confrontation between two major parties resulting in change in development priorities. Figure 5 provides HDI trends from year 2005 to 2015. 31 Pakistan Human Development Index Report 2017, UNDP, available at http://www.pk.undp.org/content/dam/pakistan/docs/HDR/HDI%20Report_2017.pdf 32 HDI classifications are based on HDI fixed cut-off points. The cut-off points and HDI classification are as follows: less than and equal to 0.299 for very low human development; 0.300-0.499 for low human development; 0.500-0.599 for low medium human development; 0.600-0.699 for medium human development; 0.700-0.799 for high medium human development; and 0.800 or greater for high human development Karachi Water and Sewerage Services Improvement Project 50 Social Management Framework 0.88 0.86 0.87 0.87 0.86 0.85 0.85 0.85 0.84 HDI 0.83 0.82 0.82 0.81 0.81 0.80 0.79 0.78 2005 2007 2009 2011 2013 2015 Year Figure 5: Karachi Human Development Index (HDI) 3.6.3 Health 75. Information on the health characteristics of a population is crucial to a proper understanding and interpretation of the health status of people, their potential health problems, and the resources required for providing services. However, current statistics were not available. 3.6.3.1 Infant and Maternal Mortality 76. The presence of private sector health facilities has helped in improving health related incidences of poverty. The current infant mortality rate under 5 years [per 1000 live births] has improved to 59 and the maternal mortality to 180. These positive changes reflect increasing levels of awareness, education and the availability of decentralized governance of Sindh Katchi Abadis. An increasing number of young people in Karachi are benefiting from preventive health facilities and the adoption of family planning presence of private sector health facilities helped improve health related incidences of poverty. The current infant mortality rate under 5 years [per 1000 live births] has improved to 59 and the maternal mortality to 180. These positive changes reflect increasing levels of awareness, education and availability of decentralized governance of Sindh Katchi Abadis. The preventive health facilities and adoption of family planning practices by an increasing number of young peoples in Karachi practices.33 3.6.3.2 Disability in Urban Sindh 77. During the year 2017-18, 3,232 men and 5,680 women at the age of 15 or above were reported to have disabilities – almost twice the number in rural Sindh. 34 The disability statistics are based on the framework of WHO’s International Classification to take into account six core functional domains namely, seeing, hearing, communication, cognition, walking, and self- care.35 33 Sindh District –Based Multiple Indicators Cluster Survey (MISC) 2003-4, Planning & Development Department, Government of Sindh, Karachi, Nov. 2004 34 The Pakistan Demographic and Household Survey, 2017-18 35 Person who have difficulty in functioning according to domain, by the highest degree of difficulty in at least one domain, and percentage with a lot of difficulty or cannot do at all in more than one domain, according to background characteristics, Pakistan DHS 2017-18 Karachi Water and Sewerage Services Improvement Project 51 Social Management Framework 3.6.3.3 HIV 78. Karachi is among the top cities in the world which have recorded an ‘alarming’ increase in HIV prevalence, according to a senior official of the Joint United Nations Program on HIV/AIDS (UNAIDS). In 2017, the Sindh Aids Control Program (SACP) reported 11,464 HIV patients who were undergoing treatment in Karachi out of which 11,225 were HIV positive patients while the remaining 239 were full-blown AIDS cases.36 3.6.3.4 Occupational Safety and Health Situation in Urban Sindh 79. The overall incidence of occupational injuries/diseases in the province indicates that approximately 5 percent of all employed work force (10 years & above) had suffered from an occupational injury/disease during 2014-15. The gender segregation shows that the incidence of occupational injury/ disease was higher among male workers compared to their female counterparts (5.24 percent vs. 3.02 percent respectively).37 3.6.4 Housing 80. The poverty dimension in Karachi is further exacerbated due to the lack of housing facilities leading to the constant fear of eviction from illegal settlements and extortion by middlemen, police and various officials for the provision of various services and permission to live in the illegal settlements. Housing is one of the most pressing issues in Karachi. Given the continuous increase in the population of Karachi and the backlog in housing demand that exists, the housing needs of the city are estimated at approximately 80,000 units per year. 38 There exists, however, a huge demand and supply gap in this sector. The shortfall in the supply of housing facilities is most severely experienced by the poor segments of the society due to severe lack of low-income housing provided by the public sector. Since partition, and due to a number of migrations into Karachi, this need for housing demand by poor and low- income inhabitants has been met by the sprawl of Katchi Abadis. 81. Housing needs in such settlements are met largely by informal developers with no government support whereby majority of the basic services like water, sanitation, education and health are developed with the investment of the inhabitants and the involvement of the informal sector and NGOs. Reasons behind shortage of water and sanitation services are: a) unregulated ongoing vertical development and construction of high rise buildings; b: the unchecked change land use from domestic to commercial as allowed by SBCA. Recently the Supreme Court of Pakistan has put a restraint on any conversion of land-use from domestic to commercial in Karachi and has barred the SBCA from issuing any such NOCs. Housing needs of approximately 50% of Karachi’s population requiring low-income housing are met via densification of existing Katchi Abadis and slums, vertical growth of existing settlements and horizontal growth on vacant land and encroachment on natural drains. 82. Comparison of housing data from 1980 and 1998 reveals that the total stock of one- room houses fell from 44.94% to 30.09% and the total stock of three-room houses increased from 13.96% to 21.12%; the number of houses with electric connections increased from 65.78% to 93.79%; the number of houses with piped water connections increased from 36 Dawn, April 27th, 2017 37 PBS, Pakistan Labour Force Survey 2014-15 38 One sector requiring major planning and investment by the public sector, and offering economic opportunities to the private sector. The city government should seriously think about regularizing/legalizing the involvement of a large number of informal developers prolific in the city’s low income and poor settlements. Karachi Water and Sewerage Services Improvement Project 52 Social Management Framework 44.45% to 74.38%; and the percentage of houses with reinforced concrete roofs increased form 42.5% to 56.04%.39 83. These large sections of the city’s population living in unplanned settlements have minimal or no access to basic services. Karachi’s high intensity construction and densely built areas add to the immense pressure on the city’s water, sanitation, sewerage and solid waste management services. 84. The current housing demand in Karachi is estimated at 80,000 new units per year. “The formal sector supplies 32,000 housing units and another 32,000 are built in katchi abadis. Meanwhile, 75.5pc of the city’s residents are classified as poor, and as such they constitute the majority of the unmet demand. The result has been the continuous demand for katchi abadis. 40 3.7 Economy 85. Karachi is the financial capital of Pakistan, and contributes towards a substantial percentage of the national GDP and revenue. Karachi’s economy has grown steadily in the past 18 years and per capita income has remained the highest in the country. Depending on the methodology used, Karachi’s contribution to gross domestic product (GDP) is estimated to range from 11 to 20 percent. According to various estimates, Karachi generates approximately 65% of the total national revenue (federal and provincial taxes, customs and surcharges). At the Sindh provincial level, the city’s share of the provincial tax receipts is as high as 70%. 86. Karachi is home to Pakistan’s premier port which handles almost 95% of all foreign trade - in 2001 alone the Karachi Port handled more than 29 million tons of cargo. The city produces 30% of manufactured goods and about 42% percent of value added products in large scale manufacturing. The per capita income of the city is also estimated to be four to five times higher than the national average. Nevertheless, the city has a large population around 50% of which lives in Katchi Abadis and slums. 87. The economy of the city includes diverse sectors like cement plants, corn mills, ship building, steel, textiles, chemicals, pharmaceuticals, automobiles, refined oil, shoes, machines and food production, wholesale and retail. Recent additions to the economic activity are in sectors such as telecommunication, electronic media, software outsourcing, call centers, medical services, and accounting. 88. Growth in the real estate and construction sector has fluctuated in response to speculative activities, fueled in part by cash inflows from outside the city and the country. However, the competitiveness of Karachi’s traditional sectors of manufacturing and trade is declining, especially relative to other cities. The decline in the formal manufacturing sector has been accompanied by increased access to cheap imported goods, especially from China.41 89. Furthermore, being the financial hub of the country, Karachi hosts the head offices of the majority of Pakistan’s public and private banks. Karachi is also home to Pakistan’s largest stock exchange, the Karachi Stock Exchange (KSC) 100 Index, which has been contributing 39 Arif Hasan and Masooma Mohib, 2001 40 Arsam Saleem, 'Evictions, dispossessions and urban sprawl in Karachi, Karachi Urban Lab, 2018. 41Sayeed, Asad, Khurram Husain, and Syed Salim Raza. 2016. Informality in Karachi’s Land, Manufacturing, and Transport Sectors: Implications for Stability, Washington, DC: US, Institute of Peace Press. Karachi Water and Sewerage Services Improvement Project 53 Social Management Framework significantly to GDP growth, and handles nearly all of the transactions in government securities and in the shares of most of the important industrial and financial institutions. 3.7.1 Employment 90. Underemployment and unemployment constitute a fundamental set of economic challenges that Karachi faces. Despite that, Karachi has emerged as a major trading, commercial, banking, insurance, retail, financial and economic hub of Pakistan; a growth that has attracted a vast number of migrants over the years. The City is the heart of manufacturing employment in the country42. Karachi has a high concentration of industrial activity and is home to the Sindh Industrial & Trading Estate (SITE), Korangi Industrial & Trade Estate, North Karachi Industrial & Trade Estate, etc. According to one study conducted in 1997, Karachi’s large-scale industrial sector employed 71.6% of the total employed labor force in Sindh, and out of the total number of large-scale units in Sindh, 72.7% were located in Karachi producing 74.8% of the total large-scale output of the province. 43 According to the 1998 census, employment has fallen from 33.43% in 1981 to 27.58%, with the worst affected being the population above 60 years of age. Table 5: Labour Force Participation 1981-98 Employment 1981 1998 Male 1,235,104 95.06 1,920,895 94.33 Female 64,126 64.94 115,406 5.67 Total 1,299,230 33.43 2,036,301 27.58 Pop. 10 and above 3,886,152 7,384,156 Source: Arif Hasan and Masooma Mohib, 2001 The pattern and nature of employment can be judged from one sample study that was conducted in 2005 and consisted of 5,000 households in 18 towns of Karachi Division which shows that out of the total population, 81% is employed, out of which 50% are self-employed, 31% are employed by the private sector, 3% by the semi-private sector and 16% by the public sector. Out of the self-employed, 32% are shopkeepers and 12% are laborers. However, out of the total population, a large proportion of the city population, i.e., 75% is employed by the informal sector comprising of small scale or cottage industry, trade and provision of services including water, waste disposal, health, education and housing.44 91. The growth in the service sector has attracted many people to new jobs in the city; however, the existing infrastructure has been unable to cope with the growth. As a result, the poorer populations, though an integral part of the growing service sector, have been pushed out into relocation colonies far from the city center to make way for new development in line with the economic growth of the city. The distance of these relocation colonies from the city often results in a total disconnection from livelihoods and limited access to basic services — further deepening the cycle of poverty. 42 Transforming Karachi into a Liveable and Competitive Megacity, World Bank 43 Khuhro, Hamida & Mooraj, Anwer (1997) Karachi, Mega City of Our Times, OUP, Karachi 44 ECIL, 2005 Karachi Water and Sewerage Services Improvement Project 54 Social Management Framework 3.7.2 Informal Sector 92. The informal labor market is characterized by lack of regulation, lack of security in conditions of employment and ease of entry. It includes small, unregulated enterprises, often family-managed or self-employed enterprises that use traditional technology and labor- intensive methods. 93. While there is no comprehensive data available on the informal economy, according to some estimates, 75 per cent of those employed in the city of Karachi work in the informal sector. At present the informal sector activities are primarily based in and out of katchi abadis and are diverse in scope and nature — comprising of small scale or cottage industry, trade, and provision of services like water, waste disposal, health, education and housing. These activities thus provide a large number of families in Karachi with employment and a means of livelihood. Unfortunately, the fact that such economic activity is in the informal domain means that job security, sufficient wages or adequate health and safety safeguards are rare. 3.8 Social Infrastructure and Services 94. Karachi’s economy and population continues to expand rapidly, but investment in urban infrastructure and services has not kept pace with this growth. Inadequate and unreliable infrastructure and services increase business and household costs, harm the urban and natural environment, and compromise the city’s regional and global competitiveness. 3.8.1 Water Supply 95. As one of Pakistan’s fastest growing metropolises, Karachi is challenged by increasing demand for water and sanitation services. Katchi Abadis in particular, face major challenges in service delivery. Unlike other major urban centers in Pakistan which are either located along fresh water bodies or depend on groundwater sources, Karachi receives its supply of water from distant sources. 96. The two main sources of the city’s water supply are primarily are River Indus (through Keenjhar/Kalri) and Hub Dam, which are miles away. Although the city’s main pipelines carry water for many miles, almost all of the Katchi Abadis and many of the formal settlements face an acute water shortage.45 97. This demand is inadequately met by a water supply of 360 to 530 MGD46 which is filtered at various water filtration plants including COD, Pipri, NEK, Hub and Gharo through an extensive generation, filtration, pumping/boosting and piping system. Against a demand of about 1080 MGD which is estimated for a population of about 20 million people, the KW&SB has the capacity of supplying approximately 640 MGD, out of which 20-40% is lost during transmission due to pilferage and leakages in the aging and dilapidated service delivery system. According to one study, if 40% of the leakages in the transmission routes could be plugged, water supply could be increased by approximately 81 MGD. The shortage is due to many reasons, such as insufficient supply from the two main sources (Indus & Hub Rivers), low levels of ground water, and inadequate and aging water transmission and storage facilities.47 45 KW&SB 46 Different estimates in different studies, which could be due to the time gap between them and methodology used. 47 ibid Karachi Water and Sewerage Services Improvement Project 55 Social Management Framework 98. An inefficient delivery system has forced people to make alternate arrangements through unregulated extraction, illegal online motors to boost pressure, etc., — with severe negative effects on water availability and water quality. Those most affected by this shortage are the poor who have no option other than buying water from high-priced private sources that operate in the city. In addition to the shortage of water in Karachi, substandard quality is another problem: drinking water seldom meets acceptable standards of filtration and treatment. A number of poor localities/squatter settlements have pooled money to build their own water supply systems by laying piped water networks that tap into government’s main transmission lines or storage tanks. It has been observed that in settlements having larger dependence on community sources of water like boreholes, women play a crucial role in collection of water.48 99. Incidence of diverting water pipelines for personal usage are rampant leading to massive wastage and decrease in the already low water pressure supply at the tail end of the distribution chain. Water requirements peak during certain times forcing many households to obtain supplementary water supplies at high costs. Tankers and pushcarts provide complimentary services in unauthorized colonies and slums. 100. The many challenges in delivering proper water services include: improving the quality of raw water, providing household connections to the poor, efficient provisioning of services, checking illegal tapping and transmission leakages, setting up distribution networks in high- density informal settlements with metering, strengthening weak grievance redress and voice systems, proper pricing of water for cost recovery, etc. Lack of data and poor organization makes efficient provision of services nearly impossible. 101. The KW&SB is Karachi’s prime provider of drinking water and wastewater removal services and provides an intermittent supply of water to Karachi’s population. There is low coverage in terms of piped-water supply connections, and even lower coverage of piped sewerage connections. Poor water and sewerage lead to environmental and health hazards which, in turn, lead to public and political dissatisfaction. Because of this dissatisfaction, the KW&SB is unable to raise its tariffs, and unable to collect much of what it bills. This leads to a lack of funds for maintenance and improvements and, in a vicious cycle, back to poor service delivery. 102. KW&SB is also constrained in meeting the city’s water and wastewater needs. Supplementary services are provided by other water distributors, but these services are also unsatisfactory. The system provides inadequate coverage and service, endangers public health, and is financially unsustainable. 103. The KW&SB divides Karachi into 6 water Circles and 20 towns based upon population and the outlet and inlet points of the existing water pipeline network in the city. Each water Circle is headed by a Superintending Engineer. The KW&SB provides intermittent water to some part of the city. To supplement the water supply, KW&SB supplies water tankers on request only in formal settlements. 104. Table 6 shows that there is a large variation in reliance on piped water between districts. Piped water supply is poorest in District West with less than half the population relying on it for drinking, whereas approximately 80 percent of the population in District Central were 48 FGDs Karachi Water and Sewerage Services Improvement Project 56 Social Management Framework using piped water as a main water source for drinking. There are also marked differences in sources of water for drinking and other purposes within and amongst households. Table 6: Water sources in Karachi, by districts (per cent) Public Tap/ Boreholes/ Tanker/ District Purpose Piped Filtration Tube well/ Other bottled Plant Hand pump Drinking 66.2 3.7 3.8 23.2 3.0 Karachi Other 71.0 0.3 18.0 9.1 1.7 Drinking 70.8 2.5 7.0 18.4 1.3 East Other 73.2 0.0 24.1 2.7 0.0 Drinking 79.9 2.3 4.8 11.2 1.7 Central Other 85.9 0.0 9.0 2.6 2.6 Drinking 46.9 2.2 2.4 40.7 7.8 West Other 63.6 0.0 13.6 18.2 4.5 Drinking 67.2 9.7 1.6 20.1 1.4 South Other 73.9 0.9 3.6 19.8 1.8 Drinking 64.8 2.5 2.8 26.7 3.2 Malir Other 30.8 0.0 61.5 5.1 2.6 Source: Multi Indicator Cluster Survey 2015-16 dataset 105. On average, approximately two-thirds of Karachi’s population relies on piped water for drinking and 71 per cent for other purposes. About one-fourth of the population in Karachi purchases water through tankers or water bottles, or other sources. 106. In the two districts – East and Central, the reliance on piped water is slightly higher than the average. In District East, the reliance of other (privately installed) investments such as boreholes, tube wells or hand pumps is also slightly higher. 107. In the case of water supply, among the minimum critical sustainability criteria included is the provision of an average of 5 liters of water per capita per day for drinking and cooking. The Strategic National Master Plan for Water and Sanitation also makes it mandatory in addition to potable water. However, international guidelines widely followed, use a broader definition of daily human requirements for water, including basic consumption, hand washing and food preparation needs, suggesting a volume of about 20 liters per capita per day.49 3.8.2 Sewerage System 108. Karachi generates approximately 350-392 MGD of sewage. However the three operational waste water treatment plants have a combined capacity to treat only 151 MGD 49 (e.g., World Health Organization, 2003; IFC, 2007; DFID, 1998). World Health Organization (WHO). 2003. Domestic Water Quantity, Service, Level and Health. Karachi Water and Sewerage Services Improvement Project 57 Social Management Framework and out of these three, only one is currently functional. The situation is further aggravated due to the aging sewer network and operational losses at the treatment plants. Consequently, only 40 to 80 MGD of sewage is actually treated50. A large amount of the sewage flows directly into open drains and storm water drains given the lack of an adequate disposal system. Through Malir and Lyari rivers — which have been transformed into huge open sewers — this sewage ultimately ends up in the Arabian Sea, causing extensive environmental damage. 109. The major polluters are industrial units (which dump untreated toxic waste into the rivers and the sea) and squatter settlements (both formal and informal including slums) which lack piped sewage collection as a result of which their waste flows through open drains into the rivers. It also important to note that the government treatment plants do not provide treatment of chemical waste, which is which makes it a serious issue for long term environmental impact. 110. There are no estimates of the number of settlements in the city linked to underground sewerage system. The KAs located close to the planned areas are using the Sewerage System laid for those areas. The sewerage network in Karachi is old, poorly maintained and not properly networked to treatment systems. This has resulted in system blockages, raw system overflows and environmental damage. 111. The collection, treatment and disposal of both domestic and industrial wastewater within the city are primarily the responsibility of KW&SB that operate an extensive sewer network and three sewage treatment plants (STPs). However, low treatment capacity and poor interconnectivity between elements of the sewerage system means that much of the wastewater generated in the city is discharged untreated into the storm water drainage system, from where it flows to Karachi Harbor and the Arabian Sea untreated. 112. Household sanitation within the inner city is reasonably good with a relatively high incidence of sanitary toilets within households and sewerage network connections. The 1998 population census revealed that 92.8 percent of households within the city had separate latrines, 4.1 percent had shared latrines, while only 2.1 percent had no toilet facility. There is a good record of collaboration between the government and the NGO sector regarding provision of sewerage in Karachi. 113. Over time, water and sanitation services are provided but growing population pressures, commercialization land use, and unorganized development due to housing shortages has led to unregulated urban growth and the development of unauthorized katchi abadis stresses service delivery in water and sanitation sector. 114. Apart from inadequate investment water and sewerage deficiencies, the overall shortage is due to the following factors: poor collection of revenue from users; deficient maintenance because of under-trained staff and lack of required funds; lack of appropriate policies; and limited capacity of the management. Charges for water are low relative to both the costs and to the rates charged by private vendors. In most districts, there are no charges for sewerage and drainage services. Further the existing sewers have outlived their design- life and suffer from insufficient hydraulic capabilities, heavy silt deposition and severe choking due to dumping of solid waste. 50 Discrepancy in no. reported in different studies Karachi Water and Sewerage Services Improvement Project 58 Social Management Framework 3.8.3 The Drainage System 115. There are two types of drainage in Karachi — storm water drainage and surface drainage. Karachi’s drainage situation is complex; it has several natural and man-made drainage systems, two drainage basins, large natural drains, storm water drains along roads and combined ‘sewer and storm’ water drains. 116. According to the Orangi Pilot Project, Karachi has 41 major drains. These drains are about 167 KM in length and discharge into two non-perennial rivers, i.e., the Malir and the Lyari, which run through the city districts.51 Gujjar Nala is among the main streams of Karachi beside the Orangi stream which is a tributary of the Lyari River. The Gujjar Nala is an ephemeral stream which flows through the megacity of Karachi from north-east (North Karachi Sector 11J) to the center and merges with Lyari River in Liaqatabad Area before draining into the Arabian Sea. Most of the Gujjar Nala passes through the Karachi Central District while the remaining passes through Karachi West District. The Nala carries waste generated from industrial and domestic activities — these activities can generate up to 472 MGD of waste water in Karachi. Minor drainage networks (about 1,000KM in length) are the responsibility of the town councils. However, conflicts arise from the fact that much of the storm water drainage network also functions as part of the wastewater disposal system as a result of which maintenance is largely neglected. 117. Katchi Abadi Authority reveals that there are 5,639 slums in Karachi and a majority of them are built alongside drains. Karachi faces the threat of flooding mainly due to unrestrained housing and encroachment on natural waterways coupled with dumping of solid waste into storm water drains. As the settlements keep swelling, the drains are constricted, blocking the natural water paths. According to KMC, Gujjar Nala used to be 200 feet wide and now its width has been reduced to 15 feet.52 These compounding factors have increased the frequency and intensity of flooding in certain neighborhoods. Karachi has witnessed urban flooding in 2006, 2011, 2012, 2013 and 2017. The city lacks a full assessment of the drainage system’s conditions and performance required to develop an adequate city flood management plan. 118. Urban flooding is most likely to become an even more serious issue – directly affecting tens of thousands and possibly affecting millions indirectly. Different parts of the city are inundated during heavy downpours such as North Karachi, North Nazimabad, Drigh Road, NIPA, Orangi, Malir, Northern Bypass, and colonies located on either side of one of the city's longest drains, the Gujjar Nala. Many underpasses were inaccessible as they were completely submerged. These drains would normally bring rainwater from across the city to either Lyari River or Malir River, which would then drain into the Arabian Sea. 119. The key issue in the drainage sector is the maintenance of adequate storm water drainage infrastructure by: (i) avoiding encroachments by unplanned low-income settlements along drainage channels; (ii) improving the hydraulic performance of the drainage networks; (iii) ensuring that drainage lines are kept clear, clean and well-maintained (iv) separating wastewater systems from storm water systems so that responsibility for storm drain maintenance can be returned to those originally responsible; and (v) urgently developing a 51 These drains include Gujjar Nala, Orangi Nala, CBM Nala, Chakra Goth Nala, Nasir Colony 2100 Road Nala, Chakore Nala, Soldier Bazaar Nala, PECHS Nala, Mahmood Abad Nala and other drains scattered across the city. 52 KMC Karachi Water and Sewerage Services Improvement Project 59 Social Management Framework Storm-Water Drainage Master Plan, developing programs to establish and maintain drainage rights of way, and introducing a system of routine drainage maintenance. 3.8.4 Solid Waste 120. Solid waste management has become a daunting task for KMC and DMC authorities which seem to lack the capacity to deal with the escalating waste production. Statistics indicate that on a daily basis, approximately 12,000 tons of solid waste is generated in Karachi alone, out of which forty percent can be found on the city streets. Improper management of solid waste is causing the spread of infectious diseases and environmental pollution. 121. Solid Waste Management within the City is the combined responsibility of Sindh Solid Waste Management Board (SSWMB) and DMCs. In addition, the Cantonment Boards, Karachi Port Trust and Pakistan Steel Mills carry out their own waste collection and waste transportation. The key agencies responsible for collection are the town councils who either use their own equipment or contract private sector operators for managing and operating the primary collection system. KMC is responsible for the maintenance and operation of the land fill sites at Jam Chakro and Gond Pass located each at 35 km from the city center. 122. Public opinion and perception of solid waste management system is characterized by irregularity and inefficiency of the collection system as well as poor monitoring of the private waste service providers by the local authorities. Most of the households recognized solid waste management as a major problem. It was also revealed that residents currently pay for waste management services to private waste pickers. Strategies to address solid waste problem will need to consider an adequate supply of containers, intensive public education and introduction of user fees for waste management services. 3.8.5 Power Supply 123. Supply of water depends on the availability and quality of electricity in the towns, although almost all of the households were reported to have an electric connection in their household. However, electric supply was found to be very erratic in informal settlements. Due to irregular electric connections, operation of water pumps is interrupted and a steady supply of water is stalled. It has been observed that many settlements get water only once in a week. This has serious implications on enhancing coverage by generating a demand for piped water supplies because it invariably requires pumping. 124. Karachi Electric Supply Corporation (KESC) has a generating capacity which is 9 percent of the total power generated nationally (1,756 MW).It generates, transmits and distributes electricity to domestic, institutional and industrial users. Current peak demand outstrips supply by an estimated 518 MW or 24% of generation capacity.53 This results in frequent load-shedding during periods of peak demand in summer with serious consequences for the economy. In recent years, frequent electricity load shedding has also led to civil unrest in some areas of the city. 125. In addition to the shortfall in supply, there are serious problems with the distribution network. Many of the feeders are overloaded which adds to transmission losses and outages. A significant number of feeders are very long which further increases transmission losses. While there are 1.4 million paying domestic consumers and 400,000 commercial, institutional and industrial consumers within the service area, it is estimated that more than 350,000 53 KESC, Website, Dec. 2018 Karachi Water and Sewerage Services Improvement Project 60 Social Management Framework consumers are illegally connected to the system and do not pay for the power that they consume. The combined transmission, distribution and administrative losses are over 37 percent of supply. 3.8.6 Public Transport 126. There are various estimates regarding the number and types of public transport available in Karachi but broadly speaking, over 90% of the Karachi’s public transportation is comprised of privately owned buses and mini-buses. 54 Out of these, various studies estimate that there are approximately 13,500 to 20,209 minibuses and coaches in Karachi. In addition, according to different estimates, there are 13,613 (2002) to 44,480 (2007) taxis and 23,337 rickshaws in the city55. This substantial involvement of the private sector in fulfilling the transport requirements of the city can be largely attributed to the limited capacity of the government to provide an efficient and affordable public transport system. It is important to note that the government owned Karachi Transport Corporation (KTC), shut down its services comprising of 800 buses in 1997 due to lack of funds and unsustainable losses. 127. Available public transport system in Karachi is also highly gender insensitive (as other sectors in Pakistan due to the overall socio-cultural context). A study by URC reports that women respondents complain about non-availability of female seats, having to sit on hot engine cover in buses, harassment, and unnecessary touching by male drivers and conductors. 128. The urgent need for a public transport system specifically for just one sub-set of the population can be gauged form the fact that morning peak hour traffic is largely generated by travel to educational facilities. A research study conducted by JICA in 2005 reports 15.43 million trips to educational facilities per day. Out of a total of 24.227 million trips made on a typical weekday, 60% are for schooling purposes. This number sheds light on the immediate need to address the transportation needs of the education sector. In order to substantially reduce traffic congestion, there is a need for providing student specific transportation on various routes, providing reserved seats for students, and involving private educational institutions to provide transport facilities for students. 3.8.7 Roads 129. The Karachi Metropolitan Corporation (KMC) is responsible for the maintenance and upkeep of all major roads within the city, and District Municipal Corporations (DMC) are responsible for the secondary/tertiary roads (176 KM in length) along with associated drainage and street lighting. Maintenance budgets come from federal, provincial and district sources and new construction and maintenance works are contracted out - although contractors frequently hire back the plant owned by the Works and Services department in order to undertake the works. 3.8.8 Fire Services 130. Under the Sindh Local Government Ordinance (SLGA) of 2013, the KMC is responsible for the maintenance of a fire brigade for the prevention and extinction of fires. 54largely owned and run by Pukhtuns 55Other modes of transportation consist of Suzuki pick-ups, horse-drawn victories and carts, and boats (operating between the port and certain settlements located across the bay). The Karachi circular railway also operates within the city however servicing a negligible fraction of the population. Karachi Water and Sewerage Services Improvement Project 61 Social Management Framework However, the Karachi Fire Brigade does not possess adequate staff, fire stations and equipment to cover a city of over 13 million people which creates a serious shortfall in fire service coverage. There is a serious need for trained fire-fighting staff as well as hydrants – of which there are only nine in the city. 3.9 Crime and Violence 131. The violence in Karachi has been deep-rooted, multifaceted phenomenon and has a historical context. During 1980s City had become an ethnic flashpoint as the violence became more pronounced among different communities, on ethnic, linguistic and religious lines. Violence has also increased, largely due to the erosion of the state’s writ that prompted ethnic and sectarian violence in Karachi’s politics. Various ethnic groups started competing for resources led by local political power, often through violent means, primarily, originated from the ethno-political tensions, poverty and unemployment resulting in extortion, ethnic strife, street violence and target killings. Karachi has been also a battlefield of political parties to hold their influence in different ethnically segregated constituencies provided a favorable environment to the terrorist to hide and seek sanctuaries in Karachi. 132. The first instance of ethnic violence in Karachi was in late 1986, the city remained in the grip of conflict during the next five years, which kept the city destabilized during that period56. In nineties, Karachi witnessed increased petty crimes, extortion, and kidnappings that escalated in 2012. The city saw a 50% increase in its murder rate. More than 2,500 people were killed. In 2013 was horrible has beaten all the records during the year as reported by the Human Rights Commission of Pakistan that 1,700 people were killed in the first half of 2013 alone. The Karachi was tagged being the most dangerous city of the world. 133. Apart from ethnic-based instability, Karachi has also experienced episodes of religious and sectarian violence over the last two decades. From the mid-1990s to the early 2000s, Karachi witnessed a spate of targeted killings. In 2009, one particular militant group established a presence in the city and have been involved in several bombings and killings of minority sects. Violence perpetrated by the militant groups reached its zenith in the run up to the 2013 national elections. 134. However, with collaborative efforts by security forces and civil administration, Karachi, once the sixth most dangerous city of the world with 81.34 crime index has been able to improve its ranking tremendously in 2014 by clinching 58th position (with safety index of Karachi 41.88) on international crime index57. 135. Gradually, it started improving as in 2015 the Karachi became 10th most dangerous city and it was stood at 26th position in 2016 ranking. The economic hub keeping the pace have maintained and managed to get 47th position in 2017 and now in 2018, Karachi is at 50th out of total 327 cities of the world. 136. There have been some significant changes in operations by security agencies in the city since 2016, which have led to a reduction in violent crime and, to some degree, the 56 Azmat Ali Budhani, Haris Gazdar, Sobia Ahmad Kaker, and Hussain Bux Mallah, “The Open City: Social Networks and Violence in Karachi,â€? Crisis States Research Cent re Working Paper no. 70 (2010) 57 International Crime Index, issued by Numbeo, the largest user-contributed database about cities and countries worldwide. The index, which ranked 327 cities of the world, is an estimation of overall level of crime in a given city or a country. Crime levels lower than 20 are considered as “very low,â€? crime levels between 20 and 40 as being “low,â€? crime levels between 40 and 60 as being “moderate,â€? crime levels between 60 and 80 as being “highâ€? and crime levels higher than 80 as being “very high.â€? Karachi Water and Sewerage Services Improvement Project 62 Social Management Framework containment of political and religious violence and criminal activity. Urban segregation and social exclusion, however, continue to be challenges that require immediate attention. 137. In spite of, the law enforcing agencies have been continuously struggling with large- scale security operations resulting in improvements in several categories, but the alarming, violent crime rate moderately remains high. According to Citizens Police Liaison Committee (CPLC) statistics for 2017, the number of violent crimes (murder, kidnapping for ransom) remain about the same as 2016, and significantly lower than 2015, and this trend shows improvements in Sindh province will continue. 138. In addition, crimes and scams are common in Karachi and include cell-phone and motor cycle theft, credit card fraud, and counterfeit-money schemes. The use of skimming devices on ATMs has risen in the city, attributed by police to foreign organized crime groups. Some police and business contacts have expressed concern about emerging cases of fraud and counterfeit products from these groups due to the large influx of some foreign citizens in Karachi. 139. Young men are particularly vulnerable to be recruited for violent acts in Karachi. In Karachi, more than 67 percent of the population is under the age of 25, putting young men, predominantly in less-well-off areas, at risk of recruitment into violent gangs. Some of the major reasons behind youth involvement in violence are poverty, lack of education opportunities, and limited access to positive social interactions58. 140. Use of drugs is another major issue, Karachi, where marijuana is illegal, remains the second most cannabis consuming cities in the world with almost 41.95 tones used in 2018, according to the Weed Index-2018 Report. New York takes the top spot with 77.44 tones and New Delhi comes in third with 38.26 tones use of the drugs. 141. Apart from petty crimes, currently, Karachi is doing much better than it has in the past few years. Business is coming back to City; crime rate has gone down significantly and there has been a major anti-encroachment drive done in order to remove all the illegal businesses which were run by mafias around the town59. Table 7 provides crime statistics during the month of October 2018. Table 7: Crime Statistics -October 2018 S. No Crime Count 1 4 Wheelers Snatched 8 2 4 Wheelers Theft 71 3 4 Wheelers Recovery 40 4 2 Wheelers Snatched 168 5 2 Wheelers Theft 2206 6 2 Wheelers Recovery 358 7 Mobile Phone Snatched 1449 8 Mobile Phone Theft 2019 9 Mobile Phone Recovery 208 58 Search for Common Ground Pakistan 2014 59The mode of anti-encroachment drive is against the international human right regulations and WB Policy for the current development projects. Karachi Water and Sewerage Services Improvement Project 63 Social Management Framework S. No Crime Count 10 Extortion 3 11 Killing 19 Source: CPLC, Nov. 2018 3.9.1 Gender-based Violence 142. As is the case with other urban centers in Pakistan, violence against women is rampant in Karachi. Besides domestic violence, several women activists have been assassinated in Karachi in recent years. A report furnished by Sindh’s Women Development Department shows a total of 228 cases related to various types of violent acts that were filed by women in Karachi between 1 July 2017 and 31 March 2018. The report counted cases registered at various Women Complaint Cells and the Benazir Bhutto Centre for Women in Sindh. Table 8 provides a breakdown of cases related to gender-based violence that were recorded during this time period: Table 8: Gender Based Violence S. No GBV Cases Count 1 Honor Killing 3 2 Sexual Assault 1 3 Violence and Harassment 23 4 Murder and Kidnapping 5 5 Others* 196 *Cases of custody of children or maintenance, dissolution of marriage/recovery of dowry articles/dower amount etc. 3.10 Current Anti-encroachment Drive in Karachi 3.10.1 Scale of Physical and Economic Displacement 143. Encroachment is a complex phenomenon in Karachi and a much larger issue than simply one of low-income groups or the poor occupying public space. It is directly linked to a lack of ‘inclusive’ city planning, which prioritizes use of public land for the housing and economic and commercial needs of low-income groups, and issues of governance and enforcement of law. Critically, encroachment sustains the street economy which provides livelihood to the majority of the poor. According to earlier estimates, 72 percent, or approximately 1.2 million, of jobs in Karachi are in the informal economy. 60 However, encroachment has also had a detrimental effect on the city: it has led to the blocking of the city’s natural drainage channels; reduced access to open public spaces such as parks; use of public spaces for hazardous work; and, worsening of traffic problems due to restricted movement of traffic and illegal parking. Hence, encroachment is a problem that cuts both ways. 144. Periodically, the state undertakes ‘anti-encroachment’ drives to reclaim space. In general, eviction or reclamation drives lack public support as, in most cases, they result in the demolition of homes and businesses and eviction of families belonging to low income groups. 60 Arif Hasan, “Anti-Poor Bias?â€? Dawn, November 28, 2018 Karachi Water and Sewerage Services Improvement Project 64 Social Management Framework In many cases, encroachers return to the spaces that are forcefully ‘cleaned up’; hence, anti- encroachment drives are invariably redundant. 145. A major anti-encroachment drive was initiated in the city in October 2018 on the order of the Supreme Court of Pakistan and is underway across the city. The Court ordered for the removal of encroachments from public spaces (parks, footpaths, amenity plots, etc.) across the city of Karachi, to be implemented by KMC and other civic, local and law enforcement agencies. The order is currently under implementation by various agencies, primarily KMC. A GoS review petition urging the Court to reconsider its decision - on humanitarian grounds and given the risk of social conflict - was turned down. In the meantime, some evicted hawkers have started returning to cleared areas. The issues remain complicated due to political divisions and institutional dynamics that characterize Karachi’s political and governance landscape. The drive has affected thousands of small businesses, street vendors and hawkers. 146. According to KMC, a total 7,183 shops, 8,000 sunshades, 5,000 cabins, stalls, counters, pavements and other encroachments have been razed and confiscated during the operation till January 2019. The drive led to public outcry and authorities announced that all tenants of the KMC would be resettled in other markets. Courtesy: Dawn December 08, 2018 147. The drive to vacate illegally occupied state land will have significant livelihood impacts on thousands across the city. Loss of livelihood and displacement has become a recurring feature due to anti-encroachment drives and the street hawkers and daily wagers who work in the informal sector are most affected. The scale of eviction in the current anti-encroachment drive has put thousands of low-income families at risk. 148. In Karachi, encroachment poses significant challenges is closely linked to issues of governance. The current demolition of holdings has affected the businesses that had been Karachi Water and Sewerage Services Improvement Project 65 Social Management Framework operating for over three decades along with the associated businesses of suppliers and retailors. Due to the informal nature of many businesses and the presence of scores of support services that sustained the business activities, accurately projecting the public and private financial loss is extremely difficult and requires careful and systematic analysis. While the financial cost of the anti-encroachment drive appears to be high, determining the exact quantum has not been possible as the campaign is still underway. Relevant government departments and institutions have yet to initiate an exercise to gauge the financial and social costs in a systematic manner. The anti-encroachment drive has also placed excessive financial burden on the agencies involved as they do not have the requisite budget to undertake the required demolition activity and remove the rubble in an efficient manner. 3.10.2 Civil Society Perspective on the Physical and Economic Displacement 149. Civil society groups including the Human Rights Commission of Pakistan (HRCP), Women Action Forum (WAF), Urban Resource Centre (URC) and Joint Action Committee (JAC), Karachi have expressed grave concerns over the impact of the anti-encroachment drive in Karachi. They have condemned and protested against the demolition of small shops, houses (limited number at present as the drive is primarily focused on commercial activity) and work places in different parts of Karachi under anti-encroachment drive. They have also expressed concern about the impact on the informal street economy which includes street vendors and hawkers. 150. According to HRCP, “protecting people’s fundamental right to a livelihood must always take priority in urban planning. The sheer scale on which shopkeepers and hawkers have been evicted puts thousands of low-income families at risk of almost immediate poverty.â€? HRCP strongly urged Karachi’s policymakers and planners to implement a fairer compensation and resettlement plan which would ensure that the families affected are fairly compensated and rehabilitated. 151. Key concerns that have been raised by civil society organizations are summarized below: • The destruction has severely affected small businesses and livelihood of mainly those who belong to lower socio-economic groups. • A unilateral approach has been adopted during the exercise as no attempt was ever made to take into confidence or hold dialogue with the inhabitants of the targeted areas. • Sudden dismemberment of properties was said to have severely compromised the economic base of effected population as most of them have no alternative options to sustain their living. • Activists enquired whether it was justified to initiate the campaign without any resettlement provisions for those expected to abandon the sites. • Condemnation of alleged discrimination against the poor during the campaign as allegedly, the drive focused on small businesses, vendors and shopkeepers while a majority of big businesses and influential people remain unaffected. • Highlighted the need for greater accountability and transparency. • There is a need to compensate and/or relocate those affected by the encroachment drives. Karachi Water and Sewerage Services Improvement Project 66 Social Management Framework • Many believed that the Supreme Court’s orders had not been interpreted properly and traders/shopkeepers had been forcibly evicted without any alternative plans or adequate prior notice. • Highlighted the need for proper mapping, surveying and data collection before such drives are conducted. • Lack of sufficient coordination among various government departments, agencies and institutions. • Shopkeepers and hawkers had not been given sufficient time during the campaign. • Leaving such a huge number of people homeless and jobless will not only increase the crime rate but also stoke several other social and psychological issues in the society. 152. While the state should discourage land grabbing and illegal constructions, in cases where evictions become essential, efforts must be made to not only minimize the total number of structures to be demolished but also to provide adequate compensation to cover all sorts of socio-economic losses. There is a need for a comprehensive and consistent policy for relocation of and compensation for the affected persons. 3.10.3 World Bank Policy Provisions 153. The World Bank’s Safeguard Policies are designed to prevent Bank-financed operations from causing adverse impacts. The Sourcebook on Involuntary Resettlement states: “If resettlement for the project begins before initial discussions with the Bank and the acquisition of the area is directly linked to the Bank project, then the substantive aspects of OP 4.12 apply retroactively. In other words, if an area is being cleared in anticipation of, or preparation for, a project, OP 4.12 would applyâ€?61. 154. During project appraisal, the Bank should be required to determine whether displacement has already occurred to make way for the project. When this circumstance arises, the Bank should assess whether the objectives of the involuntary resettlement policy have been met for those displaced prior to approving funding for the project. To the extent that policy objectives have not been met, the implementation of a comprehensive remedial action plan should be required as a precondition to allowing disbursement of funds for the project. In the absence of these measures, the Bank will be viewed as complicit in the adverse impacts suffered by those displaced regardless of the temporal lapse. 155. OP 4.12 covers all components of the project that result in involuntary resettlement, regardless of the source of financing. It also covers activities that, in the judgment of the Bank, are: directly and significantly related to the Bank-assisted project; necessary to achieve the project’s objectives; and carried out contemporaneously with the project. This means that activities that fall outside the remit of “the projectâ€?, but are critical to the Bank investment in the ways defined above, are covered by the policy if they occur at around the same time as the Bank project. 3.10.3.1 World Bank Policy on Involuntary Resettlement 156. World Bank policy (OP 4.12) aims to avoid involuntary resettlement as far as possible, or to minimize its negative social and economic impacts. Specifically, OP 4.12 stipulates that development projects should avoid or minimize involuntary resettlement, but in cases where 61 . World Bank Sourcebook on Involuntary Resettlement (2004), page 8 Karachi Water and Sewerage Services Improvement Project 67 Social Management Framework it is unavoidable, when people lose their homes or livelihoods as a result of the project implementation, their standard of living should be restored at least to pre-project levels or better conditions. 157. The OP 4.12 also emphasizes that affected persons should be assisted in their efforts to improve or at least to recover their incomes and their living standards after the project interventions. The policy requires the implementing borrower agencies to prepare appropriate resettlement planning instruments prior to deciding of investments that may impact on people, their property and livelihood. Compensation for the Affected Persons 158. The first objective of OP 4.12 is to avoid and minimize involuntary resettlement wherever feasible. This objective reflects the Bank’s recognition of the “severe economic, social, and environmental risksâ€? of displacement. Avoiding displacement thus translates into reduced risk. OP 4.12 requires that either replacement cost compensation or actual replacements be provided to affected persons for lost housing structures and other assets62. 159. The policy objective is to assist displaced people “in their efforts to improve their livelihoods and standards of living or at least to restore them, in real terms, to pre-displacement levels or to levels prevailing prior to the beginning of project implementation, whichever is higher63.â€? The objective is also to provide sufficient investment resources to enable the persons displaced by the project to share in project benefits64.â€? 160. These objectives are to be met, where necessary, by (i) offering support to displaced persons, “for a transition period, based on a reasonable estimate of the time likely to be needed to restore their livelihood and standards of living;â€? and (ii) providing them with development assistance “such as land preparation, credit facilities, training, or job opportunities.â€? 161. The policy should require that all affected people are informed and meaningfully consulted on the project at the earliest stages and throughout the project cycle, using accessible communication methods and language. Informed and meaningful consultations should be conducted in relation to the public value of the project, the findings of impact assessments, the exploration of alternatives and the design of resettlement plans and process frameworks 162. The client will offer all project affected people’s compensation for loss of assets at full replacement cost and other assistance. This is intended to restore, and potentially improve, their standards of living and/or livelihoods to pre-project levels. 163. The measures can be based on land, resources, wages and/or business activities. Standards for compensation will be transparent and consistent within the project. Compensation will be provided before affected or imposition of access restrictions. 164. Affected persons/communities should benefit from the project. Compensation to land-based communities 62 OP 4.12, para 6. 63 OP 4.12, para 2(c). 64 OP 4.12, para 2(b). Karachi Water and Sewerage Services Improvement Project 68 Social Management Framework 165. Where livelihoods of affected persons are land-based, or where land is collectively owned, the client will offer, where feasible, land-based compensation, taking into account seasonal and agricultural timing requirements. 166. Affected persons are classified as persons: • who have formal legal rights to the land (including customary and traditional rights recognized under national laws); • who do not have formal legal rights to land at the time of the census, but who have a claim to land that is recognized or recognizable under national laws; or • who have no recognizable legal right or claim to the land they occupy. 167. All affected persons should get compensation, if they were in the area before the cut- off date. In case of economic affected, if temporary or permanent loss of income or livelihood take place, regardless of whether the affected people are physically displaced, the client will compensate to affected persons for all losses to physically and economically affected persons: • with legal rights or claims to land which are recognized or recognizable under the national laws provide replacement property (for example, agricultural or commercial sites) of equal or greater value, or cash compensation at full replacement cost where appropriate; • without legally recognizable claims to land compensate for lost assets other than land, at full replacement cost. Karachi Water and Sewerage Services Improvement Project 69 Social Management Framework 4 GENERAL POLICY, LEGAL AND ADMINISTRATIVE FRAMEWORK 4.1 Overview 168. This section outlines and reviews the existing legislations, policies and institutions involved and identifies requirements as well as gaps and conflicts of the relevant legal and institutional arrangements that would hinder or guide the development of the project in line with the national and international laws applicable to KWSSIP. Pakistan being a signatory to various international conventions and laws, it’s important that national projects are in line with these laws and as such some of the relevant international conventions are reviewed in this Section. 4.2 Applicable National Policies and Legislation 4.2.1 Constitution of Pakistan (1973) 4.2.1.1 Protection of the Rights of Individuals to Private Property 169. The Constitution includes provisions to protect the rights of individuals to private property, and also sets principles under Article 23 of the constitution establishes the right of every citizen to acquire, hold and dispose of his or her property in any part of Pakistan and Article 24 of the constitution relates to the protection of property rights and has direct relevance to the Project. 4.2.1.2 Gender Equality 170. Constitution of Islamic Republic of Pakistan provides the principle of equal rights and equal treatment to all citizens/ persons, without any distinction including on the basis of sex. 171. Following articles of Constitutional of Islamic Republic of Pakistan broadly cover the women rights: • Article 3 calls upon the State to eliminate all forms of exploitation. • Article 4 provides for the right of individual to enjoy the protection of law and to be treated in accordance with the law. This applies to the citizens as well as “to every other person for the time being within Pakistanâ€? without distinction. This article also clearly states that certain rights cannot be suspended. • Article 25 ensures equality before the law and equal protection of the law and states that there shall be no discrimination on the basis of sex alone. • Articles 25(3) and 26(2) allow the state to make special provisions for the protection of women and children. • Article 26 & 27 provide for equal access to public places and equality of employment in the public and private sector. • Articles 11 & 37 (g) prohibit trafficking in human beings as well as prostitution. • Article 32 makes special provisions for the representation of women in local Government. • Article 34 directs the state to take appropriate measures to enable women to participate in all spheres of life and social activities. Karachi Water and Sewerage Services Improvement Project 70 Social Management Framework • Article 35 asks the state to protect the marriage, the family, the mother and the child. • Article 37 (e) directs the state to make provisions for securing just and humane conditions of work ensuring that children and women are not employed in vocations unsuited to their age or sex, and for ensuring maternity benefits for women in employment • Articles 51 & 106 provide for the reservation of seats for women in the legislatures. 4.2.1.3 Labour Rights in the Constitution 172. The Constitution of Pakistan contains a range of provisions with regards to labour rights found in Part II: Fundamental Rights and Principles of Policy. • Article 11 of the Constitution prohibits all forms of slavery, forced labour and child labour; • Article 17 provides for a fundamental right to exercise the freedom of association and the right to form unions; • Article 18 proscribes the right of its citizens to enter upon any lawful profession or occupation and to conduct any lawful trade or business; • Article 25 lays down the right to equality before the law and prohibition of discrimination on the grounds of sex alone; • Article 37(e) makes provision for securing just and humane conditions of work, ensuring that children and women are not employed in vocations unsuited to their age or sex, and for maternity benefits for women in employment. 4.2.2 Pakistan Environmental Protection Act, 1997 173. The Pakistan Environmental Protection Act, 1997 is the basic legislative tool empowering the government to frame regulations for the protection of the environment. The Act is applicable to a broad range of issues and extends to socioeconomic aspects land acquisition, air, water, soil, marine and noise pollution, as well as the handling of hazardous waste. The powers of the federal and provincial Environmental Protection Agencies (EPAs), established under the Pakistan Environmental Protection Ordinance 1983, have also been considerably enhanced under this legislation and they have been given the power to conduct inquiries into possible breaches of environmental law either of their own accord, or upon the registration of a complaint. 4.2.2.1 Guidelines for Public Consultation (1997) 174. The Pakistan Environmental Protection Act 1997 requires public participation during the review of an EIA (section 12 (3)). The “policy and procedure for the filing, review and approval of environmental assessmentsâ€? requires the proponents to consult with the affected community and relevant NGO’s during the preparation of an environmental report. 4.2.3 Land Acquisition Act (1894) 175. In Pakistan, the governing legislation for land acquisition and compensation is the Land Acquisition Act (LAA) of 1894 with successive amendments, which regulates the land acquisition process and enables the federal and provincial governments to acquire private land for public purposes. Land acquisition is a provincial subject and each province has its own interpretation of the Act, and some have their own province specific implementation rules. Karachi Water and Sewerage Services Improvement Project 71 Social Management Framework 176. The law deals with the matters related with acquisition of private land and other immovable properties existing on the land for the public purpose. The public purpose, inter alia, includes the construction of development projects of public interest. The LAA specifies a systematic approach for acquiring and compensation of land and other properties for development projects. It stipulates various sections pertaining to notifications, surveys, acquisition, compensation and apportionment awards and disputes resolution, penalties and exemptions. A few relevant sections were synthesized from the LAA Act 1894 are summarized below. Table 9: Salient Features of the LAA (1894) and its Successive Amendments Key Sections Salient Features of the LAA (1894) Section 4 Publication of preliminary notification and power for conducting survey. Section 6 The Government makes a more formal declaration of intent to acquire land. Section 7 The Land Commissioner shall direct the Land Acquisition Collector (LAC) to take order the acquisition of the land. Section 8 The LAC has then to direct the land to be marked out, measured and planned. Section 9 The LAC gives notice to all APs that the Govt. intends to take possession of the land and if they have any claims for compensation that should to be made to him at an appointed time. Section 10 Delegates power to the LAC to record statements of APs in the land or any part thereof as co-proprietor, sub-proprietor, mortgagee, and tenant or otherwise. Section 11 Enables the Collector to make enquiry into measurements, value and claim and issue the final “award". Included is the land's marked area and valuation of compensation. Section 16 When the LAC has made an award under Section 11, he will then take possession and the land shall thereupon vest absolutely in the Government, free from all encumbrances. Section 18 In case of AP’s dissatisfaction with the award who may request the LAC to refer the case onward to the court for decision. This does not affect the taking possession of the land. Section 23 The award of compensation for the owners for acquired land is determined at its market value plus 15% in view of compulsory nature of the acquisition for public purposes. Section 28 Relates with determining compensation values and interest premium for land acquisition Section 31 The Section 31 provides that the LAC can, instead of awarding cash compensation in respect of any land, make any arrangement with a person having an interest in such land, including the grant of other lands in exchange. 177. The LAA prescribes provisions for fair and adequate compensation for land acquired involuntarily, however, its enforcement marred with many lacunas due to the bureaucratic ineptness and the whole process from notification to compensation and grievance resolution often encumbered with inordinate delays and under the guise of eminent domain the state coercively acquires the citizens property and agonizing and pushing them in impoverishment with a little recourse. In addition, the LAA procedures do not entail the consultation and participation of affected people, but leave the entire process to the discretion of the revenue department and implementing agency. Karachi Water and Sewerage Services Improvement Project 72 Social Management Framework 178. The framework of the LAA is generally considered to be constricted in scope and inadequately take into account the rehabilitation and resettlement of displaced populations and restoration of their livelihoods. The LAA also does not specifically provide any assistance for the poor, vulnerable or severely PAPs, nor does it cover for livelihood losses or resettlement costs for rehabilitation. Generally, it is limited to a cash compensation policy for the acquisition of land and built-up property, and damage to other assets such as crops, trees, and infrastructure. Consequently, a National Resettlement Policy and Resettlement Ordinance in 2002 with a wider scope of eligibility and entitlements had been drafted. However, the national policy and ordinance have yet to be officially approved, notified and enacted. In order to fill the vacuum, currently some transient measure are taken to compensate adversely affected non-titled people, non-registered tenants, businesses and wage workers under project specific arrangements for their rehabilitation, payment of resettlement costs and assistance for livelihood restoration. 179. For different range of infrastructural and developmental functions, land acquisition laws are applied. Land Acquisition Act of 1894 allows the various government departments KW&SB, KMC and DMCs authorities to apply to relevant Boards of Revenue or other authorities for acquisition of land for generation, distribution and transmission 4.2.4 Antiquity Act, (1975) 180. The Antiquities Act relates to the protection, preservation and conservation of archaeological/historical sites and monuments. This act is designed to protect antiquities from destruction, theft, negligence, unlawful excavation, trade and export. Antiquities have been defined in this act as “Ancient products of human activity, historical sites, sites of anthropological or cultural interest and national monuments etc.â€? 181. The act prohibits new construction in the proximity of a protected antiquity and empowers the government of Pakistan to prohibit excavation in any area that may contain articles of archaeological significance. Under this act, the proponents are obligated to ensure that no activity is undertaken in the proximity of a protected antiquity, and during the course of the project if an archaeological discovery is made, it should be reported to the Department of Archaeology accordingly 4.2.5 The Criminal Law (Third Amendment, Act 2011) 182. The Criminal Law (Third Amendment) Act 2011 was passed by the Parliament in 2011 and assented by the President on 16th December 2011. The Act amended relevant sections in the Pakistan Penal Code and Code of Criminal Procedures. The Amendment criminalized a number of customary practices such as giving women or girls in marriage for settling a dispute), forced marriage, marriage with the Holy Quran and depriving women of inheriting property. All these offences are made non-compoundable and non-bailable under this Act. 4.2.6 Employment of Child Act, (1991) 183. Article 11(3) of the Constitution of Pakistan prohibits employment of children below the age of 14 years in any factory, mines or any other hazardous employment. In accordance with this Article, the Employment of Child Act (ECA) 1991 disallows the child labour in the country. The ECA defines a child to mean a person who has not completed his/her fourteenth year of age. The ECA states that no child shall be employed or permitted to work in any of the Karachi Water and Sewerage Services Improvement Project 73 Social Management Framework occupation set forth in the ECA (such as transport sector, railways, construction, and ports) or in any workshop wherein any of the processes defined in the Act are carried out. 4.2.7 Factories Act (1934) 184. The Factories Act, 1934 concerns regulation of labor in factories and addresses issues regarding labor, wages, working hours and health and safety. The Factories Act also briefly refers to environmental issues. Section 14 deals with the disposal of industrial wastewater and states that “effective arrangements shall be made in every factory for the disposal of wastes and effluents due to the manufacturing process carried on therein.â€? The Factories Act states that “the Provincial Government may make rules prescribing the arrangements to be made under sub-section (1) or requiring that the arrangements made in accordance with that sub- section shall be subject to the approval of such authority as may be prescribed. The Allows provincial governments to establish rules for factories, whose operation exposes persons to “serious risk of bodily injury, poisoning, or disease.â€? 4.2.8 The National Drinking Water Policy 185. The National Drinking Water Policy provides a framework for addressing the key issues and challenges facing Pakistan in the provision of safe drinking water to the people. Drinking water is the constitutional responsibility of the provincial governments and the specific provision function has been devolved to specially created agencies in cities and Town and Municipal corporations under the Local Government Ordinance 2001. Therefore, this policy framework is intended to guide and support the provincial and district governments in discharging their responsibility in this regard. 186. Pakistan’s national policies relevant to the Karachi water sector include the National Water Policy, the National Drinking Water Policy, and the National Sanitation Policy. The vision that forms the foundation of Pakistan’s National Water Policy65 is summarized as: 187. By 2025, Pakistan should have adequate water available, through proper conservation and development. Water supplies should be of good quality, equitably distributed and meet the needs of all users through an efficient management, institutional and legal system that would ensure sustainable utilization of the water resources and support economic and social development with due consideration to the environment, quality of life, economic value of resources, ability to pay and participation of all stakeholders.66 188. The overall goals of the National Drinking Water Policy are: • To ensure safe drinking water to the entire population at an affordable cost in an equitable, efficient, and sustainable manner, and • To ensure reduction in the incidence of mortality and morbidity caused by water borne diseases. 189. Pakistan’s National Sanitation Policy acknowledges that only about 42 percent of the total population has access to sanitation facilities, and aims to create a framework for 65 Yet to be notified 66 Pakistan National Water Policy (Draft) Karachi Water and Sewerage Services Improvement Project 74 Social Management Framework “providing adequate sanitation coverage for improving quality of life of the people of Pakistan and to provide the physical environment necessary for healthy lifeâ€?.67 190. At the Provincial level, Sindh Sanitation Policy was approved in 2017 the target for urban areas includes improving of waste water treatment 75 percent by 2025.Water Supply Policy has been drafted based on the national policy. However, the policy is currently under review by a Technical Review Committee constituted by Government of Sindh (GoS) and are thus yet to come into force. 4.3 Applicable Provincial Policies and Legislation 4.3.1 Sindh Environmental Protection Act (2014) 191. The main focus of the law is on sustainable development, protection, conservation, rehabilitation, and improvement of environment. It instructs the provincial government to establish the Sindh Environmental Protection Council. Under the law, EIA/IEE is essentially required for all the projects before commencing any construction activity. It prohibits specified discharges and emissions. Sindh Environmental Quality Standards are an essential part of the law. The SEPA empowers the provincial government to issue notices and to enforce the Act for the protection of the environment. The environmental and social legal and regulatory systems are considered to be adequate to address environmental and social risks. After the 18th Constitutional Amendment, environmental management has been delegated to the provincial governments. 4.3.2 Sindh Local Government Act (2013) 192. In 2013, the Sindh Government passed the Sindh Local Government Act (SLGA) providing a framework for the reinstatement of elected local governments for the first time in the province since 2010. This law provides a multitude of powers to the Provincial Government, giving them strong control over the functions of the LGs. 193. It aims to establish an elected local government system to devolve political, administrative and financial responsibility and authority to the elected representatives of the local governments; to promote good governance, effective delivery of services and transparent decision making through institutionalized participation of the people at local level; and, to deal with ancillary matters. In the nutshell, the local governments are administered by this act which defines their composition, functions, scope and other related matters. 194. Metropolitan governance in Karachi is framed by the SLGA 2013, with a metropolitan entity for the entire city area and district-level municipal entities under it. Newly elected local governments (LG) for Karachi came into office in August 2016 after a gap of six years. The Table 10 provides structure of Local Bodies in Karachi under the SLGA, 2013. Table 10: The Structure of Sindh Local Bodies, 2013 in Karachi LG Structure Mode of Elections Union Directly elected: committees Chairperson and Vice Chairperson (joint candidates) and four general members from their respective wards. Indirectly elected reserved seats: two women members, one labourers or peasant member, one youth member and one non-Muslim member. 67 Pakistan National Sanitation Policy, page 2. Karachi Water and Sewerage Services Improvement Project 75 Social Management Framework District (a) All the elected Vice Chairpersons of the Union Committees in Karachi municipal urban districts, (b) Reserved seats: 33% for women members, 5% for non- corporations Muslim members and 5% for labourers/ peasants members, to be indirectly elected by the members elected under sub clause (a). (c) The District Municipal Corporations so constituted shall elect a Chairperson and a Vice Chairperson respectively from amongst its members elected under sub clause (a). Metropolitan (a) All the elected Chairpersons of the Union Committees of the districts of corporation Karachi, (b) Reserved seats to the extent of 33% for women members, 5% for non-Muslim members and 5% for labourers/peasants members, to be indirectly elected by the members elected under sub clause (a). (c) The Metropolitan Corporation so constituted shall elect a Mayor and a Deputy Mayor from amongst its members elected under sub clause (a). Karachi District Union Council Council (rural Directly elected: Chairperson and Vice Chairperson (joint candidates) and four areas) general members from their respective wards Indirectly elected reserved seats: two women members, one labourer or peasant member, one youth member and one non-Muslim member District Councils Directly elected: One member from each Union Council in the district. Indirectly elected: Chairperson and Vice-Chairperson plus reserved seats: 33% for women, 5% for youth members. 4.3.3 The Sindh Local Government (Amendment) Act, 2017 195. The Sindh Assembly has adopted the Sindh Local Government Amendment Bill 2017 amending Section 27 of the Sindh Local Government Act 2013. The new law is aimed at preventing the councilors from no-confidence votes against the chairmen and vice chairmen of their respective union councils and committees in the province. 4.3.4 Sindh Public Property (Removal of Encroachment) Act, 2010 196. The Act, has been passed by the Provincial Assembly to avoid encroachment and provides measures for removal of encroachment from public property. The law specifies: powers to intervene, grievance redress and review mechanisms, eviction and recovery of cost of eviction in case of non-compliance, punishment for aiding and abetting the act of encroachment, rewards for outstanding performance in removal of encroachment, and setting up of grievance redress tribunals. The City Government will provide continuous oversight and reinforcement to facilitate that public spaces remain free from illegal encroachments as outlined in the Sindh Public Property (Removal of Encroachment) Bill, enacted in 2010. 4.3.5 Sindh High Density Development Board Act 2010 197. The Act promulgated to ensure coordinated and integrated development of high- density zones in the urban centers of the province including Karachi. The Law empowered the board to identify and mark high density zones keeping in view the general principles of the Karachi Strategic Development Plan 2020. 4.3.6 The Karachi Water and Sewerage Board (Amendment) Act, 2015 198. Karachi Water and Sewerage Board Act, 1996 was amended to provide and maintain the safe and secure water supply for drinking and domestic use to residents of Karachi. Under the new amended Act, a new section has been be included “14-A. (1) If any person who – (a) Karachi Water and Sewerage Services Improvement Project 76 Social Management Framework damages, punctures water trunk mains ranging from 18inch diameter to 84 inch diameter, canals, pumping stations, conduits, siphons, reservoirs and chambers of the Board for any purpose including selling of water or taking illegal connections; (b) establishes illegal hydrant for industrial, commercial or residential use; and (c) encroaches upon the land of the Board; shall be punished with imprisonment of either description for a term which may extend to ten years and with fine which may extend to rupees one million or with both. 4.3.7 Sindh Katchi Abadis (SKAA), Act 1987 199. Under the Sindh Katchi Abadi Act (SKAA) 1987, settlements can be declared as official katchi abadis and allows the right of urban squatters to rehabilitations. The SKAA envisages the regularization and provision of infrastructure to all squatter settlements on government land which were established before 23 March 1985. The SKAA was tasked to coordinate the process of awarding leases to the residents and to provide infrastructure and other basic services. It is a provincial wide agency that operates in other towns and cities as well as Karachi. The Act stipulates the transfer of government owned land to the urban squatters or allocates funds for cash assistance. The Act need to be updated and should include all de- facto land titleholders and ownership of the all existing settlements. Based on this SKKA 1987 the KWSSIP can provide rehabilitation compensation to encroachers or squatters affected by the project. 4.3.8 The Sindh Solid Waste Management Board Act, 2014 200. The Sindh Solid Waste Management Board Act, 2014 was adopted by the provincial assembly paving the way for establishing a centralized provincial authority for overseeing solid waste management affairs of the major urban centers while divesting these powers back from the municipal bodies. The “Sindh Solid Waste Management Boardâ€? for the collection and disposal of solid and other waste in the Province of Sindh. 4.3.9 The Sindh Differently Able Persons (Employment, Rehabilitation and Welfare (Amendment) Act, 2017 201. The Act provides for the employment, rehabilitation and welfare of differently able persons. The definition of "differently able" is any persons who on account of injury, disease or congenital deformity, is challenged for undertaking any gainful profession or employment in order to earn his livelihood and includes a person who is blind, deaf, physically challenged or mentally challenged. In the Sindh Differently Able Persons (Employment, Rehabilitation and Welfare) Act, 2014 was amended and job quota was increased from two percent to five percent. The Act also waived admission fees at public educational institutions for people with disabilities as well as 75% of tuition fee, along with establishing reserved seats. Pakistan is a signatory of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD). 4.3.10 The Sindh Commission on the Status of Women Act, 2015 202. The Act has enabled the government to constitute a Commission to be known as the Sindh Commission on the Status of Women, to exercise the powers to examine the policy, programs and other measures taken or to be taken by Government for gender equality, women’s empowerment, political participation, representation, assess, implementation and make suitable recommendations to the concerned authorities. In addition, the Commission will Karachi Water and Sewerage Services Improvement Project 77 Social Management Framework be responsible to review all provincial laws, rules and regulations prejudicial to the legitimate interest and rights of women and suggest accordingly. 4.3.11 The Sindh Domestic Violence (Prevention and Protection) Act, 2013 203. The Sindh Domestic Violence Act 2013 is based on a rich and gender-sensitive approach to domestic violence, defining it to include physical and psychological abuse. The law provides a wide range of remedies to victims of domestic violence, including the passage of protection orders to restrain the perpetrator of domestic violence from harassing the complainant, entering her residence or place of employment. 204. The passage of this Act came after 5 years of struggle by the Aurat Foundation, in collaboration with activists, jurists, lawyers and women legislators. The Act defines domestic violence as inclusive of but not limited to, all acts of gender-based, and other physical or psychological, abuse committed by a respondent against women, children or other vulnerable persons, with whom the respondent is or has been in a domestic relationship. The new law provides for up to 2 years of imprisonment for offenders, and fines ranging from PKR 1000 and PKR 50,000, and also calls for the formation of a special committee to educate the complainants about their rights 4.3.12 The Sindh Child Marriages Restraint Act, 2013 205. Sindh Assembly legislated this law and repealed the Child Marriage Restraint Act 1929, in the wake of 18th Amendment in Constitution of Pakistan 2010, which, inter alia, devolved the subjects of marriage and divorce to the provinces. The law raised the legal age of marriage for women from 16 years to 18 years. It also made child marriage non-bailable, non-compoundable and cognizable offence. 4.3.13 Sindh Bonded Labour (Abolition) Act 2015 206. The Act is gender sensitive, an anti-discrimination clause is added to each new proposed Law in accordance with ILO requirement viz: “No discrimination shall be made on the basis of sex, religion, political affiliation, sect, color, caste, creed, ethnic background in considering and disposing of issues relating to the enforcement of this Actâ€?. In all proposed Laws the cognizance has been changed from that of the Judicial Magistrate to the Presiding Officer Labour Courts who is a Session Judge. 4.3.14 Sindh Factories Act 2015 207. The Sindh Factories Act 2015 deals with regulations related to project area, workers and workplace Environment Health and Safety (EH&S) requirements. The Factories Act also provides regulations with provision for general health and safety of the work force in their work area. Conditions are specified for clean work place, toilets, waste handling, provision of drinking water quality, worker health and hygiene etc. As construction activity is classified as ‘industry’, these regulations will be also applicable to the project & construction contractors’ scope of work. 208. Under the new Sindh Factories Act 2015, No occupier of a factory shall be allowed to start manufacturing process unless he has obtained factory registration certificate from the Directorate of Labour. The Act does not allow a child below the age of 14 years to work in a factory in any case. The new Law restricts the employment of contractual labour in manufacturing process. Karachi Water and Sewerage Services Improvement Project 78 Social Management Framework 4.3.15 Sindh Minimum Wages Act, 2015 209. The Laws relating to the minimum wages, i.e., the minimum Wages for Unskilled Workers Ordinance 1969, Minimum Wages Ordinance 1961, Cost of Living Allowance, and Sindh Employees Special Allowance have been merged in the Sindh Minimum Wages Act 2015 4.3.16 Sindh Payment of Wages Act, 2015 210. Under the Act, all wages shall be paid to the employed persons in current currency through crossed cheque or through bank transfer of any Scheduled Banks or commercial Banks along with pay slip showing the details. Notwithstanding anything contained in any other law for the time being in force, the dues of workers in case of closure, insolvency, winding up and liquidation, shall be recovered from the amount of proceedings of such closure insolvency, winding up and liquidation. Earlier there was no compensation to worker for delayed wages, new proposed Law extends compensation up to ten times as it is for deducted wages 4.3.17 The Sindh Occupational Safety and Health Act (2017) 211. The Sindh Cabinet has approved the Sindh Occupational Safety and Health Bill, 2017, following the incidents like Baldia factory fire which claimed 259 precious lives besides burn injuries to several others. The Sindh Occupational Safety and Health Act 2017 to make provisions for occupational safety and health conditions at all workplaces in the province for the protection of workers during work. Under the Act, an Occupational Safety and Health Council will be established in Sindh with secretary of Sindh government’s Labour and Human Resources Department as its chairperson. 212. The proposed council lays down penalties in case of death and injury due to violation. In case of death sub-section 01 of section 38 will accord 2 years imprisonment or a fine of PKR 100,000 or both. Similarly, in case of injury the imprisonment may extend to six months or a fine up to PKR 20,000 or both. 213. These laws and regulations apply in any project situation where labor rights and protections are enforced. These laws are applicable to construction contractors and will be included in the bidding documents of the contractors. 4.3.18 The Sindh Transparency and Right to Information, 2016 214. The purpose of this Act to provide transparency and freedom of information to ensure that all citizens have better access to public information, to make the government more accountable to citizens, to enforce the fundamental right to information in all matters of public importance, toensure transparency in all Government matters. Transparency and access to information are essential principles of democracy which not only enable the citizens to hold the Government and their institutions accountable but also help in improving the system of governance. 4.3.19 Sindh Solid Waste Management Board (SSWMB) Act, 2014 215. The SSWMB Act, 2014 enacted to establish a board for collection and disposal of all solid waste, to arrange effective delivery of sanitation services, to provide pollution free environment and to deal with other relevant matters. The Board established under the Act Karachi Water and Sewerage Services Improvement Project 79 Social Management Framework headed by the Chief Minister or his nominee and constitutes of thirteen other ex-officio members of other relevant departments. 4.3.20 Sindh Cultural Heritage (Preservation) Act, 1994 216. Sindh Cultural Heritage (Preservation) Act of 1994 was passed by the Provincial Assembly in February 1994 and was enacted in April 1994. This act aims to preserve and protect ancient places and objects of architectural, historical, archaeological, artistic, ethnological anthropological and national interest in the Province of Sindh. 217. The act enables the Government to declare any premise or object of architectural, historical, archaeological or national value, after consultation with the Advisory Committee. The act also states that if it is apprehended, the act enables the Government if apprehends that a protected heritage is in danger of being destroyed, injured or allowed to fall into decay, Government may Acquire it under the provision of the Land Acquisition Act, 1894, as if the preservation of a protected heritage were a “public purposeâ€? within the meaning of that Act. The Committee is responsible to maintain and preserve every protected heritage in respect of which Government has acquired any of the rights mentioned in section 7 or which the Government has acquired under section 12 of the Act. 218. The Act also mentions that if any person including the owner destroys, removes, injures, alters, defaces a protected heritage maintained by Government under this act or in respect of which an agreement has been executed under section 8 of the act, shall be punishable with fine which may extend to on lakh rupees, or with imprisonment which may extend to three years, or with both. 4.3.21 Karachi Strategic Development Plan 2020 219. The Karachi Strategic Development Plan – 2020 (KSDP-2020) has been prepared with the aim to transform Karachi into a world class city and an attractive economic center with a decent life for Citizen of Karachi. Karachi Strategic Development Plan 2020 had been approved by the City District Council Karachi in 2007, which aimed to set out a strategic framework and overall development direction and future pattern of the city over the year up to 2020 and beyond. The strategic plan, the first ever approved development plan, has now a legal status under Section 40 of the Sindh Local Government Ordinance, 2001. 220. According to the Local Government Department that Karachi that there are approximately 20 different land-owning agencies operating in Karachi under the federal and Sindh governments, therefore the plan is partially being implemented. The cases which are being forwarded to the Master Plan Group of offices, CDGK by the Board of Revenue of Sindh Government for their opinion as per zoning under the scrutinizing also part of strategic plan. Besides, with a view to decongest the inner-city area, under CDGK projects, about 2250 acres of land has also been reserved in Karachi Strategic Development Plan-2020 for shifting of wholesale market, etc., the same was reserved by the land utilization department of Sindh government Under the plan, different agencies were contacted at the time of launching their projects. 4.3.22 Sindh Strategy for Sustainable Development (2007) 221. The Sindh Strategy for Sustainable Development proposes a ten-year sustainable development agenda for Sindh level. Its purpose is to highlight the ecological, economic and social issues of the province and to provide recommendations and strategic actions to address Karachi Water and Sewerage Services Improvement Project 80 Social Management Framework them. The strategy promotes the sustainable use of natural resources to achieve the objectives of poverty alleviation and social development through the participation of the people of Sindh. 4.4 Institution Responsible for Planning, Policies and Regulations 222. The institutional setting in Karachi has traditionally comprised various agencies at federal, provincial and local government levels with separate land areas, separate legal and administrative frameworks, and engaging in little institutional coordination. The resulting poor governance and regulation in Karachi affects not only the quality of city planning, infrastructure development and public and municipal services, but also impacts adversely on the country’s economic growth and development prospects. 4.4.1 Sindh Environmental Protection Agency (SEPA) 2012 223. Implementation of SEPA 2012 is the mandate of the Sindh Environmental Protection Agency (Sindh EPA). Sindh EPA is headed by a Director General, and sections are headed by directors, i.e., Director Technical, Director Administration and Finance, and Director Laboratory. Sindh EPA has established District Environment Offices in a few districts. 224. In the past Sindh EPA issued many Environmental Protection Orders to industries for environmental standards compliance. Many textile mills, tanneries, sugar mills etc. in response started cleaner production and wastewater treatment activities. Sindh EPA issued notices to Karachi Port Trust based on public complaints against coal dust pollution. In the last 15 years almost all the multinational industries have installed treatment plants under the enforcement campaign of the Sindh EPA. 4.4.2 Environment Section in Planning & Development Department, Sindh 225. Environmental Section in Planning & Development Sindh Directorate works under Additional Chief Secretary-Development. It is headed by Senior Chief-Environment. Sindh Planning & Development Department in collaboration with the technical assistance of IUCN- Pakistan prepared its Sindh State of the Environment Report and Development 2004, and Sindh Strategy for Sustainable Development (SSSD) in 2007. Major functions of the Environmental Section are: appraisal and processing of environment sector development schemes, preparation of environmental plans, and contributions in policy both at the Provincial and Federal levels. 4.4.3 Karachi Metropolitan Corporation (KMC) 226. Karachi Metropolitan Corporation (KMC) is a public corporation and governing body to provide municipal services in Karachi. The key functions include planning, development and maintenance of 28 main roads in Karachi, bridges and storm water drains. The SLGO 2013 allows KMC to collect the fire tax, drainage tax, market fee, tolls on roads and bridges owned and maintained by KMC, entertainment tax, drainage tax, charged parking on roads maintained by KMC, and the fee on licenses. 227. KMC is responsible for the collection, conveyance and disposal of storm water, and for maintenance and channelization of major storm water infrastructure within the City. The director of solid waste management in KMC has the responsibility for supervising the existing designated dump sites of KMC. KMC is also responsible for providing transportation support to the DMCs for solid waste collection all over the City. For this purpose, KMC provides trucks, Karachi Water and Sewerage Services Improvement Project 81 Social Management Framework tractors, and dumpers to DMCs. KMC also look after the maintenance and repairs of all transportation vehicles. 4.4.4 District Municipal Corporations (DMCs) 228. Karachi is divided into six districts, each of which has a District Municipal Corporation (DMC), which are headed by Chairmen and Deputy Chairmen. Each district is further divided into Union Committees (UCs) which are headed by Chairmen and vice chairmen. Each Union committee is further sub divided into four wards. The Local government elections directly elect the UC chairmen/vice chairmen panel and the 4 ward members of each UC. The chairman of a Union committee belongs to the City Council/KMC and elects the Mayor/deputy mayor, while the Vice Chairman of Union Committee elects the chairman/Vice chairman of DMC and works in District municipal corporation office. 229. The Sindh government transferred the functions of secondary roads, street lights, parks, basic health, education and local taxes from the KMC to the six DMCs in the city. DMCs are responsible for the associated roadside drainage totaling about 176 Km in length. Other roads are the responsibility of the town councils. DMCs have also the responsibility to maintain proper garbage and sewerage systems to keep the city clean and ensure environmental safety. 4.4.5 Karachi Water and Sewerage Board 230. KW&SB is one of the biggest water and wastewater utility in Pakistan. Water is being supplied to Karachi from a considerably distant located water source through bulk conveyance system comprising of a complex network of canals, conduits, siphons, multi-stage pumping and filtration. 231. The Karachi Water and Sewage Board comes under the Provincial Government of Sindh but operates as an independent organization. It is responsible for sewage disposal for the city of Karachi and is involved in initiatives for improved sewage disposal. It is also responsible for provision of water to the city of Karachi. The KW&SB is a vertically-integrated entity, with functions including wholesale supply and treatment, transmission and distribution of water, wastewater collection, treatment/disposal, and revenue collection. 232. KW&SB was established under the KW&SB Act, 1996 as an autonomous body with its own Board of Directors, and a Managing Director who was also a Board Member. The ‘Board’ is controlled directly by the provincial government. The chairman and vice chairman of the Board were directly appointed by the provincial government. The managing director, however, continued to enjoy the status of chief executive officer of the Board, along with the usual administrative authority in running the organization. 233. The KW&SB divides Karachi into 6 water Circles and 20 towns based upon population and the outlet and inlet points of the existing water pipeline network in the city. The KW&SB provides intermittent water to some part of the city. However, many parts of City particularly Katchi Abadis face extreme water shortage. To supplement the water supply, KW&SB also supplies water tankers on request only in formal settlements. 4.4.6 Sindh Solid Waste Management Board (SSWMB) 234. Government of Sindh has established Sindh Solid Waste Management Board (SSWMB) under the Sindh Solid Waste Management Board Act 2014. SSWMB is responsible Karachi Water and Sewerage Services Improvement Project 82 Social Management Framework for the collection and disposal of solid and other wastes in the Province of Sindh. Some of the key functions of SSWMB are: (i) collect and charge fees or impose fines for collection and disposal of solid waste against the rules prescribed; (ii) construct, improve, maintain the buildings, sites and machinery relating to the operation of solid waste management; (iii) make rules and regulations for operational, administrative, human resource management and finance for regulating the operation of solid waste management from time to time; (iv) review the existing schemes or prepare new schemes relating to solid waste management and undertake execution; and (v) regulate control or inspect the source points of generation, accumulation, transfer, recycling, trading of the solid waste; (vi) employ third party to take over management of solid waste on behalf of the Board. 4.5 Applicable World Bank Safeguard Policies 235. The World Bank’s Operational Policies (WB/OP) address the social risks and harms that may derive from WB financed projects in order to avoid actions with undesirable effects for the social stakeholders participating in the Project, or rather create tools for these to be mitigated promptly. The World Bank’s social safeguard policies are summarized below. 4.5.1 Environmental Assessment (OP 4.01) 236. The OP 4.01 requires among others that screening for potential impacts is carried out early, in order to determine the level of IA to assess and mitigate potential adverse impacts. The IA ensures that appropriate levels of social assessment are carried out as part of the project design, including public consultation process, especially for sub-projects with significant impacts. The OP 4.01 is applicable to all components of Banks financed projects, even for co-financed components. 4.5.2 Involuntary Resettlement (OP/BP 4.12) 237. The policy of involuntary resettlement is intended to assist project affected people (PAPs) arising from developing projects, in order not to impoverish any affected people within the area of influence of projects. The World Bank’s safeguards policy on involuntary resettlement, OP 4.12, is to be complied with where involuntary resettlement, impacts on livelihoods and assets, acquisition of land or restrictions to natural resources may take place as a result of the project. It includes requirements that: • Involuntary resettlement should be avoided where feasible, or minimized, exploring all viable alternative project designs. • Where it is not feasible to avoid resettlement, resettlement activities should be conceived and executed as sustainable development projects, providing sufficient investment resources to enable persons displaced by the project to share in project benefits. • Displaced persons should be meaningfully consulted and should have opportunities to participate in planning and implementing resettlement projects. • Displaced persons should be assisted in their efforts to improve their livelihoods and standards of living or at least to restore them, in real terms, to pre-displacement levels or to levels prevailing prior to the beginning of project implementation, whichever is higher. Karachi Water and Sewerage Services Improvement Project 83 Social Management Framework 238. For subproject activities that impact people and livelihoods in this way, IA will comply with the requirements of the disclosed RPF appended in this SMF: • examines the project’s potential negative and positive social impacts • Recommends measures to prevent, minimize, mitigate, or compensate for adverse impacts • Recommends measures to improve social performance. 4.5.3 Indigenous People (OP 4.10) 239. For purposes of this policy, the term “Indigenous Peoplesâ€? is used in a generic sense to refer to a distinct, vulnerable, social and cultural group possessing the following characteristics in varying degrees:68 • self-identification as members of a distinct indigenous cultural group and recognition of this identity by others; • collective attachment to geographically distinct habitats or ancestral territories in the project area and to the natural resources in these habitats and territories; • customary cultural, economic, social, or political institutions that are separate from those of the dominant society and culture; and • an indigenous language, often different from the official language of the country or region. 240. This policy has defined Indigenous Peoples for policy application as well as the planning process to be followed if a Bank-funded project affects Indigenous Peoples. 241. There are no known indigenous groups in the project area as identified under OP4.10. Therefore, this OP is not triggered.The only identified indigenous people are in Kalash valley in the northern Pakistan (Chitral district of Khyber Pakhtunkhwa province), as a result of Bank screening exercise done in the past. 4.5.4 Physical Cultural Resources (OP 4.11) 242. The policy is premised on the Bank assisting IA to avoid or mitigate adverse impacts on physical cultural resources from development projects that it finances. The impacts on physical cultural resources resulting from project activities, including mitigation measures, may not contravene either the borrower’s national legislation, or its obligations under relevant international environmental treaties and agreements. 243. The World Bank’s general policy regarding cultural properties is to assist in their preservation, and to seek to avoid their elimination. The specific aspects of the Policy are given below.69 68 Excerpts from the OP 4.10, WB Operational Manual. July 2005. 69Excerpts from the WB Operational Manual. September 1986. Karachi Water and Sewerage Services Improvement Project 84 Social Management Framework • The Bank normally declines to finance projects that will significantly damage non- replicable cultural property, and will assist only those projects that are sited or designed so as to prevent such damage. • The Bank will assist in the protection and enhancement of cultural properties encountered in Bank-financed projects, rather than leaving that protection to chance. In some cases, the project is best relocated in order that sites and structures can be preserved, studied, and restored intact in situ. In other cases, structures can be relocated, preserved, studied, and restored on alternate sites. Often, scientific study, selective salvage, and museum preservation before destruction is all that is necessary. Most such projects should include the training and strengthening of institutions entrusted with safeguarding a nation’s cultural patrimony. Such activities should be directly included in the scope of the project, rather than being postponed for some possible future action, and the costs are to be internalized in computing overall project costs. • This policy pertains to any project in which the Bank is involved, irrespective of whether the Bank is itself financing the part of the project that may affect cultural property. 244. Since the subproject activities will involve mostly in rehabilitation of the existing water and sanitation works, it is unlikely that any sites of cultural, archeological, historical, or religious significance will be affected. However, in case of discovery of any such sites or artifacts during the project implementation, the work will be stopped at that site and the provisions of this Policy will be followed. Additionally, the provincial and federal archeological departments will be notified immediately, and their advice sought before resumption of the construction activities at such sites. 4.5.5 Gender Policy (OP 4.20) 245. This Operational Policy statement was revised in March 2012 to ensure consistency with the requirements of OP/BP 9.00. The World Bank’s Gender Policy aims to assist member countries to reduce poverty and enhance economic growth, human well-being, and development effectiveness by addressing the gender disparities and inequalities that are barriers to development, and by assisting member countries in formulating and implementing their gender and development goals. 246. To this end, the Bank periodically assesses the gender dimensions of development within and across sectors in the countries in which it has an active assistance program. The Bank's Country Assistance Strategy (CAS) draws on and discusses the findings of the gender assessment. The Bank's assistance to the country incorporates measures designed to address this need. Projects in these sectors and thematic areas are designed to adequately take into account the gender implications of the project. The Bank regularly monitors the implementation of this policy. 4.5.6 Word Bank Policy on Access to Information (2010) 247. This policy sets out the Bank's requirements for disclosing and sharing information. The policy reaffirms the Bank’s commitment to transparency and accountability in its activities for promoting development effectiveness and poverty reduction. SMF and its executive Karachi Water and Sewerage Services Improvement Project 85 Social Management Framework summary will be disclosed at KW&SB website and World Bank Info Shop in addition to sharing them with the stakeholders including the local community. 248. At the same time, the policy strikes a balance between maximum access to information and respect for the confidentiality of information pertaining to its clients, shareholders, employees and other parties. Recognizing that the sensitivity of some information declines over time, the policy provides for the eventual declassification and disclosure of restricted information over a period of 5, 10 or 20 years, depending upon information type. 249. The World Bank recognizes that transparency and accountability are essential to building and maintaining public dialogue and increasing public awareness about the Bank’s development role and mission. It is also critical for enhancing good governance, accountability, and development effectiveness. Openness promotes engagement with stakeholders, which, in turn, improves the design and implementation of projects and policies, and strengthens development outcomes. It facilitates public oversight of Bank-supported operations during their preparation and implementation, which not only assists in exposing potential wrongdoing and corruption, but also enhances the possibility that problems will be identified and addressed early on.70. 4.5.7 Environmental Health and Safety Guidelines (2007) 250. The World Bank Group Environment, Health, and Safety (EHS) General Guidelines (2007) contain performance levels and measures for development of industrial projects that are considered to be achievable in new facilities at reasonable costs by existing technology. 4.6 Comparison of Key LAA, WB Policy and Gap Filling 251. While Pakistan law provides for land acquisition, the regulations and rules are not very explicit regarding the resettlement and rehabilitation of Project Affected People (PAP). The World Bank OPs, on the other hand, are more comprehensive. Table 11 presents comparison between WB OP 4.12 policy principles of key LAR aspects and LAA (1894). Table 11: Comparison of Pakistan’s LAA and the WB Involuntary Resettlement Policy WB Involuntary Resettlement Policy Pakistan 1894 Land Proposed Gaps Bridging OP 4.12 Acquisition Act Measures No such condition Project potential social Early screening of the project to mentioned for early impacts were screened and identify social impacts and risks. screening in the LAA. categorized using a Determine the scope of resettlement systematic methodological planning through a survey and/or approach. census of PAPs, including a gender analysis, specifically related to resettlement impacts and risks. No formal consultation Key stakeholders and PAPs Carry out meaningful consultations with PAPs and other consultation are ensured with affected persons, host stakeholders required. during planning and design of communities, and concerned the project. nongovernment organizations. 70 Excerpts from the World Bank Policy on Access to Information. World Bank, July 2010. Karachi Water and Sewerage Services Improvement Project 86 Social Management Framework WB Involuntary Resettlement Policy Pakistan 1894 Land Proposed Gaps Bridging OP 4.12 Acquisition Act Measures Lack of title should not be an excuse Titled land owners or Squatters, informal for compensation. holders of customary tenants/leaseholders are rights are only entitled to compensation for recognized for loss of structures and compensation. livelihood and for relocation. Registration is not condition for crop Registered landowners IA will prepare land acquisition compensation, which is provided and sharecroppers/ and resettlement plans, as according to their shares whether they lease holders are only part of project preparation are registered or not. eligible for compensation based on an inventory of of crop losses. losses, livelihood restoration measures, Pakistan law and principles enumerated in OP. Tree losses are compensated Tree losses are Tree losses will be paid according to the market based rates compensated on the according to the market based on productive age or wood volume basis of out dated rates on productive age or depending on the type of the tree. officially fixed rates by wood volume depending on the relevant forest and the type of the tree. agriculture departments. Land valuation is to be based on Land valuation based on Land valuation is to be based current replacement (market) value the median registered on current replacement and valued within 1 year before the land transfer rate over (market) value with an delivery of compensation. the previous 3 years additional payment of 15%. before the establishment The valuation for the acquired of Section 4 with an housing land and other assets additional payment. is the full replacement costs keeping in view the fair market values, transaction costs and other applicable payments that may be required. Valuation of built-up structures is Valuation of structures As per world Bank policy. based on current market value/cost of based on official rates, new construction of the structure. APs with depreciation can take the salvage material free of deducted from gross cost. value of the structure and 10 % for salvage material. Karachi Water and Sewerage Services Improvement Project 87 Social Management Framework WB Involuntary Resettlement Policy Pakistan 1894 Land Proposed Gaps Bridging OP 4.12 Acquisition Act Measures Complaints and grievances are The Revenue IA will establish project based resolved informally through community Department is the only GRM and include GRC for participation in the Grievance Redress authority to decide complaint resolution. Committees (GRC), local disputes and address governments and NGO. complaints regarding quantification and assessment of compensation for the affected lands and other assets. Information related to quantification The decisions regarding Findings of census survey and costing of land, structures and land acquisition and the regarding all lost assets, other assets, entitlements, and amounts of compensation amount and amounts of compensation and compensations to be Entitlement Matrix will be financial assistance are to be paid are published in the shared with PAPs prior to disclosed to the PAPs prior to project official Gazette and subproject appraisal. appraisal. notified in convenient places so that the people affected get aware of the same WB policy requires rehabilitation for No provision for Provision should be made to lost losses, and for expenses incurred income/livelihood pay for resettlement expenses by the APs during the relocation rehabilitation measure, (transportation and transitional process particular attention must be allowances for severely allowances), compensate for paid to the poor and vulnerable affected APs and loss of income, and provide groups. vulnerable groups, or support to vulnerable persons resettlement expenses. and those severely impacted (considered to be those losing more than 10% of their productive assets). Requires the establishment of No convenient grievance IA will establish easily accessible grievance redress redress mechanism accessible grievance redress mechanisms to receive and facilitate except recourse of mechanism available the resolution of PAP’s concerns appeal to formal throughout project about displacement and other administrative implementation that will be impacts, including compensation. jurisdiction or the court widely publicized within of law. respective project area and amongst the PAPs Disclosure of draft & final RAP to No requirement for Disclosure of RAPs at PAPs and on World Bank Website disclosure planning, design and implementation Karachi Water and Sewerage Services Improvement Project 88 Social Management Framework 4.7 Remedial Measures to Bridge the GAPs 252. To reconcile the inconsistencies between the LAA 1894 and WB OP, IA has drafted this SMF that RPF for the KWSSIP which reconciles Pakistan’s legal and regulatory system for LAR (LAA 1894) and WB Safeguards as in OP 4.12, and addresses the gaps between the two systems, the following principles (as mentioned under the project LAR policy below) will be adopted and reflected in the eligibility and entitlements provisions indicated in the RPF on compensation entitlements. 4.8 Compliance Status with Country Laws and World Bank Policies 253. The present compliance status of the project with the Country’s Laws/ legislation and World Bank Involuntary Resettlement Policies is summarized in Table 12 as under: Table 12: Compliance of GOP Legislation and World Bank OPs Institution Legislation / Policy Actions Taken to Comply Government Land Acquisition SMF and Resettlement Policy Framework (RPF) have been of Pakistan prepared. The SIA/SMPs, PCRMP and RAP/ARAP, will be prepared, if required. Information The draft SMF will be disclosed at IA website. Stakeholder’s Disclosure71 consultations will be held to disclose the draft SMF and feedback will be incorporated and a final draft will be submitted to World Bank for review and input. World Bank Early screening and Scoping consultations were already held. Scoping Participatory Consultation meetings and focus group discussions were held approach in the project area. Alternatives Alternatives considered to be included during the project design. Physical and Cultural PCR Framework and Chance Find Procedures will be included Resources in contract documents. Gender Gender consultations will need to be incorporated while preparing the SIA/SMP, PCRMP and RAP/ARAP field surveys. Consultation and Stakeholders ‘consultative meetings, focus group discussions Information and formal public consultations were carried out. Public Disclosure consultations were carried out during the field surveys. 4.9 World Bank Operational Policies relevant to the Project 254. World Bank Operational Policies and their relevance to the Project are briefly described in Table 13 below. 71 Under section 4: sub section (1) Whenever it appears to the Collector of the District that land in any locality is needed or is likely to be needed for any public purpose or for a Company, a notification to that effect shall be published in the official Gazette, and the Collector shall cause public notice of the substance of such notification to be given at convenient places in the said locality. Karachi Water and Sewerage Services Improvement Project 89 Social Management Framework Table 13: World Bank Operational Policies relevant to the Project World Bank OPs72 Triggered Policy Yes No Environmental Assessment OP/BP 4.01 ï?? - Physical Cultural Resources OP/BP 4.11 ï?? - Involuntary Resettlement OP/BP 4.12 ï?? - Access to Information BP 17.50 ï?? - Indigenous People OP 4.10 - ï?? 255. The Policy sets out a broad framework and policy guidelines for land administration and utilization. The main objective of the policy is to provide guidelines aimed at enhancing land management systems, land use, conservation of land resources and enhancing environmental quality. 4.10 Addressing World Bank Safeguard Policies 256. The project is not anticipated to generate any potential large scale, significant and/or irreversible impacts. None of the project activities will be located in socially sensitive areas, and all the associated impacts can be mitigated with relatively standard mitigation measures. The Table 14 provides the summary of bank policies and how they relate to KWSSIP. Table 14: Summary of Bank Policies and how they relate to KWSSIP World Bank Policy Reasons of Applicability Addressed by Involuntary Project may require physical Preparation of a Resettlement Resettlement OP relocation of people and/or private Framework and compensation plan 4.12 property acquisition (land, and entitlement policy and commercial, residential and other updating them in accordance with structures) leading to resettlement. changes in the Project involving land acquisition. This includes an accessible grievance procedure. Physical Cultural Project may pass through culturally using Chance Find Procedures Resources OP 4.11 significant areas including areas that while selecting the subproject site are an integral part of a people’s cultural identity and practices Consultation and A process of consultation, with Stakeholder Consultation and Information stakeholders including PAPs (male focus group discussions with both Disclosure and female) including adequate and male and female were carried out. accessible disclosure of any Public consultations were carried resettlement information for out during the months of October transparency and social and November, 2018. Draft and accountability. Final SMF, RAPs will be disclosed in KW&SB website and World Bank Info Shop. 72 World Bank Operational Policies Karachi Water and Sewerage Services Improvement Project 90 Social Management Framework 4.11 International Treaties and Conventions 257. Pakistan is a signatory to a number of multilateral environmental and social agreements. These agreements impose requirements and restrictions of varying degrees upon the member countries, in order to meet the objectives of these agreements. However, the implementation mechanism for most of these agreements is weak in Pakistan and institutional setup mostly non-existent. The following are the relevant international treaties and conventions that have been ratified by Pakistan. 4.11.1 Labour 258. ILO Conventions Nos. 29 and 105 (forced and bonded labour), 87 (freedom of association), 98 (right to collective bargaining), 100 and 111 (discrimination), 138 (minimum age), 182 (worst forms of child labour). Guidance materials will elaborate key provisions for implementing requirements related to work standards including nonemployee workers engaged by contractors or other intermediaries to work on Project sites or perform work directly related to the Project’s core functions. 259. Pakistan is the signatory to the Convention on the Elimination of Discrimination against Women, as well as the Sustainable Development Goals (SDGs) that have commitments on improving women’s socio-economic conditions in the country and promote gender equality. The National Plan of Action and National Policy for Development and Women’s Empowerment are consistent with international gender commitments. 260. Legislation against gender-based violence has improved in Pakistan between 2000 and 2016.The government is committed to facilitate the women so that they can play a positive role in the development of the country and special initiatives have been taken to ensure the women Institution responsible for planning, policies and regulations. 4.11.2 Gender and Development 261. In 1998, the National Plan of Action to take forward the 12 points of Beijing was endorsed by the Government of Pakistan. In 2000, the National Commission on the Status of Women (NCSW) graduated from being a committee to a statutory oversight body. In 2002, the national policy for women development and empowerment was formulated, with an emphasis on economic empowerment. GRAP was approved in 2005. More recently, the 2010 labour policy clearly outlines the need to recognize women’s labour and increase their labour force participation. 4.11.3 Sustainable Development Goals 262. Pakistan has recently committed to Agenda 2030 and has become signatory to Sustainable Development Goals (SDGs) where Goal 6 calls, among others, for ensuring availability and sustainable management of water and sanitation for all, water use efficiency and integrated water resources management. The SDG 5 on gender equality and women’s empowerment emphasizes to ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life. Karachi Water and Sewerage Services Improvement Project 91 Social Management Framework 4.11.4 Convention concerning the Protection of the World Cultural and Natural Heritage, 1972 263. The Convention recognizes that the duty of ensuring the identification, protection, conservation, presentation and transmission to future generations of the cultural and natural heritage and situated on its territory, belongs primarily to that State. It will do all it can to this end, to the utmost of its own resources and, where appropriate, with any international assistance and co-operation, in particular, financial, artistic, scientific and technical, which it may be able to obtain. 4.11.5 ILO Conventions - Ratifications for Pakistan 264. Pakistan has ratified 08 fundamental and 26 technical ILO conventions in which following are relevant to the project: • C029 - Forced Labor Convention, 1930 (No. 29) • C111 - Discrimination (Employment and Occupation) Convention, 1958 (No. 111) • C138 - Minimum Age Convention, 1973 (No. 138) • C001 - Hours of Work (Industry) Convention, 1919 (No.1) • C029 - Forced Labor Convention, 1930 (No. 29) 265. Article 1 of the convention states that each member undertakes to suppress the use of forced or compulsory labor in all its forms within the shortest possible period. Article 2 of the convention states that the term forced or compulsory labor shall mean all work or service which is exacted from any person under the menace of any penalty and for which the said person has not offered himself voluntarily. Karachi Water and Sewerage Services Improvement Project 92 Social Management Framework 5 STAKEHOLDER CONSULTATIONS 5.1 Introduction 266. Meaningful and ongoing engagement with stakeholders is critical to understand local conditions, identify potential issues, and develop relevant mitigation and monitoring plans. The purpose of public consultation is to ensure that the views, interests and concerns of project stakeholders are taken into account in the assessment of the potential impacts of the project as well as in project decisions, particularly in the design of mitigation measures. 267. Stakeholder consultation to support the SMF and the resettlement process, if any, specifically aims to achieve the following objectives to: • build trust and promote collaboration between the citizens and service providers; • provide information about the project and its potential impacts to those interested in or affected by the project, and solicit their opinion in that regard; • manage expectations and streamline misconceptions regarding the Project; • ensure participation and acceptance of the project by the citizens; and • promote the participation of marginalized and excluded groups. 5.2 Stakeholder Identification 268. The potential social issues and risks discussed could be mitigated through identification of stakeholders, including communities that have a stake/interest in the project and those that will be affected by the project activities. However, it is important to ensure that the process of selecting stakeholders is transparent so that all interested parties may participate and that all stakeholders are provided with equal opportunity to engage and contribute to outcomes. Particular attention needs to be given to the inclusion of low-income communities, women and other marginalized groups. Stakeholder groups should be supported to self-select representatives where appropriate. 269. The range of stakeholders involved in Project consultations included the following. • Communities of low- and middle-income localities • Civil society organizations (NGOs, community-based organizations); • Vulnerable groups (women, person with disabilities, youth, etc.); • Government Departments; • Service providers • Academia 270. Stakeholder consultations have been carried out with (i) local communities who will be likely impacted of the subprojects interventions and (ii) institutions that have an important role in enabling the realization of the project interventions. Consultative meetings were also held with staff of the IA to discuss water supply and sewerage related issues from a lead agency perspective. A meeting was also held with the provincial government including Local Govt. Karachi Water and Sewerage Services Improvement Project 93 Social Management Framework officials to seek clarification on their collaboration with service providers in the implementation arrangements of the project and to clarify on focus in dealing with social impacts of the project. 271. A broader mapping of the key stakeholders was carried out as the basis for the stakeholder analysis undertaken as a part of the SMF preparation. This also entailed an analysis of the differential roles, responsibilities, needs, challenges and expectations of the stakeholders involved is provided in Appendix 2. 5.3 Consultations with Communities 5.3.1 Focus Group Discussions with Communities 272. Focus Group Discussions (FGDs) were undertaken to gain community feedback and insights on service provision with respect to water, wastewater, drainage, solid waste management and municipal services. Community perceptions and attitudes regarding availability, access, reliability, quality and use of water and sanitation services costs incurred, willingness to pay; suggestions and feedback on the anticipated social impacts of the proposed subprojects were sought as well as to gauge their level of satisfaction. 273. FDGs were carried with both men and women groups including the elderly, women and children, female headed families and other disadvantaged groups such as people with special needs in selected low-income settlements in Karachi to understand social processes as well as to individual concerns and suggestions particularly those relating to the provision of water and sewerage services. FGDs were conducted with both male and female separately as end users of water supply and sanitation services with support from a male and female sociologist. The purpose of this exercise was to map out the access, availability and quality service delivery implementation challenges on the ground in ensuring equitable and sustainable water supply and sanitation services. This exercise yielded valuable information, ideas, and insights into existing service delivery capacities and constraints at the local level in providing the services. 274. According to WB Policy, meaningful consultation process should be gender inclusive and responsive and tailored to the needs of disadvantageous and vulnerable groups. In order to meet the criteria of meaningful consultation process, the consultation sessions with key stakeholders were carried out during the month of October and November, 2018. To interact freely and explore the gender related issues, a female sociologist was included in the team composition. Formal meetings with the females from the affected communities were held to explore their needs, problems and priorities related to the project execution. 275. The specific areas covered in the discussions included access to clean and safe water, sewerage, solid waste management systems, current situation of drainage system and community perception about services. The aim was to gain a clearer understanding of water and sanitation issues from the perspective of the local communities and to ascertain whether or not they were satisfied with the current level of service delivery. Additionally, solutions to address the identified gaps were sought during the consultations. 276. The major concerns raised during the consultations were lack of water and sanitation services; irregular water supply; contamination in potable water supply mixed with waste water; health and hygiene issues; inadequate water draining system causing environmental and public health problems; inadequate sewage water service; no or irregular service for solid waste collection at the household level; lack of response and service attitude; water theft and Karachi Water and Sewerage Services Improvement Project 94 Social Management Framework corrupt practices; lack of sufficient pressure to supply water in the apartment buildings; and lack of piped water supply and drainage services in katchi abadis. The key concerns raised by men, women and institutional stakeholders have been summarized below. The details of the consultation findings are provided in Appendix 3. Figure 6: Focus Group Discussions with Communities Consultation in Korangi Consultation in Korangi ‘C’ Area Consultation in Korangi ‘C’ Area Consultation in Korangi ‘F’ Area Consultation in Korangi ‘F’ Area Consultation in Zaman Town, Korangi Karachi Water and Sewerage Services Improvement Project 95 Social Management Framework Consultation in Zaman Town, Korangi Consultation in Kameesa Goth, District Central Consultation in Kameesa Goth, District Central Consultation in Kameesa Goth, District Central Consultation in People Chowrangi, District Consultation in Liaqatabad, District Central Central Consultation in People Chowrangi, District Consultation in Bilawal Jokhiyo Goth, District Central East Karachi Water and Sewerage Services Improvement Project 96 Social Management Framework Consultation in Bilawal Jokhiyo Goth, District Consultation in Bilawal Jokhiyo Goth, District East East Consultation in Pahlwan Goth, District East Consultation in Pahlwan Goth, District East Consultation in Shanti Nagar, District East Consultation in Shanti Nagar, District East Consultation in Ibraheem Hyderi, District Malir Consultation in Ibraheem Hyderi, District Malir Karachi Water and Sewerage Services Improvement Project 97 Social Management Framework Consultation in Ibraheem Hyderi, District Malir Consultation in Qhuldabad, District Malir Consultation in Qhuldabad, District Malir Consultation in Rehri Goth, District Malir Consultation in Rehri Goth, District Malir Consultation in Bihar Colony, District South Consultation in Bihar Colony, District South Consultation in Dhobi Ghat, District South Karachi Water and Sewerage Services Improvement Project 98 Social Management Framework Consultation in Dhobi Ghat, District South Consultation in Moosa Lane, District South Consultation in Moosa Lane, District South Consultation in Orangi, District West Consultation in Yusuf Goth, District West Consultation in Yusuf Goth, District West Consultation in Yusuf Goth, District West Consultation in Yusuf Goth, District West Karachi Water and Sewerage Services Improvement Project 99 Social Management Framework 5.3.2 Summary of Concerns Raised by Men • Inadequate piped supply or no supply in some areas; • Water supply available for only a few hours per week; • In some cases, water supply is only available for a few hours every two weeks; • Odd timings of water supply, sometimes at midnight. No prior announcement of water release timings; • Many families do not have access to piped water supply and have to either purchase water from water vendors or fetch it from private wells; • Some households are connected to a piped water supply but water quality is poor as clean water is often mixed with wastewater; • Inadequate drainage system, causing environmental and public health problems; • Inadequate sewage water disposal service; • Many toilets are not connected to the municipal sewage network; • No or poor service for solid waste collection; • Willing to pay water tariff only if there is a regular supply of water; • Poor service attitude or maintenance delay; • Water theft and need for improved accountability mechanisms; • Lack of sufficient pressure to supply water to all floors in apartment buildings; • Every household should be provided with a water supply connection; • Sewer overflow in the streets; • Need for greater community involvement and participation regarding issues related to water supply and sewerage; • Regular repair of water supply and sewerage lines; • Need for strengthening the rule of law and improving transparency mechanisms; • Leakages and water theft should be controlled; • Private tankers should be replaced by KW&SB’s tankers; • Regular supply of water tankers where there is a pipe-line connection; • Enhanced quantity and equitable distribution; • Ensure availability of water at scheduled times and inform the public in a timely manner regarding the water availability schedule; • Better management and faster repairs required for broken and punctured sewer lines; • Provision of good quality and safe sanitary facilities; • Safe disposal of wastewater; • Timely repair and maintenance of choked or leaking sewer lines; Karachi Water and Sewerage Services Improvement Project 100 Social Management Framework • Willing to pay for operation and maintenance once the improved services are available; • Expecting to get some work in the subprojects as either skilled or unskilled labor; and • Willing to receive training in plumbing and masonry work. 5.3.3 Summary of Concerns Expressed by Women • Inadequate pipe water supply or no supply in some areas; • Poor quality of water; • Low quantity of water; • Limited access and inequitable use within households; • Water contamination by waste water; • Health concerns for self and children; • Water borne diseases such as diarrhea, dysentery, eczema etc.; • Unreliable water supply; • Lack of privacy; • Issues of harassment while fetching water from private wells or in neighborhood; • High tariff; • Water needs to be subsidized; • Greater number of household connections required; • Need for a regular and uninterrupted service; • Availability should be ensured in adequate quantity; • Need for government support and subsidy for water services; • Wastage of time in fetching water; and • Time savings and productive use of time due to better services. 5.3.4 Summary of the concerns Expressed by the Institutional Stakeholders 277. Consultation meetings were held with the Board of Revenue, Directorate of Labour and Govt. of Sindh. In addition, Consultation meetings were held with CSOs (SHERI, OPP, PILER, HANDS, NOW, Urban Resource Centre, SPO, Aurat Foundation and Shirkat Gah) in addition to various academics from the Urban Development Departments of NED University and Sir Syed Engineering University of Karachi. The detailed consultation findings are provided in Appendix 4 and the following are the summary concerns expressed by institutional stakeholders: • Water as a basic right to be provided to all citizens; • Need for uninterrupted water supply and greater coverage; Karachi Water and Sewerage Services Improvement Project 101 Social Management Framework • Inclusive and equitable access to improved piped water supply and other municipal services; • Federal government role is inevitable in bringing powerful stakeholders to the negotiation table that are responsible to ensure equitable resource use; • Role of various power brokers should be clearly defined; • Supply of good quality water in sufficient quantity; • Significant challenges posed by the limited capacity of service providers; • Major technical and financial challenges for project implementation; • People are willing to pay for operation and maintenance once improved services are available; • Community involvement is needed through the establishment of user committees; • Developing regulatory frameworks and establishing a regulatory authority would greatly enhance accountability; • Systematic feedback from the users of public services would significantly improve IA performance; • Participatory identification need for infrastructure; • Installation of meters in houses and on bulk water supply line to stop leakages; • Inclusive approach with respect to all groups; • The development process would greatly benefit from social accountability. • Sufficient allocation of resources for infrastructure maintenance; and • Ensure a healthy environment during project implementation. Figure 7: Consultation with Aurat Foundation Karachi Water and Sewerage Services Improvement Project 102 Social Management Framework Figure 8: Consultation with PILER 5.3.5 SMF Disclosure Public Consultation Meeting 278. KW&SB organized a public consultation meeting in Karachi following the disclosure of the SMF of KWSSIP. The meeting was held in the KW&SM’s Committee Room on 22 March 2019. MD KW&SB welcomed the participants from KW&SP, SEPA, Private organizations, NGOs and various government organizations. ESMF consultants gave PowerPoint presentations and highlighted the salient features of ESMF. The participants welcomed the KWSSIP and opined that the project will improve water supply and sanitation in Karachi. Two participants sought clarification on WB policy on encroachment. Most of the questions were raised from SEPA representatives on environment related issues. The list of participants is attached as Appendix 5. Karachi Water and Sewerage Services Improvement Project 103 Social Management Framework 6 PROPOSED METHODOLOGICAL FRAMEWORK FOR SUBPROJECT SCREENING 6.1 Overview 279. This Section provides an overview of the methodological steps and procedures for screening and potential safeguard categorization, including typology of subprojects, and instruments required to be prepared for policy compliance and decision making. The section also describes the operational procedure and the steps necessary in the review and approval of future subprojects under the KWSSIP. 6.2 Methodology for Social Screening and Categorization 280. The purpose and methodology for the screening process is aimed at determining which activities are likely to result in significant negative social effects, with a view to determine appropriate impact mitigation measures for those activities to ensure sustainability of the subproject. The outcome of the screening process will determine the extent of social considerations required prior to making a decision for carrying out the activities of the Project related to construction and rehabilitation works. 6.2.1 Social Safeguards Screening 281. Social Screening is the first step in the assessment process. It confirms the need for social assessment or otherwise by appraising the type of subprojects and their associated activities throughout the project lifecycle. All subproject proposals including studies and technical assistance that aim to provide the technical basis for the construction, expansion, upgrade or rehabilitation of social infrastructures, will undergo social screening. This step will take place during the pre-qualification phase of the project cycle. 282. Social screening of a subproject would be on the basis of existing socio-economic data, available reports and site visits to gather data and to formulate an understanding of project activities as to whether it involves PAPs or not. This information — whether a subproject involves PAPs or not — can be ascertained using the information collected through the Social Screening Checklist, verification of assets and losses, and consultations with the community. 283. The Social Screening Checklist provides social features of the sub-project site, basic information on the technical characteristics and the key likely social impacts/risks of the subproject proposal. The information collected through this instrument will be the primary input as part of the evaluation of eligibility of the proposal from a social point of view – to apply for subproject financing to the WB. The Social Screening Checklist has been provided as Appendix 6. 6.2.2 Categorization of the Subproject 284. Categorization is undertaken to reflect the level of review and resources required for addressing social impacts and risks. Each proposed subproject is scrutinized as to its type, location, scale, sensitivity and the magnitude of its potential social impacts. IA screens all subproject activities, including planning support, policy advice, and capacity-building as well as site-specific physical interventions and procurement. Based on the screening findings, IA categorizes subprojects according to the degree of potential social risks and impacts. In some cases, applicability of specific requirements will need to be determined through additional Karachi Water and Sewerage Services Improvement Project 104 Social Management Framework scoping, assessment, or management review. The screening process results in one of the following three categories for the proposed Project. 6.2.2.1 Before Appraisal 285. The SMF is based on the following Key policy principles: • High impacts subprojects will not be considered under the KWSSIP. • For any moderate impacts subproject, an ARAP/SMP will be prepared during implementation, and cleared by the Bank before initiating the civil works under the subproject. • While the nature of investments does not involve large-scale land acquisition and resettlement, some small-scale land acquisition may be required. The subprojects will be executed in a dense urban environment with informal businesses, vendors, hawkers, etc. and may require small-scale resettlement. There may also be livelihood impacts for businesses (e.g. due to temporary restrictions in access during construction) and hawkers and mobile vendors. All proposed operations will be subject to resettlement impact screening. If any resettlement impacts are expected to occur, Resettlement Action Plans/Abbreviated Resettlement Action Plans (RAPs/ARAPs for specific projects will be prepared, in accordance with the RPF provided in this SMF (Appendix 1) and approved before initiating the specific projects. High Social Impacts - Subprojects with Significant Social Impacts 286. KWSSIP will not consider any high impacts subproject. Moderate Social Impacts - Subprojects with Moderate Social Impacts 287. Subprojects that include activities with potential adverse social risks and impacts, that are limited in scale, can be identified with a reasonable degree of certainty, and can be addressed through application of standard best practices, mitigation measures and stakeholder engagement during subproject implementation. The physical works will comprise small-to moderate-scale water and sanitation projects. Thus, in general, the majority of anticipated impacts and risks would be of minor to moderate significance. This may cover the following subprojects: • The rehabilitation of priority water supply areas in the sewer network; • Improving water supply in low income communities (katchi abadis); • Upgrading the water supply and sanitation services in selected katchi abadis; • Technical improvements that reduce water losses, repair leaks in connections, etc.; • Replacement of old networks; • Creation of alternatives mechanisms to supply off-grid water of low cost, such as the drilling of bore holes, the installation of pipelines, the rehabilitation of reservoirs, tanks, family cisterns, etc.; 288. Less than 200 people will be physically displaced from their houses or lose less than 10% of their productive (income-generating) assets. Moderate Risk subprojects may require Karachi Water and Sewerage Services Improvement Project 105 Social Management Framework preparation of SMP73 and ARAP to commensurate with the potential social impacts if identified in the screening process. Low Social Impacts - Subprojects with No Social Impacts 289. A subproject will be considered as having no adverse social impacts when there are no person/persons affected by it. Such sub-project(s) do/does not require permanent/or temporary land acquisition, and there are no impacts including the loss of land, structures, crops and trees, businesses or income (livelihood). The RAP/ARAP is not required. However, this category of impact may include insignificant/temporary social impacts which are generally mitigated as a part of construction activities in consultation with the PAPs and covered under SMP. 290. Activities that are exempted from detailed social impact assessment under the subprojects to be funded are the ones that aim to increase the capacity of KW&SB to provide improved water and sanitation services, production, treatment, storage and distribution. The subprojects and activities under this Category will include the design and implementation of a communication program, a GIS system, studies, and a new HR system, etc. 291. The above screening criteria is consistent with the one included in the RPF. Thus, any activities of the Component II and III that may cause significant social impacts will require a comprehensive SIA including type/nature and magnitude of impacts and preparation of RAP, while in case of non-significant impacts, an ARAP and SMP will be required. In case of no impact, the temporary/minor impacts are generally mitigated during the project implementation as a part the contractors’ contract. However, it is important that such subprojects are reviewed to ensure that they comply with equity, gender sensitivity, transparency and participation. It is important to consider losses to vulnerable sections of the subproject area and thus, special provisions must be put in place to mitigate such losses. 6.3 Subproject Typology 292. A range of methodologies and/or tools, depending on the potential issues, risks and/or impacts can be used for impact identification and classification. In most cases this typology of a subproject provides an adequate basis for classifying social impacts as a frame of reference and offers a first approximation to the potential social risks posed by a proposal, with Type I subprojects (e.g., construction of a new desalination plant) presenting greater social risks than Type III projects (e.g., rehabilitation of a dilapidated water storage tank). 293. The appropriate Subproject Type, i.e., (I, II or III) for the proposal under consideration can be highlighted through circling in terms of magnitude and intensity of impacts. However, in view of the subprojects under Type I likely to entail significant impact will not be considered under KWSSIP. In instances in which a proposed project includes more than one component (e.g., the expansion of an existing water treatment plant and the rehabilitation of an existing distribution network), circling will highlight the Project Type corresponding to the component that poses the highest risk (in the example given, this would be Type I for the expansion of an existing water treatment plant). 73 SMP can be prepared as standalone or as a part of the consolidated Environmental and Social Management Plan (ESMP). Karachi Water and Sewerage Services Improvement Project 106 Social Management Framework 6.3.1 Typology of Water Supply and Sanitations Subprojects 294. Table 15 and 16 provide typology of water supply subprojects. The list of subprojects provided below under the column “Nature of Projectâ€? may be expanded if new kinds of proposals are submitted for consideration to the World Bank. The Project will not consider “Type Iâ€? subprojects due to significant LAR impacts. Table 15: Typology of Water Supply Subprojects NATURE OF PROJECT SCOPE OF WORKS New Construction Expansion Rehabilitation Conduit Type I Type I Type II Water treatment plant Type I Type I Type II Aqueduct Type I Type II Type III Groundwater utilization Type I Type II Type III Surface water utilization Type I Type I Type II Water pumping station Type III Type III Type III Primary network (water distribution) Type II Type III Type III Secondary network (water distribution) Type II Type III Type III Water Tankers Type III Type III Type III Water storage tank Type III Type III Type III Desalination plant Type III Type III Type III Local water supply system Type II Type III Type III Table 16: Typology of Sanitation Subprojects NATURE OF PROJECT SCOPE OF WORKS New Construction Expansion Rehabilitation Sewage treatment plant Type I Type I Type II Sewage pumping station Type III Type III Type III Primary network (sewage) Type II Type III Type III Secondary network (sewage) Type II Type III Type III Tertiary network (sewage Type I Type II Type III House sewage connection Type III Type III Type III Sewage collector without treatment Type I Type II Type III Karachi Water and Sewerage Services Improvement Project 107 Social Management Framework 6.4 Impact and Social Risks Management 295. IA will assess the subproject proposal and mitigation measures as specified in the agreed safeguards instruments to ensure that: all impacts have been accurately and reliably managed; the subproject design minimizes adverse Guiding Principles impacts, and; a cumulative • Assess adequacy of the applicable legal framework, impact analysis is conducted and confirm that the Project would not be supported if it while project alternatives are contravenes international obligations; considered. The subproject • Enhance positive impacts and avoid, minimize, and/or mitigate adverse impacts through social planning and alternatives include a ‘no sub- management; project’ option. Only • Develop a SMP that includes the proposed measures subprojects that are found to for mitigation, monitoring, an implementation schedule, be socially viable and and cost estimates; • When uncertainty remains regarding specific Project meeting the requirements components or exact locations, develop a SMF in place specified in this SMF are to of a SMP; be considered for financing • Use independent expertise in the preparation of social under KWSSIP. impact assessments, where appropriate; • Examine whether particular individuals and groups may 296. IA will ensure that be differentially or disproportionately affected by the potential social risks, impacts Project’s potential adverse impacts due to such factors as ethnicity, gender, age, language, disability, sexual and opportunities of orientation, religion, political or social or geographical supported activities are origin; systematically identified and • Ensure that the SIA is undertaken as early as possible assessed in an integrated and in no case shall subproject activities that may cause adverse impacts be carried out until completion of the manner. The type and scale SIA. of assessment and the • Ensure that the SIA process and development of SMP agreed management involves an iterative and meaningful stakeholder measures should be engagement and predicated on timely disclosure of relevant information. proportionate to the level of social risk. 297. Subprojects with potentially significant adverse risks and impacts, require review and/or assessment of potential social impacts. Risk reduction measures follow a mitigation hierarchy that favors avoidance of potential adverse impacts over minimization. However, in cases where adverse residual impacts remain — as a last resort — compensation will be provided to offset losses to PAPs. 6.5 Social Screening Process and Procedure 298. The section below shows operational procedure and the steps necessary in the review and approval of future subprojects under the KWSSIP. These steps should be incorporated in any future subproject preparation and approval process. 6.5.1 Step1: Social Screening 299. The social screening process illustrates stages of the social screening leading to the review and approval of the KWSSIP activities. Results of the social screening will determine Karachi Water and Sewerage Services Improvement Project 108 Social Management Framework whether or not an individual subproject site qualifies for project financing74 and if a detailed SIA is required. A social screening report will be prepared with all findings and recommendations for further process. 300. The SIA will utilize a planned and inclusive communication and consultation strategy, and survey methodology, to lay out a detailed socioeconomic survey covering the prevailing status of income, employment, education, age, skills and other socioeconomic aspects along with cultural and community aspects in the areas. The following methodology may be adopted. 301. The SIA will be carried out for each subproject with social safeguards compliance issues in accordance with the civil works schedule. • Community/stakeholder consultations at locations with habitations and documentation of such consultations; • Focus Group Discussions with beneficiaries, key affected persons and their communities; • Census and socioeconomic surveys administered to the project affected households; • Assimilation and analysis of data and information to address key issues following SMF; • The information gathered shall be recorded and computerized, with the use of photography, to document existing structures/land holdings and other impacts in the corridor of impact; • Update the final alignment/site on the cadastral maps and finalize the land acquisition plans; and • All data will be disaggregated by gender, age and ethnicity where necessary. A gender analysis will also be undertaken. The SIA will be carried out for each subproject with social safeguards compliance issues in accordance with the civil works schedule. 6.5.2 Step 2: Defining Instruments for Addressing Impacts 302. Based on the screening and categorization process described above, the IA will define the appropriate instruments to plan and implement the mitigation measures for the social impacts. Based on the screening procedures and requirements specified above, the appropriate instruments to address the social issues are as follows: • Mitigation measures and management of potential social impacts beyond involuntary land acquisition and/or resettlement will be addressed in the SIA/SMP, which will be prepared and implemented in compliance with the requirements specified in this SMF; • Mitigation measures and management of potential involuntary land acquisition and/or resettlement will be addressed in the RAP/ARAP which will be prepared and implemented in compliance with the requirements as specified in the RPF in this SMF; 74 Please see PRRP as described in RPF for details on screening process to determine the eligibility of the sub-project for financing under the Project. Karachi Water and Sewerage Services Improvement Project 109 Social Management Framework • Mitigation measures and management of potential impacts on cultural resources will be addressed in PCRMP which will be prepared and implemented in compliance with the requirements as a part of the SIA/SMP in this SMF. 303. The SMF is expected to: cover the unknowns; help in the screening, and; recommend mitigation measures. The screening and review process will determine whether a particular subproject will trigger a safeguard policy, and what mitigation measures will need to be put in place. The screening and review process will also ensure that subprojects that may have potentially significant impacts will require more detailed study and the need for subproject specific SIA and/or SMP. 304. A social screening report will be prepared with all findings and recommendations for further processing. Subprojects without social safeguard compliance issues will be considered for detailed preparation using various instruments for the management of social issues during sub-project implementation. 305. The TORs for social instruments are provided as Appendix 7. 6.5.2.1 Conducting Social Impact Assessment 306. SIA will be carried out for proposed subprojects when social screening will identify potential social safeguard issues. The principal opportunity of the SIA involves identifying viable alternatives; identifying potential social impacts (including direct/indirect, permanent/temporary, physical/economic); assessing the significance of social impacts; designing least-cost mitigation measures and monitoring requirements; formulating institutional arrangements; and ensuring meaningful public consultation and information disclosure procedures. 6.5.2.2 Preparation of Social Management Plan 307. SMP for the subprojects is intended to ensure efficient social management of the subproject activities. The SMP translates recommended mitigation and monitoring measures into specific actions that will be carried out by the IA. Ideally the SMP should contain the following: • Summary of the potential impacts of the proposal; • Description of the recommended mitigation measures; • Statement of their compliance with relevant standards; • Allocation of resources and responsibilities for plan implementation; • Schedule of the actions to be taken; • Program for monitoring and auditing; and • Contingency plan in case the impacts are greater than expected. 308. The SMP should contain commitments that are binding on the IA. It can be translated into project documentation and provides basis for a legal contract that prescribes responsibilities of the IA. In turn, the IA can use the SMP to establish social performance standards and requirements for those carrying out the works or providing supplies. An SMP can also be used to prepare a social management system for the operational phase of the project. Karachi Water and Sewerage Services Improvement Project 110 Social Management Framework 309. The main components of an SMP are described in the Table 17 below, which is line with the World Bank policies. Table 17: Components of SMP Summary of impacts Prediction of The predicted adverse social impacts for which mitigation is required should be social impacts identified and briefly summarised. Description of Each mitigation measure should be briefly described with reference to the mitigation impact to which it relates and the conditions under which it is required. measures Description of The monitoring program should clearly indicate the linkages between impacts monitoring identified in the SIA report, measurement indicators, detection limits and programme definition of thresholds that will signal the need for corrective actions. Institutional Responsibilities for mitigation and monitoring should be clearly defined, arrangements including arrangements for co-ordination between the various actors responsible for mitigation. Implementation The timing, frequency and duration of mitigation measure should be specified schedule and in an implementation schedule, showing links with overall project reporting implementation. Procedures to provide information on the progress and results procedures of mitigation and monitoring measures should also be clearly specified. Cost estimates These should be specified for both the initial investment and recurring expenses for implementing all measures contained in the SMP, integrated into the total project costs, and factored into loan negotiations. Source: World Bank, 1999 6.5.2.3 Preparation and Implementation of RAP 310. Prior to the preparation of RAP, a screening process will be used to identify potential risks associated with the anti-encroachment drive (AED). The methodology will be used to help screen out sub-projects that may be in areas previously affected by the anti- encroachment drive. The details of the screening process and risk mitigation measures are provided in the RPF, Section related to anti-encroachment drive. 311. 312. The steps to be undertaken for the RAP preparation include a screening process as mentioned above, a socio-economic census, lost asset inventory of the subproject area and identification of PAPs. This will be followed by the development of a RAP, RAP review and approval, implementation of the RAP and monitoring of RAP implementation and its successes. These steps will be the responsibility of the KW&SB in association with provincial government and other relevant institutions. Consequently, the implementation of RAP will be evaluated and documented. Throughout this process, consultation and public disclosure will take place with the PAPs, ensuring that the affected persons are informed about the objectives of the water supply and wastewater investments and involvement of landowners/affected persons in the programs. 313. Following approval of the RAP, the process of implementation will take place. This will involve: Karachi Water and Sewerage Services Improvement Project 111 Social Management Framework • Consultation (a continuation of the process entered into during RAP development process); • Notification to affected parties; • Documentation of assets; • Agreement on compensation; and • Preparation of contracts, compensation payments and provision of assistance in resettlement. • Review, Approval and Disclosure of Subproject Information 314. The results and recommendations presented in the social screening forms and the proposed mitigation measures presented in subproject or site-specific SIAs, SMPs and/or RAPs/ARAPs, PCRMP whichever is deemed appropriate, will be reviewed by KW&SB. In compliance with Bank’s guidelines and in the national laws and regulations, before a subproject is approved, the applicable documents (SIA, SMP and/or RAP/ARAP or PCRMP) must be made available for public review, providing sufficient time for review, at a place accessible to local people, (e.g., at KW&SB website, circles and town offices), and in a form, manner, and language they can understand. 6.5.3 Step 3: Review and Approval 315. Review: IA will review the social screening forms and make recommendations as to whether results of the screening process are acceptable. In case an SIA, SMP, RAP/ARAP needs to be undertaken, TOR‘s will be prepared and approved by the IA and WB. The above studies will be undertaken by the external consultant hired by KW&SB in accordance with TORs approved by KW&SB and WB. 316. Approval/Rejection: IA will review the SIA report and will make a final decision on project implementation. If the SIA is approved, SEPA will confirm the SIA has been satisfactorily completed and implementation of proposed subproject may commence. 6.5.4 Step 4: Public Consultations and Disclosure 317. Public consultations will take place during social screening process, and input from the public consultations will be reflected in the design of mitigation and monitoring measures. • Exhaustive consultation with affected persons and the community as a whole to inform them of the implications of the project on their economic activities. 318. This will involve notification (to publicize the matter to be consulted on) and consultations (a two-way flow of information and opinion exchange with participation from all interest groups). 6.5.5 Step 5: Social Monitoring 319. Social monitoring aims at checking effectiveness of mitigation measures. IA will monitor implementation of social mitigation measures based on the contractor‘s work plan on a quarterly basis. Karachi Water and Sewerage Services Improvement Project 112 Social Management Framework 6.5.5.1 Step 7: Social Monitoring Indicators 320. The IA will have the overall responsibility for monitoring during the subproject’s implementation. The Bank will closely follow up the implementation of the subprojects, through regular supervision mission during the implementation, and ex-post evaluations. Quarterly progress reports will also be submitted to the Bank for review. 321. The following specific social safeguard performance indicators will be used to monitor social safeguard processes before the award of construction contract. • Completion of RPF and processes resulting in preparation of full/abbreviated Resettlement Action Plan and, where required; • Payment of compensation and resettlement assistance, if any, to all subprojects affected in accordance with the Entitlement Matrix prior to initiation of construction activities; and • The Social Safeguard Process and the preparation of SMPs will be completed before the award of contracts for construction. 322. The subproject screening and review process is provided in Figure 9. Karachi Water and Sewerage Services Improvement Project 113 Social Management Framework Subproject • Identification of subprojects Subproject Screening Proposal • Screening determination Refer to RPF for details on screening process. Impact Category A Category B Category C Assessment Subproject • Subprojects • Carry out SIA • Apply Appraisal will not be • ARAP Social considered. • Apply Social safeguards safeguards in in contract contract Subproject Social Review • ARAP reviewed by WB Approval • Subprojects approved on the basis of social review findings Subproject • Implement mitigation measures for subprojects Subproject Implementation • Training of relevant staff on implementation Implementation measures Social • Monitor social compliance ( A RAP Subproject Monitoring implementation where applicable) Monitoring • Carry out annual social audits for sub-projects Figure 9: Subprojects Screening and Review Process 6.5.6 Social Screening and its Application 323. IA will utilize social screening procedure to identify potential social risks and opportunities associated with the proposed subprojects. The IA staff will be required to visit the proposed subproject site, interview the stakeholders, and assess the project’s impacts in view of their knowledge concerning social risks and concerns in the area. Project staff must consider the nature and location of the subproject and the anticipated impacts, and based on their judgment, confirm or propose the best course of action and submit a more detailed project report. 324. All subproject proposals, as well as Category C proposals consisting of capacity development and improvement of the operational performance of IA executing water and sanitation subprojects, studies related to the development or improvement of infrastructure Karachi Water and Sewerage Services Improvement Project 114 Social Management Framework (e.g., GIS mapping, bulk and household metering information, education and communication, will not be subject to further Social Screening. This is so because these types of proposals pose negligible or no social risks. However, in case there is a change in the future regarding the types of subprojects eligible for funding by the Project that makes them likely to generate moderate to significant risks (such as for instance the inclusion of funding of certain types of infrastructure), then those types of projects would be subjected to the corresponding steps of the SMF. 6.6 Exclusion Criteria 325. To ensure that the project meets its overall objectives, and that the national as well as Bank’s safeguard requirements are met, the following will cons titute criteria for the exclusion of subproject sites from project finance: • Category A subprojects, involving large-scale land acquisition and resettlement, will not be considered. • The subproject that would impact mosques, graveyards, and other places/objects that are of religious and cultural significance will not be considered; • May significantly restrict access to common property resources and livelihood activities of groups and communities; • Community agreement cannot be reached on sites and land is not available through methods adopted in the SMF. • Subprojects in locations where impacts of the ongoing anti-encroachment drive cannot be mitigated and compensated in accordance with the Bank’s safeguards policies. 326. The following Table 18 provides a Generic SMP to be followed during the design and implementation of the subprojects. Karachi Water and Sewerage Services Improvement Project 115 Social Management Framework Table 18: Generic Social Management Plan Sr. No Activities Potential Impacts Mitigation Measures Timeframe Institutional Responsibility Implementation Supervision A: Design & Preconstruction Stage Project Location: Loss of land/properties • Screen out sites where mitigation and Design and SupervisoryKWSB/ SSMC/PIU Land Acquisition & and livelihood; shelter compensation measures cannot be applied Pre- Consultants R&R Issues due to land acquisition in accordance with Bank safeguards Construction for development of policies (e.g. sites where, as consequence Stage KWSSIP subprojects; of the on-going anti-encroachment drive, and on-going anti- there has been loss of livelihood, forced encroachment drive eviction etc. which cannot be compensated per Bank policy) • Identify appropriate government site to avoid land acquisition and resettlement impacts. • The affected persons/families to be identified in advance and should be compensated at replacement value for the lost asset as per prevailing rules and policy of the GOP and the World Bank • The affected person must be compensated before taking physical possession of the asset. • Any displaced person to be resettled • Loss of livelihood to be compensated monetarily and wherever possible, in form of alternative livelihood • Any loss of sources of livelihood to be compensated B: Construction Stage Labour • Influx of migrant • The contractor will preferably engage local SupervisoryKWSB/ SSMC/PIU laborer’s labour force except for the laborer’s Consultants • additional requiring special skills and non-availability pressure on the of such skilled laborers from local area. local resources • Subproject to assess and manage labor and social influx risk based on risks identified in the infrastructures Karachi Water and Sewerage Services Improvement Project 116 Social Management Framework Sr. No Activities Potential Impacts Mitigation Measures Timeframe Institutional Responsibility Implementation Supervision • Risk of social SIA. Depending on the risk factors and their conflict level, appropriate site-specific • Labor Influx Management Plan and/or a Workers’ Camp Management Plan. • Subproject will incorporate social mitigation measures into the civil works contract. The responsibilities for managing these adverse impacts will be clearly reflected as a contractual obligation, with a mechanism for addressing non-compliance. • Additional measures can aim to reduce incentives to engage with the local community by providing workers with the opportunity to spend their time off away from the host community, where feasible with a small transport allowance, ideally allowing workers to regularly return for brief visits to their families, spouses and friends, or to visit nearby urban centers that provide a variety of legal social opportunities. For workers who need to travel further it may be attractive to forego weekends off in exchange for longer breaks that would allow for such home leave travel. Impact on Human • Routine medical checkup of field staff and Construction SupervisoryKWSB/ SSMC/PIU health, especially laborers stage Consultants workers working at • Provision of potable drinking water at site. construction sites • Provision of proper sewage and waste (Labour Camps) disposal system. Sanitation facilities have to be provided at the camp sites. • Awareness program on HIV aids and other communicable disease may be provided to the work force. • First aid facilities to be provided at the construction camps. Any case of disease Karachi Water and Sewerage Services Improvement Project 117 Social Management Framework Sr. No Activities Potential Impacts Mitigation Measures Timeframe Institutional Responsibility Implementation Supervision outbreak may be immediately subjected to medical treatment. • Mosquito repellant to be provided to the labors such as coil and sprays. The camps may maintain cleanliness and hygienic condition. • Proper ventilation may be provided in labour camps. • Use of child labour will be strictly prohibited. • Contractor will maintain a labour register with name, age and sex with supporting document (preferably copy of • ID card). This will be monitored by Supervisory consultants and IA. • Provide signage near construction sites and approach roads. • Avoiding Gender Based Violence Contractor will prepare and implement robust measures to address the risk of gender-based violence that include (i) mandatory and repeated training and awareness raising for the workforce about refraining from unacceptable conduct toward local community members, specifically women; (ii) informing workers about national laws that make sexual harassment and gender-based violence a punishable offence which is prosecuted; (iii) Introducing a Worker Code of Conduct as part of the employment contract, and including sanctions for non-compliance (e.g., termination), and (iv) contractors adopting a policy to cooperate with law enforcement agencies in investigating complaints about gender-based violence. Karachi Water and Sewerage Services Improvement Project 118 Social Management Framework Sr. No Activities Potential Impacts Mitigation Measures Timeframe Institutional Responsibility Implementation Supervision Occupational Increased • The Contractor will comply with the ContractorsKWSB/ SSMC/PIU Health and accident requirements of the Environmental, Health, Safety risks and Safety (EHS), Guidelines of the World and Bank, April, 2007 and the statutory norms of health safety during construction. hazards • The Contractor will provide adequate good quality Personal Protective Equipment’s (PPE) to all the workers working at construction zones and Plant sites and will ensure that these PPEs are used by workers at all time during works. • The facility should have firefighting system, Proper ventilation system, first aid facilities. • Provide persons working in the site with appropriate training, equipment and the information necessary to ensure their safety. • Unauthorized access should be strictly prohibited. • Emergency contact name and number should be displayed in front of the storage. • Adequate drainage, sanitation and waste disposal will be provided at workplaces. • Proper drainage will be maintained around sites to avoid water logging leading to various diseases. • Adequate sanitation and waste disposal facilities will be provided at construction camps by means of septic tanks, soakage pits etc. • A health care system will be maintained at construction camp for routine checkup of workers and avoidance of spread of any communicable disease. • Readily available First Aid kit bearing all necessary first aid items will be proved at all Karachi Water and Sewerage Services Improvement Project 119 Social Management Framework Sr. No Activities Potential Impacts Mitigation Measures Timeframe Institutional Responsibility Implementation Supervision the work sites and should be regularly maintained. • The Contractor will organize aware ness program on HIV aids and sexually transmitted diseases (STDs) for workers on periodic basis. Karachi Water and Sewerage Services Improvement Project 120 Social Management Framework 7 SOCIAL IMPACTS AND RISK MITIGATION 7.1 Introduction 327. The Section cover social risks and impacts (positive and negative) including those related to gender, inclusion of marginalized and vulnerable groups and communities (elderly, disabled persons etc.), informal sector workers and businesses (hawkers, mobile vendors etc.) and suggests mitigation measures. 7.2 Positive Social Impacts 328. The proposed KWSSIP has the potential to bring considerable benefits to citizens of Karachi within the subproject areas as well as in adjoining settlements. Anticipated benefits include improved water availability and solid waste management that would result in improved public health status and hygiene conditions, and saving of time and energy – particularly for women and children and marginalized groups. 329. The project is expected to promote and contribute to the overall socioeconomic development in local areas — benefitting local communities, particularly the vulnerable communities. The significant and long-term positive social impacts arising from the project will be: possible increase in the socioeconomic status of the people living within the selected subproject areas; improved access to safe and reliable water supply and sanitation services; water resource conservation as a result of reduction in system leakages; and reduction in contamination of water bodies through improved pumping and treatment of wastewater as per required standards. 330. The improvement of water and sanitation and municipal services will have positive impacts on women’s lives and they will enjoy a large part of the benefits of improved urban services. Key benefits would include improved health and reduced time for household chores as a result of improved water supply, sanitation and waste disposal services which would give them more time for both productive and leisure activities. 331. The overall health of the local community is expected to improve due to improved hygiene and sanitation resulting in a reduction in the incidence of diseases that are associated with the consumption of unsafe water. Economically the communities will benefit due to savings from money spent on medical services due to reduced incidence of water borne diseases, and increased productivity due to increased availability of water supply for various productive activities. Another economic benefit will be accrued from increased revenue collection by KW&SB due to increased supply, improved accountability system, volume measuring devices and anticipated reduction in leakages and water theft. Karachi Water and Sewerage Services Improvement Project 121 Social Management Framework 7.3 Key Social Issues and Risk Mitigation Measures 332. If the adverse social impacts are not well identified and managed or mitigated during identification, design and implementation of subprojects, the proposed investments for infrastructure improvement can also result in adverse social impacts — further exacerbating Better Practice Markers the existing social challenges. KW&SB will assess the subproject proposal and mitigation measures as 333. Since the anticipated impacts of the specified in the agreed safeguards subprojects are not fully known, the proposed instruments to ensure that all impacts mitigation measures are put in place to assist the have been accurately and reliably IA Agency. In the event that potential negative managed, and the subproject design impacts do occur this SMF has remedial minimizes adverse impacts while mitigation measures in place to address these maximizing any positive impacts. impacts. A cumulative impact analysis is conducted while project alternatives are 7.4 Scope of LAR and Social Impacts considered. The subproject alternatives include a ‘no subproject’ option. Only 334. The detailed scope of all subprojects of subprojects that are found to be socially the identified components has not yet been viable meeting the requirements defined, it is anticipated that the proposed specified in this SMF are to be investment in targeted districts and towns of considered for financing under KWSSIP. Karachi will not require any involuntary resettlement or major land acquisition for rehabilitation and improvement work. However, one investment component (subproject) may have land acquisition and livelihood impacts, which will be identified and mitigated prior to implementation of the subprojects. The detailed LAR scope and impact severity for each identified component is given below. 7.4.1 Component 1: Operational & Enabling Environment Reform 335. This component will build capacity and raise operational performance, as well as to prepare and implement planned enabling environment reforms. The component will include soft actions which are non-material in nature and involve desk studies. The activities will have no land acquisition and resettlement (LAR) impacts. 7.4.2 Component 2: Infrastructure Framework Approach 336. The infrastructure interventions of the first project phase will be implemented under a framework approach that guides the selection of specific capital investment according to strict criteria, while retaining the flexibility needed to align investments dynamically with the evolving reform agenda. The selection criteria of the investment framework will be detailed during appraisal, but may be summarized as follows: i. Alignment with Project Objectives: Selected infrastructure investments will benefit the area of Karachi Municipality and support the project development objective; ii. Compliance with Relevant Guidelines: Selected infrastructure investments will comply with all social-, environmental-, procurement- and financial management requirements of the World Bank and the Government; Sites will be screened to ensure that these were not impacted under anti-encroachment drive or people were compensated in accordance with the Bank’s policy on involuntary resettlement in conformity with RPF. Prioritization of Reform Agenda: Priority shall be given to infrastructure investments Karachi Water and Sewerage Services Improvement Project 122 Social Management Framework that align with the reform program of Phase 1, Component 1; iii. Standardized Selection and Approval Cycle: Selected investments shall be approved following a standardized, well-defined selection and approval roadmap to be outlined during appraisal; 337. The priority areas in which specific investments will be selected include: • Water Network Rehabilitation • Sewer Network Rehabilitations • Extension of safe water supply to informal settlements 338. All the above mentioned water supply and sewer network rehabilitation and improvement activities will involve construction work, all of which will occur within the existing facilities or government owned ROW. For improving water supply in katchi abadis, care will be taken to avoid damaging door steps or concrete slabs. Requisite stipulations will need to be included in the bid documents and contractual agreements with contractors and their compliance will be monitored. Repair work of broken pipes will be within road corridors and may require relocation of hawkers and vendors occupying government land. 339. The rehabilitation of priority areas in the sewer network might involve the provision of tertiary drains and sewers to connect to the main trunk sewer to augment the utility of the existing networks. In this regard, standard tertiary drains will be constructed and will be connected to main sewer trunks to carry the wastewater to sewage treatment facilities. The rehabilitation and improvement of subprojects works identified under this component will be accommodated within the premises of existing facilities will unlikely involve any land acquisition and resettlement. The livelihood disruptions for most of hawkers and vendors will be transient and insignificant. Some vendors may be permanently displaced and hence face significant impacts and will be relocated and compensated. The subproject can be classified as impact category B and LAR will not be required, as long as the rehabilitation work is undertaken within the ROW during the design stage. 7.4.3 Component 3: Project Management and Studies 340. This component will support the costs of managing the project and preparing subsequent phases. This will include direct project management costs of KW&SB, contract management consultancies to support infrastructure investments. The preparation of safeguards, feasibility and tender documents for Phase 2, hence no LAR impacts are envisaged. 7.4.3.1 Mitigation Measures • Resettlement of the project affected persons will be planned and implemented as an integral part of the subproject itself. • Meaningful consultation with PAPs and the community as a whole to inform them of the implications of the project on their economic activities; • Inventory, valuation of, and compensation for lost assets (quantity and type of assets); • Absence of legal title will not be considered a bar to assistance, especially to the socio-economically vulnerable groups. Karachi Water and Sewerage Services Improvement Project 123 Social Management Framework • Other assistance measures, if any, necessary to provide opportunities for livelihood restoration for PAPs; • Vulnerable groups in terms of socioeconomic characteristics of the affected households will be identified and mitigated according to the provisions adopted in this SMF. • PAPs losing residential and commercial structures including the poor and vulnerable households squatting on public lands, will be assisted with physical relocation and provision of basic amenities like water supply, sanitation, etc. • Assistance to affected businesses and commercial enterprises; • Relocation arrangements, if necessary, including transitional support. 341. A Resettlement Policy Framework (RPF) has been prepared in accordance with principles, objectives, procedures and rules set out in the World Bank Operational Policy OP/BP 4.12–Involuntary Resettlement. Since the nature and precise location/s of potential developments has not been confirmed, this RPF establishes the principles, objectives, procedures and rules to be used in the preparation of resettlement action. 7.4.4 Gender Impacts 342. Women face various gender inequalities and disadvantages in the social context of Sindh which often affect their access to water and participation in community based initiatives. Women are important stakeholders in water and sanitation rehabilitation subprojects, falling among both the affected and the beneficiaries. It is important to understand the gender dimensions of the project and its differential impacts on women so as to maximize project benefits. Failure to recognize the importance of gender in subproject implementation will have negative social impacts on women. The IA will ensure that the adverse impacts on women and children due to the project are minimized or completely eliminated (refer to Section 9 - Gender Development Framework for details). 7.4.4.1 Mitigation Measures 343. The socio-economic data gathered will be gender-disaggregated, and the impacts assessment will be carried out separately for men and women. Needs, aspirations and priorities of women will be reported in the subproject RAPs/ARAPs. Female staff will also be hired to collect data and work with and assist women in resettlement activities. • Women will receive compensation pertaining to the economic activities in their name. Female heads of households will be registered as the recipients of compensation and rehabilitation measures due to their households. Land titles for and usage rights of replacement land will be registered in the name of women, if the land lost to a subproject was legally owned by a woman. • Women will be included in the participation and consultation process through women meetings and will be encouraged to participate in RAP planning and implementation process. • Due consideration will be given to complaints and grievances lodged by women PAPs. • The project will also ensure the inclusion of females as impact enumerators and one female gender specialist in the social safeguard team in the PIU. Karachi Water and Sewerage Services Improvement Project 124 Social Management Framework • Access for women PAPs to project related employment opportunities, skill- enhancement trainings and provision of alternative livelihoods. • IA will prepare a Gender Action Plan to mitigate negative impacts based on SIA findings and propose enhancement measures. 7.4.5 Physical Cultural Resources 344. There are a large number of culturally-protected buildings exist in Karachi. These would be investigated as part of the ESIA process and procedures for chance finds of any artifact/site of archeological significance occurs during construction or any contemporary structures and/or places of spiritual and religious importance are put in place. 7.4.5.1 Mitigation Measures 345. The following mitigation measures will be observed: • Cultural resources uncovered during land clearing will handed to relevant government authorities to be preserved; • Shrines and sacred places that lie in the demarcated area will be appropriately relocated; • IA will collaborate with relevant government traditional authorities in identifying and avoiding damage to cultural sites and resources; and • Important cultural sites will be marked and fenced during land clearing. Chance Find Procedure 346. During the constructional phase, cultural/archaeological ‘chance finds’ - sites of cultural significance such as sacred woods or trees or rock outcrops and historical or archaeological heritage/items or sites which the local residents may not have mentioned at the survey stage will be monitored to ensure that such sites or items are properly managed to the satisfaction of both the local communities, the EPA and/or other relevant authorities. 347. The “Chance Findsâ€? procedure will be included in the SMP and will be covered in the contract for civil works, referring to the small areas to be occupied by water supply and sewer lines. If in case there is any archaeological site in any of the proposed camp sites, measures will be taken to change such a site. In the event that an archaeological resource is discovered during the construction process a Chance Find Procedure such as a rapid archaeological survey will be implemented in sub project corridor and camp site. This procedure needs to be included in the Contractor’s SMP. 348. A Chance Find Procedure is a process that prevents archaeological sites from being disturbed until an assessment by a competent specialist is made and actions consistent with the requirements of OP4.11 are implemented. It is a project-specific procedure that outlines what will happen if previously unknown physical resources are encountered during project construction or operation. The procedure includes record keeping and expert verification procedures, chain of custody instructions for movable finds, and clear criteria for potential temporary work stoppages that could be required for rapid disposition of issues related to the finds. Karachi Water and Sewerage Services Improvement Project 125 Social Management Framework 349. In accordance with this Procedure, work will cease on a site where archaeological material is found. The consulting engineer will inspect and secure the site, and will then contact the monitoring agency for advice and arrange for a survey or salvage work as appropriate. 7.4.6 Community Health and Safety Impacts 350. The construction of the subprojects will have adverse impacts on public health due to dust, noise, pollution, and migration of construction workers into the subproject. The transportation of heavy machine and equipment to the subproject area may cause additional hazards, accidents and human injuries. It is therefore necessary to generate awareness regarding community health and safety in order to protect local communities from hazards or negative health (including flooding, contamination, disease and other natural or human-made hazards). Sub-project related activities may directly, indirectly or cumulatively change community exposure to hazards. A significant concern regarding major development projects is the spread of communicable diseases from the workforce to the surrounding communities. 7.4.6.1 Mitigation Measures 351. IA will ensure the following mitigation measures: • Ensure an assessment of health risks and potential impacts on the safety of affected communities during the design, construction, operation, and decommissioning of subprojects. • Establish preventive measures and plans to address them in a manner commensurate with the identified risks and impacts. These measures will favor the prevention or avoidance of risks and impacts over their minimization and reduction. • Assess potential exposure to both accidental and natural hazards, especially where the structural elements of the subproject are accessible to members of the affected community or where their failure could result in injury to the community. • Ensure that subprojects avoid or minimize the exacerbation of impacts caused by natural or man-made hazards, such as flooding form the main bulk line as happened in the past that could result from land use changes due to subproject activities. KW&SB will ensure that subprojects are gender-sensitive and consider how women’s and children’s health and safety could be particularly at risk. • IA will ensure collaboration with appropriate and relevant authorities and third parties, in order to be prepared to respond to accidental and emergency situations in an appropriate manner. This preparation will include the identification of areas where accidents and emergency situations may occur, communities and individuals that may be impacted, response procedures, provision of equipment and resources, designation of responsibilities, communication, and periodic training to ensure effective response. • IA will consider the differential impacts of emergency situations on women and men, the elderly, children, disabled people, and potentially marginalized groups, and strengthen the participation of women in decision-making processes on emergency preparedness and response strategies. • Appropriate information about emergency preparedness and response activities, resources, and responsibilities will be disclosed to affected communities. The Karachi Water and Sewerage Services Improvement Project 126 Social Management Framework emergency preparedness and response activities will be periodically reviewed and revised, as necessary to reflect changing conditions. 7.4.7 Occupational Health & Safety 352. Occupational health and safety refer to protecting workers from accident, injury or illness associated with exposure to hazards encountered in the workplace. The nature of the construction activity during project implementation involved is of general nature, not requiring any specific measures. However, all the necessary safety measures required during the construction of water treatment plants, rehabilitation of water and waste water lines and installation of mechanical equipment will be observed and maintained as per the standard procedures and requirements. 7.4.7.1 Mitigation Measures 353. IA will ensure that workers are provided with a safe and healthy working environment, taking into account risks inherent to the water and sanitation activities and specific classes of hazards in the work areas. Where relevant, IA will ensure steps are taken to prevent accidents, injury, and disease arising from, associated with, or occurring during the course of work and will ensure the application of preventive and protective measures consistent with international good practice, as reflected in internationally-recognized standards such as the World Bank Group’s Environmental, Health, and Safety Guidelines. 7.4.8 HIV/AIDS Prevention and Management 354. To ensure that intensive education is given on the issues of transmission and prevention of HIV/AIDs as recommended by ILO, the IA will work in collaboration with the Health Directorate of the Ministry of Health, Sindh to increase education of workers regarding precautionary measures. 355. IA will ensure that the appropriate tools to collect, analyze and organize the information needed to maintain a safe and healthy working environment are made available and used in the workplace. Highlights of the principles to be followed by workers are set out below, based on ILO and World Bank Group’s Environmental, Health, and Safety Guidelines: 7.4.8.1 Mitigation Measures • Prevention and treatment guidelines on HIV/AIDS for community/workplace will be prepared; • HIV/AIDS prevention clauses will be incorporated into works contracts; • There should be no discrimination or stigma against workers on the basis of real or perceived HIV status; • Refusal of employment or dismissal should not be based on HIV status, nevertheless testing for HIV should be carried out as specified in the code; • Due care and confidentiality will be exercised in handling information on HIV status of workers bound by the rules of confidentiality set out in existing ILO instrument; and • Prevention programs on HIV by contractors will include education and information provision, peer counseling, condom use promotion and distribution, and facilitation of voluntary counseling and testing and support for behavioral change. Karachi Water and Sewerage Services Improvement Project 127 Social Management Framework 8 STAKEHOLDER PARTICIPATION AND COMMUNITY ENGAGEMENT FRAMEWORK 8.1 Introduction 356. The SMF requires the formulation of a Stakeholder Engagement Framework to identify and consult with relevant stakeholders in the engagement process. Stakeholder participation plays a major role in identifying the potential impacts of any proposed subproject under KWSSIP. Citizen consultations assist in the identification of socio-economic and cultural impacts. KW&SB will devise and implement a comprehensive consultation, participation and information disclosure process to ensure that the stakeholders who are directly or indirectly involved in the Project (PAPs, marginalized/vulnerable beneficiary groups, government officials, civil society) are identified as being socially impacted. 8.2 Consultation and Participation 357. Consultation is an ongoing process that: (i) begins in the subproject preparation stage and is carried out on an ongoing basis throughout the project cycle; (ii) provides timely disclosure of relevant and adequate information in a manner readily accessible and understandable to affected people; (iii) enables the documentation and addressing of concerns of stakeholders; iv) consultation is undertaken in an atmosphere free of intimidation or coercion and is gender inclusive and responsive, specifically tailored to the needs of disadvantaged and vulnerable groups; and (v) enables the incorporation of all relevant views of stakeholders into decision making, such as project design, mitigation measures, the sharing of development benefits and opportunities, and implementation issues; (vi) Consultation is carried out in a manner commensurate with social fabric of the subproject area and the impacts on affected communities. • The IA will carry out meaningful consultation with PAPs and other concerned stakeholders, and facilitate their informed participation; • Prepare a schedule and frequency for consultation and participation; and • Ensure consultation early in the project preparation stage and is carried out on an ongoing basis throughout the project cycle. 8.2.1 Approach and Methodology for the Consultation 8.2.1.1 Identification of Subproject Stakeholders 358. KW&SB recognizes stakeholder engagement as an ongoing process that involves the elements of stakeholder analysis and planning, disclosure of information, consultation and participation through the life of the project, a grievance mechanism, and ongoing reporting to the affected communities. The engagement process for the project needs to include and allow for the participation of both directly impacted and indirectly impacted stakeholders and needs to be free of external manipulation and coercion. 359. The main subproject stakeholders identified are PAPs, who reside within the impact corridor of the proposed subprojects. Other stakeholders identified include service providers, community members, encroachers, CSOs, students, general public and various government departments. All these stakeholders have different types of stakes according to their interests and involvement in various aspects of the subproject. Karachi Water and Sewerage Services Improvement Project 128 Social Management Framework 8.2.1.2 Stakeholder Mapping 360. Stakeholder mapping is a process of examining the relative influence that different individuals and groups have over a subproject as well as the influence of the subproject over them. The purpose of stakeholder mapping is to: • identify each stakeholder group; • study their profile and the nature of the stakes; • understand each group’s specific issues, concerns as well as expectations from the subproject and gauge their influence on the subproject; 361. The significance of a stakeholder group is categorized considering the magnitude of impact of the subproject on the stakeholder or degree of influence (power, proximity) of a stakeholder group on the subproject functioning. Stakeholder consultation is carried out during the subproject preparation stage in the form of public meeting, focus group discussion, in- depth interviews and individual consultations. The consultation process will ensure that the likely PAPs, local community and other stakeholders will be informed in advance, and allowed to participate actively and consulted. This serves to reduce the insecurity among PAPs and thereby opposition to the project because of its transparent nature inbuilt in the consultation process. 362. The following approach will be employed to carry out the public consultations process. • Consultative meetings to be held with the general stakeholders; • Scoping sessions held with local communities including project affected persons • Focus Group Discussions held with project beneficiaries. 8.2.1.3 Consultation Process 363. All stakeholders should know how the consultation process will be conducted and how the outcomes of the consultation will be used, including the rights and responsibilities of the different stakeholders. These terms should be understood and agreed upon by all stakeholders and should include information on the following: 364. Timing – a common understanding of timelines and deadlines should be reached, including the minimum amount of time required to: give advance notice of a planned consultation; carry out self- selection processes to identify suitable representatives (where appropriate); provide any required capacity building prior to the consultation; and make available key documents that may need to be circulated and reviewed in advance of discussions. 365. Agenda and process for determining consultation outcomes – the agenda of the consultation and how participating stakeholders will contribute to the desired outcomes of the consultation should be stated. If the consultation is to solicit opinions and views, clarify how these will be reviewed and incorporated (e.g., whether participants will be able to comment on future drafts). 366. Representation – decide which stakeholder groups should be represented and the number of representatives that can be accommodated for the purposes of the consultation, noting that self-selection of representatives should be supported (where appropriate). Also clarify what the roles of different representatives are in the context of the consultation’s desired Karachi Water and Sewerage Services Improvement Project 129 Social Management Framework outcome, e.g., if there is a decision-making process as part of the consultation, state which representatives have decision- making authority and which representatives may be acting in an observer capacity only. 8.2.1.4 Analyze and Disseminate Results 367. The findings from every consultation should be analyzed, reported and discussed with representative stakeholder groups. It is important that the data analysis feeds back into the decision-making process. Providing timely feedback is also important to sustain interest in and commitment to the process. 368. On completing a consultation: develop a report on findings; acknowledge key issues raised during consultations and respond as appropriate; and describe how the outcomes of the consultation process will be incorporated into subproject design, In addition, the findings of all the consultations should be disclosed through the agreed upon communication channels. 369. Capacity building – develop a shared understanding of capacity needs and steps that will be taken to build capacity in advance of the consultations. 370. Transparency on outcomes – decide how the outcomes of the consultation will be documented and made publicly available (e.g., through the IA’s website). 8.2.1.5 Information Closure and Dissemination to Stakeholders 371. The IA will identify relevant information to be disclosed during the engagement process throughout the life of the subproject: • The purpose, nature, and scale of the project; • The duration of the proposed project activities; • Any risks and potential impacts on the community and the relevant mitigation measures; • The proposed stakeholder engagement process; and • Grievance redress mechanism. 372. For this purpose, the key means of disclosing the information and allowing for a process of feedback and participation has been identified as making non-technical summaries of the social safeguard documents, available in the form of pamphlets and reports at key locations and group meetings and discussions. The copies of the non-technical summaries identified will be made available in the local language at locations suitable to the community, such as at the customer offices, town, district offices. For uneducated people, other suitable communication methods will be used. 8.2.1.6 Monitoring Stakeholder Engagement 373. It is important to monitor stakeholder engagement to ensure that the consultation and disclosure efforts are effective, and in particular that the key stakeholders such as local communities have been meaningfully consulted through the process. The monitoring of the stakeholder engagement process will be undertaken on a quarterly basis by the IA. Monitoring stakeholder engagement will include: Karachi Water and Sewerage Services Improvement Project 130 Social Management Framework • Monitoring the formal and informal consultation activities conducted with the stakeholder groups; Monitoring the effectiveness of the engagement processes in managing impacts and expectations; • Tracking feedback received from engagement activities; • Recording and tracking commitments made to communities; and • Assessing the efficacy of the engagement activities in terms of the desired outcomes. 374. The public participation process involves the following: • Information dissemination — which WBG Requirements for Public Consultation informs stakeholders of Public consultation and disclosure should: project activities, • Be free of external manipulation, interference, coercion potential impacts, and or intimidation; mitigation measures • Be inclusive of all segments of the affected communities through the life of the (including women, children, the elderly, etc.); project. • Be informed by preliminary stakeholder analysis; • Consultations — which • Entail both open (public) community meetings and discussions with community leaders; allow the stakeholders to • Clearly communicate potential project-related risks and express their views on impacts; issues relating to the • Start during early scoping (especially for projects with subproject. significant impacts); • Participation — which • Be based on timely, relevant, understandable and requires shared accessible information – this requires information to be provided in the languages and methods preferred by the involvement and affected communities; responsibilities, and • Entail a clear action plan based on the social decision-making by management plan; and agreed upon processes • Accompany all significant changes to project planning, such as mediation and scope and execution. consensus building. 8.3 Community Engagement Framework 375. Community participation has different dimensions, and often, community participation is not just the attendance of meetings, but an involvement in a way that empowers community members. Effective community engagement needs to be meaningful to those who are participating. The aim is to develop a framework that will be used to conceptualize community engagement processes at the IA level as part of a community engagement policy. The policy will be to involve the community from passive to more active approaches that also include associated promises related to reaching and involving stakeholders at each specific engagement level. 376. IA should develop a formalized policy on CE guiding principles. It should identify: a) the recognition of the benefits of community engagement; b) its commitment to engagement; and c) the processes to which this policy applies (development of municipal policies, specific Karachi Water and Sewerage Services Improvement Project 131 Social Management Framework projects, strategies and plans for strategic investments). IA should identify a staff lead (champion) within the KW&SB that should be responsible for both leading and facilitating community engagement process. 8.3.1 Community Engagement (CE) Principles 377. Community engagement to be followed by IA for the city of Karachi that should be guided by six principles: Communication, Inclusivity, Transparency & Accountability, Continuous Improvement, Resources, and Engaging Partners. These principles represent a strong foundation for how the IA will engage the community. This includes an increase in community knowledge about government practices and procedures, having more transparent government process, promoting greater communication/relationship building between the IA and the community, and stronger decision-making, among others. 8.3.1.1 Diversity 378. Barriers to community engagement include anything that prevents a person from fully participating because of his/her age, gender, language, ability, ethnic and religious affiliation and socio-economic status etc., As such, it is critical to determine the most effective best practices on how to focus on diversity. IA should develop a formalized diversity strategy, as part of a workable model for community engagement and the operationalization of empowerment. 8.3.1.2 Communication 379. The engagement process and each step of its progress will be communicated to participants and the community at large using appropriate methods and technologies. The IA should: • provide information that is timely, accurate, objective, easily understandable and highly accessible. • work with the citizens in a cooperative and collaborative way that includes openness, information sharing and a commitment to feedback and the use of plain language. • involve the community as early as possible in the process so that time and opportunity are given for stakeholders to learn about the issue - and so that timely, clear and complete information about the engagement process can be communicated to all stakeholders • remind stakeholders that their views and involvement are always welcomed and valued. 8.3.1.3 Inclusivity 380. Inclusivity was identified as a foundational guiding principle, and to begin to understand how the subprojects can be more inclusive in its engagement initiatives. IA engagement processes should be based on building trust and relationships within the community. To achieve this, IA should: • develop specific strategies for effective communication and consultation and building stronger links with those members of the community that are often not engaged. • foster respect for the diverse values, interests and knowledge of those involved. Karachi Water and Sewerage Services Improvement Project 132 Social Management Framework • encourage participation by those who will be affected by the subprojects. 8.3.1.4 Transparency and Accountability 381. The IA should be transparent and accountable for acting in accordance with its "Commitment to the Community" and will demonstrate that results and outcomes are consistent with the promises it makes. The IA should: • make citizens clear about the reasons why they are being involved, what is expected of them and the range of outcomes of their involvement will produce; • provide with feedback as to the results of the process and how their input influences the decisions as they are made; • evaluate engagement processes and measure outcome; • continue to seek better ways of engaging the citizen at large about complex issues; • share ideas, techniques, knowledge and experience about community engagement across the organization, and seek to learn from, the best practices of other organizations and communities. 8.3.1.5 Resources 382. The IA should acknowledge the importance of engaging the citizen and providing adequate staff, time and funding to do so. The IA should: • allocate available resources to support effective citizen engagement; • train staff to be capable of supporting effective engagement; • respect and effectively use the time and resources of stakeholders. 8.4 Suggested Measures 383. In view of the community engagement principles, IA should take the following measures: 8.4.1 Guidelines/policies on Community Participation 384. IA should develop guidelines/policies on public participation to inform and manage critical engagement with citizens. The guidelines/policies on public participation should clearly articulate the objectives of public participation and the process to be followed during engagement with citizens. During the development of such guidelines/policies, IA should ensure that the views and inputs of stakeholders are solicited. 8.4.2 Institutionalization of Community Participation 385. IA should institutionalize public participation as a service delivery and good governance mechanism. In order to institutionalize public participation, KW&SB should ensure that public participation function as a Citizen Forum is established and has the necessary financial and human resources to support critical citizen engagement. The Citizens Forum should be able to assist in the process of dealing with issues related with Project. IA should provide technical assistance to the Citizens Forum. Karachi Water and Sewerage Services Improvement Project 133 Social Management Framework 8.4.3 Conduct Citizens Satisfaction Surveys 386. The Citizens Forum should organize citizen satisfaction surveys by preparing a “Citizens Report Cardâ€?. IA needs to make use of findings as a measure to gauge the level of citizens’ satisfaction or lack thereof on services it provides. Such findings will pro-actively assist IA to engage with citizens and address their concerns. Through such engagement on the findings of the reports, possible social dissatisfaction with service delivery issues can be averted. 8.4.4 Training of officials involved in public participation 387. There is a need to ensure that officials involved in public participation are adequately trained to be capable of engaging with citizens. IA should ensure that officials acquire the necessary skills — especially in the areas such as conflict management, negotiations and understanding community dynamics. Trained officials in public participation will ensure that public participation initiatives in the respective districts are not only led by elected representatives, but are also initiated and led by officials. Karachi Water and Sewerage Services Improvement Project 134 Social Management Framework 9 GENDER DEVELOPMENT FRAMEWORK 9.1 Introduction 388. Water, sanitation and hygiene (WASH) have traditionally been gendered areas of work in Pakistan, which largely fall in the domain of women. However, gender is an important dimension of exclusion and intersects with other factors such as age, class, ethnicity and religion which will impact their engagement with this work75. Gender also frames women’s agency in terms of mobility and decision-making within the home, in communities and in the wider urban context. Thus any changes in policy or WASH programs, services and infrastructure are bound to have significant impact on various aspects of women’s lives. 9.2 Methodology 389. This report is an assessment of gender-related issues that are salient to water, sanitation and urban infrastructure in two low-income settlements in Karachi. The assessment is based on a review of relevant literature, interviews with key informants and discussions with community members, and data gathered during related research by our organization, Collective for Social Science Research (CSSR). This discussion will assess both potential negative and positive gendered impacts of the Project, and conclude with recommendations to mitigate risks and enhance the benefits for women. 9.2.1 Literature Review 390. The key conceptual insights were drawn from two recent studies conducted in Karachi. The first is a report produced by Anwar et al (2016) titled Gender and Violence in Urban Pakistan. The second was carried out by Collective for Social Science Research (CSSR, forthcoming) on Public Service Delivery in Informally Planned Settlements of Karachi. The findings of these studies allowed to develop more specific research questions for the investigation into how infrastructure and urban services affect the way women interact with their surroundings including their household (HH), communities and the wider city. Differences in their interactions in turn become drivers of exclusion and vulnerability for some, and empowerment for others. 391. Anwar et al (2016) make the important argument that gender has profound implications for mobility in urban contexts. Public spaces are understood to be the domain of the ‘masculine’, with a constant threat of violence driving women (and transgender) to a limited engagement with the public domain. Material scarcities and poor social and physical infrastructures (including weak public transport) further heighten the sense of risk and anxiety in such engagement and reinforce the social norms that restricts women to remain within their homes as much as possible. This study proposes that lack of access to basic services in urban contexts be viewed as a form of ‘infrastructural violence’76, causing livelihood and food insecurities, public health problems, and enhanced vulnerability to environmental hazards -- all of which are more pronounced amongst migrant and minority communities. 392. WASH is a core subset of this vulnerability due to its impact upon health and quality of life. Restrictions of women’s mobility in urban areas has put men in the key role of ensuring financial transactions for water supply. Anwar et al (2016:106-110) argue these gender roles 75 CSSR, 2018 76 Anwar et al, 2016:100 Karachi Water and Sewerage Services Improvement Project 135 Social Management Framework in water intersect with existing socio-political dynamics and inequality and may drive forms of public and private violence as households contend with shortages, unpredictability, and the increasingly violent legal economy that surrounds the supply of water. Thus ensuring a water supply becomes intertwined with notions of successful masculinity, and the insecurities around attaining supplies further reinforce gender ideals that ‘good’ women remain indoors (forcing children instead to collect water). Complicating matters further, the risk of domestic conflict increases with the stress of obtaining water, as women cannot perform their household duties unless men live up to their duty to secure the supply. Research in another urban setting finds that unevenness of water supply between and within neighborhoods can increase domestic abuse and lead to women sacrificing their personal hygiene to accommodate male household members77. 393. The accessibility of public utility providers to citizens is a key element of ensuring accountability of the public sector, yet research shows this access is mediated by gender and other social inequalities. There are few women staffing the offices of the Karachi Municipal Corporation (KMC) and its district offices, ranging from 7-12 per cent of total employees only78. This begs the question as to whether a greater presence of women within these organizations would lead to an improved service that accounts for the gendered differential in access to supply, and also encourage more women to venture into the public domain to make their needs heard to service providers. However, other research reveals that community members in general rarely bother to complain to authorities regarding both water and sewage issues, depending more on local government representatives, such as union councilors and town nazims, to air their grievances79. Yet, even these representatives are more often than not male and inaccessible to women without the mediation of male relatives. 394. These findings corroborate the World Bank’s concern globally to make WASH and other public services more gender inclusive80. Its social inclusion framework is based on a recognition that norms and practices related to water often reinforce gender inequality and other hierarchies. Informal institutions and norms, along with features of class, caste, ethnicity, religion and earnings will impact vulnerability and agency differently during the lifecycle. Hence access to water supply and sanitation will change for women depending on their status and position in the lifecycle81. 395. As CSSR’s (forthcoming) research in low-income communities in Karachi demonstrates income level, the number of able-bodied household members and their availability, and household standards all feature in the quantity and quality of water consumed. Household members try to adhere to existing social norms of behavior, while at the same time meeting their needs for WASH, such that even the very poor families in these communities were connected to some form of sewage system. However, limitations on mobility of young women to leave home to fetch water (from neighbors and supplies) remained severe. Thus, this research concluded that gender was possibly the most important dimension of exclusion when it comes to service delivery. 77 Mustafa and Talozi 2018 78 Dege 2018 79 World Bank CRC 2010 80 Das 2017 81 ibid Karachi Water and Sewerage Services Improvement Project 136 Social Management Framework 9.2.2 Research Questions 396. On the basis of the above discussion, a range of research questions were developed. These included: 1. What are the various types of water sources and sanitation systems in the settlements? What are the implications of these variations on how women and men in different households and communities organize their material, human and time resources? 2. Do variations in water and sanitation systems in the community lead to conflict between and within households? 3. In what conditions can women leave the house? Are there differences due to age, ethnicity, religion etc. that affect women’s mobility? 4. What do women in low income and informally planned settlements perceive as good service with respect to fresh water delivery and sewerage disposal? 5. What implications do projects that aim to change water supply and sanitation systems have for women’s resources (including material, human and time)? 6. Do women have a say in changes in infrastructure and systems of water and sanitation in the community and household? 7. How does (female) leadership or collective action emerge around service delivery issues/demand-making? 8. What do formal and informal service providers perceive as gendered impacts of projects to upgrade urban infrastructure, such as KUMP, or water supply and sanitation systems, such as KWSSIP? 9.2.3 Data Collection and Site Selection 397. The assessment relies on both secondary and primary sources for data.82 Selected data from Multiple Indicator Cluster Survey (MICS) 2015-6 was used to map main water sources and gendered labour patterns around accessing water in various districts of Karachi. 398. At the institutional level, we interviewed key personnel in the implementing organizations. We carried out semi-structured interviews to record their perspectives on service-related issues in potential sites. We also inquired about the gendered implications of the two projects, and the institutional-level capacities of the organizations to minimize attendant gender-related risks and enhance the projects’ benefits for women. 399. For community-based insights, we analysed qualitative data collected for a recent social diagnostics study by CSSR (forthcoming) on public service delivery in informally- planned localities in Karachi. The data was also used to develop checklists for follow-up interviews with individuals and key informants who had already been interviewed for the study. We developed household case studies by synthesizing notes from CSSR’s fieldwork in 2017 and the follow-up interviews for this assessment. Group discussions were conducted with women to understand overall norms in the neighbourhood. Key informants, such as community leaders and water providers, were also interviewed for their perspectives on the main research themes. 82 We asked for gender-disaggregated data of human resources at the implementing organizations (KWSB, KMC and DMCs) to determine participation of males and females in various departments and grades, but it was not received by the time this report was compiled. Karachi Water and Sewerage Services Improvement Project 137 Social Management Framework 400. The field investigation was inductive and flexible in order to adapt sampling approaches and research instruments as new findings emerged. The initial approaches to checklists for interviews and group discussions, therefore, acted to guide the research but did not entirely determine it. Promising new questions were pursued during fieldwork and alter sampling plans to include individuals and groups that were found to be of particular interest. Observations and informal interactions in the community related to the research questions were also recorded in field notes. 9.2.3.1 Sampling and Data Analysis 401. Two districts - Central and East - in Karachi were selected for the community-based qualitative research. The main source of water for over half the population of Karachi is on average beyond their private dwelling or compound (Table 19). However, in the sampled Districts East and Central, smaller proportions of the population have to leave their homes to access water. Table 19: Water source outside home and main collector of water, Karachi (%) Outside Adult Adult Child Child District of home Female Male Male Female Overall in Karachi 56.2 27.2 62.5 3.3 1.4 East 42.1 10.2 78.0 6.8 1.7 Central 32.1 32.0 60.0 8.0 0.0 Malir 57.9 43.7 51.6 0.8 4.0 West 59.1 24.4 61.5 3.4 0.5 South 75.8 20.6 70.1 4.1 0 Source: MICS 2015-16 dataset 402. In District East only ten per cent of women are involved in getting water outside the home, while the proportion of male children as main collectors was also almost twice of the average (6.8%). In District Central, the main collector for almost one-third of the households was an adult woman. In other districts such as Malir, close to half the households depended on the adult women to fetch water. 403. A key insight from the data is that norms related to water and gender cannot be generalized for Karachi.83 Gender norms related to specific areas govern more specific norms with respect to mobility and management of water. We hypothesize that these norms are likely also affected by issues around water supply and access. 404. The database developed for CSSR (forthcoming) guided the sampling methodology for fieldwork. Selection was based on prior community profiles to ensure coverage of a range of gender-related issues including water supply and sewerage management, community access to service delivery, and ethnic diversity. The selection of follow up interviews ensured 83 MICS 2015-16 is the latest and only publicly available dataset which provides district-level information about water supply and gender disaggregation of collection to understand norms. It is likely that these norms vary even within districts and as we find in prior studies such as CSSR (forthcoming), within neighbourhoods. Karachi Water and Sewerage Services Improvement Project 138 Social Management Framework that perspectives of women of various age groups, ethnicities and religions could be reflected in the gender framework. Settlement 1: Sachal Goth 405. Sachal Goth is in Karachi’s District East. Sachal Goth is predominantly an ethnic Sindhi locality and most of its residents are recent migrants from interior Sindh. We also visited a nearby locality (Ayub Goth) which hosts mainly Punjabi speakers of Christian descent. The two neighbourhoods in Sachal Goth were selected to reflect the unequal distribution of water and sewerage supply which were reported in CSSR (forthcoming). 406. Almost all of the household in the settlement have access to water through pipes installed by the KWSB about 8-10 years ago. According to a key informant, approximately one-fourth of the households have installed boreholes with motor in their homes. The average monthly expenditures on water are PKR 400-500. The majority of the population works as casual labour. There are some people who have private jobs in factories. A Basic Health Unit (BHU) is located in Block F of the neighbourhood. There are two government schools and two private schools located nearby. People in the area have access to a park and a shopping mall located 4 km from the neighbourhood. The key informants did not know of any KWSB or KMC complaint centre nearby. 407. Key informants told us the existing service infrastructure was not designed for the rapid growth of new settlements. New road construction had damaged existing conduits and mains. The main water line (Karachi University) was old and damaged through these processes, and encroaching tree roots. As a result, the main roads and streets around schools were filled with overflowing drain water. The old sewerage line needs regular cleaning which is costly. Settlement 2: Kausar Niazi Colony (KNC) 408. Kausar Niazi Colony is located in District Central. The Colony is situated along the banks of an old riverbed called the Gujjar Nala which flows from the north of Karachi into central Karachi. The main ethnic groups residing in this area were reportedly Pashtuns (40%), Sindhis and Punjabis (30%) and Hindko (30%). Many of the Punjabi residents are Christians who were or still are employed as sanitary workers. Other kinds of employment found in the neighbourhood were casual or day labour, with some working in private jobs. 409. It was reported that there is a Reverse Osmosis (RO) plant walking distance from the neighbourhood and a KW&SB complaints office 5 km away. People reportedly do not pay water bills but do pay a valve man approximately PKR 100 to turn on the valve. There is park located at a two km distance from the neighbourhood which the residents visit. 410. The neighbourhood was selected due to the presence of ethnic and religious diversity, as well as the risk of frequent storm-water flooding due to proximity to the Gujjar Nala. An official at an implementing organization cited this as an important issue which KUMP seeks to address. 9.3 Findings 411. Tables 20 and 21 summarize the types of water, sources, supply levels, uses, storage means, and household members responsible for its managed, based on data from our field sites. It illustrates key insights about inter and intra household differences in the community with respect to access, use and management of water. It further provides insights as to how these differences interact with gender (and its intersection with characteristics such as Karachi Water and Sewerage Services Improvement Project 139 Social Management Framework ethnicity, age and religion). Main findings are reported under sub-headed themes that emerged through our probing of the research questions. Table 20: Types and details of water sources in Sachal Goth Type of water Source Supply Use Storage Responsibility Adults and Piped to Drinking, cooking, Water tank, adolescents dwelling* 2-3 days bathing coolers (male & female) Meetha Cans, (Fresh coolers, Adult & adolescent water) Shop Regular** Drinking, cooking earthen pots males, adult females Neighbours Varies Drinking, cooking Bottles Children/Females Cleaning floors, Khaara flushing, bathing Separate (brackish (women, during tank, Adult males & water) Boreholes Regular shortage) drums females *Water supply varied within streets and for those living in apartment buildings. **Drinking water from shops was reported to be regularly available. Table 21: Types and details of water sources in Kausar Niazi Colony Type of water Source Supply Use Storage Responsibility Drinking, cooking, Water Piped to Every 3-5 bathing (males), tank, Adult males & dwelling days watering plants coolers females Meetha (Fresh Adult males & water)* Shop/RO Regular** Drinking, cooking Cans females Neighbours Variable Drinking, cooking Bottles Children/Females Cleaning floors, Khaara flushing, washing (Brackish dishes, bathing Separate Adults & adolescents water) Boreholes Regular (women) tank (males & females) Cleaning floors, flushing, washing dishes & clothes, Pipe+ Every 2-3 bathing, drinking (in Blue water Mixed Boreholes days some strata) tank Females *Supply of and access to fresh water decreases in summers. **Drinking water from shops was reported to be regularly available . 9.3.1 Sources 412. In Sachal Goth there are four main sources of water: public pipelines, commercially- available bottles or dispensers, borrowing from neighbours’ sources, and boreholes dug within Karachi Water and Sewerage Services Improvement Project 140 Social Management Framework residential premises. The first three sources supply fresh ‘meetha’ water which can be used for drinking, cooking and bathing, while water sourced from boreholes is salty ‘khaara’ and fit for cleaning. It is also used for bathing when fresh water is not available, but residents complain it causes rashes. The poorest households, which we found in KNC are sometimes forced to use salty water in combination with fresh water for drinking and cooking as well. Hence this is itemized as a ‘Pipe + Borehole’ source of water. 413. In Sachal Goth, line water is not fit for consumption, so some households boil it before drinking or else purchase drinking water from shop. There are even homes with their own filter machines. During times of shortage, people prefer to buy rather than ask neighbours for water, although there are households which cannot afford to purchase water regularly. The cost of one 10 litres bottle is PKR 15-20. 9.3.2 Supply 414. Potable/fresh water is a scarce resource, but an essential condition of life. Differences in its supply will shape how individuals and groups organize their lives in order to ration, negotiate and ensure access. Lack of consistency in piped fresh water gives rise to a number of alternative measures to manage and use different types of water. Gender (and its intersection with age) differences were most notable in how the water was managed and used. 415. Respondents in both communities unequivocally reported that infrequency and unpredictability of fresh water supply through the pipe was the most pertinent issue in the communities. According to women, “If there is water, there is peaceâ€?.84 416. The actual supply of fresh water varied between communities but also within the same community or water zone. For example, the supply was slightly more frequent in Sachal Goth and most respondents received it after 2-3 days which according to them was “largely sufficientâ€?. In contrast, respondents in KNC complained about water supply having worsened over the years and being able to only access water for a few hours every 3-5 days. Seasonal changes in supply were reported by almost all respondents. In summers, the frequency and predictability of piped water became a more serious issue. 417. Respondents in KNC reported being under constant stress over decisions regarding where to source their drinking water from -- sometimes they go to the local mosque, and at others they approach a factory nearby. They are forced to turn to all available sources and take it from wherever it may be available. 418. There were also a number of differences in access to piped water within communities. Consistent with findings by CSSR (forthcoming), we found that wealth, ethnicity, religion, location and type of residence mediated these differences. In Sachal Goth, for example, women living in rented houses were relatively satisfied with their access to water by the main line. One Sindhi speaking woman who lived in a building block (and was relatively less wealthy) complained that the building manager/landlord controlled the supply of water to the apartments. This severely affected consistency and frequency of water supply in her household. Given that her husband was a day labourer and was generally absent from home in the day, the responsibility of negotiating with her property-owner and ensuring access to water, (which includes asking neighbours, and manually bringing water back from the 84 FGD1, Sachal Goth, 21 December 2018 Karachi Water and Sewerage Services Improvement Project 141 Social Management Framework building’s main pump) fell on her shoulders. She was not pleased to be burdened with this responsibility, as she felt it was disgraceful for women to deal with men for these issues. Whenever the property-owner comes to bother me, I tell him, why are you talking to me? Talk to the men. One day (for water issues), I ran after him and dialled my husband’s number- Female resident, 34, Sachal Goth85 419. The houses towards the start of KNC colony along the main road, have a proper and regular water supply. In one group discussion, Punjabi speaking and female Christian respondents reported the reason they did not have adequate access to piped water was because it was being suctioned out by private pumps before it reached them. The accused were residents whose homes were located at the beginning of the street where the water line begins. They clearly resented “those peopleâ€? who were depriving them of their rightful access to clean water, however, there had never been any conflict or confrontation with them over the matter. The respondents later discretely mentioned that those people were Pashtun Muslims whom they tried to avoid due to having received a poor response when women (and their children) requested them to share water in the past during severe shortages. 420. Investing in boreholes has also become increasingly common in many communities. Boreholes are relatively expensive (reportedly PKR 15,000 to 20,000) to install and operate, but water from this source is generally too salty to be fit for drinking or kitchen use (CSSR, forthcoming). Because the water supply is more frequent, it can be relied upon for regular cleaning, washing and flushing of toilets. In some neighbourhoods and households, due to decreasing access to fresh water, respondents reported mixing fresh and brackish water from boreholes for drinking, despite knowing it was likely to be contaminated. 9.3.3 Storage 421. In both settlements, piped water is stored at home in water tanks or coolers. Water purchased from nearby shops or RO plants is stored in large cans, coolers, or earthenware pots, while bottles are used to take water from a neighbour’s supply. Houses will have a separate tank to store the water pumped from a borehole, or mixed fresh/salty water, presumably to avoid contaminating fresh water storage. 422. Because there are long gaps of two to three days between water supply and timing is erratic, residents in Sachal Goth save money to buy larger storage facilities, or buy plastic pipes to access water from neighbours with storage capacity. 9.3.4 Use 423. There were varying differences (between and within households as well as settlements) in how the two kinds of water – fresh and brackish - were used and who used it. Fresh water through the pipe, due to its scarcity, was used mainly for drinking, cooking and where supply was more regular, bathing. Women in Sachal Goth reported that when piped water supply was particularly scarce, men would use it for bathing and women would resort to bathing with brackish water. However, salty/brackish water results in rashes and burns to the skin, and was avoided for bathing as much as possible. In Ayub Goth, brackish water for bathing was slowly becoming a norm in most households for both men and women. According to one female respondent, the use of water was organized for men to avoid bathing with brackish water. Men (and children) bathe first while women bathe later in the day, depending 85 FGD1, Sachal Goth, 21 December 2018 Karachi Water and Sewerage Services Improvement Project 142 Social Management Framework on how much was left over. This is because “men have to show up at work and cannot afford to be bothered by skin rashesâ€?86. In KNC, using brackish water to bathe had become the norm for both men and women over the years. 424. In some parts of these settlements, respondents reported they avoid drinking piped water as much as possible due to its yellowish colour. They were entirely dependent on purchased water. Less wealthy households reported sieving and boiling piped water and that they had become accustomed to its poor taste. A woman from a relatively better off household reported she could not even perceive drinking piped water due to its colour and taste, and that she had fallen severely ill in the past due to having consumed piped water. In Ayub Goth and KNC, where water supply was more irregular than in Sachal Goth Block C, purchasing water available in cans for approximately PKR 25 per gallon was the norm. This would last a family of 4 to 5 people for about two days. RO plants were also a source of purchased water in KNC. Adult men (and women in some cases) bring water from the nearby RO plant on their shoulders, or preferably on a motorbike if possible. There was also a system to deliver water cans via a donkey cart for an additional cost. 9.3.5 Management 425. Management of water appeared to be a shared responsibility of males and females in most households. There were however marked differences in responsibility of the various tasks involved. For piped water, both men and women would check throughout the day if the water supply was on. The main burden however fell on women as they “do not workâ€? and are present at home. Due to the uncertainty in supply in Sachal Goth, one person has to remain at home in case water comes -- usually the woman. In KNC women are in charge of running the suction motor machine when water comes via pipes into their homes. 426. In households where adult women were working, adolescent males and females took up the responsibility to turn the motor on in time, and quickly store water in tanks and coolers when it would become available. For many households, the slot during which water would be supplied fell during late hours of the night. In this situation, mostly women stayed up as men had to leave early for work. In one of the households we visited, the female head of household commented that she would stay up every other day to turn the motor on for water storage, but this did not prevent her from waking up early and continuing to do her daily household chores. 427. The management of water and related labour is largely the women’s role, with respondents in Sachal Goth commenting that men and boys are tired after their days’ work and should not be bothered with such household chores. As one girl said, her brothers “should not be responsible for managing water because they work tirelessly to make ends meet.â€?87 428. Women usually ran the suction pumps to extract brackish water from boreholes, depending on availability of electricity, as they are present at home during the day. Free sharing of borehole water is also common. Households who could not afford to install their own boreholes would either use pipes or manual pumps to get water from neighbours or relatives. In one household that we visited, three brothers living in different houses in the same lane had pooled money to invest in a borehole and were sharing the water through pipes. In the absence of electricity, young males would use their motorcycle engines as an alternative pump to suction out the water. 86 HH interview, Ayoub Goth, 21 December 2018 87 HH interview, Sachal Goth, 21 December 2018 Karachi Water and Sewerage Services Improvement Project 143 Social Management Framework 429. Due to differences in access to fresh water between households, asking neighbours and people in streets who have better access (such as due to private pumps or location of the main line) in times of shortages was quite common. Asking neighbours for water was largely the responsibility of children (and in turn women who would send them for it). Women reported that children were less likely to be turned down for water and that they had better mobility than women. We observed many boys and girls on the streets walking back home with water bottles – some bringing it back from neighbours, and others from the local mosque. 430. An RO supplier in in KNC told us that mostly men come to purchase water. According to him, “If a man is available at home then why would a woman leave the house to buy water? Since the 19 litre cans are very heavy, women cannot carry them easily anyway.â€? 88 9.3.6 Complaints 431. Respondents in Sachal Goth had a strongly gendered set of norms around complaints with respect to water service provision. Although residents enjoy some access to elected councillors and representatives, those from informal settlements are inevitably pushed to the end of the queue while those from mainstream settlements are favoured. Once during the month of Ramzan the men from the neighbourhood went in a group to complain to the authorities about lack of sufficient word. Women complained that men don’t know how to create an effective commotion, they ‘just quietly go away.’ In contrast, ‘women can make noise, women are more useful than men, but the men don’t understand this.’ According to one respondent: After all women know how to go door to door to galvanize crowds for political demonstrations. We’ve been saying women should be in the committee … but this one [member] was saying why should we go around with women? - Female resident, age unknown, Sachal Goth89 432. Many women however, seemed unaware of the complaints procedure and expressed doubt that even if they were to file complaints, nothing would come of it. Thus, they are reluctant to waste their time standing in line in offices. Some women expressed that they would visit and call complaints centres for water, electricity and other public services if they had better sense of where the office was located and how to access the complaints system. Yet others commented that they had visited Karachi Electric (KE) offices to complain and pay bills because they knew the process and the office was close by. 433. A male Sindhi speaking key informant from Sachal Goth reported that although water supply and sewerage were major issues for residents, the KW&SB lacked capacity to handle their grievances. The old sewage line is regularly blocked, and in the absence of effective action by the authorities the locals pooled their resources and formed a street committee to install a new drain pipe. An engineer from KWSB gave his technical advice and the problem was partially resolved. However, flooding around this street from sewage continues. 434. An official in one implementing organization admitted that a lack of female staff in his office may be one reason why they don’t come in for consultations or complaints more often. However he was sure that women do both call and visiting complaint centres. Gendered data on complaints at the KMC Citizen Complaint Information Centre (CCIS) however shows that only 20 per cent of complainants in 2017-18 were female. Out of these only 1 or 2 88Key informant interview, KNC, 30 December 2018 89 HH interview, Sachal Goth, 21 December 2018 Karachi Water and Sewerage Services Improvement Project 144 Social Management Framework complainants had visited in person, while the rest had made complaints via phone. This is despite a KMC official’s understanding that the female to male staff ratio at the complaints offices was relatively higher than other KMC departments. 9.3.7 Gender Considerations and Institutional Capacity 435. In the implementing agencies, there is reportedly little consideration from women as consumers during the planning of infrastructure development, such as counting of how many will benefit from new developments. An official from KMC acknowledged that flooding takes place every year and they are planning to purchase machines and equipment as a priority to help ease the problem. 436. As noted by Dege (2018), there is clear gap in gender ratios and participation of women across all service providing organizations.90 The perceived reasons for lower participation in implementing organizations vary amongst male and female employees who we interviewed. Male informants believed that there is a lack of women who opt to participate in these fields. This according to them was due to either lack of women who opt for engineering and related qualifications required to work in the field, or lack of willingness and restrictions on mobility (such as to visit field sites including katchi abadis). Female respondents at implementing organizations believed that there is a poor perception in the general public and particularly women about the environment at public service organizations which needs to be improved. They felt that better and open advertisement or induction of women could improve the female to male ratios. 9.3.8 Health and Hygiene 437. According to MICS (2015-16) data, in District East, where Sachal Goth is located, twenty-seven per cent of children under age five had experienced diarrhea during the previous two weeks (as compared with 28% overall for the city). The figure was slightly less (25.7%) for District Central, where KNC is located. Both districts reported slightly less diarrhoea than the average for the city as a whole (27.8 %). 438. In Sachal Goth some women reported they refrained from washing themselves and doing laundry when there was a shortage of water. KNC residents reported serious health issues whenever the local Nala, or stream, floods. Children often fall sick with diarrhoea, vomiting and flu symptoms that they believe is due to the polluted water flooding into their lanes and homes. Adults reported skin problems from this water. Female respondents in KNC in one focus group discussion (FGD) said, The water causes many allergies and itching on the skin, it also ruins our hair. Look at the state of our hair, even when we shampoo it seems like we haven’t because they remain so rough. - female resident, 25, KNC91 439. Even the piped water quality is poor as it seems to be mixed with sewage water. Respondents said its stench and colour make it undrinkable on some days. As a result most people buy their drinking water, and boil water from this source before giving it to children. A female resident of KNC who lives close to Gujjar Nala said, “When the Nala floods, our bore 90 Gendered data in various departments and grades at KMC, DMCs and KWSB has been requested and is pending 91 FGD, KNC, 30 December 2018 Karachi Water and Sewerage Services Improvement Project 145 Social Management Framework water is also destroyed along with our furniture and it takes a year for it to be clean enough again.â€?92 9.3.9 Mobility and Agency 440. In Sachal Goth, women who worked were engaged as domestic staff and some had jobs in offices. Respondents said the type of occupation was dependent on their ability and willingness to work. However, there were families that refused to allow women to work outside the home. Some women reported being forced to leave their jobs due to commitments at home: “Parveen used to work as a teacher but quit her job four months ago. She had to attend to her family when her sister died.â€? Some women were engaged in stitching work from within the home. 441. In KNC women from certain marginalised castes work as maids and may be the sole breadwinners in their families. However, respondents said that Muslim Punjabis did not allow their women to work. Muslims from other ethnic groups also do not allow their women to leave the home for work. According to one group of Muslim women, “The Kashmiri people do not allow the women to leave their house for water or for work.â€?93 While women in general are usually not involved in negotiating conflict over issues that arise in the neighbourhood, whenever they carry out work to improve their colony, all residents, including women, mobilize to collect funds and organize the work. 442. There were also examples of emergence of female leadership in both areas we visited. Two such women were our key resource persons, and one of whom has been an elected councillor. Women in the neighbourhood trusted them to carry their voices to authorities, help them resister with Benazir Income Support Programme (BISP), and in some cases called them to mediate domestic conflicts between women. 9.3.10 Conflict and Violence 443. Respondents in Sachal Goth said tensions between neighbours arise when one household refuses to share water with another, leading to arguments and verbal abuse. Within the home, one respondent revealed her brothers shouts at the women in her family if there is no water available when he needs it. Conflict in KNC is created when some households use a suction pump to extract water from the piped source, thereby depriving others fed by the same pipe from receiving an adequate supply. Richer residents, mainly Pashtuns, wield more influence over the Christian community, regarded as lowest in the social hierarchy in the settlement. 444. Disputes arise amongst households as the wait to collect water from the line that sometimes turn into arguments lasting well into the night. Women also admitted to beating children when they return empty-handed without water. One Sindhi resident in Sachal Goth said, “We beat and scold them because they are being lazy. When they don’t want to bring water, they say nobody is willing to give it. We have to threaten and force them to goâ€?94. 92 HH interview, KNC, 31 December 2018 93 HH interview, KNC, 30 December 2018 94 HH interview, Sachal Goth, 21 December 2018 Karachi Water and Sewerage Services Improvement Project 146 Social Management Framework 9.3.11 Encroachment 445. The subprojects have yet to be finalized, however the prevalence of ‘encroachments’, or informal settlement poses a challenge. Residents will have to be shifted, yet only those who have leases on their homes will be provided compensation to make new houses. A storm water drainage around the Nala is planned with connecting drains. Local government officials have been consulted for this project, but not residents. While an Social Impact Assessment is mandatory for each subject, the process doesn’t engage women because, as one official told us, they either never leave their homes or else are ‘always’ out of their homes due to jobs. 446. The lack of information about proposed projects is a source of stress and insecurity. Women reported there are many rumours about planned projects and anti-encroachments which make them insecure about their future. They recalled stories of the recent anti- encroachment drive around Gujjar Nala which resulted in many people losing parts of or their entire homes. They mentioned that unreliable information from various stakeholders is floated in the communities from times to time about future projects that might lead to a further loss of homes and livelihoods. 9.4 Discussion 447. Our rapid assessment findings corroborate the recent literature in terms of highlighting the structural and social inequalities that make women deeply vulnerable to problems associated with water and sewage utilities95. Findings also corroborate research which reveals that the absence of women amongst service providers further alienates women users from utilities and disempowers them as citizens96. Our selection of field sites cast a focussed lens upon the ways in which caste, class, ethnicity and gender intersect to unevenly impact the vulnerabilities of women differently within settlements. 448. Women’s mobility and agency with respect to utilities is framed by broader norms that govern their lives. For example, in Sachal Goth women and children have little or no recreational spaces to go to, and mentioned a nearby park used to exist but had been turned into a bazaar. However, mobility for shopping and social visits is more sanctioned. In KNC mobility restrictions for women are greater in Pashtun and Hazara households, while Punjabi speaking Christians and other Seriaki and Punjabi Muslim households have more relaxed norms. Women are allowed to leave home for their domestic work, vending, shopping and visiting the tailor. In both sites, however, gendered norms discouraged women from interacting with public sector utility providers, even though enhancing their voices as citizens could have a positive impact on the quality of service provision. Yet, there are small examples of informal leaders and informal networks between women whose influence may be leveraged to better access women in these communities. Male-dominance in these sectors is evident in both formal and informal provision of public-sector service delivery, which is a potential reason for women’s lack of voice and representation in resolution of issues which greatly impact them. 449. Meanwhile, much of their domestic work is shaped by erratic access to piped water, with women spending hours waiting for it, unable to plan their time and even more restricted in their ability to exit the home. Wealthier families have an advantage of using suction pumps which further deprives the poorer homes from adequate supply and becomes a source of conflict. (While our study did not find high levels of dispute or conflict, both within communities 95 Anwar 2016, Mustafa and Talozi 2018, Das 2017 96 World Bank CRC 2010 Karachi Water and Sewerage Services Improvement Project 147 Social Management Framework and within homes, due to problems with utility provision, the rapid assessment framework did not allow for the kind of probing which may have revealed gender-based domestic violence beyond beating children) If families can afford to run pumps to extract water from boreholes within their homes, which is also women’s responsibility, they nonetheless remain constrained by erratic electricity supply. 450. Communities are pushed into relying on multiple and informal water supply sources, such as ROs, or the market to purchase bottled water, and in both cases women and socially disadvantaged groups are deprived of equal access. All engagement in the public domain is highly gendered, with women from lowest income-group most dependent on public sector utility provision because they lack market access. Thus, women’s voices are not heard even in fora meant to engage the government with citizens’ groups in order to hear their grievances and discuss solutions. If women’s lives are directly impacted through the absence of functioning services, it is essential their voices be heard in framing solutions. 451. The consequences of unaddressed water and sewerage issues are severe. Communities are exposed to regular flooding by sewage overflows, exposing them to diseases, and only those that can afford bottled sources are assured of safe drinking water. The rates of diarrhoea amongst children is evidence of major public health concerns in these areas of the city. Women try to shoulder the burden of being forced to manage with contaminated water, either skipping bathing altogether or conserving cleaner water for their menfolk. Amongst the poorest households, the dangerous habit of mixing contaminated and fresh water for drinking and cooking suggests that emergency measures are needed to protect the health of these families. With new communicable diseases emerging, such as resistant strains of typhoid, the city is facing the risk of new epidemics. 452. There is a spirit of self-help in the communities we studied, particularly with respect to neighbours sharing water sources, and coordination to install sewage lines within neighbourhoods. The informal nature of these settlements, however, weakens the residents’ ability to make demands of the state and deepens their vulnerability to anti-encroachment drives. The gendered nature of the formal complaint system, as highlighted by the relatively fewer number of women employees in relevant offices and the smaller proportion of women amongst complainants, further reinforces gendered norms and discourage women from making forays into the public domain to demand better services. The dependence on male mediation, whether to purchase water or to file complaints with utility providers, disempowers women as citizens and deprives them of agency. 9.5 Impacts and Action Points 453. The above findings and discussion that emerged from the literature review, key informant interviews, and the community-based research, provide a basis to understand the potential impacts of KWSSIP. The Project focus on improving infrastructure and public service delivery in Karachi via public sector organization. It is likely that it will interact with the issues and themes described above, to produce positive and negative effects. 454. Table 22 below lists the main gender-related issues, related risks - in general and through the two projects. It also suggests mitigation measures to alleviate these risks and enhance the benefits through the two projects97. 97 Gender-based violence (GBV) (with reference to WB Note on GBV available at: http://pubdocs.worldbank.org/en/399881538336159607/Good-Practice- Note-Addressing-Gender-Based-Violence.pdf Karachi Water and Sewerage Services Improvement Project 148 Social Management Framework Table 22: Potential Risks and Mitigation Measures Issue Risks/Impacts Mitigation Measures Community-based There is limited KWSSIP may not be able to provide Consider women’s fresh water frequent water to all residents. For women, preferences regarding ‘good’ available in uunpredictability is a major source of stress systems such as predictable Karachi. as they are largely responsible for schedules management of water Provide accessible schedules KWSSIP may not be able to increase for water supply equitable supply. Suctioning of water through private pumps furthers inequality in Enforce legal provisions to supply and is a source of conflict in prevent suctioning of piped communities water by households Storage space is Improved supply of water may lead to Provide large storage limited shortage of adequate containers and containers to households at therefore lead to mixing of clean and subsidized rates. contaminated water. This might lead to greater health consequences for women than men (as they are more likely to consume contaminated water for bathing and drinking) Increased use of Women (more than men) are increasingly Control flooding of sewerage contaminated water bathing with brackish water despite lines. awareness that it causes skin diseases. This situation may be further exacerbated Offer free RO water in due to any disruptions or lack of communities improvements to fresh water supply. In some communities, households are drinking brackish water due to decreased supply. Inability to address this through upcoming projects may lead to a public health crisis Dislocation is a Dislocation and lack of appropriate Gender-sensitivity in source of stress resettlement may make women vulnerable Resettlement Action Plan and and insecurities to violence and other issues Social Management Plan Women are Expansion of complaint centres will not Information sessions to make unaware of formal result in increased usage by women. women aware of formal grievance redressal complaint procedures or new or complaints Lack of formal redressal systems lead to complaint centres with gender systems/ believe informal and male-dominated committees sensitive design (separate they are unhelpful and systems to address public service queues, female staff etc.) delivery issues Karachi Water and Sewerage Services Improvement Project 149 Social Management Framework Issue Risks/Impacts Mitigation Measures Institution-level Issues There is a lack of Upcoming projects may have a generalized Invest in collection of gender- district level data on approach to gender norms across Karachi disaggregated data at time use around district/community level water and sewerage management that can be used to understand gender norms Gender- Lack of female representation and Better communication of disaggregated HR understanding of hiring needs. Lack of information data is not easily women in key departments may lead to available at gender insensitivity in design and Improved outreach by implementing implementation of the two projects implementing organizations to organizations increase participation of women Gender-sensitive facilities (flexibility/paid leave etc.) Adoption of zero-tolerance for harassment and other gender sensitive policies Implementing Design and implementation of KUMP and Ensure policies to collect organizations do KWSSIP may not be gender sensitive gender disaggregated data on not have gender household surveys in risk considerations or assessments. assess household affected persons /users of new infrastructure projects by gender Consultative There is interest by the IA to conduct Identify female community processes consultative community-based processes leaders/create champions in that include women. However, there are two communities to encourage main risks: and increase women’s participation in consultation The capacity to carry out consultations with and complaints processes females is low at implementing organizations, due to low female participation There is risk of females not attending consultations due to restrictions on mobility Karachi Water and Sewerage Services Improvement Project 150 Social Management Framework 10 GRIEVANCE REDRESS MECHANISM FRAMEWORK 10.1 Introduction 455. This Section aims to develop a framework of Grievance Redress Mechanism (GRM) that includes procedures, roles and functions to facilitate the due processes of grievance resolution by proposing an effective and prompt grievance response system to be established before the Project implementation. This framework is built on the existing complaint resolution system of KW&SB and includes proposals for strengthening/enhancing the existing grievance redress mechanisms already in place in the form of a Compliant Cell within KW&SB. 456. The purpose of GRM is to provide a forum to the citizens to be able to voice their concerns, queries and issues related with the project. Such a mechanism will allow for trust building amongst the stakeholders and prevent the aggravation of neglected issues into major community unrest. The GRM should be accessible and understandable for all stakeholders in the project and for the entire project life. The GRM will be communicated to all relevant stakeholders and will also be applicable for any contractor that will occupy and/or use land during the construction and operations phase. 457. Methodology involved in developing the GRM framework: Detailed discussions were conducted with the staff of Complaint Cells to review types of complaints registered, existing processes for grievance handling, redress and complaint closure. Feedback was also sought from community and institutional stakeholders to examine what options exist for putting in place an accessible, affordable and effective grievance redress mechanism for potential issues may arising during the Project implementation. 458. Although the discussion on GRM in this SMF is targeted for social issues, it is not, however, exclusively implemented for this issue but for any issues related to the Project. The GRM covers broader aspects such as technical-related aspects of construction, social issues related to service delivery, subproject construction, social issues that may arise (e.g. resettlement), and any other complaints directed towards the Project. 459. The GRM will include channels to receive complaints on Gender-Based Violence (GBV), procedures on confidential reporting and safe and ethical documentation and referral and resolution of GBV cases to existing service providers. 10.2 Rationale for GRM 460. GRM is required to be incorporated at the planning and implementation stages of any activities and physical investment under the Project as per national regulations and World Bank policies. An effective GRM can accelerate the achievement and improve the quality of the Project outcomes. It is important for this Project to strengthen the current GRM system that is already in place at KW&SB to better manage complaint-handling. 10.3 Objectives and Scope of GRM 461. GRM is a tool for early identification, assessment and resolution on any complaints or disputes on the activities and physical investment in this Project. The overall objective of the grievance procedure is to ensure that complaints and grievances from local stakeholders are handled in a systematic and transparent manner in order to promote mutual confidence and trust during all stages of project development and operation. The specific objectives of the GRM are as follows: Karachi Water and Sewerage Services Improvement Project 151 Social Management Framework • To allow stakeholders the opportunity to lodge complaints and raise concerns; • To ensure that comments, responses, and grievances are handled in a fair and transparent manner, in line with the applicable reference framework; • To mitigate or prevent adverse impacts on communities caused by the Project operations; • To serve as an early alert system to project management of significant or recurring issues that might signal a systemic problem, and facilitate a resolution; and • To achieve improved service delivery in water and sewerage sector whereby citizens have strong ownerships, participation and get fair benefits from the sustainable utilization of such services. 10.4 Review of the Existing KW&SB’s Complaint Cell 462. KW&SB has its own complaint redress system and have been able to run an increasingly institutionalized complaints handling and dispute resolution processes aimed to better manage feedback and operational risks. The web-based system of KW&SB’s Complaint Cell is available for citizens in Karachi to lodge their complaints. The facility allows citizens to file complaints pertaining to a range of civic issues like non-availability of drinking water supply or overflowing or clogged sewer lines. 463. The complaint can be lodged though mail, by post, online or through telephone using dedicated lines. In case of unavailability of internet, the citizen is free to send her/his grievance by Post. There is also a prescribed form available online. The grievance may be written on any plain sheet of paper or an application addressed to the KW&SB Complaint Cell. The complaints can also be lodged related to water and sewerage issues on the KMC Website or by using the 1339 Call Centre facility. The registered complaints are then forwarded to KW&SB. 464. Once the grievance is acknowledged online, a unique registration number is generated to track each grievance. Apart from the Compliant Cell located in the Head Office managed by KW&SB at the Karsaz, consumer services are available in 18 different towns/locations, where the complaint can also be lodged verbally or in writing. 10.5 Types of Citizen Grievances 465. An analysis of registered grievances in the KW&SB’s Complaint Cell in month of October 2018 has revealed that the key frequent complaints received from the citizens are: • Non-availability of water supply or intermittent water supply • Contamination in the water supply lines (mixing up waste water in water supply lines) • Sewage overflow due to choked sewerage lines • Absence of tertiary or secondary sewer lines • Non-availability of manhole cover • Non-availability of ring slabs • Absence of field level staff like Valve men and Kundi men Karachi Water and Sewerage Services Improvement Project 152 Social Management Framework 10.6 Organizational Systemic Issues 466. The stakeholder consultations and community focus group discussions revealed the following findings with respect to KW&SB’s compliant redress mechanisms. • Lack of awareness among communities’ members about the existence of GRM due to insufficient publicity of the complaint mechanisms; • The communities contact points for raising complaints are primarily UC chairman (elected representatives), valve men and helpers at pumping stations; • Lack of outreach for information and communication issues pertaining to timings of water supply to households; • Inadequate/incorrect explanation such as lack of funds is used as an excuse in response to complaints; • Absenteeism and insufficient accountability of the field staff; • Delaying tactics used by the field staff; • Lack of skills for investigation and resolution of grievances; • Failure to recognize quality of care concerns; • Inordinate delay in taking decisions, extending from several weeks to several months and refusal/inability to act promptly for grievance redress; • Apathy/no intention from concerned circle level officials to resolve complaints expeditiously and appropriately in the first instance. 467. During the FDGs, communities expressed frustration and complained that field level staff is insensitive towards their plight and lack work ethics and professionalism. According to the institutional stakeholders, KW&SB requires a paradigm shift in governance and needs to adopt a system in which the citizens are consulted at various stages of policy formulation and implementation. 468. Stakeholders complained that KW&SB’s approach does not incorporate community participation/engagement/involvement in the governance structure. According to them, inefficiency of field-level administration, low morale of the servicemen, inherent inertia, lack of proper authority and accountability and political interference are the key causes for inordinate delays in the service provision, which are the major factors that generate grievances. Often, field level officials are found to avoid taking appropriate decisions by resorting to rejection without application of mind, in other worlds, not taking serious interest in solution of the problem. Karachi Water and Sewerage Services Improvement Project 153 Social Management Framework 469. In many cases, the staff puts the onus on lack of funds or on the aggrieved for not paying their utility bills on time. Many a times, the actual cause of grievance lay in internal inefficiency of the system and failure to identify simple systemic solutions. It is also observed that the time norms for providing services were not being adhered to in many cases. There is no doubt that grievances continue to arise because of a high systemic tolerance for delay, poor work quality and lack of oversight in every day performance of functions. The down to line functionaries do not appear to have developed the ability to continually look ‘within’ and identify any systemic deficiencies. All these factors have warranted that grievances, once arisen, do not get resolved in ‘normal’ course and need intervention at the highest administrative level. 470. Lack of accountability in efficient functioning at field level has Good Practice Markers been identified as one of the prime causes for continuing delay in • The better method to redress a grievance is not to allow the grievance to arise in the first redressal of grievances. Learning from instance. past mistakes and suggesting • Problems are often resolved more easily, systemic changes for improvement cheaply, and efficiently when they are dealt and course correction are almost with early and locally. • When subproject sites have been identified a missing. In nutshell, the mechanisms consultation and information session will be for grievance redress needs scheduled with residents to discuss the nature improvement as per the mandate and of the project and to note and address any vision of KW&SB. concerns on the subproject development. • Identify areas susceptible to grievance generation and identify possible opportunity or 10.7 Way Forward alternatives. 471. In this context, there is an • If the grievance cannot be avoided, then alternate options should be communicated to urgent need that KW&SB should the potential aggrieved person. provide hassle-free public services to • Deal with every grievance in a fair, objective the citizens by focusing on early and just manner. resolution and prioritizing community • Publicize the GRM and share among stakeholder groups, such as the affected welfare and satisfaction. In order to communities and government agencies achieve this objective in a focused through engagement meetings through manner, it is necessary to evolve an pamphlets and posters. effective GRM to be implemented in a timely and effective way. Keeping in view the various factors involved in grievance redress issue, following areas warrant focused attention: • Review processes, functions and resources and identify areas of dissatisfaction that can help achieve better outcomes, improve satisfaction of stakeholders. • Identify areas susceptible to corruption and/or grievance generation and conduct work audit of such areas. In addition, consider external/social audit in areas of very high public interface, with the aim of identifying wrong doers and improving processes and systems. • Analyze the nature and cause of grievances with the aim of identifying systemic deficiencies in instructions, work practices and procedures, and effecting systemic changes to remove/correct these deficiencies. The analysis should be conducted Karachi Water and Sewerage Services Improvement Project 154 Social Management Framework annually to identify grievance prone areas. Recommendations made in the analysis should be implemented so as to bring systemic changes and remove the cause of grievances. • Fix responsibility in each and every case of delay, default or dereliction in performance of every day duties on failure to deliver services, and take disciplinary action to avoid recurrence. This will send a clear signal that in the event of failure to perform duties or deal appropriately with grievances within the time frame norms prescribed, a real possibility of having responsibility fixed on one’s shoulder exists. Consider the feasibility of prescribing specific penalty clauses in such cases. • The time frame for addressing grievances in the Complaint Cell should be clearly stipulated as 2–3 weeks from the time of receiving the complaint, depending on type and nature of grievances. • Information Technology should be used in re-engineering of internal processes in order to improve efficiency and effectiveness and ensuring transparency and accountability. A Dashboard can be maintained in the MD’s Office for displaying real time statistics related to grievances. The Dashboard should keep track of the complaints at all levels and provide a system of verifying with complainants if their problem has been addressed. 10.7.1 Needs for Capacity Building of the Compliant Cell 472. To realize its vision and accomplish the mission and objectives for service delivery, the KW&SB needs to be innovative and forward looking. Its traditional role as a top-down utility administrator has to evolve into a new role of a service provider that is more accountable and responsive towards citizen needs and concerns. In fact, the grievance redress mechanism of an organization is the gauge to measure its operational efficiency and functional effectiveness, as it provides important feedback on the working of the administration. 473. These factors need to be tackled properly through introducing systematic changes in dealing with citizens. “Prevention is better than cureâ€? — on these lines, the best method to redress a grievance is not to allow the grievance to arise at the first instance. Core characteristic of an effective grievance mechanism is the ability to identify citizen complainants before they escalate into unmanageable disputes. KW&SB should focus on a preventive approach to identify, track and resolve grievances early; and should offer a responsive and cost-effective redress through facilitation or other problem-solving processes where it is most needed. 10.7.2 Requisite Institutional Resources 474. In order to ensure the proper maintenance and functioning of the GRM, the project should make available human resources as required in the form of internal resources within the project as well as external resources such as NGOs or other third parties. The KW&SB has already employed staff in the Complaint Cell including six telephone operators, one supervisor and once Complaint Cell In-charge. 475. In addition to this available workforce in the Compliant Cell, the project should identify any additional personnel which may be required for the effective implementation of the GRM. Furthermore, due to the fact that a number of contractors and external parties will be involved in the project at various stages of its development, it should be ensured that the Karachi Water and Sewerage Services Improvement Project 155 Social Management Framework contractors/third parties abide by the principles established as part of the GRM. Wherever possible, relevant conditions will be inserted into the contracts, including the right to investigate reported incidents and penalties for non-compliance. Also, it will be ensured that vetted and agreed Codes of Conduct are developed and shared with the relevant employees of the contractor. 476. A GRM should have a realistic budget that will sufficiently cover the costs of its operations such as staffing, awareness and publicity campaigns, capacity-building infrastructure and support services, field inspections, meetings, documentation, and supplies. GRM budgets can also be built into the monitoring and evaluation or outreach and communications budgets of the project implementing agencies. 10.7.3 Training 477. The Complaint Cell of KW&SB staff needs specific/essential skills and the capacity to engage in an effective grievance resolution process. Although the In charge of the Complaint was found to be well aware about field-level complaints but addressing those complaint in a satisfactory manner appeared to be a challenge for the rest of the Cell. Therefore, it is important that the key staff of the Compliant Cell and those who are in supervisory role at the town, district and head office level should be provided with adequate orientation and training on grievance resolution. Such capacity building training should start immediately before implementation of the Project. The contents for such training/orientation programs should include the following: • procedural training on receiving, registering, and sorting grievances; • conduct of initial grievance assessments; • effective communication, negotiation, and facilitation skills; • management of the grievance redress process (developing flow charts, assigning roles, monitoring performance of staff dealing with complaints, and providing incentives); • creating awareness of the usefulness of a GRM as an important source of feedback; • problem solving; dispute resolution; and decision making; and their respective parameters, standards, and techniques; and • documentation and reporting, including the use of "customer feedback" as part of an ongoing organizational learning process for the KW&SB. 10.7.4 Create Awareness in Low Income formal and Informal Settlements 478. FDGs with communities revealed that people are unaware of the existence of any Complaint Cell or grievance redress mechanism available within KW&SB and its circle offices. For municipal services related issues they usually approach UC chairman and councilors and lower cadre field staff. On the KW&SB website telephone numbers are available but not accessible as many citizens either lack internet/telecommunication facilities or are discouraged from using the available complaints systems due to past experience of not getting an appropriate response from the helpline. 479. GRM should be widely publicized among communities and other stakeholder groups such as the affected communities, government agencies, and civil society organizations. Lack Karachi Water and Sewerage Services Improvement Project 156 Social Management Framework of knowledge about GRMs results in people not approaching and using them, and eventually, the Compliant Cell loses its relevance. People should also be informed about their options, depending on the types of complaints, but should not be encouraged to submit false claims. The criteria for eligibility needs to be communicated. An effective awareness campaign launched to give publicity to the roles and functions of the GRMs should include the following components: • scope of the project, planned construction phases, etc.; • scope of the GRM or types of admissible complaints, e.g., construction-related grievances, land acquisition and compensation-related grievances; • types of grievances not acceptable to the GRM; • who can access the GRM and how e.g., phone and facsimile numbers, postal and email addresses, and websites of the GRM as well as information that should be included in a complaint; • procedures and time frames for initiating and concluding the grievance redress process; • boundaries and limits of GRMs in handling grievances; 480. A variety of methods can be adopted for communicating information to the relevant stakeholders: • display of posters in public places such as in KW&SB’s district and town offices, town customer centers and community centers, etc.; • distribution of leaflets along with water bills to consumers; and • dissemination of brochures to civil society organizations; and print and electronic media, including radio. 10.8 Developing a GRM Framework 481. The GRM is intended to provide citizen of Karachi with an opportunity to voice complaints or concerns about the project related issues. The GRM will ensure that their voices are heard, recorded and responded to in a satisfactory, objective and timely manner. To achieve this, the GRM is to be used an effective tool for early identification, assessment and resolution of complaints related to subproject to be implemented under KWSSIP. 482. The proposed framework is in line with WBG standards that require Grievance Mechanisms to provide a structured way of receiving and resolving grievances. The standards emphasize that complaints should be addressed promptly using an understandable and transparent process that is culturally appropriate and readily acceptable to all segments of affected citizens, and is at no cost and without retribution. The mechanism should be appropriate to the scale of impacts and risks presented by a project and beneficial for all stakeholders. The mechanism must not impede access to other judicial or administrative remedies. 483. The GRM will be disclosed to the stakeholders through written and verbal communication. The mediums to be used for this purpose are staff meetings, written Karachi Water and Sewerage Services Improvement Project 157 Social Management Framework communication and one-to-one meetings. Stakeholders will be made aware of the GRM in place at the time of joining, as part of the induction process. 10.9 Steps involved in the Resolution of the Complain 484. A set of procedures for receiving, recording, and handling complaints should be available in the GRM. They should include procedures for recording, registering, and sorting grievances; conducting an initial assessment of grievances; referring grievances to appropriate levels or persons; determining the resolution process; making decisions, including parameters and standards for accurate and consistent decision making; directing relevant agencies responsible for implementing decisions; notifying complainants and other affected parties of eligibility, the resolution process, and outcomes; and tracking, monitoring, documentation, and evaluation. 10.9.1 Assigning the Role of a Focal person as the Grievance Officer 485. This Grievance Officer can be the person assigned for receiving and following-up complaints through a structured process as explained in the following sub-section. For regular service delivery issues complaints will be handled through the In-charge of the Complaint Cell, as is the ongoing practice. However, subprojects related complaints such as those the improper handling of the social impacts during construction, and project-related temporary disturbance to the communities (e.g. due to civil works such as dust, noise, disturbance on access, materials storage, traffic, recruitment of local workers, spillage, etc.), which can be normally solved immediately by the contractors but are not redressed, and LAR related issues will be addressed first at the Circle level then through the PIU. The Social and Resettlement Specialist shall be given the responsibility as the Grievance Officer for coordinating the regular functioning and implementation of the GRM. The Grievance officer will report to the Project Director in the PIU. 486. Another possibility is to assign the supervisory consultant for the civil works, who is hired by the implementing agency/entity, to also receive complaints and communicate them to the subproject manager and/or the agency/entity implementing the subproject for follow-up. The procedures should also include time frames for processing grievances. Fixed and known time frames for processing and resolution enhance the efficiency and responsiveness of a GRM and help gain the trust and confidence of PAPs and affected communities. 10.9.2 Step 1: Receive, log and acknowledge the Complaint/Grievance 487. As part of the GRM, the grievances from the stakeholders or their representatives may be communicated verbally (in person or over a telephonic conversation) or in written form. All grievances communicated in any of these mediums shall be recognized and recorded. Once the grievance is recorded, a grievance number shall be allocated and communicated to the aggrieved. In case the grievance is assessed to be out of the scope of the GRM, a communication towards the same shall be made to the complainant, and an alternative mode of redress shall be suggested. As part of this acknowledgement a tentative timeline for the redress of the grievances shall be identified, in keeping with the process below. This acknowledgement shall be provided on the same day as the grievance is received. 488. A grievance log (or register) can be used to analyze information about grievance and conflict trends, community issues, and project operations to anticipate the kinds of conflicts they might expect in the future, both to ensure that the grievance mechanism is set up to Karachi Water and Sewerage Services Improvement Project 158 Social Management Framework handle such issues and to propose organizational or operational changes. Sometimes, enacting policies or other types of structural change can resolve grievances around a common issue, rather than continuing to settle individual complaints on a case-by-case basis 10.9.3 Step 2: Initial Review, Examine and Investigate the Complaint/Grievance 489. Once the grievance is received and recorded on the subject and issue, the Grievance Officer shall identify the KW&SB, contractor or personnel responsible for resolving the grievance. The Grievance Officer and concerned department shall then undertake an enquiry into the specifics of the grievance. The aim will be to determine and analyze the cause of the grievance and subsequently identify suitable resolution measures. Depending on the sensitivity of the issue, a site inspection can be undertaken to check the validity and severity of the grievance. For this purpose, the Grievance Officer will also undertake discussions with the aggrieved concerned and external stakeholders. The inspection will be undertaken within three days of receiving the grievance. 10.9.4 Step 3: Resolve or Escalate Complaint/Grievance 490. Based on the case investigation, the grievance officer, in consultation with the concerned departments, shall identify a suitable resolution to the issue. In case the issue is beyond the purview of the official at the town level, it should be escalated to the district level. If, however, the district level official is not able to identify an adequate resolution for the grievance, if at this stage, the aggrieved is not satisfied with the solution, s/he may choose to k for an escalation of the grievance to the Grievance Redress Committee (GRC), see Sub- section 10.11 for details. The Grievance Officer will forward the grievance to GRC. The GRC will endeavor to resolve the grievance within 21 working days. For assisting the communication of grievances, records of complaints (sex-disaggregated) will be maintained in the database at the Project office. 10.9.5 Step 4: Close and Prepare Outcome Reports 491. The records of the grievance register shall be updated every working week with the present status of the grievance. Once the grievance is resolved, and the same has been communicated to the complainant, the grievance shall be closed in the grievance register. The grievance register should also provide an understanding of the manner in which the grievance was resolved. These instances shall then serve as references for any future grievances of similar nature. 10.9.6 Step 5: Monitoring and Follow up 492. The Grievance Officer will update the Complaint/Grievance Register on a weekly basis to indicate resolved (closed-out) and unresolved cases, those pending with the Grievance Committee or with courts. The Grievance Officer will ensure that the status of all complaints/grievances is kept current and will brief the Project Director on a weekly basis on the status of all current complaints/grievances. On a monthly basis, the Grievance Officer will produce a summary status report that defines trends in the types of complaints and sends this report to the Project Director and other relevant officials of KW&SB. An annual sex- disaggregated qualitative review of a sample of complaints processed (ensuring variation such as along type of complaint, resolution status etc.) will also be undertaken to analyze the efficacy of the system. Regular monitoring of the grievance mechanism and its outcomes, Karachi Water and Sewerage Services Improvement Project 159 Social Management Framework particularly of trends and patterns, will be critical to ensuring to identify systemic problems and adapt practices accordingly. 10.10 GRM Structure 493. A GRM should have a clear structure that explicitly spells out how it functions: the roles and responsibilities assigned to its different level or personnel responsible for handling different aspects of the grievance resolution process such as receiving, recording, and sorting complaints; conducting assessments and resolution processes; coordination; and monitoring. 494. The Project’s Grievance Redress Mechanisms (GRM) will take one of three processes: • Those that can be resolved directly at the town level between Executive Engineer (XEN) of KW&SB and the aggrieved party (first order mechanism); • Those that are referred to district/circle level to Superintendent Engineer (SE) member of the GRC (second order mechanism); • Those that are referred to Head Office (third order mechanism). 10.10.1 First Order Mechanism 495. Complaints and Grievances will be received through the following channels: • A phone call and/or designated email address to the Customer Office • By post to the XEN • During the visit of Sub Engineer to the communities • A phone call and/or designated email address to Head Office that will be forwarded to XEN at town level customer office 496. The XEN at the Town level will follow the process steps discussed below. • Grievances will be preferably in writing; however, any citizen can lodge his/her complaint verbally or via telephone. Once lodged this then must be written and logged by the XEN Office • Each complainant will receive a Grievance Acknowledgement Form which acknowledges that the grievance has been received. The Grievance Acknowledgement Form has a reference number and includes a commitment from the XEN to provide a response within three days of logging the grievance. • The recorded complaint is verified on the ground, if it is valid and relevant to the subproject, then the focal point will discuss it with relevant parties for follow-up; • The XEN will depute sub-engineer to contact and if required meet with the Complainant to discuss his/her grievance and visit the site if it is a minor issue such as sewer overflow or mail hole cover issue that should be resolved on the spot or a straight-forward complaint such as dust or noise during construction, can be solved on site immediately by a single entity, (i.e., contractor). • If possible, the concerned official will address the complaint in a face-to-face discussion, providing information or clarification (but still document the Karachi Water and Sewerage Services Improvement Project 160 Social Management Framework grievance/complaint). The focus of resolving the complaint will be engagement and dialogue. • In the case of a grievance, where further action or more time is required, the XEN will mention the timeline when further action will take place. The XEN Office will inform the complainant about the timeline of further action. • If the problem not resolved at the XEN level or a grievance is beyond its authority it will be escalated to the second level order. For instance, a complaint that need to be resolved through laying a new water supply pipeline that might need several days so that solution of such complaint has to be brought up to the higher level for resolution. • Solved complaints will be recorded and unsolved complaints that need to be followed up at the higher level are also recorded. 10.10.2 Second Order Mechanism 497. If the aggrieved person is not satisfied with the outcome of initial stage consideration, or if town level review is unable to reach a proposed solution, the aggrieved person can refer the issue to the to the Superintendent Engineer (SE) at the district or level. The SE will follow the same process as described in the First Order Mechanism. In the case that the complainant is still dissatisfied with the mediation by the SE the grievance will be referred to the GRC. The Grievance Officer keeps a record of all complaints referred to the GRC including a description of issues raised and the outcome of the review process. 10.10.3 Third Order Mechanism 498. Those issues which were not resolved directly at the SE level will be sent to the Grievance Redress Committee with PIU representation. In the event that a grievance is escalated to the Third Order mechanism, the Project Director will sign off that the appropriate measures have been taken to resolve the grievance through the First and Second Order Mechanisms. However, in case the the parties have been unable to reach a voluntary settlement: • The complainant can contact the Grievance Officer in the first instance to seek further clarification if for any reason he/she is dissatisfied with the explanation of the review. • The GRC if found necessary will further review the grievance by themselves or appointing their nominees. • In the event that a case is referred to the GRC, the Grievance Officer will report about the status of the case on a bi-weekly basis to the Project Director when KW&SB and complainant decide together that the procedures are not acceptable to each other for the situation of the concern. • The GRC will aim to resolve concerns promptly, in an impartial, understandable and transparent process tailored to the specific community, and at no cost or without retribution to the complainant. 499. The complainant has the right of appeal to any recognized institution open to any citizen as stipulated by the laws of Pakistan if still not satisfied with the outcome and explanation of the Grievance Committee’s review. Karachi Water and Sewerage Services Improvement Project 161 Social Management Framework 10.11 Grievance Redress Committees 500. GRC should be established at the Head Office Responsibilities of the GRC Secretary level through an official notification issued by the The Social Safeguard Specialist will serve as the Chairman of KW&SB. The GRC Secretary with the following responsibilities: will be mandated to deal with all • facilitate and provide information and services to the types of grievances arising at the GRC members; community level. GRC meetings • document the GRC proceedings, decisions, and recommendations; will be held at the respective • maintain grievance-related documents, reports, and districts to be accessible to the attendance; PAPs. The GRC members • liaise with the GRC chairperson; include the Project Director as • facilitate arrangements for field inspections; chair, the Social Development • handle all payments and expenses related to GRC Officer and Gender Officer, In- operations; charge Compliant Cell, a senior • provide feedback to PAPs and the Project Director social safeguard specialist from involved in grievances; and report progress to the supervisory consultant and a Project Director. member nominated from a civil society organization. The GRC has the right to request the project technical staff, and officers working in head office, town and district level to attend the meetings and provide information. GRCs should ensure that objective and fair decisions are taken and agreements made. The procedures include verifying documents; conducting field inspections to verify the authenticity and eligibility of the grievance reported; listening to different parties involved; referring cases to independent agencies for technical assessment. 501. The GRM members should be qualified and experienced who have the respect and confidence of the affected communities. It is also important to maintain a gender balance within the GRC and to ensure representation and participation of women. 10.12 A Mechanism to Manage Project-Related Complaints 502. Management of the project-related complaints will be the contractor's responsibility under its contract with the KW&SB. Usually these kinds of complaints are described in SMP and include issues related to dust, flooding, lost access, dangers to life, deteriorating water quality and quantity, damage to property and crops, soil erosion, and others. 503. The SMPs of the subprojects to be prepared by KWSB will clarify the mitigation measures for the social impacts, and the supervisory consultant will report the types of complaints, measures taken, and status of resolution on a monthly basis to the KW&SB and WB. The complaints received by the supervisory consultants will be entered into a computer database and the following information will be included: nature of the complaint; complaint category, i.e., noise, property damage, etc.; source and date of receiving the complaint; impact location; name and address of the complainant; gender of complainant; action taken; current status; and, complainant’s satisfaction with resolution process. Current status on complaints will be analyzed by the supervisory consultants in the form of graphs and charts) and will be included in their monthly progress reports on implementation of the SMP to be submitted to the KW&SB and WB. Karachi Water and Sewerage Services Improvement Project 162 Social Management Framework 504. To address GBV-related complaints, project will make certain the availability of a GBV- sensitive GRM with multiple channels to address a complaint. The social and gender specialist in the PIU will be the focal person for properly handling GBV allegations including assessment of the nature of the complaint, seeking support from various channels such as Madadgar and CPLC helplines to enact sanctions to be applied to the perpetrator. The PIU should have specific procedures for GBV including confidential reporting with safe and ethical documenting of GBV cases. Karachi Water and Sewerage Services Improvement Project 163 Social Management Framework 11 LABOUR AND WORKING CONDITION MANAGEMENT FRAMEWORK 11.1 Introduction 505. This framework describes the requirements regarding labor and working conditions that are applicable during the implementation phase of KWSSIP. The framework aims to ensure proper management and control of activities that may pose labor-related risks. This framework sets out potential impacts and consequences and describes how they will be mitigated. KW&SB will use commercially reasonable efforts to require contractors, (or other intermediaries that would be procuring labor) to apply comparable standards. 506. The objectives of this Framework are to: • Promote fair and equitable labor practices that would ensure fair treatment, non- discrimination and equal opportunities for male and female workers; • Establish, manage and promote a healthy management-worker relationship; • Protect workers’ rights including the rights of migrant workers and third-party workers; • Promote the provision of healthy, safe, secure and comfortable accommodation that does not negatively impact local communities in the project area. 11.2 National and International Legal Requirements 507. Various laws, policies, systems, standards and international good practice codes are applicable to the implementation of this Plan. Such requirements are outlined in the following section. For details refer to Section 3. 11.3 Applicable Provincial, National and International laws and regulations 508. All applicable national and provincial laws and regulations will apply, especially those that concern employees’ and workers’ wages, benefits, living conditions, occupational health and safety. In some situations and pursuant to these laws, KW&SB may apply for exemptions in order to align working conditions with operational contingencies and global best practices (Refer to Section 4 for details). 509. KW&SB will ensure high standards related to catering, camp management and associated logistical operations in accordance with the international best practices e.g. upholding requirements and expectations related to camp management and catering under the Logistics Best Practice. It shall also uphold the requirement to comply with applicable laws, regulations, permits, licenses, and other legally binding requirements or agreements. 11.3.1 Personnel and Training 510. Maintaining operations that not only protect safety, health, and the environment but also conform to laws and regulations, requires careful selection, placement, continuing assessments, and proper training of employees. 11.3.2 Socioeconomic Labor Management Standard 511. The purpose of this standard is to provide guidance on how socioeconomic issues will be identified. In this regard, following should be specifically considered: Karachi Water and Sewerage Services Improvement Project 164 Social Management Framework 11.3.3 Consultation 512. Consultation with relevant communities, government officials, and appropriate institutional stakeholders or individuals to share information, solicit opinions/ideas/feedback, and respond to expressed concerns related to labor issues. 11.3.4 Identification 513. Identification of potential socioeconomic issues/risks including, but not limited to, management of labor issues, interaction with vulnerable populations, involuntary resettlement, compensation, employment, training, and procurement of goods and services. 11.3.5 Prevention and Mitigation 514. Development of appropriate prevention (or enhancement), control, mitigation, and monitoring strategies related to potential socioeconomic issues/impacts related with labor. The most pertinent requirements in relation to this framework are: • Performance Standard 2: Labor and Working Conditions (International Finance Corporation, 2006) • Universal Declaration of Human Rights (United Nations, 1948) • International Labour Organization Core Conventions • United Nations Human Rights Council: Report of the Special Representative of the Secretary General on the issue of human rights and transnational corporations and other business enterprises– Protect, Respect and Remedy: a Framework for Business and Human Rights (Ruggie, John, 2008) • International guidelines on Standards of Business Conduct provide a worldwide framework for responsible operations and are consistent with the spirit and intent of the ILO Declaration on: • Fundamental Principles and Rights at Work (International Labour Organization, 1998). The declaration sets an obligation on ‘member states’ to promote and realize the principles of: o Freedom of Association and effective recognition of the right to collective bargaining o Elimination of all forms of forced or compulsory labor o Effective abolition of child labor o Elimination of discrimination in respect of employment and occupation 515. International standards that will be followed by KW&SB, relevant to labor and working conditions include: • ILO Declaration on Fundamental Principles and Rights at Work (International Labour Organization, 1998) • Voluntary Principles on Security and Human Rights (Secretariat for the Voluntary Principles on Security and Human Rights, 2000) Karachi Water and Sewerage Services Improvement Project 165 Social Management Framework • United Nations Global Compact 516. The Human Resource department is responsible for managing and implementing employment policies, guidelines and procedures, including equal opportunity employment. Their role ensures compliance with national and provincial labor laws requirements for local recruitment and reporting. Other key responsibilities include the management of: • Industrial relations • Workplace grievance program • Working hours expectations • Remuneration and payroll • Privacy management • Contractor Human Resources management 11.4 Risk and Impact Mitigation 517. Mitigation measures are defined on the basis of national and international standards – together with other relevant industry good practices and risk assessments appropriate to subproject activities. 518. KW&SB and its contractors are required to implement and comply with the mitigation measure summarized in Table 23 as appropriate to their scope of work in order to avoid, minimize and control impacts and risks with regard to labor and working conditions. Table 23: Risks and Impact Mitigation Category Worker Subproject Mitigation Measures Responsibility Impacts/Risks Impacts/Risks Recruitment Perception of Community Human Resources policy KW&SB and unfair tensions – stop including at least: selection of recruitment and work practices that • Selection criteria of each Workers selection affect position practices. implementation. • Equal opportunities for men, women and transgender • Method and place of recruitment • Maximize work opportunities for local citizens • Enhance local employees’ skills base through training Child Labor Recruitment of Increased health • Human Resources and KW&SB individuals and safety risk to contracting policies that who, by virtue workforce, cover recruitment and of age, would potential non- selection processes that be exposed to compliance with specifically address hazardous national labor issues associated with situations and laws, and child labor. be subject to reputational risk to impaired social the KWSSIP. development Karachi Water and Sewerage Services Improvement Project 166 Social Management Framework Category Worker Subproject Mitigation Measures Responsibility Impacts/Risks Impacts/Risks Employment Perceptions Workers action • Human Resources Contractors conditions - that - work policy with respect to wages and wages, salaries stoppages, equal pay for equal work benefits and benefits absenteeism, according to local are not fair sit-ins, sabotage conditions and industry according to averages market rates • An effective employee . complaints/grievance process Worker Accommodatio Workers have low • Build camps to the Contractors Accommodati n is considered morale minimum camp on/camp sub-standard and perceive specifications. The Specifications. which leads to KW&SB to not following plans will be . discontent care about their applied as necessary: amongst the welfare, which in • Minimum Health residents and turn affects Requirements concerns about motivation and • Minimum Camp perceived productivity Specifications for health . Operations risks Accommodation • Emergency Response Plan • Security Management Plan. Camp Residents do Implement an induction Contractors management not live in program to be attended by practices harmony and all residents that covers at the potential for least the following: conflict rises. • Camp rules and Residents do regulations not know how • Code of conduct to complain or • Camp grievance record a mechanism grievance • Camp disciplinary procedure • Cultural awareness • Health, safety and security. • First aid kits are adequately stocked Housekeeping The general The overall camp • Ensure that camp Contractors appearance of experience is grounds and common the camp compromised areas are routinely deteriorates which in turn cleaned and organized making camp leaves with appropriate signage life unpleasant workers in place, and that . demoralized and grounds are maintained. unproductive • Establish easily accessible, designated smoking areas which are clearly highlighted and regularly cleaned. • Ensure that equipment and facilities are kept clean and well maintained. Karachi Water and Sewerage Services Improvement Project 167 Social Management Framework 11.5 Monitoring and Reporting 519. Monitoring will be undertaken for both direct hires and contract workers. KW&SB will undertake both desktop and field - based inspection programs to confirm that specified mitigation measures are being implemented effectively and achieving the intended outcomes. KW&SB will undertake periodic assessments to determine the degree to which the commitments outlined in this Plan are being met. This will include camp inspections and monitoring of grievances. 520. The assessments will be undertaken by suitably qualified personnel. Assessment findings will be prioritized and closed in a timely manner. Processes for monitoring, assessment and audit will be developed to: • Assess actual impacts against predicted impacts • Document the implementation and effectiveness of management and mitigation measures • Demonstrate compliance with applicable legal and other requirements 521. Performance indicators will be used to track and measure performance against the effectiveness of mitigation and control measures described in this Framework. Performance indicators must be measurable against a specified target. The performance indicators outlined in Table 24 apply to this Framework. Karachi Water and Sewerage Services Improvement Project 168 Social Management Framework Table 24: Labor and Working Conditions Performance Indicators Performance Measurement Target/Benchmark Frequency of Indicator Report Grievance lodged Type and Number Closed or adequately Monthly responded to within 30 days Disciplinary cases Type and Number Reduction in disciplinary Monthly Breaches Pay slip queries Type and Number Downward trend Monthly Lost hours due to Type and Number Zero Monthly injury/accident Food or lodging Type and Number Reduction and/or Monthly complaints downward trend Housekeeping issues Type and number Closed before next meeting Monthly raised 522. Performance indicators should be carefully recorded and graphed where relevant for remedial action to reduce potential risks. They will form a key component of monthly reporting to KW&SB. A Social Action Tracking System should be developed and will be used for tracking and stewardship of non-conformances identified as part of monitoring and assessment and audit activities described in this framework. A periodic report will be compiled to address aspects related to labor and working contained in this Plan, for both KW&SB and contractor activities. 11.6 Labor Influx 523. Labor influx refers to people who move to a project area for the purpose of project- related employment, economic opportunities and associated reasons during project construction. Project-induced labor influx includes: • Direct labor influx: non-local people who come to the area to take employment with the project; • Indirect labor influx: non-local people who come to the area for work providing goods and services to the main contactors or to the mobile workforce; • Labor-associated influx: workers’ families, trade workers, refugees and/or non- economic migrants. 524. While project-induced influx can benefit the project and host communities, (e.g., by increasing business opportunities, improving the availability goods and services, and offering employment to locals), more often than not there are significant adverse impacts. If not carefully managed, labor influx can negatively affect public infrastructure, utilities, public services, housing, health, food security and social dynamics in the project area. 525. It is difficult to ascertain in advance whether there is likely to be labor influx, the magnitude and dispersion of possible influx, what social issues could occur related to this Karachi Water and Sewerage Services Improvement Project 169 Social Management Framework influx, and whether appropriate mitigation and enhancement strategies are planned or available98. 526. Influx-related social impacts that are typically overlooked include: housing, drugs, social services, changes to the cost of living, poverty, and competition for resources and employment. A full assessment would consider the significance of these impacts. It should be noted that sexual and gender-based violence, which is a key issue for the WB, is specifically and substantively considered by projects, either as a line of inquiry in risk considerations or in terms of outcomes in the context of all proposed subprojects. 11.7 Mitigation Planning 527. Planning for the mitigation of influx-related social impacts is something that should show up in the SIA or related documents prepared by the project proponent, such as an SMP or Contractor Social Management Plan (CSMP). Where the risk of significant influx and associated negative social impacts are found to be high, it may be appropriate to prepare a stand-alone Influx Management Plan. 528. There are a number of mitigation measures put forward in the planning stage in various projects that are particularly important for minimizing adverse social effects stemming from labor influx. 529. Although many of these mitigations are developed in order to address other issues, they also benefit in managing influx-related issues, and include the following: • Camp-based worker housing; • Provision of camp-based medical services to avoid strains on local services; • Ensuring adequate health and safety conditions for workers and promoting HIV/AIDS awareness; • Address GBV and SEA risks and impacts • Worker codes of conduct, including training on conduct expectations; • Social and cultural awareness training for workers; • GRMs for community members (not limited to resettlement); • Maximizing local employment; • Special initiatives to support women’s economic opportunities and protections 530. The key recommendations to project proponents to improve the identification and management of social impacts associated with labor influx, on the basis of proportional risk, are as follows: 98 The World Bank Guidance Note to address potential impacts caused by temporary project induced labor influx (The Note is available at: http://pubdocs.worldbank.org/en/497851495202591233/Managing-Risk-of-Adverse-impact-from- project-labor-influx.pdf.) Karachi Water and Sewerage Services Improvement Project 170 Social Management Framework • Project Screening: The KW&SB should strengthen the screening/scoping process to determine if labor influx and social impacts are likely to be of significance and to provide documentation supporting the position taken. • Baseline Data: The KW&SB should ensure that projects document a robust socio- economic baseline context and provide information on project labor needs and project phasing with sufficient detail to be able to characterize the likelihood and significance of labor influx. • Relevance of Mitigation to Identified Risk: Project proponents need to scale mitigation measures appropriately to the identified risk. • Mitigation Compliance Reporting: KW&SB should ensure that contractor obligations and commitments related to labor influx mitigation and worker management are specified in contractor documentation, and that project management systems are in place to ensure that the identified mitigations are applied. This requirement should be reinforced in mandatory WB audits and inspections. • Mitigation Effectiveness Monitoring: The KS&WB should require projects/contractors to monitor and report the implementation and effectiveness of labor influx-related mitigation measures. • Bidding Document Guidance: KW&WB guidance should be prepared for setting out the minimum requirements regarding contractor bidding documents. This should advise on consideration of social safeguards and the requirements relevant to labor influx and worker management. • Training: It is recommended that the KW&WB provides training to clients in how to monitor contractors to ensure that social mitigation requirements are effectively implemented. Karachi Water and Sewerage Services Improvement Project 171 Social Management Framework 12 INSTITUTIONAL ARRANGMENTS 12.1 Overview 531. The social safeguards activities described in this SMF involve distinct roles, functions, processes as well as different actors and various agencies. The role and responsibilities of these actors and agencies involved in all social safeguard related activities at different levels are discussed below. 12.2 Institutional Roles and Responsibilities 12.2.1 Project Steering Committee 532. An inter-departmental Steering Committee will provide overall strategic oversight of the project and review implementation progress on a regular basis. The Steering Committee will be chaired by Chairman, Planning & Development Board (P&D) or his nominee/representative and will have high-level representation from relevant agencies participating in the project. Responsibilities of the Steering Committee will be as follows: a) to provide overall strategic oversight for project implementation and ensure sustainability of project interventions; b) to facilitate inter-agency coordination to ensure adherence to project objectives; c) to resolve disputes or conflicts related to the project, if any; d) to approve any policy, regulatory and institutional recommendations from the project; and e) to facilitate timely availability of GoS share of project financing, if any, and timely approvals for project-related matters pertaining to agencies included in the committee, where relevant. 12.2.2 Shared Services Unit (SSU) 533. In addition to the agency-specific PIU (in KW&SB Head Office), a Shared Services Unit (SSU), housed at P&D Department, is being created by GoS with the Bank’s technical advice to provide centralized support on behalf of GoS to various Bank-financed projects in Karachi and the province. The purpose of SSU will be to support timely preparation, approval and implementation of various projects and provide requisite operational support to various subproject executing / implementing agencies as and when needed, in the areas of: procurement, financial management, environment & social safeguards management, communications & public awareness, and monitoring & evaluation, etc. The PIU of this project will coordinate closely with the SSU as needed on all matters as per agreed-upon modalities. 12.3 KW&SB 534. KW&SB is the Implementing Agency (IA) and has the overall responsibility for the implementation of SMF with World Bank approval. KW&SB is an autonomous body with the Managing Director as its Executive Head. KW&SB is governed by its Board constituted as per provision of the KW&SB Act, 1996. 535. KW&SB has the overall responsibility for preparing the SMF and implementing the social safeguard plans with World Bank approval. It will ensure that all compensation, resettlement and rehabilitation activities are carried out satisfactorily before the disbursement of funds for construction work to commence. KW&SB will be mainly responsible for the subproject’s execution and delivery of safeguards management following provisions in a manner consistent with the World Bank policy principals and national legal framework. Besides, it will engage supervisory consultants including safeguards specialists for assisting Karachi Water and Sewerage Services Improvement Project 172 Social Management Framework KW&SB in preparation, implementation and monitoring of the safeguard documents for different subprojects during implementation of the investment program. 12.3.1 Project Implementation Unit (PIU) 536. At Project level, KW&SB will exercise its functions through the PIU which has been created for the implementation of the investment program under the Project. The PIU which is housed in the main KW&SB’s Karsaz Office, will be responsible for general project execution of the project and streamline the safeguards related tasks of different subprojects headed by the Project Director (PD). The PIU will ensure compliance with the national as well as WB environmental and social safeguard requirements including preparation of SMF, SMP, RAP/ARAPs, PCRMP and other management plans. 537. The PD carrying full administrative and financial authority under the Project Management guidelines of the Planning Commission GoP, will be the lead person for implementing the safeguards instruments for all subprojects and for maintaining regular contact with local community and authorities. The PIU will collect information and progress on social safeguards compliance through Social Safeguard Management Cell (SSMC) and will be established within the PIU, which will be tasked with day-to-day project related activities at project and sub-project level. 538. For the purpose of this Project, the PIU has already been established with a view to serve as a nodal point to provide technical backstopping with regards to safeguards management for all KW&SB subprojects and has the overall responsibility for planning, implementation and supervision of safeguard functions described in this SMF of the investment program. 539. The PIU will keep a close liaison with the World Bank safeguards team to seek clarity and guidance on safeguards requirements of the Project and will oversee the supervisory consultants for preparation of safeguard documents. PIU will ensure quality of safeguards documents prepared by the consultants and shall forward all such documents to the World Bank for review, clearance and disclosure. The role of PIU will include but will not be limited to the following activities: • Coordinate with the provincial government, Planning & Development Department, Board of Revenue and other line departments; • Coordinate with the supervisory consultants and keep an oversight to facilitate them during impact assessment, census and socio-economic surveys and consultations with PAPs during for RAP preparation. This is to ensure consistency of approach and avoid variation in information obtained and given and to address issues immediately as they arise on site; • Ensure that the RAP/SMP preparation consultants conform to RPF provisions and that the impacted assets are accurately assessed and linked to the respective PAPs. • Coordinate with supervisory consultants, Board of Revenue and other line departments and units in KW&SB to streamline resettlement planning activities • Review RPF and SMPs/ (draft/updated), coordinate with the World Bank during the review and approval process, ensure timely disclosure of approved SMPs/RAPs on Karachi Water and Sewerage Services Improvement Project 173 Social Management Framework KW&SB Website, and translate the Summary SMPs/RAPs in local language for disclosure to PAPs; • Coordinate with the SSU for review of SMP/RAP implementation progress and ensure timely preparation of quality monitoring reports. The monitoring reports will be internally reviewed to ensure that quality final reports are shared with World Bank for review and acceptance. Ensure timely disclosure of approved RAPs and monitoring reports on the KW&SB Website. • Ensure timely disclosure of design and LAR related information to the PAPs which may include information on project alignment and design, ROW land acquisition process and publication of notices under LAA provisions by the LAC in a format and language easily understood by PAPs and at easily accessible places. 12.3.1.1 Social Safeguard Management Cell (SSMC) 540. As a specialized company, the KW&SB has been entrusted with the responsibility to lead in delivering the mandate of the KWSSIP. To address the limited implementation capacity of KW&SB in implementing SMF and RPF, a dedicated Social Safeguard Management Cell (SSMC) will be established within the KW&SB. The SSMC team will also include a Social Development Specialist, a Social & Gender Specialist and two social mobilizers (male and female) to liaise with communities, particularly in the underserved katchi abadis. The Team will be responsible for grievance redress, organization of training programs on social management aspects and the successful implementation of SMF related activities. 541. The key role of the SSMC will be to coordinate supervisory consultants in the preparation of SIA/SMP, PCRMP and RAP/ARAP of subprojects (in accordance with the provisions laid out in this SMF and annexed RPF) through hiring a consultant/or by supervisory consultants. These reports will be submitted to the World Bank for approval. 542. To achieve this, the role and responsibilities of the SSMC will be as follows. • Screen proposals/studies for the subprojects related to safeguards issues in compliance with safeguards requirements specified in this SMF; • Maintain records of all proposals and screening decisions; • Ensure that the supervisory consultants implement the TOR consistently, particularly for safeguards mainstreaming in terms of process and outputs; • Provide general oversight of the activities under Component 2 to ensure compliance with this SMF; • Function as a grievance redressal office on LAR related matters/concerns raised by the PAPs during RAP preparation and the complaints forwarded by the project GRC or by the PAPs unsatisfied with decision of the project GRC. The complaints will be registered and acknowledged to PAPs and addressed after investigating the facts and hearing the complaints; • Facilitate information dissemination and consultation with PAPs including men, women and vulnerable groups in subproject towns on all matters affecting PAPs to ensure compliance with the requirements of the RPF, World Bank’s Social Safeguard Policies and Land Acquisition Act 1894; Karachi Water and Sewerage Services Improvement Project 174 Social Management Framework • Mobilize and facilitate the PAPs to process their compensation claims and receive compensation and coordinate with and support the Land Acquisition Collector (LAC) and PD throughout compensation disbursement process in office and field during preparation of claims and issuance of compensation vouchers against land and land based assets under LAA provisions and compensation cheques for entitled R&R allowances and income restoration measures under RAP provisions; • Prepare social safeguard subproject specific checklists, guidelines, reporting formats, and reports • Monitor and evaluate the implementation of plans or studies. • Develop, organize, and deliver training programs and workshops to agencies/entities implementing the Project, local governments or affected stakeholders. • Prepare a bi-annual Implementation Report on the progress and status of the implementation of the safeguard instruments • Conduct or supervise safeguards compliance reviews of each subproject. • Prepare safeguard progress and performance reports. • Recruit safeguard training personnel or agencies. • Keep the social management framework updated, based on the project’s operational experience. 12.3.1.2 Grievance Redress Committee 543. A project wide GRM will be set up for all subprojects under the investment program (refer Section 10 for details) to address grievances arising from social impacts. The GRM will have a two-tiered structure at the subproject level and another third tier at the implementing agency level, enabling immediate local responses to grievances and higher-level reviews addressing more difficult cases that are not resolved at the local level. The formation of the GRC and its functions will commensurate with sub-project needs and requirements and will be elaborated in each subproject RAP. 12.4 Supervisory Consultants 544. KW&SB will engage Supervisory Consultants (SC) having adequate human resources for assisting PIU planning and preparation of safeguards in addition to the implementation and monitoring of SMF. The Supervisory Consultants will mobilize a team of qualified social development and resettlement specialists with experienced enumerators and surveyors for impact assessment, census, social surveys and conducting consultations during project design stage who will facilitate the PIU in updating the RPF (if required) or draft RAPs prepared based on feasibility level design for subprojects. Overall social management responsibilities of the SC include: • Undertake the screening of each sub-project and identify main social impacts and prepare project descriptions; • Undertake adequate consultations with affected people and studies of the subproject area to identify baseline conditions and impacts; Karachi Water and Sewerage Services Improvement Project 175 Social Management Framework • Coordinate in land acquisition process and resettlement planning activities for the subproject, review impact and census data, conduct field verification and update census of PAPs linked with project impacts by type, category and severity; prepare compensation packages for each PAP on the basis of agreed unit rates and provided entitlements criterion ; update the approved draft SMP/RAP (as and when required); Based on census and impact categories of PAPs, prepare and issue ID cards particularly for the PAPs without legal or legally recognizable title for land and other lost assets; • Coordinate with PAPs and other stakeholders including line government departments and CSOs. Conduct meaningful consultation with all PAPs and other interested stakeholders on the LAR related issues and maintain a record of the consultation including consultation meeting attendance sheets, pictures and meeting minutes; • Coordinate with government line-departments at District- and Town-level, including Land Revenue Department, Forest Department and Agriculture Department as well as with local community, property agents and appraisers for asset (land and other assets) valuation and compensation calculation in a manner consistent with the RPF provisions; • Ensure that land acquisition activity after publication of Section 4 under LAA, 1894 is followed by updating land records and land price assessment is reflective to current market rates following procedures outlined in the RPF. • Coordinate and facilitate the negotiation committee in case the land is acquired through private negotiation and assist the committee for determining the base market value considering factors as outlined in the RPF and communicating with PAPs for private negotiations; assist the negotiation committee to document the negotiations process and retain the meeting record including attendance sheets, meeting minutes and pictorial presentations etc.; and facilitate negotiation committee and the PAPs to finalize and execute sales deed if negotiation is successful; • If negotiation is not successful, coordinate with the local land revenue authorities for completing land acquisition process under LAA provisions, participate in Price assessment Committee meetings at each district to clarify replacement value/cost and ensure the assessment is fully reflective of current market value arrived following provisions of this RPF and LAA procedures; • Monitor day-to-day LAR/social safeguards implementation progress and prepare monthly progress reports and periodic social monitoring reports which include consolidated progress of RAP implementation and social management achieved during the monitoring period; and • Provide technical assistance and training to the SSMC, line departments, SEPA and contractors and advice on appropriate modifications to improve their effectiveness. Assist PIU in preparing bi-annual subproject reports on the SMF implementation, to be submitted to the Steering Committee and the World Bank. 12.4.1 The District Government Departments 545. The SMF management requires support from various line department and government agencies. The jurisdiction and functions for land administration, valuation, acquisition and Karachi Water and Sewerage Services Improvement Project 176 Social Management Framework compensation rests with provincial Board of Revenue which exercises its jurisdiction and functions through its Divisional and District Officers including Deputy Commissioner/District Officer Revenue and Land Acquisition Collector at district and town level. All land acquisition affairs, including publication of notifications under LAA provisions, identification and assessment of land, determination and delivery of compensation for land acquired under law with the LAC. The LAC is assisted by the sub-district level land revenue officers. 546. Functions pertaining to assessment of compensation of non-land assets rest on provincial line-agencies and their district-level offices. Assessment of compensation for, buildings and other built infrastructure rests with SBCA. The compensation for the loss of wood trees will be assessed by the Department of Forestry. 12.4.1.1 Role of the Contractor 547. The contractor(s) to be employed to undertake construction works will also have a role to play in the implementation of the subprojects. The contractor’s role will include the following: • Develop a work plan based on the social safeguards; • Submit the plan of work and schedule to the PIU, KW&SB; • Conduct trainings and create awareness for all personnel and community on relevant social safeguard measures; and • Submit implementation reports on social safeguards to the PIU. 12.4.1.2 Independent Monitoring Agency (IMA) 548. KW&SB will hire an Independent Monitoring Agency (IMA) or an individual expert (with team) to conduct independent monitoring and evaluation for the implementation of the SMP/RAP/ARAPs. The IMA shall review the implementation progress throughout the RAP/ARAP implementation and the internal monitoring reports (IMR) prepared by PIU, evaluate the level of achievement of SMP/RAP/ARAP objectives, identify gaps (if any), and propose remedial measures for implementation. The IMA shall be a firm hired either for the entire Project under the investment or for individual sub-projects. 12.5 Project Affected Person Committees (PAPC) 549. PAPCs of male and female PAPs will be established at each subproject site through community mobilization. The community mobilizers will play a key role in constituting these PAPCs. 550. PAPCs will be involved in planning and implementation of the RAP/ARAP, more specifically in: • finalizing the exact alignment and layout of the physical infrastructure; • assessing permanent or temporary losses of assets; • preparing the inventory or listing of crops, trees and other assets falling within the ROW to ensure transparency and fairness; • establishing unit rates for compensation; • monitoring payment of compensation for loss of assets and livelihood to individuals; Karachi Water and Sewerage Services Improvement Project 177 Social Management Framework • implementation of livelihood restoration and enhancement/substitution measures; and • Grievance redress at the field level. 551. An institutional set-up involved in social safeguard management at provincial, KW&SB, and project-level is presented in Figure 10. Karachi Water and Sewerage Services Improvement Project 178 Social Management Framework PSC GoS Review & Approval Overall Project Safeguards Approval & Coordination Documents SEPA P&DD Execution, Oversight & Monitoring SSU Urban planning, Strategic Policy and planning PIU, KW&SB Coordination, implementation, procurement and service provision Revenue Dept. Supervisory Consultants SSMC SMP/RAP/PC RMP Preparation & Land Preparation & Implementation Support Implementation Acquisition of Social and Safeguard Compensation Documents Payment Independent Monitoring Agency RAP Monitoring & Evaluation Grievance Redress Committee (GRC) PAPs Representatives of PAPs Participation & consultation in LAR Administration & financing Administration Financing Coordination Figure 10: Institutional Setup for Project and Social Safeguard Implementation Karachi Water and Sewerage Services Improvement Project 179 Social Management Framework 13 MONITORING AND EVALUATION MECHANISM 13.1 Introduction 552. Monitoring and Evaluation is an integral part of the social safeguard management process that primarily aims to provide the project management and stakeholders with early signals of progress in achieving the desired objectives. It also identifies gaps and thus helps in rectifying any problems with an ongoing subproject. It is primarily required to ensure proper and timely implementation of social mitigation measures identified in the planning stage, based on the SMF. 553. Monitoring and evaluation will be undertaken at the KWSSIP implementation phase to verify the effectiveness of impact management, including the extent to which mitigation measures are successfully implemented. The overall aim of the subproject monitoring will be to ensure that the KWSSIP is implemented in such a way that eliminates, or at least mitigates social impacts in real terms relative to their pre-subproject levels. 554. The key objectives of monitoring would be to: • check the efficiency and quality of the social assessment processes; • establish the scientific reliability and credibility of the SA for the project; • provide early warning information for unacceptable social conditions; • ensure that the mitigation measures proposed in the social management plans are implemented satisfactorily; • assist in identifying additional mitigation efforts needed or where alteration to the adopted management approach may be required; • afford the opportunity to report the results on safeguards and impacts and proposed mitigation measures implementation; and • improve social management practices. 555. To attain the aforementioned objectives, monitoring should be involved at two levels — internal and external. The purpose of these monitoring activities is to ensure that the implementation of safeguard documents (SMF/SIA/SMP, PCRMP and RAP/ARAP)is done in a timely manner, in accordance with the procedures described in the SMF, and in compliance with the national as well as WB safeguard policies. 13.2 Internal Monitoring 556. Internal monitoring is essential to understand the impacts of sub-project interventions and to assess the implementation status of social risks mitigation measures. Internal monitoring of safeguards activities will be a routine activity of the SSMC as part of the project performance monitoring system. The social safeguard tasks will be given to supervisory consultants in the contract specifications and will be monitored to ensure that works are proceed in accordance with the laid down mitigation measures. In addition to the procurement off required staff, the supervisory consultants will develop and implement safeguards monitoring procedure with input, output and process indicators, field level data collection and computerized data entry in the subproject data base. Safeguards data will be communicated in monthly briefs of the SSMC to all relevant officers. Karachi Water and Sewerage Services Improvement Project 180 Social Management Framework 557. The SSMC staff will make regular field visits to monitor that the subproject is not impacted due to anti-encroachment drive. The SIA/SMP, PCRMP and RAP/ARAP implementation activities in line with the procedures and guidelines provided in this SMF and RPF. Among the activities and processes to be verified are (i) the information campaign and consultations with PAPs and other stakeholders; (ii) land acquisition and compensation payments; (iii) selection and distribution of replacement land; (iv) compensation for affected structures and other assets; (v) relocation of PAPs, if required; (vi) compensation for loss of income; and (vii) income restoration/substitution. 558. The investigation methods may include (i) the review of census information; (ii) consultation and open-ended interviews with APs; (iii) in-depth case studies; (iv) sample surveys of PAPs (based on the initial socio-economic survey as a baseline); (v) key informant interviews and (vi) public community meetings. All data collection and analysis will be sex- disaggregated. 559. SSMC will also assess the compliance status of safeguards documents prepared by the supervisory consultants with respect to the national regulatory and WB safeguard policy requirements. The monitoring results will be compiled in the form of monitoring reports. 560. SSMC will ensure that the supervisory consultant submits report on work progress timely and highlight any challenges in observing the social safeguards. The monitoring results should form a major part of the reports to be submitted to the SEPA, SSU and World Bank. There should be collaboration between KW&SB and other line departments to compare Social safeguards mitigation plans guiding the implementation of individual subprojects to ensure comprehensive management of social impacts. 13.3 Independent Monitoring/Third Party Validation 561. Third Party Validation through an Independent Monitoring Agency (IMA) is essential to objectively evaluate the degree of success or failure of mitigation measures at regular intervals of the subproject implementation. It will help in course correction and highlight any improvements that are required for the execution of the mitigation measures, which are the social commitments provided in the SMF to be agreed on and implemented by the KW&SB. The IMA will develop monitoring and evaluation indicators for the study on the basis of the SIA/SMP, PCRMP and RAP/ARAP in compliance of the national regulations as well as WB policies to: • Ascertain any changes in baseline conditions; • Identify whether recommended mitigation measures have been successfully implemented; • Identify reasons for unsuccessful mitigation; and • Develop and recommend alternative mitigation measures or plans to replace unsatisfactory ones. 562. The IMA will share and discuss the independent monitoring design with SSMC. Among the tasks of the external monitoring process will be (i) ) review and verify the internal monitoring reports of SSMC; (ii) review the socioeconomic baseline surveys; (iii) identify and select impact indicators; (iv) assess impacts trough quantitative and qualitative surveys ; (v) consult with local stakeholders; (vi) assess the effectiveness, efficiency, impact and sustainability of the Karachi Water and Sewerage Services Improvement Project 181 Social Management Framework social-risk-mitigation process for each subproject; (vii) recommend social risks process modification and adaptation measures; and (viii) document lessons learned for future safeguard policy formulation and planning. All data collection and analysis will be gender disaggregated. 563. In particular, IMA will focus on (i) the status of affected vulnerable people; (ii) the socioeconomic pre and post-resettlement conditions of PAPs, including changes in their standard and quality of living; (iii) perceptions of the PAPs regarding the LAR process implementation; (iv) the effectiveness and fairness of valuation and both compensation assessment and disbursement; (v) the effectiveness and fairness of grievance redress mechanisms; and (vi) the level of satisfaction among PAPs in the post- resettlement/compensation period. 564. Independent monitoring will be carried out biannually during the implementation of SMF covering SIA/SMP/RAP, PCRMP and its results will be reported to the PIU, SSU and WB in semi-annual reports. 13.4 Post-implementation Evaluation 565. The IMA will carry out a post-implementation evaluation on the basis of the socio- economic baseline surveys — approximately a year after the completion of each subproject — in order to ascertain whether the subproject was able to implement the objectives and provisions of the SMF. In case of a shortfall the IMA will recommend enhanced measures. The challenges encountered and lessons learnt can be used to improve the future performance of the SMF. 13.5 Monitoring Indicators 566. Following are the select key Monitoring & Evaluation Indicators that will guide the monitoring process for the KWSSIP project: 13.5.1 Performance Indicators Livelihood Restoration 567. In the project where displacement of population is involved, following components will be monitored on periodic basis. The major impact associated with displacement is the loss of livelihoods which require to be restored for the affected population. The following indicators will be monitored on a periodical basis: • Change in Income • Livelihood training • Gender related issues • Ongoing evidence of resettlement impact; • Records of any grievances lodged, including their resolutions; • Any changes regarding household information for the affected households; • Updated records of consultations (both public and individual) with affected households; • Status of agreements with affected households, Karachi Water and Sewerage Services Improvement Project 182 Social Management Framework • Changes in costing/procurement; and • Status of compensation/implementation of remedial works actions. Labor standards at campsite 568. Labor camps are provided by the contractors for their migrant labor, which includes operators. The labor standards at campsite with respect to the provision of basic facilities and maintenance will be checked visually on monthly basis through the checklist method. 13.6 Reporting 569. Reporting on progress, achievements and problems encountered in the implementation of this SMF will be documented in the subproject quarterly and annual progress reports. Until the SMPs and stand-alone management plans are put in place, the SSMC will be responsible for both, compiling reports on the implementation of this SMF, and for reporting to the SSU and PSC of KWSSIP. Key issues will be presented to the PSC during each committee meeting. 570. The quarterly and annual reports shall include the following key information: • An introduction, reporting period and monitoring locations; • Scope of works and status of implementation of activity being reported; • SMF management actions undertaken during the reporting period; • Progress till date in the implementing of the SMF, including key aspects monitored: R&R components, livelihood restoration, employment of local population, women employment (%), change in income, community health and safety practices, grievance redress, social awareness and trainings undertaken, etc. • Key recommended follow ups on issues, relevant actions taken, respective time frames and responsibilities. 13.7 Social Monitoring Plan 571. To assist in implementation of identified mitigation and monitoring strategies, social monitoring plans will be developed for each subproject that cover all essential aspects of social safeguards related to the KWSSIP project cycle. The monitoring plan shall also identify the key indicators of social impact. The plan shall provide a schedule for monitoring each indicator and for reporting the monitoring results to PIU. It will identify the management roles and responsibilities for ensuring that monitoring is undertaken, results are analyzed and any necessary amendments to practices are identified and implemented in a timely manner. 572. In addition, a sample social monitoring plan has been prepared based on social tasks involved at different stages of the subproject cycle. The aim of the social monitoring plan is to measure the progress in activity implementation as well as the extent to which the activity will result in changes in accordance with the respective objectives. The monitoring action plan covering various performance indicators, frequencies and institutional arrangements of the project as outlined below in Table 25. Karachi Water and Sewerage Services Improvement Project 183 Social Management Framework Table 25: Social Monitoring Plan Monitoring Activity & Frequency / Roles and Description Expected Action Relevant Projects Timeframe Responsibilities Track progress of SMF Implementation of this SMF coordinated Quarterly Required SMF steps are completed for each of SSMC implementation including for each subproject, and with results the subproject in a timely manner. all subprojects supported reported to PIU and WB on an annual under KWSSIP. basis. Development of SIA and To be carried out in a participatory Quarters 1 and 2 Risks and potential impacts are assessed with Supervisory report, and SMP for manner, in-depth analysis about of project support of supervisory consultants and consultants With Category B subprojects. potential social and impacts, as well as implementation participation of project team and stakeholders; guidance from identification / validation of mitigation management actions identified and incorporated SSSMC measures. into subproject implementation strategies. Implementation of Participatory monitoring of permanent Continuous, Implementation of SMP; participatory monitoring SSMC Unit of mitigation measures and and temporary impacts and mitigation once SIA is of SIA findings, (i.e., identifying indicators, KW&SB monitoring of potential measures, in accordance with SMP (to completed and monitoring potential impacts and risks); social impacts identified in be prepared together with SIA) SMP is in place integration of SMP into subproject SIA and per the implementation strategies. subsequent SMP for Monitoring of social risks, and corresponding Category B subprojects. management plans as relevant (tendered to lMA) Development of social Carried out in a participatory manner, Quarters 1 and 2 Potential social impacts related to economic SSMC assessment and report, analysis of potential livelihood impacts of project displacement of PAPs are assessed with support and livelihoods action plan associated with subproject implementation of supervisory consultants and participation of With support for as needed establishment/ enhanced management, APCs; if justified based on findings of social supervisory as well as identification / validation of assessment, a livelihoods action plan will be consultants and mitigation measures, drafted in developed; management actions will be identified PAPCs participatory manner and incorporated into project implementation strategies. Karachi Water and Sewerage Services Improvement Project 184 Social Management Framework Monitoring Activity & Frequency / Roles and Description Expected Action Relevant Projects Timeframe Responsibilities Implementation of Implementation and monitoring of Ongoing Implementation of stand-alone management SSMC and management measures management measures, in accordance Management plans; participatory monitoring; integration of supervisory and monitoring of potential with findings of SIA (and livelihoods plans are in management plans into project implementation consultants social impacts identified in action plan if developed) place after strategies. SIA assessment. Continuous learning for Good practices and lessons learned On annual basis Relevant lessons are captured by the SSMC and SSMC and improvement from all regarding social risk management will be used to inform management decisions. Management of subprojects captured regularly. KW&SB Annual project quality The quality of the project will be On annual basis Areas of strength and weakness will be reviewed SSMC and assurance for all assessed against WB’s quality and used to inform decisions to improve project Management of subprojects under standards to identify project strengths performance. KW&SB KWSSIP and weaknesses to improve the subproject. Review and make course Internal review of data and evidence On annual basis Performance data, risks, lessons and quality will KW&SB, Project corrections of subprojects from all monitoring actions to inform be discussed by the SSU and used to make Director, SSU and under KWSSIP decision making. course corrections. stakeholders’ opinions Project reports of all As part of progress report to be On annual basis Updates on progress of SMF/SMP Project Director, subprojects under presented to the SSU and key SSMC with support KWSSIP stakeholders, analysis, updating and from supervisory recommendations for risk management consultants. will be included. KWSSIP review The SSU will conduct regular project On annual basis Any risks and/ or impacts that are not adequately Project Director, reviews during which an updated addressed will be discussed in project steering SSMC with support analysis of risks and recommended risk committee. Recommendations will be made, from supervisory mitigation measures will be discussed. discussed and agreed upon. consultants. Karachi Water and Sewerage Services Improvement Project 185 Social Management Framework 14 CAPACITY BUILDING FOR SAFEGUARDS COMPLIANCE 14.1 Institutional Capacity and Development 573. Capacity building is a critical element for institutional strengthening. For effective implementation of SMF, it is imperative to build the capacity of KW&SB with required skill sets to achieve desired goals. In the present context, while implementing complex subprojects in the urban areas, the KW&SB may encounter various problems in planning, implementing and managing social issues, including the need to mitigate and manage adverse impacts. The KW&SB also needs to understand inherent social issues and to build its capacity to address those that arise in a typical project cycle. 574. Effective SMF implementation depends on the capacity and commitment of the agencies responsible for social safeguard’s planning and management. Although, KW&SB has been involved in implementing international funded projects to some extent but still its capacity is limited to managing social safeguards in accordance with the international donors’ requirements. Additionally, the lack of enabling country safeguards system, national and provincial policy and legislation on involuntary resettlement and rehabilitation; and, weak enforcement of labor laws are the main bottlenecks to streamline the social safeguards system in KWSB’s working. 575. In view of the above, KW&SB requires an enabling environment together with resource capability to be able to manage and monitor social safeguards. Therefore, under the investment program, KW&SB needs to build safeguards management capacity by (i) inducting additional qualified and dedicated resource for management of safeguards for IFI financed projects, (ii) planning and implementing capacity development programs for the PIU staff for their better understanding of the project-related social issues and LAR management; and (iii) strengthening the role of PIU in implementation of mitigation measures and subsequent monitoring. 14.2 KW&SB’s Capacity Building Requirements for the SMF 576. The organizational capacity needs assessment recognizes existing gaps and weaknesses in KW&SB with regard to effectively implementing the social safeguards under the KWSSIP. Sufficient knowledge on social management principles, subproject screening, impact mitigation, monitoring and follow-up actions is limited within KW&SB. Strengthening and building the capacity of KW&SB will be critical to the success of the proposed Project. The capacity development will provide an enabling environment to address social issues to implement the SMF, RAP/ARAPs, PCRMP and other social safeguards instruments. Capacity building initiatives will also ensure compliance with requirements of the national regulations and the Bank’s safeguard policies. 577. Capacities for managing social tasks need to be built considering the overall institutional development in addressing social issues as well as subproject specific capacities that are useful in the implementation of the subproject. Accordingly, an institutional capacity development strategy and project specific capacity plan should be developed by the IA which specifically identifies the shortcomings in the capacities at different levels while suggesting relevant measures to overcome them. In order to build commensurate capacity for effectively implementing the SMF for the KWSSIP, all the key actors will need to understand and appreciate its relevance to the project as well as the specific components to which their roles and responsibilities are highlighted, refer to Section 13. Karachi Water and Sewerage Services Improvement Project 186 Social Management Framework 14.3 Training 578. Training is an important component for developing capacities of the IA. Appropriate and timely training for the officials with regard to various issues can bring a positive change in the functioning of the staff. Apart from training in generic areas such as human resource management and information management, government functionaries require training in handling certain specialized tasks pertaining to social issues and their impacts on people. As a part of the capacity building during project implementation, training programs should be conducted on social safeguard policies, and on the development and implementation of safeguard planning and monitoring instruments. 579. At the sub-project site, training will focus on awareness about safeguard requirements among the staff who will be involved in activities related to implementation of subprojects. Training programs organized for such purposes should typically include topics necessary for carrying out SMF assessment and those related to the structure of the SMF. They should be designed to improve knowledge and the ability to deliver social support across subprojects at all implementation levels. 580. Training can conducted be in the form of programmed trainings, seminars, workshops or knowledge forum exchange. The SSMC staff will provide regular awareness trainings and refresher trainings to all staff of KWSSIP, line departments, supervisory consultants and CSOs involved in the implementation of SMF. 14.4 Thematic Areas of Training 581. The training program will focus on various topics relevant to the social management process. This will be accomplished by organizing awareness raising/sensitization programs, hands-on workshops (on application of SMF), training programs related to technical and thematic areas related to social issues in subproject implementation. 582. Training on Social Assessment of subprojects will enable KW&SB staff to understand the social risks attached to different subprojects and the appropriate measures that can be taken to mitigate adverse impacts on the community. This would not only enable them to prepare socially sound subprojects but also help them put in place strong monitoring and management plans. 583. Training on Resettlement and Rehabilitation is another very essential requirement for the project staff in addressing social issues. This could include information on related laws and legislations, safeguard policies, methods of implementation, valuation of assets, grievance resolutions, preparation and implementation of Social Management Plan (SMP, RAP, RCRMP etc., that may be encountered in a typical urban infrastructure subprojects. Staff in the KW&SB need to build capacity in this regard. Functionaries who are especially involved in planning and developing subprojects should undergo this training as they play a primary role in implementing R&R provisions under the project. 584. The topics of training on social issues would pertain to, but will not be limited to, the following table with a general list of thematic areas /activities involved in a subproject investment, for which the capacities need to be strengthened. Table 26 describes topics and thematic areas, which can be adjusted according to the training needs assessment. Karachi Water and Sewerage Services Improvement Project 187 Social Management Framework Table 26: Thematic Areas and Training topics Thematic Training Topics and Capacities required Areas Project Context • Overview of the KWSSIP, selected subprojects and likely activities and Rationale • Identification of Infrastructure problems and social sensitive issues for SMF • Basic social concepts and issues • Preparation of or the SMF • Likely social impacts of subproject activities • Relevance of the SMF in addressing likely impacts • Guiding principles of the SMF • knowledge and understanding of Policy, Legal and Institutional Framework • Legal/regulatory framework of environmental issues for urban sector projects • Integration of subproject SMPs and RAPs into the KWSSIP’s cycles during their implementation stages Social • Identification of social impacts Screening and • Social screening of subprojects Assessment • Social assessments of subprojects • Screening and Categorization of the subprojects • Primary and secondary data collection through surveys, consultations, studies/reports pertaining to the intervention area. Social • Social Management planning Management • Key parameters for the Planning process and monitoring mechanisms and Monitoring • Incorporating the SMP and associated costs in to the bid documents. • Implementation of the mitigation measures at the design, construction and monitoring stages of the subproject. • Monitoring the subproject investments during construction and operation. • Design of monitoring indicators for the subproject mitigation measures • Quality assessment and monitoring the contractor’s work for the implementation of mitigation measures • Social monitoring during construction and operation Resettlement • Rationale of Resettlement Action Planning Action Planning • Land Acquisition Act (LAA, 1894) with Amendments and WB OP 4.12 • Key principles, procedures and gaps between the WB policy and LAA • Resettlement Tools, Socio-economic Survey, Census Survey • Entitlement matrix and Inventories • Livelihood impacts • Vulnerability and Gender Issues in Land Acquisition and Resettlement • Asset valuation, Income Restoration and Rehabilitation • Replacement Cost Survey and Pricing • Prioritization of problem issues with respect to severity of social impacts • Physical Relocation • Preparation of a RAP/ARAP Karachi Water and Sewerage Services Improvement Project 188 Social Management Framework Thematic Training Topics and Capacities required Areas Consultation, • Conducting Public consultations and FGDs Participation • Stakeholder Identification, Mapping and Grievance • Information Dissemination, Consultations Redress • Community mobilization/participation and social inclusion • Addressing Public complaints and Grievances • Coordination with the concerned departments in designing the sub projects for sustainable solutions to the infrastructure problems • Procurement of social related data of the sub-project intervention area through consultations. Resettlement • Institutional arrangements implementation • Costs, Budgeting and Financing of Land Acquisition and Resettlement and monitoring • Internal Resettlement Monitoring • Resettlement Plan Implementation • Resettlement External Monitoring • Monitoring Issues related with R&R assistance Gender based • Gender Awareness Violence (GBV) • Gender Mainstreaming • Gender Equality • Gender sensitive GRM • GBV Service providers • Monitoring GBV 585. Training programs should be conducted according to an annual training plan to impart skills for implementing SMF in order to update stakeholders on external changes (legal requirements, safeguards, etc.), for operational experience-sharing, and for communicating revisions carried out in the SMF. The training programs should clearly designate the intended audiences, responsible implementers and estimated costs along with the timing of the activities. 586. As discussed in the Institutional Arrangement, Section 13, PIU will be responsible for implementation of the SMF, RAP/ ARAP, therefore basic training on regulatory requirements, social impacts, and social assessment and management would greatly improve the capability of relevant technical staff in carrying out their responsibilities under the proposed KWSSIP. Training for the relevant officials may be arranged at project level. The training in various social issues and exposure to best practices in social management will make the KW&SB, supervisory consultants, contractors, communities, NGOs, and key stakeholders sensitive to social development issues. 587. KW&SB will allocate sufficient budget annually to implement the above activities. Institutional strengthening capacity plan will be a part of the KWSSIP Annual Work Plan, and accordingly, a budget to implement such plan will be part of the annual budget plan. 588. PIU will maintain records of the institutional capacity strengthening, detailing the training programs, agendas, duration, qualifications of the trainers, and attendance sheets of participants. Training content should also be maintained and updated as required. Similar records will have to be maintained for workshops, seminars, outreach, etc. that have been attended by the SSMC staff. Karachi Water and Sewerage Services Improvement Project 189 Social Management Framework 15 BUDGET FOR SMF IMPLEMENTATION 589. The capacities needed to address the safeguards implementation aspects of the KWSSIP as described in Section 14, including the capacity building and staffing for safeguards are incorporated into the Project costs to ensure that institution involved in the implementing of different components of SMF have the technical, management and other skills to perform its role and responsibilities efficiently and in a timely manner. 590. The budget of the SMF will cover among others, activities ensuring the implementation of the SMF. It will also cover the staff for SSMC in PIU of the estimated seven years of the project duration. The SMF provides for capacity development of the KW&SB and SSMC in social management in subproject cycle. 591. Based on the social scan of the potential project sites, it is likely that the project, during implementation affects peoples permanently or temporarily. The project may also need to compensate for physical structure or replace them where affected to make available lands for infrastructure improvement works. Land acquisition or physical losses or replacement of assets, relocation and livelihood restoration assistance to affected persons and compulsory land acquisition under Component 2 will be done by the KW&SB from its own resources. 592. KW&SB specifically under KWSSIP financing, will be responsible to make available lands for infrastructure development either owned by them or through voluntary donation or compulsory land acquisition based on market rate. However, the project will provide financial support for social management capacity building for KW&SB, PIU, SSMC, contractors and those stakeholders who will be involved in the implementation of SMF. 593. The SMF, has therefore, includes an indicative budget of PKR 492.06 million for social risk mitigation, staff for SSMC, Independent monitoring/Third Party Validation and contingencies. The estimated costs are indicated in Table 27 below. Table 27: SMF Budget (Indicative) Description Unit Rate Quantity Budget (Million PKR) (Million PKR) SSMC Staff Social Development Specialist 0.30 84 25.2 Gender Development Specialist 0.30 84 25.6 Social Mobilizer (Male and Female) 0.06 126 7.56 Training Capacity building 0.60 30 18.0 Third Party Validation 3.00 7 21.0 Social Risk Mitigation Cost* 50.00 7 350.0 Sub Total 447.36 Contingencies 10 % 44.7 Total 492.06 *Not more than 2% of total project costs. 594. The KW&SB will allocate sufficient budget to cover training costs. The project will finance the cost of a supporting SSMC personnel, i.e., a Social Development specialist, a Social and Gender specialist and two community mobilizers. The SMF cost also includes the Third-Party Karachi Water and Sewerage Services Improvement Project 190 Social Management Framework validation of the subprojects. In addition, the project will finance training workshops for KW&SB staff and eligible contractors. Furthermore, the supervision consultants and the contractors share the project implementation plans including any specific actions that will take place during construction such as vehicular traffic detour plans, temporary interruption of water and electricity supplies, etc. Karachi Water and Sewerage Services Improvement Project 191 Social Management Framework 16 BIBLIOGRAPHY • Anwar, N., Mustafa, D., Viqar, S., Sawas, A., Iqtidar, H., 2014. Urbanization, Gender and Violence in Millennial Karachi: A Scoping Study. IDRC. • Anwar, N., Mustafa, D., Sawas, A., Malik, S., 2016. Gender and violence in urban Pakistan. IDRC. • Arsam Saleem, 2018. Evictions, dispossessions and urban sprawl in Karachi, Karachi Urban Lab, 2018. • Arif Hasan and Masooma Mohib, 2001. Urban Slums Report: The Case of Karachi, Pakistan. • Azmat Ali Budhani, Haris Gazdar, Sobia Ahmad Kaker, and Hussain Bux Mallah, 2010. The Open City: Social Networks and Violence in Karachi. 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Drinking Water, Sanitation and Hygiene, Sindh Strategic Sector Plan 2016–2026, Final Draft, Karachi. • Haroon Jamal, 2016. Quantifying Sub-National Human Development Indices from Household Survey Data, Reach Report No., SPDC • Hasan Arif, “Understanding Karachi, Planning and Reform for the Futureâ€?, City Press, Karachi, 1999 • Karim, Mehtab S. 2017. “Census Contradictions.â€? Narratives. Karachi. • Khuhro, Hamida & Mooraj, Anwer, 1997. Karachi, Mega City of Our Times, OUP, Karachi • Hasan, Arif, and Mansoor Raza. 2015. Impacts of Economic Crises and Reform on the Informal Textile Industry in Karachi. International Institute for Environment, Development working paper. London. • Hasan, Arif, Noman Ahmed, Mansoor Raza, Asiya Sadiq-Polack, Saeed Uddin Ahmed, and Moizza B. Sarwar. 2015. Karachi: The Land Issue, Oxford: Oxford University Press. • Mahbub-ul-Haq Research Centre, 2016. Human Development in South Asia 2016: Empowering Women in South Asia. 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Pakistan District Education Ranking • Sindh’s Annual Development Program for fiscal years 2016–17 and 2017–18. • SHEHRI. 2018. “Local and City Government Handbook, Province of Sindh and Karachi Cityâ€?, USAID • The World’s Cities in 2016, available on, http://www.un.org/en/development/desa/population/publications/pdf/ urbanization/the_worlds_cities_in_2016_data_booklet.pdf • UNICEF, 2017. Annual Report 2017, Pakistan Karachi Water and Sewerage Services Improvement Project 193 Social Management Framework • United Nations, 2018. Population Demographics of Pakistan. World Population Prospects: the 2018 Revision, Online Edition < https://esa.un.org/unpd/wup/Download/ > [cited 2018 April 30].[9] • UN Women, 2016. Women’s Economic Participation and Empowerment in Pakistan: Status Report, (2016) • World Bank. 2018. “Transforming Karachi into a Livable and Competitive Megacity - A City Diagnostic and Transformation Strategy.â€? http://dx.doi.org/10.1596/978-1-4648- 1211-8 • World Bank. 2010. Water and Sewerage Services in Karachi, Citizen Report Card: Sustainable Service Delivery Improvements. World Bank, Islamabad. • World Bank, 2018. When Water Becomes a Hazard: A Diagnostic Report on the State of Water Supply, Sanitation and Poverty in Pakistan and Its Impact on Child Stunting. WASH Poverty Diagnostic. World Bank, Washington, DC. • World Bank, 2016. Making Urban Development Work for Women and Men: Tools for Task Teams. World Bank, Washington, DC. • World Health Organization (WHO). 2003. Domestic Water Quantity, Service, Level and Health • Websites Consulted • DMC Central, https://www.facebook.com/dmccentralinfo/ • DMC East, http://www.dmceast.gos.pk/ • DMC, Korangi, https://dmckorangi.gos.pk/ • DMC Malir, https://customnews.pk/tag/dmc-malir-karachi/ • DMC South, http://dmcsouth.com.pk/ • KMC, http://www.kmc.gos.pk • KW&SB, http://www.kwsb.gos.pk/ • Sindh Local Govt. Department, http://www.lgdsindh.gov.pk/ • Sindh Katchi Abadis Authority, http://sindh.gov.pk/dpt/SKAA/index.htm • Sindh Solid Waste Management Board, http://sswmb.gos.pk/cms/ • Urban Resource Centre, http://www.urckarachi.org/index.html • World bank, http://povlibrary.worldbank.org/ Karachi Water and Sewerage Services Improvement Project 194 Social Management Framework Appendix 1: Resettlement Policy Framework RESETTLEMENT POLICY FRAMEWORK KARACHI WATER AND SEWERAGE SERVICES IMPROVEMENT PROJECT May 2019 Karachi Water and Sewerage Board Karachi Appendices: Karachi Water and Sewerage Services Improvement Project 195 Social Management Framework 1 INTRODUCTION 1.1 The Resettlement Policy Framework (RPF) The development of a Resettlement Policy Framework (RPF) is a requirement for subprojects that may entail involuntary resettlement, issues of compensation, impact on livelihood, or restricted access to natural resources under the World Bank safeguard policy on involuntary resettlement (OP 4.12). Apart from meeting World Bank requirements, the RPF defines the legal and policy framework, eligibility criteria and entitlements for project affected persons (PAPs) to ensure fair and timely compensation, relocation and rehabilitation; It also sets out procedures for subproject screening and categorization; social impact assessment, consultation, participation and disclosure; grievance redress; monitoring and reporting; as well as the institutional arrangements for the subproject implementation. This RPF, prepared by the Implementing Agency (IA), fulfils OP.12 requirements pertaining to resettlement policy, principles, objectives and implementation procedures and complies with pertinent National laws and regulations (e.g., Pakistan’s Land Acquisition Act of 1894, and Provincial Rules, Regulations and Guidelines) for land acquisition and resettlement. The KW&SB has endorsed this RPF and is responsible for its application and implementation in all subprojects that have resettlement impacts and require preparation and implementation of RAPs. This RPF describes in detail the context, design and risks associated with the KWSSIP project. Second, it summarizes: (i) measures that have been built into the project design to avoid risks in the complex context of Karachi; and (ii) multiple layers of risk mitigation measures that have been put in place to further reduce the environmental and social risks associated with the project. Third, in the context of the project-level risk avoidance measures build into the design, as well as the additional risk mitigation measures, including system-level measures, the memo provides a recommendation of the environmental safeguards category that the GP management believes should be assigned to the KWSSIP project. 1.2 Overview of KWSSIP Karachi’s water supply services are falling far short of the expanding city’s needs. Nearly three million residents lack access to piped water, and even those formally connected experience inadequate, irregular and inequitable service. Typical service quality is “two hours every two days to four hours per day at very low pressureâ€?, with rationing widespread especially in katchi abadis (informal settlements) which face severe shortages of waterâ€?. Brackish groundwater limits the use household wells, so inefficient and expensive private water tankers are major source of domestic water supply. The city’s current water demand is estimated at 5.5 million cubic meters per day, and the current supply shortfall is estimated as 2.5 million cubic meters per day. More than 6 million residents lack access to public sanitation services. Those lacking access typically discharge sewage through the stormwater system, natural drains or informal sewers directly into rivers and ultimately the sea. Pit latrines and septic tanks are used by less than 3% of the population. Even those with nominal access to public sewerage do not receive acceptable services. The city’s sewage treatment facilities are dilapidated and dysfunctional because of “complex challenges of inadequate sewer trunk mains, malfunctioning pumping facilities, and a lack of wastewater treatment capacityâ€?. Up to 2.2 million cubic meters per day of raw sewage is discharged into the sea To address the above described shortcommings the Bank is preparing the proposed Karachi Water and Sewerage Services Imrovement Project (KWSSIP). The Project Development Appendices: Karachi Water and Sewerage Services Improvement Project 1 Social Management Framework Objective of the project is to improve access to safe water services in Karachi and to increase Karachi Water and Sewerage Board’s (KWSB’s) financial and operational performance. The project is conceived as the first in a potential Series of Projects (SOP) and will be instrumental in supporting reforms and enabling complementary infrastructure investments. The first project will invest US$100 million, of which US$ 40million are from IBRD, in infrastructure rehabilitation and capacity building to raise operational performance and improvements to the enabling environment. The project activities of the first project of the series (SOP-1) will be grouped into three components. Component 1 will finance both capacity building and reform measures to improve the enabling environment, thus contributing to improved utility performance, including more reliable and energy efficient services. Component 2 will undertake selected infrastructure investments, thereby rehabilitating water and sewer services in Karachi and increasing the city’s resilience to water shortages, floods, and saltwater intrusion. Component 3 will fund project management and associated studies. The approach and activities under these components may be summarized as follows: Component 1 – Operational & Enabling Environment Reform (US$7 million of which IBRD US$2.8 million): To build capacity and raise operational performance, as well as to prepare and implement planned enabling environment reforms, this component will support an array of measures including on: vi. Revenue Management, Customer Care and Communication: Improving customer management is a critical objective both to provide better, more accountable services to the population of Karachi and to increase revenue streams and thus KWSB’s sustainability. Higher revenues will enable KWSB to spend more on O&M, thus directly contributing to more reliable services and increasing Karachi residents’ resilience to climate-exacerbated water shortages. Beyond revenue enhancement, KWSB will seek matching improvements in customer service by creating six new customer service centers. These will not only have staff from the Complaints Cell but also staff from the revenue and operational departments. Staff will be trained in customer engagement and a modern GRM will be developed, implementing and monitored. The citizen report card process will be revived, and a communications strategy developed. vii. Non-revenue Water (NRW) Reduction Program: A key aspect of improving operational performance and financial sustainability will be the reduction of non-revenue water. The project will develop a systematic non-revenue water reduction program, including the design and establishment of district meter areas, improvements in leak detection and repair, and a program for maintenance of meters installed under the project. viii. Institutional Reforms and Human Resources: The project will provide technical assistance and training to KWSB on human resource management, including on gender equality and reducing sexual harassment at the workplace. HR systems (software and hardware) will be upgraded, staff training will be provided, and an institutional reform program (including drafting amendments to the KWSB Act) will be developed and implemented. ix. Social Sector Policy and Katchi Abadi Program: The project will support the informal settlements unit of KWSB to implement infrastructure investments in at least three katchi abadis. This program will include resources to support KWSB cooperation with local NGOs and community-based entrepreneurs, in particular women’s organizations, in order to learn from existing successful approaches as well as to assist vulnerable customer groups in a Appendices: Karachi Water and Sewerage Services Improvement Project 2 Social Management Framework targeted. x. Other Capacity Building Priorities – Asset Management, Financial Management, Industrial Discharge Monitoring: The project will finance additional capacity building including the design and implementation of an asset management program and improvements to the existing GIS of KWSB. These are critical for the sustainable management of KWSB. Component 2 – Infrastructure Investments (US$77 million of which IBRD US$30.8 million): Infrastructure interventions will be selected during implementation according to criteria that ensure relevance to project objectives and compliance with relevant environmental and social operational Bank policies, while flexibly aligning investments to the evolving reform agenda. This will reinforce the impact of capacity building and institutional reforms, and lay the foundation for scaling-up capital investments in subsequent projects. Priority areas for investments include: vi. Water Network Rehabilitation: To reinforce the non-revenue water and revenue management reforms of Component 1, priority areas of the network with be rehabilitated, focusing on reducing major leaks and installing district and customer meters. vii. Sewer Network Rehabilitations: The project will invest in priority sewerage rehabilitation to restore network integrity in critical areas, and to reduce sewage leakage and flooding. These investments will be in the wastewater collection areas of the two wastewater treatment plants currently being rehabilitated (TP1 and TP3). A well-functioning sewerage system reduces the impact of floods by reducing the contamination of flood waters. viii. Rehabilitation of Safe Water Supplies in Katchi Abadis: The project will improve water supply and sanitation in three Katchi Abadis. KWSB will rehabilitate and formalize existing infrastructure and test different technical approaches to improving quality of access, including water ATMs, installation of metered house connections, and improved bulk water supply. Institutional options will be developed, including full or partial outsourcing of operations to CBOs, NGOs, or private entities. These efforts will be supported by intensive stakeholder consultations to manage expectations and to build political consensus and community support. ix. Improving Energy Efficiency: To reinforce the impact of the asset management improvement program, the project will reduce the energy consumption of KWSB pumping stations and water treatment plants, and thus reduce current high energy costs and KWSB’s carbon footprint. x. Other investments in line with the project criteria and policies of the GoS and World Bank will be considered as Component 1 reforms evolve. Component 3 – Project Management and Studies (US$16 million of which IBRD US$6.4 million): This component will support the costs of managing the project and preparing aspects of the proposed subsequent projects, taking into account the expected impacts of climate change in the studies to be conducted. This will include direct project management costs of KWSB, updating of KWSB’s Masterplan, Feasibility Studies, Tender Documents, Safeguard Documents and Supervision costs for this project as well as other critical studies such as an energy audit, a review of private participation options and a rapid groundwater protection assessment. In addition, this component will support the institutional strengthening of KWSB including strengthening the social and environmental management capacity of KWSB. This component will also finance the preparation of Feasibility Studies, Tender- and Safeguard Documents for investments in future projects of the proposed series, as long as they are not rated environmental category A under OP4.01 or High under ESS1. Appendices: Karachi Water and Sewerage Services Improvement Project 3 Social Management Framework 1.3 Environmental and Social Risks of the Project The project will finance the rehabilitation of water supply and sewer networks and pumping stations which are not expected to cause any long term or irreversible environmental impacts. However, the current capacity of KWSB to apply the relevant safeguards instruments in a satisfactory manner is low (e.g. Environmental Management Framework - EMF and Environmental Management Plans – EMPs) and needs to be strengthen. To avoid environmental risks, any adverse environmental impacts identified will be avoided through environment impact screening, and where needed, design and implementation of EMPs for subprojects selected for implementation. All subproject EMPs will be prepared by KWSB and reviewed and cleared by the Bank before the sub-projects are implemented. The rehabilitation of sewer lines will be conducted in the wastewater collection areas of the two wastewater treatment plants currently being rehabilitated (TP 1 and TP3) by KWSB. An environmental audit will be conducted before any rehabilitation works start, and rehabilitation works will only be implemented if these two wastewater treatment plants meet sound discharge standards and if they don’t cause any long term or irreversible environmental impacts. To address social risks, managing risks associated with the judiciary led anti-encroachment drive will be critical during the project implementation. A major anti-encroachment drive (AED) was initiated in the city in October 2018 on the order of the Supreme Court of Pakistan, and it is underway across the city. The Court ordered the removal of encroachments from public spaces (parks, footpaths, amenity plots, etc.) across the city of Karachi, to be implemented by KMC and other civic, local and law enforcement agencies. There is not publicly available future plan that indicates how the AED is to be conducted, i.e. what locations will be targeted or when, and multiple agencies are involved in the eviction process. There are several project-level risks associated with the ongoing anti-encroachment drive, which have been addressed, upfront, in the design of the project and will be avoided through a comprehensive set of Project Risk Reduction Measures (PRRP) which is described below. 1.4 Overview of the Anti-Encroachment Drive In accordance with the orders of the Supreme Court, civic agencies have launched a city-wide anti-encroachment drive (AED) under which different types of actions are being carried out. The types of structures and/or non-structures removed or affected by AED activities are listed below in the Table 1: Table 1: Typology of structures and/or non-structures removed or affected by AED activities No. Type 1 Illegal shops/cabins 2 Sunshades 3 Illegal walls and wall fixtures 4 Extended portions (of shops, hotels, cabins, marriage halls) 5 Marriage halls/fitness centers/buildings/illegal construction on green belts and plots 6 Chabootras (paved terrace, raised platform) and foot steps Appendices: Karachi Water and Sewerage Services Improvement Project 4 Social Management Framework 7 Thailay (pushcarts)/patharay (selling on rug, or table counter)/counters, misc. The conduct of the AED is not in accordance with the Bank’s policy on involuntary resettlement (OP 4.12) as there are no provisions to compensate or rehabilitate squatters, vendors and hawkers who have been displaced nor provide compensation for loss of livelihood. Standard practice of KMC and other GoS agencies in eviction of squatters and encroachers on public lands also does not meet the requirements of Bank policy. 1.5 Key design elements and mitigation measures to address risk associated with AED The following sections describe the multi-layer approach that has been designed under the KWSSIP to avoid the risk that interventions financed under the project take place in areas previously impacted by the AED. No areas impacted by the AED prior to the start of the project are eligible for financing. The risk avoidance and mitigation approach is built upon the premise that, in the future and once the project is under implementation, if AED- actions are to be carried out by the government in areas that have been selected for financing under the project (i.e. within the footprint of sub-project areas), the government will comply with all the provisions of the Bank’s safeguards policies, as specified in the safeguards instruments. 1.5.1 Addressing project-level risks Measures have been built into the project design to avoid and address project-level safeguards risks, in order to ensure compliance with the Bank’s OP 4.12. A detailed procedure, the KWSSIP Risk Reducing Procedure (KWSSIP-RRP) has been agreed with KWSB to avoid project-related risk. The KWSSIP-RRP is explicitly outlined in the Project Implementation Manual and referred to, by name, in the Legal Agreement, in order to emphasize its singularity and its importance in the complex environment of Karachi. First, the KWSSIP-RRP will take the approach of screening out areas that have been impacted by the AED by incorporating a screening mechanism as part of the eligibility criteria of sub- projects to be financed under the KWSSIP. Only sub-projects’ actual construction sites plus associated zones of impact located in areas that have not been impacted by the AED are eligible for financing under the KWSSIP. This will ensure that only sub-projects that meet the standards and conditions of the Bank’s policy on involuntary resettlement will be financed. This involves, amongst other requirements, compensation and rehabilitation of livelihood of affected people including persons without land title, squatters, vendors, hawkers, etc. in accordance with the entitlements prescribed in the Project’s Resettlement Policy Framework (RPF) and any subsequent Resettlement Action Plans (RAP). Second, under the KWSSIP-RRP infrastructure sub-projects will be reviewed and approved for safeguards requirements before KWSB can commence its work, to ensure that sub-project sites comply with the Bank’s safeguards policy and standards. Moreover, one of the key objectives of the institutional strengthening supported under the Component 3 includes strengthening social and environmental management capacity of KWSB. Furthermore, the Project will finance robust communication efforts, a Grievance Redress Mechanisms (GRM) and a monitoring system for the Project. The Bank’s team will also engage with civil society organizations (CSOs) / NGOs to monitor the implementation and progress of works supported by KWSSIP. During preparation, the Task Team has agreed with the KWSB on a comprehensive set of measures that include: (a) strict eligibility criteria for subprojects investments; (b) safeguards instruments, including a Resettlement Policy Framework (RPF) and an Environmental Appendices: Karachi Water and Sewerage Services Improvement Project 5 Social Management Framework Management Framework (EMF), consistent with Bank safeguards policies; (c) prior review and no objection by the Bank of sub-projects to be financed to ensure compliance with defined criteria; (d) extensive capacity building of KWSB in the implementation of environmental and social safeguards; (e) mechanisms to ensure coordination across institutions responsible for implementing various aspects of AED; (f) using a robust project monitoring system to track the progress of the anti-encroachment drive (AED) and its potential impact on the Project; (g) developing a communications strategy based on detailed stakeholder engagement; (h) a robust GRM system to address potential grievances of affected population; (i) extensive capacity building of KWSB; and (j) specific and strict clauses in the Legal Agreement providing immediate remedies to the Bank in the event of non-compliance with the project’s risk reduction procedures. The full set of project-level measures designed to avoid safeguards risk and additional mitigation measures are described in detail below. 1.5.2 KWSSIP Risk Reducing Procedure (KWSSIP-RRP) 1.5.2.1 Coordination and Monitoring of actions under AED during Project Implementation Coordination Several agencies are involved in the implementation of the AED, including KMC, Karachi Development Authority (KDA), and Sindh Building Control Agency (SBCA), among others. The Commissioner of Karachi has been tasked by the Province of Sindh to coordinate different agencies on their ongoing ant-encroachment plans and activities. It was agreed that KWSB will seek close coordination and liaise with the Commissioner for the AED related activities. Monitoring of AED • Government efforts – Under the Bank financed CLICK project, the Local Government Department (LGD) will take the lead to monitor, map, and regularly update the locations and extent of the AED conducted on or after October 27, 2018, that is, the starting date for the recent AED actions (see below). Monitoring will involve (i) mapping of the locations of the AED, both completed and planned, on a GIS platform building on existing sources; (ii) categorization according to the typology and hierarchy described above; (iii) compensation and relocation of affected people, as applicable; and (iv) the nature and extent of their impact. CSO/research institutes are also monitoring and updating the areas affected by the AED and LGD can consider partnering with these institutes to ensure further validation of the information and enhance transparency. • Project-level efforts - A third-party monitoring agent (a CSO or private entity) will be retained by the KWSSIP team to monitor the sub-project selection process, and implementation and progress of sub-project works by KWSB. 1.5.2.2 Safeguards Instruments The Project’s Environment and Social Management Framework (ESMF) has been prepared, consistent with the Bank’s safeguards policy requirements. A Social Management Framework (SMF) has been prepared by GoS as the exact locations of project interventions have not been determined and will be determined during the selection process for the priority areas. It also includes a Resettlement Policy Framework (RPF) to deal with any involuntary resettlement. The RPF includes a two-staged mechanism for social screening of subprojects. In step 1, the Appendices: Karachi Water and Sewerage Services Improvement Project 6 Social Management Framework screening will determine the interaction of the sub-project with the anti-encroachment drive to determine the eligibility of the project. If determined eligible for the Bank financing, the screening mechanism will determine the types of safeguard instruments to be prepared. The SMF also includes: management frameworks for gender, vulnerability, stakeholder engagement and labor impacts during construction (including gender-based violence (GBV) and sexual exploitation and abuse (SEA)); and Grievance Redress Mechanism (GRM). The draft SMF will inform the preparation and implementation of site-specific Social Impact Assessments (SIAs) / Social Management Plans (SMPs) and (if required) Resettlement Action Plans (RAPs) / Abbreviated Resettlement Plans (ARP) for subprojects. The SMF has been publicly disclosed, consulted upon with all stakeholders and needs to be cleared by the Bank. Similarly, since the nature, degree of impact, exact location and specific design of subprojects to be undertaken by KWSB are not known at appraisal stage, a framework approach to environmental management has been adopted. A draft Environmental Management Framework (EMF) has been prepared by KWSB to meet the requirements of local environmental regulations and the Bank safeguards policies and procedures consistent with OP 4.01. It has been publicly disclosed and consulted upon with stakeholders. 1.5.2.3 Screening methodology for sub-project eligibility A decision tree will be used to screen and select sub-projects under Component 2 to ensure that all provisions of OP 4.12 are met for subprojects financed under KWSSIP. This includes compensation of affected people, or rehabilitation of assets of affected people, including persons having structures on land without title, squatters, vendors, hawkers, etc. in accordance with the entitlements prescribed in the Project Resettlement Policy Framework (RPF) and any subsequent RAPs/ARAPs. A key objective of the screening mechanism is to ensure that areas that were affected by AED on and after October 2018 are excluded from eligible locations under the Project. These screening criteria are included in the RPF. a. Start date: The recent AED activities began under the orders of the Supreme Court on 27 October 2018. Sub-projects will therefore be screened from this date onwards for any AED activities (e.g. removal or demolition). If AED activities have been carried out in any potential subproject site after October 2018, the subproject will not be eligible for financing. b. Zone of impact: In general, for sewer and water network refurbishment and rehabilitation (including in low income communities), the zone of impact for each subproject - individual sewer or water rehabilitation schemes - is defined as the trench for the placement of the sewer or water supply pipe in the street; any additional area required for construction related activities (construction camp, parking of machinery, stocking of materials, debris, backfill, area used by construction labor, or any other temporary use etc.); and, any areas impacted temporarily by the construction (e.g. due to reduced access). Bank policies (OP 4.12) and the screening mechanism shall apply to the subproject zone of impact. A screening report for each potential subproject to be financed under KWSSIP will be prepared by KWSB and shared with the Bank for review and NOL before KWSB can commence work. All subprojects eligible for Bank-financing will be restricted to areas that have not been affected by AED. The screening and assessment will have to be done not just for the actual footprint/alignment of the intervention, but also for the right of way, including pedestrian sidewalks as well as adjacent buildings, on both sides of the roads/drainage alignment, as well as service road. In addition, the entire Appendices: Karachi Water and Sewerage Services Improvement Project 7 Social Management Framework length/alignment of the proposed sub-projects will have to be investigated and screened for AED activities to determine the extent and nature of possible overlap. The zones of impact of individual subprojects will need to be assessed, on a case by case basis, in order to determine whether the subproject is eligible for financing under the Project. This is necessary because the context and characteristic of each subproject activity may entail different zones of impact. Extended areas of proposed intervention such as right of ways and structures along both sides of the sewer/water pipe alignment will need to be included within the zone of impact of the subproject, and Bank policies will need to be followed within those areas. On the other hand, more localized areas may have been impacted by the AED, within larger areas that have not been impacted, i.e. along the length of the sewer or water alignment, there could be one or two spots that were affected by AED and this will also need to be investigated and screened out. In addition, if the subproject zone of impact can be associated with the AED activities (e.g. located too closely to the cleared site or close to very large-scale AED operation where a large number of structures or vendors were affected), the sub-projects will not be eligible for Bank financing. c. Screening steps99: Each sub-project will be first be assessed to determine if it is located in an area affected by AED. The assessment will also determine if and the extent to which surrounding areas of the proposed sub-project were also affected by AED. Potential sub-project sites located within AED impacted areas will not be eligible for financing under KWSSIP. (see below for a decision-tree diagram) Step 1: KWSB has prepared a long list of sub-projects for renewal, rehabilitation, and replacement of the sewerage networks in Karachi and will prepare the long list for water supply network rehabilitation during early project implementation. These lists of sub-projects will be matched with the lists of areas where the AED activities have taken place in Karachi – available with the Commissioner Karachi Division - to identify if any of the sub-projects lie in any of these areas. This ‘matching’ will enable the current AED status of each sub-project to be identified. Only subprojects with no AED will be eligible for Bank financing and their preparation will continue in accordance with safeguards frameworks and other Bank policies. Step 2: While KWSSIP will ensure exclusion of areas where AED has already happened in the past (under Step 1), there may be unforeseen cases in which government agencies need to carry out AED activities, under Supreme Court orders, in KWSSIP subproject areas while construction is underway. In order to address such unforeseen cases, KWSB will develop a working arrangement with the Commissioner Karachi Division (the office tasked by the GoS to co-ordinate AED activities in Karachi) to ensure compliance with the KWSSIP RPF during sub- project construction. In this Step, KWSB will: (i) publicly announce100 the selected subproject and document the baseline information on residents and commercial activities in the subproject area. 99 For sewer network rehabilitation the long list of possible subprojects is available; hence, steps 1 to 3 will be completed upon project effectiveness. For the water network rehabilitation these steps will be completed as soon as the long list of subprojects has been finalized by the IA. The Bank team will encourage the IA to complete the selection process at the earliest so that AED impacts (where applicable) can be managed effectively and with relatively reduced risk. 100 The initial list of eligible sub-projects (cleared by the Bank) will be disclosed. This will allow people within the footprint of the sub-projects, who may have been affected by undocumented AED-related activities (even if sub- projects have been picked explicitly outside AED areas) to come forward and provide information on potentially undeclared AED impacted areas. Appendices: Karachi Water and Sewerage Services Improvement Project 8 Social Management Framework (ii) inform the Commissioner Karachi Division where KWSSIP sub-projects are to be undertaken by providing them with complete lists/maps. (iii) agree with the Commissioner Karachi Division that if any AED activity needs to be conducted in these sub-project areas, in compliance with the Supreme Court order, from the date of the agreement, KWSB will work with the agency tasked to physically remove the encroachment to ensure that the standards and requirements of the KWSSIP RPF are met and provide the budget required for any compensation that needs to be paid to affected people. (iv) indicate to the Commissioner Karachi Division that any resettlement activities conducted in selected KWSB subproject areas, where construction is ongoing, will be in accordance with KWSSIP RPF (consistent with OP 4.12). This involves, amongst other requirements, compensation of affected people or rehabilitation of assets of affected people including persons having structures on land without title, squatters, vendors, hawkers, etc. in accordance with the entitlements prescribed in the RPF and any subsequent RAPs/ARAPs. For such compensation, adequate provision in the KWSSIP budget is provided to cover the costs involved (e.g. compensation, administration, any others). Step 3: KWSB will prepare a screening report for each subproject- including evidence of no AED in the subproject area, photographic record and baseline information documentation for each subproject, letter of agreement with the Commissioner Karachi Division – and share it with the third-party monitor for verification. The verified report will be submitted to the Bank for clearance and NOL. Decision-making tree for subproject selection Appendices: Karachi Water and Sewerage Services Improvement Project 9 Social Management Framework Figure 1: Decision Tree Diagram for Screening Process * Zone of Impact will be determined on a case to case basis according to the type and context of the subproject. 1.5.2.4 Support for Improved Social Management and Capacity Building To improve the social management capacity of KWSB the PIU will: i) have three designated specialists, one for resettlement/safeguards, one for community engagement (including grievance redress), and one for gender; ii) all eligible sub-projects will be screened by KWSB for potential social and environmental safeguard impacts in accordance with the project’s EMF and SMF; and iii) environment and social safeguard plans will be prepared and implemented by KWSB for all eligible subprojects where relevant, in accordance with the project’s EMF and SMF. 1.5.2.5 Addressing system-level risks At the request from the Government of Sindh, a set of TA to improve the management of street/informal economy including regulatory improvement, registration of mobile venders and mapping on the digital platform is supported under CLICK. The Bank is in the process of carrying out a review of Karachi’s street economy including legal and institutional framework governing street economy, as well as assessment of key constraints and areas for interventions to formalize street economy. The review will inform the specific scope and design of TA to be supported Appendices: Karachi Water and Sewerage Services Improvement Project 10 Social Management Framework under the CLICK. In addition, the CLICK Bank team will engage with the Government to determine the extent to which the government is interested in and or willing to develop a city-wide approach for addressing resettlement and rehabilitation issues, including facilitating sharing best practices and international experiences that have been adopted in other contexts. 1.5.2.6 Stakeholder engagement and communication campaign A robust stakeholder engagement framework and the Project’s proactive communication strategy will provide information to all stakeholders and create information and awareness about the project including the project’s objectives, components, types of investments and sub-project areas supported, among others. The SMF addresses the issues related to public participation including information dissemination and management of critical engagement with citizens, and includes guidelines/policies on public participation and the process to be followed during engagement with citizens. The stakeholder engagement through awareness raising/sensitization will strive to ensure that local communities are able to distinguish between AED and WB subprojects. This will help local communities to understand that WB is not supporting or collaborating with the AED. 1.5.2.7 Grievance Redress Mechanism (GRM) It is specified in the Project Agreement that within four months after project effectiveness KWSB needs to implement a project-specific multi-tier GRM in line with the Bank’s requirements as per guidelines in the SMF and EMF, for civil works executed by KWSB. This will respond to queries, receive suggestions and address complaints and grievances about the project and about any disconnects and irregularities in application of the EMF and SMF. The project will also finance six customer service centers with special counters for women and people from katchi abadis. In addition to the project-specific GRM, KWSB’s existing complaints management system will be strengthened under Component 1. KWSB’s existing system receives complaints by phone, email, WhatsApp and SMS and KWSB is also in the Pakistan Citizen Portal where complaints can also be submitted. Complaint response monitoring for all these systems will be strengthened under KWSSIP. These KWSB wide GRMs will be integrated with the KWSSIP-specific GRM for subprojects to the extent possible. 1.5.2.8 Legal Agreement Compliance with Bank safeguards policies and the preparation and implementation of safeguards instruments are a requirement under the KWSSIP, as per the General Conditions of the Legal Agreement. Failure to comply with those obligations will result in suspension and possible cancellation of the Loan. This is consistent across all World Bank Legal Agreements. However, given the particular context of the KWSSIP and the risks associated with the AED in Karachi, a detailed KWSSIP Risk Reducing Procedure (KWSSIP-RRP) has been developed for this project, as a multi-level risk avoidance and risk mitigation process. The government has agreed that the KWSSIP-RRP must be followed for the KWSSIP to be implemented, and that failure to follow the step-wise procedure (e.g. screening, avoidance of AED-impacted areas, avoidance to compensate AED affected people, etc.) will give the Bank the legal basis to suspend the Loan. In order to highlight the KWSSIP-RRP as a critical part of the safeguards instruments, and to underscore its importance for this project, the Legal Agreement will explicitly define and make reference to the KWSSIP-RRP. Moreover, the Legal Agreement will make explicit notice that implementation of the KWSSIP is contingent to the government’s compliance with the KWSSIP- Appendices: Karachi Water and Sewerage Services Improvement Project 11 Social Management Framework RRP. Non-compliance with the KWSSIP-RRP will provide grounds for cancellation and suspension of the project. Appendices: Karachi Water and Sewerage Services Improvement Project 12 Social Management Framework 2 LEGAL AND POLICY FRAMEWORK 2.1 LAR Legal and Policy Framework This RPF is designed on the basis of the regulatory framework of Pakistan’s for Land Acquisition Act 1894 and the World Bank Operational Policies, specifically OP4.12. The primary objective of OP4.12 is to ensure that PAPs are assisted to improve, or as a very minimum restore, their former living standards, income earning capacity, and production levels. Under the Project the key principles of OP4.12 should be applied regardless of stipulation in national law: • Infrastructure investments, such as works on existing water supply and sewerage lines, expansion of the distribution network, treatment plants and ancillary works, will be planned to avoid or minimize disturbance and destruction of private property; • Where adverse impact is unavoidable, RAPs and associated activities should be seen and executed as development programs; • PAPs, as defined in the eligibility section, are entitled to compensation for the full replacement costs; • PAPs should be provided with sufficient investment resources and opportunities to share in project benefits, specifically through improved access to water and sanitation. • Any compensation or mitigation of impact due to PAPs under the project must be provided prior to commencement of civil works. In Pakistan, LAA 1894 regulates the land acquisition process and enables the federal and provincial governments to acquire private land for public purposes through the exercise of the right of eminent domain. Land acquisition is a provincial responsibility and each province has its own province specific amendments in the Law and interpretation of the Act. The LAA and its implementation rules require that following an impact identification and valuation exercise, land and crops are compensated at the current market rate to the titled landowners. The LAA mandates that land valuation is to be based on the last 3 to 5 years average registered land-sale rates. However, in several recent cases, the median rate over the past 1 year, or even the current rates, has been applied with an added 15% compulsory acquisition surcharge according to the provision of the law. In addition to the provisions of LAA, related regulations setting out the procedures for land acquisition have been provided in province specific rules. The LAA lays down definite procedures for acquiring private land for projects and payment of compensation. For entering private land or carrying out surveys and investigations, specified formalities have to be observed and notifications to be issued. Damage to any crops during survey and investigations has to be compensated. The displaced persons, if not satisfied, can go to the Court of Law to contest the compensation award of the Land Acquisition Collector (LAC). The law deals with matters related to the acquisition/ or temporary occupation of private land and other immovable assets that may exist on it when the land is required for public purpose. The right to acquire land for public purposes is established when Section 4 of the LAA is triggered. The LAA specifies a systematic approach for acquisition and compensation of land and other properties for development projects. It stipulates various sections pertaining to notifications, surveys, acquisition, compensation and apportionment of awards, along with disputes resolution, penalties and exemptions. The surveys of land acquisition are to be disclosed to the displaced Appendices: Karachi Water and Sewerage Services Improvement Project 13 Social Management Framework persons. However the law only recognizes “legalâ€? owners of property supported by records of ownership such as land record title, registered sale deeds, or agreements. 2.2 World Bank OP 4.12 and Resettlement Principles World Bank has adopted OP 12.4 as a safeguard requirement for involuntary resettlement. The objectives of OP 4.12 is to avoid involuntary resettlement wherever possible; to minimize involuntary resettlement by exploring project and design alternatives; to enhance, or at least restore, the livelihoods of all displaced persons in real terms relative to pre-project levels; and to improve the standards of living of the displaced poor and other vulnerable groups. The OP 4.12 covers physical displacement (relocation, loss of residential land, or loss of shelter) and economic displacement (loss of land, assets, access to assets, income sources, or means of livelihoods) as a result of (i) involuntary acquisition of land, or (ii) involuntary restrictions on land use or on access to legally designated parks and protected areas. The important elements of OP 4.12 are: (i) compensation at replacement cost for lost assets, livelihood, and income prior to displacement; (ii) assistance for relocation, including provision of relocation sites with appropriate facilities and services; and (iii) assistance for rehabilitation to achieve at least the same level of well-being with the project as without it. The operational policy gives special attention to poor and vulnerable households to ensure their improved well-being as a result of subproject interventions. Followings are the basic policy principle of OP 4.12: i. In the context of involuntary resettlement, PAPs are those who are physically displaced (relocation, loss of residential land, or loss of shelter) and/or economically displaced (loss of land, assets, access to assets, income sources, or means of livelihoods) as a result of (a) involuntary acquisition of land, or (b) involuntary restrictions on land use or on access to legally designated parks and protected areas. ii. Screen the project early on to identify past, present, and future involuntary resettlement impacts and risks. Determine the scope of resettlement planning through a survey and/or census of displaced persons, including a gender analysis, specifically related to resettlement impacts and risks. iii. Carry out meaningful consultations with affected persons, host communities, and concerned nongovernment organizations. Inform all displaced persons of their entitlements and resettlement options. Ensure their participation in planning, implementation, and monitoring and evaluation of resettlement programs. iv. Pay particular attention to the needs of vulnerable groups, especially those below the poverty line, the landless, the elderly, women and children, and Indigenous Peoples, and those without legal title to land, and ensure their participation in consultations. v. Establish a grievance redress mechanism to receive and facilitate resolution of the affected persons’ concerns. Support the social and cultural institutions of displaced persons and their host population. Where involuntary resettlement impacts and risks are highly complex and sensitive, compensation and resettlement decisions should be preceded by a social preparation phase. vi. Improve, or at least restore, the livelihoods of all displaced persons through (a) land-based resettlement strategies when affected livelihoods are land based where possible or cash compensation at replacement value for land when the loss of land does not undermine livelihoods, (b) prompt replacement of assets with access to assets of equal or higher value, (c) prompt compensation at full replacement cost for assets that cannot be Appendices: Karachi Water and Sewerage Services Improvement Project 14 Social Management Framework restored, and (d) additional revenues and services through benefit sharing schemes where possible. vii. Provide PAPs with needed assistance, including the following: (a) if there is relocation, secured tenure to relocation land, better housing at resettlement sites with comparable access to employment and production opportunities, integration of resettled persons economically and socially into their host communities, and extension of project benefits to host communities; (b) transitional support and development assistance, such as land development, credit facilities, training, or employment opportunities; and (c) civic infrastructure and community services, as required. viii. Improve the standards of living of the displaced poor and other vulnerable groups, including women, to at least national minimum standards. In rural areas provide them with legal and affordable access to land and resources, and in urban areas provide them with appropriate income sources and legal and affordable access to adequate housing. ix. Develop procedures in a transparent, consistent, and equitable manner if land acquisition is through negotiated settlement to ensure that those people who enter into negotiated settlements will maintain the same or better income and livelihood status. x. Ensure that displaced persons without titles to land or any recognizable legal rights to land are eligible for resettlement assistance and compensation for loss of non-land assets. xi. Prepare a resettlement action plan elaborating on PAPs’ entitlements, an income and livelihood restoration strategy, institutional arrangements, monitoring and reporting framework, budget, and time-bound implementation schedule. xii. Disclose a draft RAP, including documentation of the consultation process in a timely manner, before project appraisal, in an accessible place and a form and language understandable to affected persons and other stakeholders. Disclose the Draft and final RAP and its updates to affected persons and other stakeholders. xiii. Pay compensation and provide other resettlement entitlements before physical or economic displacement. Implement the resettlement plan under close supervision throughout subproject implementation. xiv. Monitor and assess resettlement outcomes, their impacts on the standards of living of PAPs, and whether the objectives of the RAP have been achieved by taking into account the baseline conditions, and the results of resettlement monitoring. Disclose monitoring reports, and disclose monitoring reports. 2.3 Comparison of Pakistan’s LAA and WB OP 4.12 IR Safeguards Policy Principles The objective of this comparison is to identify and address inadequacy of the existing legal provisions whether the two sets of procedures are in conformity with each other and more importantly to identify and suggest measures to bridge these differences and gaps. Comparison of Pakistan’s Land Acquisition Act of 1894 (LAA) and World Bank’s OP 4.12 on Involuntary Resettlement shows that the LAA of Pakistan and OP 4.12 deviate on some key points. The key World bank Policy Principles are (i) the need to screen the project early on in the planning stage, (ii) carry out meaningful consultation, (iii) at the minimum restore livelihood levels to what they were before the project, improve the livelihoods of displaced vulnerable groups (iv) prompt compensation at full replacement cost is to be paid (v) provide displaced people with adequate assistance, (vi) ensure that displaced people who have no statutory rights to the land Appendices: Karachi Water and Sewerage Services Improvement Project 15 Social Management Framework that they are working are eligible for resettlement assistance and compensation for the loss of non-land assets and (vii) disclose all reports. The LAA in contrast to OP 4.12 does not require adequate consultation with affected parties; it simply requires that declaration and notice be given about temporary use of land or acquisition and the purposes for which it is required. Nor does the Act require preparation of a “planâ€? documenting the process, and consultations undertaken with PAPs. Finally, the LAA does not entitle compensation to PAPs without title nor provides compensation for income losses caused by LAR. Table 1 summarizes the differences between the LAA and World Bank safeguards and the measures that need to be addressed to ensure the subproject implementation is fully consistent with the World Bank’s requirements. Table 28: Measures to address LAA 1894 & OP 4.12 differences or gaps WB Involuntary Resettlement Pakistan, Land Proposed Gaps Bridging Policy OP 4.12 Acquisition Act (LAA) 1894 Measures Early screening of the project to No such condition mentioned Project potential social impacts identify social impacts and risks. for early screening in the were screened and categorized Determine the scope of LAA. using a systematic methodological resettlement planning through a approach. survey and/or census of PAPs, including a gender analysis, specifically related to resettlement impacts and risks. Carry out meaningful No formal consultation with Key stakeholders and PAPs consultations with PAPs, host PAPs and other stakeholders consultation during planning and communities, and concerned is required. design of the project. civil society organizations. Lack of title should not be an Titled land owners or holders Squatters, informal excuse for compensation. of customary rights are only tenants/leaseholders are entitled to recognized for compensation for loss of structures compensation. and livelihood and for relocation. Registration is not condition for Registered landowners and IA will prepare land acquisition and crop compensation, which is sharecroppers/ lease holders resettlement plans, as part of provided according to their are only eligible for project preparation based on an shares whether they are compensation of crop losses. inventory of losses, livelihood registered or not. restoration measures, based on the principles enumerated in OP.4.12. Tree losses are compensated Tree losses are Tree losses will be paid according according to the market based compensated on the basis of to the market based rates on rates on productive age or wood out dated officially fixed rates productive age or wood volume volume depending on the type by the relevant forest and depending on the type of the tree. of the tree. agriculture departments. Appendices: Karachi Water and Sewerage Services Improvement Project 16 Social Management Framework WB Involuntary Resettlement Pakistan, Land Proposed Gaps Bridging Policy OP 4.12 Acquisition Act (LAA) 1894 Measures Land valuation is to be based Land valuation based on the Land valuation is to be based on on current replacement (market) median registered land current replacement (market) value value and valued within 1 year transfer rate over the with an additional payment of 15%. before the delivery of previous 3 years before the The valuation for the acquired compensation. establishment of Section 4 of housing land and other assets is the Act with an additional the full replacement costs keeping payment. in view the fair market values, transaction costs and other applicable payments that may be required. Valuation of built-up structures Valuation of structures based IA will ensure current market rates is based on current market on official rates, with without any deduction of value/cost of new construction depreciation deducted from depreciation and salvage material. of the structure. PAPs can take gross value of the structure the salvage material free of and 10 % for salvage cost. material. Complaints and grievances are The Revenue Department is KW&SB will establish project based resolved informally through the only authority to decide GRM and include GRC for community participation in the disputes and address complaint resolution. Grievance Redress Committees complaints regarding (GRC), local governments and quantification and CSOs. assessment of compensation for the affected lands and other assets. Information related to The decisions regarding land Findings of census survey quantification and costing of acquisition and the amounts regarding all lost assets, land, structures and other of compensations to be paid compensation amount and assets, entitlements, and are published in the official Entitlement Matrix will be shared amounts of compensation and Gazette and notified in with PAPs prior to subproject financial assistance are to be convenient places so that the appraisal. disclosed to the PAPs prior to people affected get aware of project appraisal. the same. WB policy requires rehabilitation No provision for Provision should be made to pay for lost losses, and for expenses income/livelihood for resettlement expenses incurred by the PAPs during the rehabilitation measure, (transportation and transitional relocation process particular allowances for severely allowances), compensate for loss of attention must be paid to the affected APs and vulnerable income, and provide support to poor and vulnerable groups. groups, or resettlement vulnerable persons and those expenses. severely impacted (considered to be those losing more than 10% of their productive assets). Appendices: Karachi Water and Sewerage Services Improvement Project 17 Social Management Framework WB Involuntary Resettlement Pakistan, Land Proposed Gaps Bridging Policy OP 4.12 Acquisition Act (LAA) 1894 Measures Requires the establishment of No convenient grievance IA will establish easily accessible accessible grievance redress redress mechanism except grievance redress mechanism mechanisms to receive and recourse of appeal to formal available throughout project facilitate the resolution of PAP’s administrative jurisdiction or implementation that will be widely concerns about displacement the court of law. publicized within respective project and other impacts, including area and amongst the PAPs. compensation. Disclosure of draft & final RAP No requirement for Disclosure of RAPs at planning, to PAPs and on World Bank disclosure design and implementation stages. Website 2.4 Gap Bridging Measures In order to establish a land acquisition and resettlement policy framework for the Project, which reconciles Pakistan’s legal and regulatory system for LAR (LAA 1894) and World Bank’s OP 4.12, and addresses the gaps between the two systems, the following principles (as mentioned under the project LAR policy below) will be adopted and reflected in the eligibility and entitlements provisions indicated in section 7 of the RPF on compensation entitlements. 2.5 Resettlement Policy for the Project Based on identified gaps between World Bank’s OP 4.12 requirements and LAA practice and procedures following LAR policy is formulated for the subprojects to be implemented: i. A social Impact Assessment will be carried out for all subprojects to be implemented and the subprojects will be screened at early stage to avoid, minimize or mitigate involuntary LAR impacts causing physical and/or economic displacement. For subprojects with resettlement impacts, a comprehensive assessment of social impacts, involving (a) a census of all displaced persons (titled and without title), and an inventory of their lost assets (b) a sample based socio-economic survey of displaced persons, and (c) a detailed measurement survey and valuation of all lost assets including lost incomes sources will be carried out and accordingly comprehensive RAPs will be prepared for every subproject with resettlement impacts under the KWSSIP. ii. Potential stakeholders will be identified and meaningful consultations will be carried out at each stage of the project planning and design and shall be continued throughout subproject resettlement planning, implementation and monitoring periods. The PAPs and other stakeholders will be consulted and informed as well as given an opportunity to participate in the resettlement planning and implementation activities. All consultations will be documented and the consultation records will be maintained throughout subproject implementation. iii. An effective grievance redress mechanism with representation of all stakeholders will be established at the project level at the time of project inception and will be kept intact and functional throughout implementation period to address the social issues related to project design, resettlement planning and implementation, restriction of access to resources and basic amenities during construction and any other social matter that arises during implementation of the project. Appendices: Karachi Water and Sewerage Services Improvement Project 18 Social Management Framework iv. Compensation eligibility will be limited to cut-off date announced as such by the government. In case of land acquisition under law, a formal declaration for acquisition of land notified and published under section-6 of LAA 1894 or any other date declared as such by the government will be a cut-off date, while for compensation entitlement not covered under law cut-off date will be established and declared as the day of completion of social impacts assessment survey and census of PAPs. To streamline the cut-off date announced under LAA provisions and the for the World Bank IR requirements efforts will be ensured to coincide the dates for publication of notification under section-6 of LAA and completion of social impact assessment surveys and census of PAPs. v. The legal title will not bar to compensation under the project, and all PAPs with legal title or recognizable title/claim to acquired land and land-based assets on or before the cut-off date will be entitled for compensation of acquired assets including land and relocation and rehabilitation measures, as applicable, regardless of nature and type of impacts (permanent or temporary, full or partial). However, the PAPs occupying the public ROW or acquired land (on or before cut-off date), without legally recognizable claims to land will be only entitled for compensation to the extent of affected assets other than land as well as relocation and rehabilitation support under RAP provisions and entitlements. vi. Compensation of land and structures will be at full replacement value, either through the replacement of land or structures101 of equivalent or higher value and quality or through cash compensation at replacement cost102. The value of structures will not be depreciated for age and the salvage will be allowed to PAPs. It will be ensured that PAPs are not displaced physically or economically before payment of compensation and other entitlements for their lost assets and income and livelihood restoration program is in place. vii. Incomes and livelihood sources lost due to acquisition of land or interruption of business activities and employment due to lost productive assets or business structures will be fully compensated either on actual loss if the lost income potential is supported with tax records or on the bases of minimum earning levels prevalent in the project corridor for a period required to re-establish and restore the income levels as assessed during census and socio-economic assessment surveys. In addition, the PAPs who will permanently lose income and livelihood sources as well as poor and vulnerable PAPs will be entitled to credit, training and employment assistance to maintain or improve their livelihoods. viii. All lost civic infrastructure and community services will be either restored at site or established at replacement land and the PAPs will be provided opportunities to share development benefits of the subproject, if feasible. ix. In case of subproject-based resettlement sites for relocation, the PAPs will be entitled for secure tenure to replacement land, better housing, transitional support and access to civic infrastructure and services at resettlement site. x. For all subprojects involving resettlement impacts, RAPs will be prepared following the principals outlined in the RPF for the Project. RAPs elaborating on PAPs’ entitlements, the income and livelihood restoration strategy, institutional arrangements, monitoring and reporting framework, RAP budget with financing plan, and time-bound implementation schedule will be shared with World Bank for review and clearance before appraisal of the 101For replacement of land or structures all transaction costs will be paid by the project or included in compensation payments to the PAPs. 102Full replacement cost involves fair market value, transaction costs, interest accrued, transitional and restoration costs and other applicable payments without depreciation. Appendices: Karachi Water and Sewerage Services Improvement Project 19 Social Management Framework subprojects. The RAPs will be disclosed on the World Bank’s and IA’s websites while summary of hard copies translated into Urdu language understandable to local community will be placed at accessible place in Project area. The RAP provisions, particularly those on impact assessment and valuation, eligibility and entitlements, compensation delivery and grievance redress mechanisms will be disclosed to the PAPs by the IA through dissemination of information brochures, placing information boards/banners at conspicuous places in affected towns around the Project corridor. xi. A monitoring mechanism for regular monitoring of RAP implementation progress will be established before start of implementation of government endorsed and World Bank cleared final RAP for each subproject. The RAP implementation progress and livelihood restoration measure in place for each subproject will be monitored and evaluated during RAP implementation and periodic social monitoring reports will be compiled and shared with World Bank. 2.5.1 Specific Provisions for disadvantaged or vulnerable individuals/groups One of the key OP 4.12 requirements on involuntary resettlement is to improve the standards of living of the displaced poor and other vulnerable groups who may experience adverse impacts disadvantageously from subproject intervention because of their disadvantaged/vulnerable status. Typically, those below poverty line, the landless or those without a title to land, the elderly, female headed households, women, transgender and children, comprise the disadvantaged or vulnerable groups within a subproject’s displaced population. To identify vulnerable persons/households, the following vulnerability indicators have been established for the KWSSIP and the households’ exhibit one or a combination of the conditions below will be termed as vulnerable: • The poor with their income level equal to or below minimum wage officially announced by the Government of Sindh. • The land less or those without legal or legalizable title to with their livelihood dependent to acquired land. • The disabled elderly and female headed households including women, transgender and children. Vulnerable households with specific resettlement impacts on their livelihood will be identified during census and socio-economic survey for each subproject and will be indicated in each RAP. Such displaced individuals/vulnerable groups will be consulted on measures to safeguard against impoverishment and accordingly livelihood and income restoration measures for rehabilitation and enhancement of their livelihood will be provided in the RAP and ensured during execution of the project. 2.5.2 Provisions for Women PAP Acquisition of household assets can impact women disproportionately due to their fragile socio- economic status and it could be difficult for them to re-establish their socio-economic activities because of restricted mobility or illiteracy. Although the female household heads or the female having title of the acquired assets are eligible and entitled for compensation and benefits for their lost assets similar as to their male counterparts but they may need special attention because of lack of resources, educational qualifications, skills, and work experience. To safeguards women needs and interests, following measures will be considered during impact assessment, census Appendices: Karachi Water and Sewerage Services Improvement Project 20 Social Management Framework of displaced persons, designing rehabilitation/resettlement provisions and preparation of the RAP for each subproject under the KWSSIP. • Gender segregated socio-economic baseline and impact inventory linked to the entitled PAPs will be developed and women shall be compensated for assets in their name, meanwhile identified female headed households (if vulnerable) will be entitled for additional compensation as provided in the subproject RAP. • During census and socio-economic assessment, meaningful consultations will be conducted with displaced women through focus group discussions and individual meetings to identify the concerns and mitigation required in resettlement planning and accordingly the subproject RAP will detail the scope of resettlement impact on women and wherever required separate gender action plan will be developed. • In case of compensation for household assets, efforts will be ensured to pay compensation in the joint accounts (if possible) and in case of provision of replacement asset, i.e., land or structure (residential/Commercial) at resettlement/relocation site, it will be ensured that the provided asset is transferred in the joint ownership of the male and female counterparts of the displaced households; and • Gender sensitive grievance redress system with women participation will be ensured to facilitate the aggrieved women (if any) to lodge complaints and get their concerns resolved. 2.5.3 Indigenous People Indigenous Peoples (IP) safeguards requirements as defined in the OP 4.10 of World Bank are triggered when the projects (direct or indirect) impacts are identified on the assets or resources of some distinct group of people or tribe with their socio-economic, cultural, administrative and legal institutions different from the mainstream population or if territories or natural or cultural resources that distinct tribal group/community own, use occupy, or claim as an ancestral domain or asset are affected by the subproject. The KWSSIP will be implemented in Karachi. The initial screening of the KWSSIP confirmed that no IP groups exist in the Project area in Karachi. Therefore, the Indigenous Peoples Safeguards of the World Bank’s OP 4.10 is not triggered. 2.6 Change of Subproject Scope or identification of Unanticipated Impacts In case of change in scope of Project or unanticipated impacts identified during subproject implementation are not covered under the eligibility and entitlement provisions of this RPF, new and additional eligibility and entitlement provisions will be determined in accordance with the resettlement requirements of the World Bank’s OP 4.12 and the applicable legal framework of Pakistan. Accordingly, the RPF will be updated and government endorsed and World Bank cleared updated RPF shall be disclosed on the World Bank and IA websites. Based on updated RPF, specific subproject RAPs will be updated with new eligibility and entitlement provisions on account of unidentified impacts and losses under any subprojects and the concerned displaced persons of such subprojects will be consulted and on new entitlement and RAP provisions will be disclosed to them. Appendices: Karachi Water and Sewerage Services Improvement Project 21 Social Management Framework 2.7 Compensation Eligibility and Entitlement 2.7.1 Cut-off Date The eligibility for compensation will be limited to the first day of census survey will be the cut-off date for each subproject that involves LAR impacts to avoid false and frivolous claims for compensation, relocation and livelihood rehabilitation entitlements. Any person who enters in the project land after announced cut of date or any assets established in corridor of impact after cut- off date will not be eligible for compensation however, the affected persons will be served a prior notice to remove their assets and take the salvage free of cost. In case of acquisition of land and land based assets under LAA provisions, the cut-off date will be the day when formal declaration of land acquisition under Section-6 of LAA is notified and published in the official gazette. While for purpose of preparation of RAP for any subproject involving LAR impacts, the cut-off date will be determined by the IA based on social impact assessment and census survey. Preferably, the completion date of social assessment and census survey of displaced persons for each subproject will be fixed as cut-off date and will be announced and publicized by the IA. However, the efforts will be ensured that the land acquisition process and impact assessment and census survey for RAP preparation is streamlined to coincide the cut-off date under LAA provisions and for RAP preparation. Each PAP will be enlisted and issued identification as to confirm his presence on the proposed site of a subproject prior to the cut-off date at the time of RAP implementation. The cut-off date will be disclosed to the PAPs through consultative meetings, focus group discussions, field surveys and other means of communication including face-to-face communication with communities. The disclosure of cut-off date will be formalized through documentation of consultation meetings and disclosure reports. 2.7.2 Compensation Entitlements Under the Project broader categories of the eligible persons entitled for compensation may include (i) persons with formal legal rights to acquired land and/or structures in entirety or in part, (ii) persons who have no formal legal rights to land and/or structures lost wholly or in part but who have claims to such lands that are recognized or recognizable under national law, and (iii) persons who lost the land or structure they occupy in entirety or in part who have neither formal legal rights nor recognized or recognizable claims to such land. The eligible PAPs entitled for compensation under this RPF may include but not limited to the categories defined below: • Owners of land and assets, i.e., structures (residential/commercial or of any other use) with formal legal title to land and the recorded occupiers/users of land/assets as provided in the land record registers and cadasters etc.; • The persons whose rights are not formal or legal but whose claims are recognized or recognizable under national laws or customs will be eligible for compensation against their affected land/assets. Such PAPs may include people who have customary usufruct right to the land that is held either by the community (collectively) or the state or people who have inherited, occupied, and utilized the land for generations but lack titles simply because the state has not formalized the land records and issued title to them. • PAP without formal legal rights or recognizable claims under National law and customs and may include all squatters, tenants, sharecroppers, and wage labourers. Although such PAPs will lack legal or recognizable rights to the land/asset but because of lost Appendices: Karachi Water and Sewerage Services Improvement Project 22 Social Management Framework assets or impacted livelihoods they will be considered displaced persons eligible to receive compensation of assets other than land and resettlement assistance. • Cultivators or those whose livelihood is dependent on acquired land, business operators of affected commercial structures and their employees whether registered under law or informal and the identified vulnerable groups. Appendices: Karachi Water and Sewerage Services Improvement Project 23 Social Management Framework 3 SOCIAL IMPACT ASSESSMENT 3.1 Impact Assessment Preparation of RAP for each subproject with LAR impacts will require a detailed social impact assessment which will be initiated at early stage as part of planning and design of all subprojects to be implemented. The social impacts assessment will include initial LAR impact assessment, screening and IR categorization of subprojects, preparation of inventory of lost assets (ILA) followed by a detailed measurement survey (DMS) and census of PAPs, a socio-economic survey (SES), and valuation of lost assets (VLA). The results of the IR and Social Impact Assessment will be presented in aggregate form in the subproject RAPs, and impacts inventory linked to respective PAPs will be annexed in the RAP document. 3.2 Initial Screening Exercise Following to the decision that the subproject to be financed under KWSSIP, an initial impact assessment will be carried out as a screening exercise to determine potential social impacts and accordingly the subproject will be categorized for RAP preparation, implementation and monitoring requirements based on impact significance. Thus, the subprojects to be implemented under KWSSIP will be screened and categorized for IR requirements following the screening criteria outlined in this RPF. The subproject with IR category B will require preparation of RAPs. The level of detail and comprehensiveness of the RAP will be commensurate with the significance of the potential IR impacts and risks. 3.3 Census Survey A census of all categories of losses and PAPs will be undertaken, based on the categorizations in the entitlement matrix (Table 2) provided in this RPF document to determine the exact number of people likely to be affected by the subproject. The purpose of the survey is to determine who is entitled to compensation, assistance, and other benefits. The inventory of affected assets and other losses will be itemized by enumerating losses of each category of land, structure, and other assets, which will help in providing compensation for the lost assets. For crops, land use, affected area, total area and type of compensation, type of crops affected, owner, average yield, and yearly household income from agriculture will be determined. For trees, type, age, owner’s name and average yield of fruit bearing trees will be recorded. For structures, type, age, affected area, utility connections, building materials, and area of building will be recorded. Additional information is required for business losses, affected public utilities, preferences for relocation, loss of cultural and religious properties, and territorial claims by any ethnic group. 3.4 Baseline Socioeconomic Sample Survey A socioeconomic survey of 20% of the various categories of PAPs will be carried out to provide a detailed socio-economic profile of PAPs. The information gathered will focus on: (i) household composition and demography; (ii) education; (iii) livelihood patterns; (iv) ownership pattern of the households; (v) AP income levels and expenditure patterns; (vi) availability of social services in project areas; (vii) PAPs views on the subproject and various resettlement and rehabilitation options; (viii) specific impacts on the poor, indigenous people, women and other vulnerable groups. In addition to the demographic and socio-economic household level baseline data, the survey will employed to investigate in depth their socio-economic condition, as relevant to the subproject Appendices: Karachi Water and Sewerage Services Improvement Project 24 Social Management Framework measures and goals to be used as a benchmark for monitoring the socio-economic status of PAPs. 3.5 Detailed Measurement Survey A detailed measurement survey (DMS) will be carried out with participation of PAPs for identifying and providing the measurement of the dimensions and quantities of all affected assets, including, as applicable, land (residential and agricultural), buildings, communal/public or cultural/religious facilities, crops, trees and business incomes and wages, will be the basis of the impacts assessment will be included in the RAP. The measurement of the affected land parcels and relative land market rates will be carried out by the revenue officers (DO Revenue, Mukhtiarkars and Tapedars) of the Revenue Department in cooperation with KW&SB. The pricing for loss of houses and structures will be based on precise measurement and record of type, quality and measurement of materials and will be calculated based on replacement cost, i.e., cost of new building materials and labor. The data gathered for the detailed measurement survey will be accompanied by the preparation of accurate lists of PAPs, as the basis for the preparation of the PAP census and socio-economic survey. 3.6 Screening of Vulnerable Households During the census and socio-economic surveys vulnerable groups including female headed households, disabled, transgender, elderly persons and persons below the poverty line will be screened to ensure that assistance is provided to those who are genuinely in need to reduce vulnerability and improve their living standards. The following criteria will be applied for screening vulnerable PAPs during RAP preparation for subprojects: • Female-headed households without sons or other male members contributing income; • A female who is widowed, divorced or separated; • Transgender; • Family members below 18 years of age; • Households headed by a disabled or elderly, aged 65 or above responsible for raising the family and other members are below 18 years age; and • Households below the minimum wage as announced by the Government of Sindh per month. Mechanisms will be established to ensure that these and other vulnerable groups are adequately represented and consulted, and that their needs and aspirations regarding the subproject are fulfilled. 3.7 LAR Database Once DMS and valuation of assets is completed, the PAPs census data will be updated by incorporating entitled compensation costs for the acquired assets and applicable relocation, rehabilitation and income restoration costs applicable against each acquired asses and payable to the respective PAPs. The census inventory of lost assets as well as socio-economic base line of PAPs will be consolidated and computerized in a database form for each subproject RAP. This database will be used as base line for subsequent implementation and monitoring of subproject RAPs. This database will be kept updated by incorporating information on compensation payment against each paid PAP for day to day tracking of RAP implementation progress and generating Appendices: Karachi Water and Sewerage Services Improvement Project 25 Social Management Framework periodic RAP implementation progress and social monitoring reports to facilitate efficient safeguards management and monitoring of RAP implementation progress. 3.8 Valuation of Lost Affected Assets The OP 4.12 requires that the compensation for acquired assets should be on replacement cost basis including fair market value, transaction costs, transitional support, interest accrued and other applicable payment under law, while the provision 23103 of LAA 1894 explains the compensation determining mechanism. Besides the taxes, fees or any charges on land subject to acquisition are waived off and the affected land owners are provided with solatium @ 15% of assessed land compensation rate as compulsory land acquisition surcharge. Although the mechanism for compensation assessment under LAA is somehow consistent to the OP 4.12 requirements, however, it is likely that, in some instances, the compensation cost assessed under law may fall below the replacement cost because of the tendency of undervalued registration of recorded transactions. When needed, KWSSIP subprojects will adopt as the first preferred option for land acquisition will be a negotiated purchase of land and if that is unsuccessful expropriation may be followed in a manner consistent with the National/Provincial Laws and World Bank OP 4.12. In either case, compensation will be computed on replacement cost basis by adopting the following process: Negotiated purchase of land will be initiated immediate after publication of notification under Section 4 of LAA 1894, on the written confirmation from the IA to the District Collector. The IA, in coordination with the district collector will constitute, a land acquisition and resettlement negotiation committee including representatives form SSMC/PIU for settling negotiated land cost with PAPs whereas the district collector’s office will facilitate the committee by providing estimated land costs and relevant records of land required during negotiations process. The committee will determine market value of land for negotiated purchase by considering the factors including but not limited to: (i) estimated land costs determined by the land revenue authorities based on yearly average from recorded transactions prior to notification of section-4 under LAA,(ii) the price paid for similar land types recently acquired in the project area and paid price for similar land types in recent private transactions (recorded before notification under Section-4) (iii) consultation with respectable people, property agents and appraisers who are disinterested with regard to the value of the land; and iv) review of updated land valuation tables and other available information and instructions on valuation of assets under national laws and LAA procedures. The process of negotiation with the PAPs will be completed within 90 days preferably from the day negotiations started. In case of successful negotiations, the sale agreement/deeds will be signed between the negotiating parties and the district collector will assist and proceed with registering the sale deed accordingly. Levis, taxes and transaction costs applicable on private sale deeds will be waived off as required under LAA procedures. The process will be outlined in the RAP describing the procedures followed including requirements of the OP 4.12. Nonetheless the negotiations will be documented and a third party will be engaged by IA to validate the process confirming that the risk of asymmetry of information and bargaining power of the parties involved in negotiated transactions were fully addressed. 103Section 23 requires to compute compensation on i) fair market value as of section 4, ii) sustained crop and tree losses, iii) losses resulted from severing of land, iv) losses for injuriously affecting other immovable or moveable holding and earnings, v) losses for compelled change of residence or business place and vi) diminution of profits etc. Appendices: Karachi Water and Sewerage Services Improvement Project 26 Social Management Framework Land Acquisition through expropriation under LAA will follow if land acquisition through private negotiations is unsuccessful. In that case, the compensation package will be based on fair market value and other incidental costs as provided in Section 23 of LAA 1894. However, to ensure the compensation is reflective of replacement cost, the factors to determine fair market value of land may include: (i) the price paid for land recently acquired in the project area and price paid for land in recent recorded private transactions (recorded before notification under Section-4) in mutations register or the record of the registration department;, ii) review of update land valuation tables and other available information and instructions on valuation of assets under national laws and LAA procedures etc., (iii) review of prevailing market rate determined through consultation with respectable people and property agents/appraisers who are disinterested with regard to the value of the land, etc. In addition to the land compensation determined under law, a 15% compulsory acquisition surcharge and any additional assistance applicable under law will be provided as a solatium. Temporary occupation of land if required for project contractor’s facilities like camps sites, stack yards, etc., will be through term lease agreement between the civil works contractor and the land owners. The Contractor will directly negotiate with the respective land owners to agree on terms and conditions of leasing arrangement for temporary occupation of land and accordingly a lease agreement can be signed between the contractor and the respective land owners. However, the PIU will ensure the lease terms are judicious and cover provisions on restoration of land to its original use if it is not otherwise agreed between the contractor and the land owners. But, if the land is required temporarily for constructions of diversions, the PIU can itself procure occupation of such land on a termed lease either by invoking section-35 of the LAA or through direct negotiations with the land owners. In either case the temporary occupation term will not exceed three years and the land owners will be provided with the agreed lease money and incidental land restoration costs to restore the land to its original use. The provisions on establishment of campsites, stake yards and temporary diversions will be included in the SMP prepared for the project and shall be monitored accordingly. Land associated assets, including structures, crops, tress if acquired will also be compensated on replacement cost without depreciation and salvage material will be allowed to the PAPs. For providing compensation on replacement cost for affected assets other than land following measures will be considered for valuation and assessing unit compensation rates: • Houses and other structures will be valued at replacement cost based on construction type and size of the affected structure and prevalent labour cost in the area. In case of the partial loss with remaining structure viable to restore for its use, the compensation on replacement cost bases will be paid for restoration of the affected structure and when the structure is affected to the extent not restorable, it will be compensated in entirety. No deductions will be made for depreciation, salvageable materials or transaction costs and taxes. Rates for building structures will be evaluated by the KW&SB where relevant using the latest/current Composite Schedule Rates that are regularly published. • Crops will be valued at current market rates of gross value of harvest as valued by the relevant provincial Agricultural Department. • The loss of fruit and non-fruit bearing trees will be compensated based on their type, productive age and the market value of the produce for the remaining period of its average life or a period required to grow a new tree with same production potential. The value of younger but un-productive fruit trees will be based on the expenditure made to Appendices: Karachi Water and Sewerage Services Improvement Project 27 Social Management Framework bring the tree to its current state. For assessment of the fruit trees, the agriculture and horticulture departments of the Sindh Province will be coordinated. • The value of trees that would have been used for timber will be calculated based on the average volume and quality of wood produced and taking into consideration the size classes as determined by girth, diameter at breast, height and volume as assessed by the Forest Department of above mention each province. • Lease rate/rent for temporary use of land will be fixed as per prevailing market rate in agreement of the PAPs. Appendices: Karachi Water and Sewerage Services Improvement Project 28 Social Management Framework 4 STAKEHOLDER CONSULTATION AND INFORMATION DISCLOSURE 4.1 Consultation with Key Stakeholders Consultations, participation and information disclosure will be an integral part of RAP planning, preparation and implementation strategy for each subproject under the KWSSIP. The IA will devise and implement a comprehensive consultation, participation and information disclosure strategy to ensure the stakeholders who are directly or indirectly involved in the project including PAPs, marginalized/vulnerable beneficiary groups, government officials and civil society for each subproject identified as having involuntary resettlement impact are meaningfully consulted during the entire project cycle. Meaningful consultations will be carried out particularly with PAPs, communities and other key stakeholders during preparation and implementation of RAP of each subproject to solicit their views, identify their needs and preferences for compensation and rehabilitation measures and relocation. The nature and timing of these consultations will vary depending upon the implementation program. Subproject specific stakeholders will be identified through the initial social assessment of each subproject. Stakeholder consultations and information dissemination will be carried out over the preparation of the subproject through community meetings, focus group discussions and interviews of key informants for their views and recommendations for the subproject preparation and implementation. These recommendations will be included in the subproject RAP and with description of actions defined to address them. The SSMC team will retain a close liaison with the PAPs and other stakeholders. The PAP and other stakeholders will be informed on their rights, eligibility, compensation entitlements, payment procedures and requirements. The project-based grievance redress system with grievance handling mechanism will be explained and the PAPs will be kept informed during resolution of grievances. The information related to land acquisition process and status, processing of claims, payment of compensation timelines for acquired assets and delivery of resettlement, rehabilitation and income restoration costs/measure will be provided repeatedly. The consultation meetings with all stakeholders will be recorded and documented comprehensively, including signed attendance lists, photographs and minutes of the key issues addressed and agreements reached, observations made in the field, and outstanding issues in need of being addressed. The consultations will be documented in the RAP with consultation records appended. This information will be updated for each RAP update and will also be continued in the LAR monitoring reports. 4.2 RAP disclosure and dissemination The RPF for the KWSSIP and RAP prepared for each subproject to be implemented under the Project and periodic social monitoring reports prepared will be subject to disclosure. The RPF has been prepared and the subproject RAP will be prepared by the IA, reviewed, cleared by the Bank and disclosed on World Bank and KW&SB’s websites during project implementation. Meanwhile, the RPF and the subproject RAPs will be disclosed to PAPs and other stakeholders by placing the copies at accessible including the relevant PIU and District and Town offices along the Project corridor. The RPF and summary of the subproject RAPs detailing information about project description and resettlement impacts, legal framework, compensation eligibility and entitlements, grievance redress mechanism, institutional arrangement, compensation payment process and Appendices: Karachi Water and Sewerage Services Improvement Project 29 Social Management Framework implementation time frame will be translated into Urdu and will be disclosed to the PAPs and local communities. KW&SB will prepare an Information Brochure in Urdu Language including summary information on the key aspects of the resettlement process of a subproject including but not limited to subproject summary and social impacts, grievance redress mechanism with institutional set-up, general eligibility and entitlement provisions. Such brochure will be disseminated to the PAPs during preparation and updating of the RAPs. In addition, the cut-off date and other information on relevant issues will be disclosed to PAPs and other stakeholders in the project area through leaflets in Urdu made available at project and relevant government offices. For illiterate people, other suitable communication methods will be used. Appendices: Karachi Water and Sewerage Services Improvement Project 30 Social Management Framework 5 INSTITUTIONAL ARRANGEMENTS 5.1 Overview The land acquisition and compensation activities described in this RPF involved distinct roles, functions, processes as well as various agencies. The role and responsibilities of these actors and agencies involved in all LAR activities at different levels are discussed below. 5.2 Institutional Roles and Responsibilities 5.2.1 Planning & Development Department The P&D Board, GoS based in Karachi will have the overall oversight for the investment Project. The P&DD will be responsible for overall strategic guidance, technical supervision, execution of the project, ensuring compliance with and assurance for social and environmental safeguards. 5.2.2 Project Steering Committee 595. An inter-departmental Steering Committee will provide overall strategic oversight of the project and review implementation progress on a regular basis. The Steering Committee will be chaired by Chairman, Planning & Development Board (P&D) or his nominee/representative and will have high-level representation from relevant agencies participating in the project. Responsibilities of the Steering Committee will be as follows: a) to provide overall strategic oversight for project implementation and ensure sustainability of project interventions; b) to facilitate inter-agency coordination to ensure adherence to project objectives; c) to resolve disputes or conflicts related to the project, if any; d) to approve any policy, regulatory and institutional recommendations from the project; and e) to facilitate timely availability of GoS share of project financing, if any, and timely approvals for project-related matters pertaining to agencies included in the committee, where relevant. 5.2.3 Shared Services Unit (SSU) In addition to the agency-specific PIU (in KW&SB Head Office), a Shared Services Unit (SSU), housed at P&D Department, is being created by GoS with the Bank’s technical advice to provide centralized support on behalf of GoS to various Bank-financed projects in Karachi and the province. The purpose of SSU will be to support timely preparation, approval and implementation of various projects and provide requisite operational support to various subproject executing / implementing agencies as and when needed, in the areas of: procurement, financial management, environment & social safeguards management, communications & public awareness, and monitoring & evaluation, etc. The PIU of this project will coordinate closely with the SSU as needed on all matters as per agreed-upon modalities. 5.3 KW&SB KW&SB is the Implementing Agency (IA) and has the overall responsibility for the implementation of RPF with World Bank approval. KW&SB is an autonomous body with the Managing Director as its Executive Head. KW&SB is governed by its Board constituted as per provision of the KW&SB Act, 1996. KW&SB has the overall responsibility for preparing the RPF and implementing the Resettlement Plan with World Bank approval. It will ensure that all compensation, resettlement and rehabilitation activities are carried out satisfactorily before the disbursement of funds for construction work to commence. Appendices: Karachi Water and Sewerage Services Improvement Project 31 Social Management Framework KW&SB will be mainly responsible for the subprojects execution and delivery of safeguards management following provisions in a manner consistent with the World Bank policy principals and national legal framework. Besides, it will engage supervisory consultants including safeguards specialists for assisting KW&SB in preparation, implementation and monitoring of the safeguard documents for different subprojects during implementation of the investment program. 5.3.1 Project Implementation Unit (PIU) At Project level, KW&SB will exercise its functions through the PIU which has been created for the implementation of the investment program under the Project. The PIU is housed in the main KW&SB’s Karsaz Office, will be responsible for general project execution of the project and streamline the safeguards related tasks of different subproject headed by the Project Director (PD). The PIU is responsible to ensure compliance with the national as well as WB environmental and social safeguard requirements including preparation of RAP/ARAPs and other management plans. The PD will be responsible for implementing the safeguards instruments for all subprojects and for maintaining regular contact with local community and authorities. The PIU will collect information and progress on social safeguards compliance through Social Safeguard Management Cell (SSMC) will be established at Project Implementation Unit (PIU), which will be tasked with day-to-day project related activities at project and subproject level. For the purpose of this Project the PIU was established with a view to serve as a central unit for providing technical backstopping with regards to safeguards management for all KW&SB subprojects and has the overall responsibility for planning, implementation and supervision of safeguard functions described in this RPF of the investment program. The PIU will keep a close liaison with the World Bank safeguards team to seek clarity and guidance on safeguards requirements of the program and will oversee the supervisory consultants for preparation of safeguard documents. PIU will ensure quality of safeguards documents prepared by the consultants and shall endorse all safeguards related documents to World Bank for review, clearance and disclosure. The role of PIU will include. • Coordinate with the provincial governments, Planning & Development Department, Board of Revenue; • Coordinate with the supervisory consultants and keep an oversight to facilitate them during impact assessment, census and socio-economic surveys and consultations with PAPs during for RAP preparation. This is to ensure consistency of approach and avoid variation in information obtained and given and to address issues immediately as they arise on site; • Ensure that the RAP preparation consultants should in conformity with the RPF provisions and the impacted assets should be accurately assessed and linked to the respective PAPs. • Coordinate with supervisory consultants, Board of Revenue and other line departments and units in KW&SB to streamline resettlement planning activities • Internally review the RPF and RAPs (draft/updated), coordinate with World Bank in review and approval process, and ensure timely disclosure of approved RAPs on KW&SB Website and translation of Summary RAPs in local language for disclosure to PAPs; Appendices: Karachi Water and Sewerage Services Improvement Project 32 Social Management Framework • Coordinate with the SSMC for review of RAP implementation progress and ensure timely preparation of quality monitoring reports. The monitoring reports will be internally reviewed to ensure quality final reports are shared with World Bank for review and acceptance and shall ensure timely disclosure of approved monitoring reports on KW&SB Website. • Ensure timely disclosure of design and LAR related information to the PAPs which may include information on project alignment and design, ROW land acquisition process and publication of notices under LAA provisions by the LAC in a format and language easily understood by PAPs and at easily accessible places. 5.3.1.1 Social Safeguard Management Cell (SSMC) Since the KW&SB has been entrusted the responsibility as a specialized company to lead in delivering the mandate of the KWSSIP. To address the limited implementation capacity of KW&SB in implementing RPF a dedicated Social Safeguard Management Cell (SSMC) will be established within the KW&SB it will establish a dedicated Social Safeguards Management Cell to be nested in PIU. KW&SB through PIU will recruit a full time Social Safeguards Officer with the relevant experience of handling social safeguards issues for planning, implementation and monitoring subprojects. The SSMC team will also include a Social & Gender Officer and two social mobilizers (male and female) to liaise with communities particularly underserved katchi abadis. The Team will be responsible for grievance redress and organizing training programs on social management aspects and the successful implementation of the RPF activities The key role of the SSMC will be to coordinate supervisory consultants in the preparation of RAP/ARAP of subprojects in accordance with the provisions laid out in this annexed RPF through hiring a consultant/or by supervisory consultants and these will be submitted to WB for approval. To achieve this, the role and responsibilities of the SSMC will be as follows. • Screens proposals/studies for the subprojects related to safeguards issues in compliance with safeguards requirements specified in this RPF • Maintains records of all proposals and screening decisions. • Ensure that the supervisory consultants will implement the TOR consistently particularly for safeguards mainstreaming in terms of process and outputs; • Provide general oversight of the activities under Component 2 to ensure compliance with this RPF; • Function as grievance redress office on LAR related matters/concerns raised by the PAPs during RAP preparation or the complaints forwarded by the project GRC or by the PAPs unsatisfied with decision of the project GRC. The complaints will be registered and acknowledged to PAPs and addressed after investigating the facts and hearing the complainants. • Facilitate information dissemination and consultation with PAPs including men, women and vulnerable groups in subproject towns on all matters affecting PAPs to ensure compliance with the requirements of the RPF, World Bank’s Social Safeguard Policies and Land Acquisition Act 1894. • Mobilize and facilitate the PAPs to process their compensation claims and receive compensation and coordinate with and support the LAC and Project Director throughout Appendices: Karachi Water and Sewerage Services Improvement Project 33 Social Management Framework compensation disbursement process in office and field during preparation of claims and issuance of compensation vouchers against land and land based assets under LAA provisions and compensation cheques for entitled R&R allowances and income restoration measures under RAP provisions; • Prepare sector-specific checklists, guidelines, reporting formats, and reports • Monitoring and evaluation of the implementation of the plans or studies. • Develop, organize, and deliver training programs and workshops to agencies/entities implementing the Project, local governments or affected stakeholders. • Prepare a bi-annual Implementation Report on the progress and status of the implementation of the safeguard instruments • Conduct or supervise safeguards compliance reviews of each subproject. • Prepare safeguard progress and performance reports. • Recruit safeguard training personnel or agencies. • Keep the social management framework updated, based on the project’s operational experience. 5.3.1.2 Grievance Redress Committee A project wide Grievance Redress Mechanism (GRM) will be set up for all subprojects under the investment program to address grievances arising from social and environmental impacts. The GRM will have a two-tiered structure at the subproject level and another third tier at the executing agency level, enabling immediate local responses to grievances and higher-level review addressing more difficult cases not resolved at the local level. At project/subproject level, a grievance redress committee will be established to operationalize the GRM at the PIU level. The formation of GRC and its functions will commensurate with subproject needs and requirements and will be elaborated in each subproject RAP. 5.4 Supervisory Consultants KW&SB will engage Supervisory Consultants having adequate human resources for assisting KW&SB and PIU in safeguards planning and preparation, implementation and monitoring of RPF. The Supervisory Consultants will mobilize a team of qualified resettlement specialist with experienced enumerators and surveyors for impact assessment, census, SES surveys and conducting meaning consultations during project design stage who will facilitate the PIU in updating the RPF (if required) or draft RAPs prepared based on feasibility level design for subprojects. Overall social management responsibilities of the SC include: • Undertake the screening of each subproject and identify main social impacts and prepare project descriptions; • Undertake adequate consultations with affected people and studies of the subproject area to identify baseline conditions and impacts; • Coordinate in land acquisition process and resettlement planning activities for the subproject, review impact and census data, conduct field verification and update census of PAPs linked with project impacts by type, category and severity, and prepare compensation packages for each PAP on the basis of agreed unit rates and provided Appendices: Karachi Water and Sewerage Services Improvement Project 34 Social Management Framework entitlements criterion and accordingly update the approved draft RAP (as and when required); Based on updated census and impact categories of PAPs, prepare and issue ID cards particularly for the PAPs without legal or legally recognizable title about land and other lost assets; • Coordinate with PAPs and other stakeholders including line government departments and CSO and conduct meaningful consultation with all PAPs and other interested stakeholders on the LAR related issues and maintain a record of the consultation including consultation meeting attendance sheets, pictures and meeting minutes; • Coordinate with line government departments at District and Town level including Land Revenue Department, Forest Department and Agriculture Department as well as with local community, property agents and appraisers for asset (land and other assets) valuation and compensation calculation in a manner consistent with this RPF provisions; • Ensure that land acquisition activity after publication of Section 4 is followed by updating land records and land price assessment is reflective to current market rates following procedures outlined in this RPF; • Coordinate and facilitate the negotiation committee in case the land is acquired through private negotiation and assist the committee for determining the base market value and communicating with PAPs for private negotiations; assist the negotiation committee to document the negotiations process and retain the meeting record including attendance sheets, meeting minutes and pictorial presentations etc.; and facilitate negotiation committee and the PAPs to finalize and execute sales deed if negotiation is successful; • If negotiation is not successful, coordinate with the local land revenue authorities for completing land acquisition process under LAA provisions, participate in Price assessment Committee meetings at each district to clarify replacement value/cost and ensure the assessment is fully reflective of current market value arrived following provisions of this RPF and LAA procedures; • Ensure timely disclosure of information to all PAPs about project design alignment, land acquisition notifications issued by the LAC and facilitate information dissemination and consultation with PAPs on all matters and disclosure of RAP provisions and information about the GRM and compensation payment mechanism; • Monitor day to LAR implementation progress and prepare monthly progress reports and periodic social monitoring reports including consolidated progress of RAP implementation and social management achieved during monitoring period; • Provide technical assistance and training to the SSMC, line departments, SEPA and contractors and advice on appropriate modifications to improve their effectiveness; and • Assist PIU in preparing bi-annual subproject reports on the RPF implementation, to be submitted to the Steering Committee and the World Bank. 5.5 The District Government Departments RPF management requires support from various line department and government agencies. The jurisdiction and functions for land administration, valuation, acquisition and compensation rests with provincial Board of Revenue which exercises its jurisdiction and functions through its Divisional and District Officers including Commissioner, Deputy Commissioner/District Officer Revenue and Land Acquisition Collector at district and town level. All land acquisition affairs, Appendices: Karachi Water and Sewerage Services Improvement Project 35 Social Management Framework including publication of notifications under LAA provisions, identification and assessment of land, determination and delivery of compensation for land acquired under law rest with the LAC. Functions pertaining to assessment of compensation of non-land assets rest on Provincial line- agencies and their District level offices. Assessment of compensation for, buildings’ and other built infrastructure pertains to the buildings with SBCA. The compensation for wood trees losses is assessed by the Department of Forestry. 5.6 Roles of the Contractor The contractor(s) to be employed to undertake construction works will also have a role to play in the implementation of the subprojects. The contractor’s roles will include the following: • Develops a work plan based on the social safeguards; • Submits the plan of work and schedule to the PIU, KWSSIP; • Train/create awareness for all personnel and community on relevant social safeguards measures; and • Submits implementation report on social safeguards to the PIU. 5.7 Independent Monitoring Agency (IMA) KW&SB will hire an agency or an individual expert (with team) to conduct independent monitoring and evaluation (the IMA) for the implementation of RAP. The IMA shall review the implementation progress throughout the RAP implementation and evaluate the level of achievement of RAP objectives, identify gaps, if any, and propose remedial measures for implementation. The IMA shall be a firm hired either for all Project under the investment or for individual subprojects. 5.8 Project Affected Person Committees (PAPC) PAPCs of men and women PAPs will be established at each subproject site through community mobilization. The community mobilizers will be played a key role in constituting these PAPCs. PAPCs will be involved in planning and implementation of the RAP, most specifically in: • finalizing the exact alignment and layout of the physical infrastructure; • assessing of permanent or temporary losses of assets • preparing the inventory or listing of crops, trees and other assets falling within the ROW to ensure transparency and fairness; • establishing unit rates for compensation; • monitoring payment of compensation for loss of assets and livelihood to individuals; • implementation of livelihood restoration and enhancement or substitution measures; and • Grievance redress An institutional set-up involved in LAR management at national, provincial, KW&SB and project level is presented in the Figure 1 shown on next page. Appendices: Karachi Water and Sewerage Services Improvement Project 36 Social Management Framework GoS PSC Subproject approval & Review & approval incl. RAP coordination SEPA P&DD Execution, oversight & monitoring SSU Urban planning, Strategic Policy and planning PIU, KW&SB Coordination, implementation, procurement and service provision Board of Revenue Supervisory Consultants SSMC RAP preparation & implementation LAR RAP support jurisdiction & Preparation & implementation functions incl. DMS & compensation Independent Monitoring Agency payment RAP monitoring & evaluation Grievance Redress Committee (GRC) PAPs Representatives of PAPs Participation & consultation in LAR Administration & financing Administration Financing Coordination Figure 11: Institutional Setup for Project and RAP Implementation Appendices: Karachi Water and Sewerage Services Improvement Project 37 Social Management Framework 6 GRIEVANCE REDRESS MECHANISM (GRM) The project level Grievance Redress Mechanism (GRM) will be set up for all subprojects under KWSSIP to address grievances arising from social and LAR impacts. This RPF determines the structure, roles and functions of the GRM, through grievances arising due to LAR related impacts can be addressed in each subproject. These will be further specified in each subproject RAP/SMP. The purpose of the GRM with regard to LAR is to receive, review and resolve grievances from physically and economically displaced persons and thereby, facilitate the fair implementation of this RPF and the related subproject RAPs. In accordance with the GRM mechanism, adequate grievance mechanism will be available for PAPs having grievances regarding any decision, practice or activity arising from land or asset assessment, acquisition, compensation, resettlement or rehabilitation or related issues. The GRM will be set up with a two tiered structure; one at APC level enabling immediate local responses to grievances and another at PIU level for higher-level review addressing more difficult cases not resolved at the PIU or local level. To ensure that all geographic reaches and relevant administrative units involved in the subproject are covered, the GRM will set up (i) a local mechanism in each affected town with grievance redress focal points; (ii) a grievance redress committee (GRC) at PIU as applicable and useful. PAPs will be fully informed of their rights under the statutes, i.e., Land Acquisition Act 1894, and World Bank Policy on Involuntary Resettlement and of the procedures for addressing complaints whether verbally or in writing during disclosure of LAA notifications and other LAR information including summary of draft RAPs. Care will always be taken to prevent grievances rather than going through a redress process. This can be done through careful LAR design and implementation, by ensuring full participation and consultation with the PAPs, and by establishing extensive communication and coordination between the community, the PIU, the LAC and APCs. The grievance redress committee will include Project Director as convener, the Social Safeguard Officer and Social and Gender Officer, In-charge Compliant Cell, a senior social safeguard specialist from supervisory consultant and a member nominated from APC. While at local level APC will be assisted and supported through social mobilizers to make effort for resolving the issues at local level before its upraising to the project GRC. Any complaints unresolved at village level will be forwarded to the Grievance Redress Committee in the PIU by the SSMC or the complainant himself. The complaints received will be properly recorded and documented at PIU by a designated staff in the Complaint Register. The information recorded in the Register will include date of the complaint, particulars of the complainant, description of the grievance, actions/steps taken/to be taken to resolve the complaint at village level, the person responsible to take the action, follow up requirements and the target date for the implementation of the mitigation measure. The register will also record the actual measures taken to mitigate these concerns. The aggrieved PAP will be kept informed about the actions on his complaint. He/she will be facilitated/ paid by the subproject to participate in the proceedings at different levels of grievance resolution process. Each RAP will be included specific complaint and grievance redress mechanisms to mediate conflict in order to avoid lengthy litigations arising from land acquisition, valuation, compensation and resettlement process. To enable a PAP to appeal against any disagreeable LAR related decision, practice or activity the following grievance redress mechanism will be instituted explained below and also portrayed in Figure 12. Appendices: Karachi Water and Sewerage Services Improvement Project 38 Social Management Framework Step1: Grievances of PAPs will first be brought in writing to the attention of the concerned APC. Resolution is sought within 10 days at the local level through the involvement of the SSMC, the social mobilizer to maintain regular contact with the APCs and to be the first line of contact on issues related to LAR. Partner NGO and mediators from among the community. Step 2: The grievances not addressed at the local level, if it is related with resettlement rehabilitation assistance and income losses the compliant can be lodged with GRC at PIU who will respond within 21 days. For land and crop compensation issues can be lodged with the Office of the LAC, who will seek to resolve the grievance within 30 days. The PAP must produce all relevant documents supporting her/his claim. Step 3: If the grievance redress mechanism fails to satisfy the aggrieved PAP, he/she can submit the case to the appropriate court of law as set out in sections 18 to 22 of the LAA (1894). Grievance PAPs SSMC/KW&SB Addressed Not Addressed PAPC, NGOs Not Addressed Grievance LCC, GRC Addressed Not Addressed Grievance Resolved Court of Law Figure 12: The Process of Grievance Redress To address GBV-related complaints, PIU will make certain the availability of a GBV-sensitive GRM to integrate protocols related to SEA. to address a complaint. The social and gender specialist in the PIU will be the focal person for properly handling GBV allegations including the identification of SEA risks and define commensurate mitigation measures; the identification of partner which can provide timely services of SEA; seeking support from various service providers such as Madadgar and CPLC helplines to enact sanctions to be applied to the perpetrator. The PIU will undertake comprehensive measures to mitigate project-related SEA risks from the anticipated labour influx. The PIU should have specific procedures for GBV including confidential reporting with safe and ethical documenting of GBV cases. Appendices: Karachi Water and Sewerage Services Improvement Project 39 Social Management Framework 7 COMPENSATION, INCOME RESTORATION AND RELOCATION 7.1 Compensation for Lost Assets PAPs losing land, structures (residential or commercial), assets, income, crops, trees; are entitled for compensation and rehabilitation subsidies, including a relocation subsidy, and a business losses allowance; based on tax declarations and/or lump sums, in case of non-availability of such documentation, in accordance with the minimum wage for unskilled worker announced by the Government of Pakistan for 2017-18. The impacts under this RPF are defined as partial and full. The partial impacts are those where a structure will not lose its current use and remains useful after rehabilitating the affected part. The full impacts are those where after demolishing the affected part, the remaining structure becomes redundant for its present use. 7.2 Compensation for Land 7.2.1 Agricultural land Titleholders (recorded land owners) or those having land rights recognizable under local law or custom will be compensated for acquired land either through replacement land parcel of similar type and size (if available) or through cash compensation at full replacement costs including fair market value, transaction costs, interest accrued and other applicable payments for acquired land parcel. For determining compensation on replacement cost, the efforts will be ensured for negotiated settlement of land cost and if it is unsuccessful, the process for compulsory acquisition of land will follow and the compensation package may include fair market value of land and other entitled compensation as outlined in Section 23104 of LAA 1894 with a 15% compulsory land acquisition105surcharge. Those informal land users without traditional/recognizable rights and encroachers losing land, will not be entitled to land compensation but will be provided compensation for their assets other than land or improvements (if any) made to land. In case of arable land, they will be provided an income rehabilitation allowance in cash equal to the net market value of yearly harvest income based on relevant cropping pattern and cultivation record (additional to standard crop compensation), and compensation for any irrigation infrastructure and other improvements made to the land (but not for the land) at full replacement cost; and other appropriate rehabilitation to be defined in the RAPs based on project situation and PAP consultation. Leaseholders or tenants on government land who are registered as per land records/cadasters (if any) will be entitled to either renewal of the lease/tenancy agreement in other plots/parcels of similar type and size or cash refund equivalent to paid lease amount for remaining lease period or mutually agreed period up to a maximum of two years in addition to the standard crop compensation allowed as per entitlement for crop losses. In addition they will be entitled for compensation on replacement cost basis for improvements (if any) made to the acquired land. Lease holders/Rental Tenants on privately owned arable land will receive a cash refund at the rate of the rental fee proportionate to the size of the affected plot and the duration of the remaining lease period but maximum up to three years and will also be entitled to crop compensation for lost crop and an additional crop. The sharecroppers on privately owned land will be entitled to crop compensation as per their respective share with the land owner based on their Section 23 sub section (1) of LAA require to determine compensation package including , fair market value, costs in consequence of severance, costs for loss of earning or profit the costs for lost fixed assets other than land etc. 105 Additional Compensation entitled under section 28. Appendices: Karachi Water and Sewerage Services Improvement Project 40 Social Management Framework sharecropping contract and the compensation in cash will be equivalent to the market value of the gross yield of lost harvest and one additional crop compensation. In addition they will be entitled for compensation on replacement cost basis for improvements (if any) made to the acquired land. Agricultural laborers, with contracts to be interrupted, will be provided with compensation equal to their salary/daily wage or minimum wage rate. 7.2.1.1 Residential, commercial, public and community land For partial loss of a plot/percent of the total land parcel (taking into account functional viability of remaining land), owners-defined as titleholders or legalizable users will receive cash compensation at replacement cost according to the quantity and quality of the land lost, including all transaction costs. Lessees or rental tenants of residential land will receive a cash refund at the rate of the rental fee proportionate to the size of the affected plot and the duration of the remaining lease period. Non-titled land users/squatters or encroachers on affected land will not be entitled for compensation for partial loss of acquired/affected land but will be provided with compensation to the extent of improvements (if any) made to the land and rehabilitation/resettlement assistance to offset adverse impacts if any or provision of access to remaining land parcel on secured tenure basis. For full loss of a plot/percent of the total owned plot (taking into account functional viability of remaining plot), owners may choose between either (i) land for land compensation through the provision of a fully titled and registered replacement plot of comparable value, quantity and quality as the lost plot at a relocation site for the displaced community or another location agreeable to the PAP or (ii) cash compensation at replacement cost according to the quantity and quality of the land lost. In either case all transaction costs, such as applicable fees and taxes, will be borne by the IA. Lessees or rental tenants will receive a cash refund at the rate of the rental fee for the duration of the remaining lease period for the entire lost plot. Non-titled land users squatting or encroaching on affected land will not be entitled for land compensation, but will be provided with compensation to the extent of improvements (if any) made to the land, rehabilitation/resettlement assistance for self-relocation and to offset adverse impacts if any or provisions of access to land parcel of same size and type either in relocation site or on any other available place on secure tenure basis. 7.2.1.2 Temporary Occupation of Land Temporary occupation of land if required for a short term to maintain diversions for uninterrupted traffic flows during execution of civil works will be procured on temporary lease arrangement through negotiated settlement following the provision of LAA 1894. In case of temporary requisition of land, the owners, lessees and tenants will receive a rental fee commensurate with current local land rents for the period of occupation of the land. All PAPs so affected will have guaranteed access to their land and structures located on their remaining land and their land will be restored to its original state. Besides, some temporary land may be required by the civil works contractor for construction campsites, equipment and stockyards. In case of requisition by the contractor, the terms and conditions of such requisition will be agreed between the contractor and land owners and accordingly private lease agreement will be signed between the Parties. However, the IA will ensure that the compensation provisions in such private lease agreements are fully consistent with the RPF provisions. Appendices: Karachi Water and Sewerage Services Improvement Project 41 Social Management Framework 7.2.1.3 Structures (Residential/Commercial and Other) For the partial loss of structure: The partial structure loss will be determined based on functional/economic viability of remaining structure or possibility for its restoration and to put it into the same use as was before the project. In case of partial loss of structure the owners, including non-titled land users/squatters, will receive cash compensation for the lost parts of a structure at replacement cost and for the repair of the remaining structure at the market rate for materials, labor, transport and other incidental costs, without deduction of depreciation for the age of the structure. They have the right to salvage all usable materials from the lost structures. Lessees and rental tenants receive a cash refund at the rate of the rental fee proportionate to the size of the lost part of the structure and the duration of the remaining lease period. For the full loss of a Structures: In case of complete loss of structure or loss to the extent that the remaining structure becomes functionally/economically unviable for use and its restoration and putting into earlier use is not possible, the owners legal and legalizable, may choose either (i) the provision of a fully titled and registered replacement structure of comparable value, quantity and quality, including payment for all transaction costs (such as applicable fees and taxes), at a relocation site or another location agreeable to the PAP, or (ii) cash compensation at replacement cost, including all transaction costs (such as applicable fees and taxes), without deduction of depreciation for age, for self-relocation. If the market value of a replacement structure is below that of the lost structure, the owner will be paid cash compensation for the difference in value without deduction of depreciation for age. If the market value of the replacement structure is above that of the lost structure, no further deductions will be made. In either case the owners have the right to salvage all usable materials from the lost structures. While the non-titled land users/squatters will be compensated either through cash compensation for structure on full replacement cost and rehabilitation/resettlement assistance for self-relocation to the place of their choice or will be provided with replacement structure on secured tenure basis in the resettlement site developed for the project. Lessees and rental tenants will receive a cash refund for the rental fee equivalent to the paid advances (if any) and the period for which rent is paid or the remaining lease period but maximum up to 12 months. If minor structures, such as fences, sheds or latrines, need to be moved, their owners or the lessees and tenants, depending on the arrangements between owners and tenants, may either (i) receive cash compensation for self-relocation of the structure at the current market rate for the cost of labor, materials, transport and other incidental costs, as required, without deduction of depreciation for age, or (ii) the structure may be relocated by the subproject. For stalls and kiosks or other temporary commercial structures like thatch huts, cabins whether titled or licensed or not, alternative sites comparable in business potential to the lost location will be provided and the vendors will receive cash compensation for self-relocation of their stalls at the current market rate for cost of labor, materials, transport and other incidental costs, as required, without deduction of depreciation for age. 7.2.1.4 Crops All affected land owners/users will be entitled for one year crop compensation, i.e., two crops (one lost crop and other crop for ensuing season) to offset any adverse impacts to their income/livelihood due to accrued crop losses because of acquisition of land. The entitlement for crop losses will link to the cultivators including landowners (self-cultivators), leaseholders/sharecroppers and encroachers/squatters etc. Cultivators of affected crops will be paid cash compensation for the loss of a crop proportionate to the arable/cultivated area of lost plot on the bases of current market rate assessed on gross product value of the grown crops or Appendices: Karachi Water and Sewerage Services Improvement Project 42 Social Management Framework as assessed and provided by the competent government agricultural department. The second crop (crop for ensuing cropping season) will be paid on net product value proportionate to the cultivated area for the first paid crop. In case of share cropping arrangement between the parties, the compensation so assessed will be apportioned between the parties as per share cropping arrangement (either legally stipulated or the traditionally or informally agreed) they had. 7.2.1.5 Trees Cultivators of affected fruit trees will receive cash compensation at full replacement cost for lost fruit trees assessed at the current market rate of product value multiplied by a i) period required to grow a new tree to the age of production or ii) average years of crops forgone. The required number of years to grow a fruit plant to production age can be different for different tree species however, for compensation purpose five years period can be taken as standard and the compensation cost could be calculated by multiplying this standardized period with average production potential and current market rates of the product. In addition, the cost of purchase of seedlings and required inputs to replace these trees will be paid. For timber trees, cash compensation will be paid at the current market rate of the timber value of the species at current volume, in addition to the cost of purchase of seedlings and required inputs to replace the trees. However, the rates and valuation methods will be determined using the accepted methodology in use at the Departments of Agriculture and Forestry in each district of Karachi. 7.2.2 Resettlement& Relocation 7.2.2.1 Land for land compensation Land for land compensation has significant advantages in that it reduces the chance of displaced people spending their compensation on items that will not provide them with an alternative economic livelihood. Therefore, preference will be given to land-based resettlement strategies for displaced persons whose livelihoods are land-based. These strategies may include resettlement on public land, or on private land acquired or purchased for resettlement. Whenever replacement land is offered, displaced persons will be provided with land considering productive potential, locational advantages, and other factors to ensure the replacement land is at least equivalent to the advantages of the land taken. If land is not the preferred option, or sufficient government land is not available and acquisition of suitable resettlement land is not possible, non-land-based options built around opportunities for employment or self-employment will be considered in addition to cash compensation for land and other assets lost. 7.2.2.2 Relocation assistance Where applicable, the PAPs will be provided logistical support for the identification and purchase or rental of replacement plots and/or structures, or the construction of new structures, as the case may be, as well as with all related administrative tasks. The physically displaced persons will be relocated at a relocation site or will self-relocate at individual sites and structures of their own choice. 7.2.2.3 Security of tenure Arrangements for secure tenure to the replacement land and structures will be made and their provision to each PAP, according to the level of eligibility of each PAP, will be ensured. Appendices: Karachi Water and Sewerage Services Improvement Project 43 Social Management Framework 7.2.2.4 Transport allowance All PAPs to be relocated due to loss of land and/or structures including residences, business premises or agricultural land, are entitled to receive a cash allowance to cover the cost of transport of people and their movable property (furniture, household items, personal effects, machinery, tools etc.) and of setting up at the new premises at the current market rate for labor, vehicle hire, fuel and incidental costs. A lump sum amount of compensation (covering all items discussed) will be provided to the PAPs. 7.2.2.5 Transition allowances The affected households facing interruption in livelihood earning during period required to re- establish or relocate their lost residential/commercial structure will be entitled for transitional support up to a period of three months. Such transitional support/allowance will be based on officially designated minimum wage rates and shall be paid to household head. This transitional support will be in addition to the compensation entitlement for business or income losses for any of the household member or PAP. Besides rental assistance (residential and commercial) will also be provided as transitional support to facilitate the PAPs for temporary relocation of their assets and continue their activities while the replacement assets are provided or the partially damaged structures are restored to their original use. This rental support will be computed in consultation with PAPs on the basis of prevailing rental value of the affected assets or market rental values of available asset in the relocation site and will be paid as such for a period as agreed. The period required to re-establish partially affected asset or construction of similar new will be determined during preparation of respective subproject RAPs and the rental assistance will be elaborated based on consultations with the PAPs and other stakeholders. 7.2.3 Income Restoration Measures In addition to the compensation entitlement for acquired assets and corresponding relocation and resettlement costs, the PAPs facing significant loss of productive assets/livelihood source will be entitled to the income restoration measures as explained below. 7.2.3.1 Loss of agriculture based livelihood In case partial but significant106loss of arable land without provision of alternate land but with remaining land functionally viable, in addition to cash compensation for the loss of land as indicated above, the displaced persons (owner, lessee, sharecrop tenant or non-titled user) of land will be provided with financial support for investing in productivity enhancing inputs like land levelling and erosion control, irrigation infrastructure, farming tools, fertilizers and seeds etc. as feasible and applicable. Meanwhile, additional financial support in the form of grants and micro- credit will be available, if the compensation for partial land loss is insufficient to allow for adequate investments to maintain the PAP’s livelihood. For the full loss of arable land without provision of alternative land, in addition to cash compensation for the loss of land as indicated above, the PAP (owner, lessee, sharecrop tenant or non-titled user) of land will be provided with subproject based job-placement or training on alternate employment opportunities as well as with organizational and logistical support to establish the PAP in an alternative income generation activity. If possible, IA will coordinate 106More than 10 % of productive arable land. Appendices: Karachi Water and Sewerage Services Improvement Project 44 Social Management Framework and/or cooperate with governmental and non-governmental income generation and micro- enterprise development initiatives. 7.2.3.2 Uninterrupted access to resources and means of livelihood The subprojects and IA will ensure that access of the PAPs to their aboding places and livelihood sources like agricultural fields, business premises remain open and unrestricted during execution of the project works. To achieve the objective, either obstruction to any known access route will be avoided or alternate access will be provided in technical design as integral to subproject facilities. The relevant subproject RAPs will elaborate on specific anticipated impacts and outline measures to ensure access. 7.2.4 Businesses Loss For the loss of business income (temporary or permanent) due to LAR or construction activities by the project, the owner of a business will receive cash compensation equal to the lost income during the period of business interruption up to three months if loss is temporary and reversible and up to six months if the loss is permanent, based on business turn over or tax records produced or in case of non-production of record, comparable rates from registered businesses of the same type in same area with tax records available. However, if tax based lost incomes are unknown, then official designated minim wage rate will be used as base rate to compute compensation for affected households. For permanent loss of business in addition to compensation, opportunities for project based job or training to alternative livelihood sources with organizational and logistical support to establish the PAP in an alternative income generation activity will be worked into and elaborated in the respective RAPs. For this purpose, relevant governmental and non-governmental organization will be coordinated and their support will be sought. 7.2.5 Employment The loss of employment due to LAR or construction activities among all laid-off employees of affected businesses will be compensated through cash compensation equal to the lost wages during the period of employment interruption but maximum up to three months, based on registered wages or tax records if available or based on officially designated minimum wage rate or poverty line (inflation adjusted), if tax based lost incomes are unknown. The PAPs facing employment loss due to lost assets like agricultural land and business enterprises will be documented and the income restoration provisions will be elaborated in the respective RAPs. 7.2.6 Special Provisions for Vulnerable PAPs All vulnerable PAPs, in addition to applicable compensation for lost assets, including relocation and income restoration as explained in above sections will be entitled to livelihood restoration/improvement support in the form of cash and preference to project based employment or training with additional financial support and micro-credit facilities as well as organizational and logistical support to establish the PAP in an alternative income generation activity. To facilitate the process of training and establishment of a new income generation activity a subsistence allowance equal to three months income computed based on officially designated minimum wage will be paid in addition to any income loss compensation and transition allowance, as applicable. Apart from support of the government departments, other resources like support from NGOs will be sought to assist PAPs for additional financial support and micro-credit facility and accessing the organizational and logistic support to establish alternative means of livelihood. Moreover Appendices: Karachi Water and Sewerage Services Improvement Project 45 Social Management Framework provision related to preference for project related employment will be reflected in the civil works contracts as well as the agreements between the project executing agency and the WB. 7.3 Public Services and Facilities Public services and facilities interrupted and/or displaced due to LAR will be fully restored and re-established at their original location or a relocation site. All compensation, relocation and rehabilitation provisions of this RPF are applicable to public services and facilities. These include but are not limited to schools, health centers, community centers, local government administration, water supply or graveyards Compensation, relocation and resettlement rehabilitation assistance is summarized in the Table 2. Table 2: Eligibility and Compensation Entitlement Matrix Type of Specification Eligibility Entitlements Loss 1. LAND Permanent All land losses Owner • Land for land compensation through provision of impact on independently (titleholder, plots of equal value and productivity as that of arable land from impact or holder of lost, or severity traditional • Cash compensation at full replacement cost rights (RC107) either through negotiated settlement between the EA and the land owners or assessed based on provisions of Section 23 of LAA including fair market value plus damages/costs applicable free from taxes and levies plus 15% compulsory land acquisition surcharge (CLAS) from publication date of section-4 to the date of compensation. • If BoR108 compensation falls below RC, the project will pay the differential as resettlement assistance to the PAPs to restore affected livelihoods. • Resettlement Assistance if the is 10% or more of productive resources including arable land. Leaseholder • Compensation commensurate to lease type and titled/untitled as appropriate for recovery of paid advance or paid lease amount for the remaining lease period but up to two years maximum. • Crop compensation for standing crop with an additional crop (based on relevant cropping pattern/cultivation record) and other appropriate rehabilitation as transitional support under other entitlements. Sharecropper • Cash compensation equal to gross market value / tenant of crop compensation (see crop compensation (titled/untitled below) to be shared with the land owner based on the sharecropping arrangement. 107Refer to OP 4.12 108 Board of Revenue, provincial agency with a mandate to approve compensation rate/amount Appendices: Karachi Water and Sewerage Services Improvement Project 46 Social Management Framework Type of Specification Eligibility Entitlements Loss Agriculture • The agricultural laborers facing employment/wage laborers loss because of land acquisition will be entitled to income rehabilitation allowance in cash equal to net value of one crop season based on relevant cropping pattern/cultivation record or 3 months officially designated minimum wage. Encroacher. • No compensation for land loss • Income rehabilitation allowance in cash equal to net value of annual crop production and other appropriate rehabilitation to be defined in the RAPs based on project specific situation and PAP consultation. Residential/ All land losses Titleholder, • Cash compensation at full replacement cost (RC) commercial independently or holder of including fair market value plus 15% compulsory land from impact traditional acquisition surcharge all transaction costs, severity rights applicable fees and taxes and any other payment applicable • If BoR compensation falls below RC, the project will pay the differential as resettlement assistance to the PAPs to restore affected livelihoods. • Additional compensation to be worked out in consultation with PAPs if the loss is 10% or more of productive resources including land. Lessee, • Cash refund/payment at the rate of lease or tenant house rent for remaining lease period or house rent • Rent allowance in cash equivalent to 3-6 months’ Renter/ rent to be decided in consultation meetings with leaseholder PAPs. Non-titled • No compensation for land loss user without • Self-relocation allowance in cash equivalent to 3- traditional 6 months livelihood based on minimum wage rights rate, or as assessed based on income analysis. (squatters) Where required, additional support required ensuring improved standard of living to be determined through the social impact assessment. Temporary Land Owner, • Rental fee payment for period of occupation of land temporarily lessee, land, as mutually agreed by the parties; occupation required tenant • Restoration of land to original state; and during civil works • Guaranteed access to structures (if any) and remaining land with restored infrastructure and water supplies. Non-titled • Guaranteed access to land and structures located user on remaining land with restored access to water supplies for irrigation (if applicable) • Restoration of land to original state; and Appendices: Karachi Water and Sewerage Services Improvement Project 47 Social Management Framework Type of Specification Eligibility Entitlements Loss • Income rehabilitation support, i.e., compensation for lost crops/trees as per entitlements provided (refer crop and tree section below). 2. STRUCTURES Residential, Partial Loss of Owner • Cash compensation for affected structure (taking agricultural, structure (including into account functioning viability of remaining commercial, non-titled portion of partially affected structure) for its public, land user) restoration to original use ) at full replacement community cost computed at market rate for materials, labor, transport and other incidental costs, without deduction of depreciation. • Right to salvage materials from lost structure • For vulnerable households, provide legal and affordable access to adequate housing to improve their living standard to at least national minimum standard. • Any improvements made to a structure by a lessee/tenant will be taken into account and will be compensated at full replacement cost payable through apportionment between owner and the tenant as agreed at consultation meetings. Lessee, • Cash refund at rate of rental fee proportionate to tenant size of lost part of structure and duration of remaining lease period already paid. • Any improvements made to lost structure by a tenant will be taken into account and will be compensated at full replacement cost payable as per agreed apportionment through consultation meetings. Full loss of Owner The PAP may choose between the following structure and (including alternatives: relocation non-titled • Provision of fully titled and registered replacement land user) structures at relocation site (if any) comparably of equal size and value as that of lost one including payment of all transaction costs, fees and taxes applicable under law. or • Cash compensation at full replacement cost, including all transaction costs, such as applicable fees and taxes, without deduction of depreciation for age, for self-relocation. • In any case, PAP has the right to salvage the affected structure. Lessee, • Cash refund at rate of rental fee proportionate to tenant duration of remaining lease period; • Any improvements made to lost structure by lessee/ tenant will be taken into account and will be compensated at full replacement cost payable as per agreed apportionment through consultation meetings. Appendices: Karachi Water and Sewerage Services Improvement Project 48 Social Management Framework Type of Specification Eligibility Entitlements Loss Moving of Owner, The PAP may choose between the following minor lessee, alternatives: structures tenant • Cash compensation for self-relocation of structure (fences, at market rate (labor, materials, transport and sheds, latrines other incidental costs, as required, without etc.) deduction of depreciation for age) or relocation of the structure by the Project. Stalls, kiosks, Vendors • Allocation of alternative location comparable to cabins (including lost location, and titled and • Cash compensation for self-relocation of non-titled stall/kiosk at market rate (labor, materials, land users) transport and other incidental costs, as required, without deduction of depreciation for age) 3. Crops Affected crops Cultivator • Cash compensation (one year crop) at current market rate proportionate to size of lost plot, based on crop type and highest average yield over past 3 years or as assessed through the respective Agricultural Departments. • Additional compensation to be worked out in consultation with PAPs if the loss is 10% or more of productive resources including land. Parties to • Same as above and distributed between land sharecrop owner and tenant according to legally stipulated arrangement or traditionally/informally agreed share 4. Trees Affected crops Land owner/ • Cash compensation for fruit trees at current Cultivator market rate of crop type and average yield (i) multiplied, for immature non-bearing trees, by the years required to grow tree to productivity or (ii) multiplied, for mature crop bearing trees, by the average years of crops forgone; plus cost of purchase of seedlings and required inputs to replace trees. • Cash compensation for timber trees at current market rate of timber value of species at current volume, plus cost of purchase of seedlings and required inputs to replace trees. Parties to • Same as above and distributed between land sharecrop owner and tenant according to legally stipulated arrangement or traditionally/informally agreed share 5. RESETTLEMENT & RELOCATION Relocation All types of All PAPs • The project will provide logistic support to all Assistance structures titled/untitled eligible PAPs in relocation of affected structures affected requiring to whether project based relocation or self-relocation relocate as a as opted by the PAPs. result of • If project based relocation, PAPs will be provided losing land with access to civic amenities including electricity, and water supply and sewage as well as school and structures health center (if applicable). Appendices: Karachi Water and Sewerage Services Improvement Project 49 Social Management Framework Type of Specification Eligibility Entitlements Loss Security of Replacement All PAPs and • If PAPs are required to relocate to project tenure land and tenants relocation sites, they will be provided with secure structures needing to tenure to the replacement land and structures. relocate to project relocation sites. Transport All types of All PAPs and • For residential structure a lump sum amount of allowance structures tenants Rs. 15,000/ or higher depending upon the requiring required to situation on ground. relocation relocate as a • For commercial structure or agricultural farm result of structure a lump sum amount of Rs. 10,000/ or losing land higher depending upon the situation on ground. and structures House rent All types of All PAPs and • Rental assistance as a lump sum amount structures tenants computed on the basis of prevailing rental rate for requiring required to a period as agreed between the PAP and project relocation relocate as a team, to assist the PAPs in renting house or result of commercial structure. losing land and structures Transition All types of All PAPs and • On a case to case basis, transitional allowance allowance structures tenants equal to 3 months of recorded income or equal to requiring required to officially designated minimum wage rate. relocation relocate 6. INCOME RESTORATION Impacted All land losses All PAPs with • Land for land compensation through provision of land-based land-based plots of equal value and productivity as that of lost livelihoods livelihoods and if land based compensation is not possible affected non-land-based options like built around opportunities for employment or self-employment will be provided in addition to cash compensation at full replacement costs for land and other assets lost. The following entitlements will apply if replacement land is not available or is not the preferred option of the PAPs: • Partial loss of arable land: PAPs will be provided support for investing in productivity enhancing inputs, such as land leveling, erosion control, irrigation infrastructure and farming tools, fertilizers and seeds etc., as feasible and applicable. • Full Loss of arable land: Project based employment for the willing PAPs will be worked out and included in bidding documents or training with additional financial support to invest as well as organizational/logistical support for establishing alternate means of livelihood. Restricted Avoidance of All PAPs • Un-interrupted access to agricultural fields, access to obstruction by business premises and residences of persons in Appendices: Karachi Water and Sewerage Services Improvement Project 50 Social Management Framework Type of Specification Eligibility Entitlements Loss means of subproject the project area will be ensured in consultation livelihood facilities with the PAPs. Businesses Temporary Owner of • Cash compensation equal to lost income during business loss business period of business interruption up to 3 months due to LAR or (registered, based on tax record or, in its absence, construction informal) comparable rates from registered businesses of activities by the same type with tax records, or computed Project based on officially designated minimum wage rate. Permanent Owner of • Cash compensation equal to lost income for 6 business loss business months based on tax record or, in its absence, due to LAR (registered, comparable rates from registered businesses of without informal) the same type with tax records, or computed possibility of based on officially designated minimum wage rate establishing And alternative business • Provision of project based employment to one of the grown household member or re-training with opportunity for additional financial grants and micro-credit and organizational/logistical support to establish PAP in alternative income generation activity Employment Employment All laid-off • Cash compensation equal to lost wages at loss employees of comparable rates as of employment record for a (temporary or affected period of 3 months (if temporary) and for 6 permanent) businesses months (if permanent) or in absence of record due to LAR. computed based on official minimum wage rate. • Or • Provision of project based employment or re- training, with additional financial as well as organizational/logistical support to establish PAP in alternative income generation activity. 7. PUBLIC SERVICES AND FACILITIES Loss of Schools, Service • Full restoration at original site or re-establishment public health provider at relocation site of lost public services and services and centers, facilities, including replacement of related land facilities administrative and relocation of structures according to services, provisions under sections 1 and 2 of this infrastructure entitlement matrix services, graveyards etc. 8. SPECIAL PROVISIONS Vulnerable Livelihood All vulnerable • In addition to applicable compensation PAPs improvement PAPs entitlements for lost assets, relocation and including livelihood restoration under section,1 to 7 the those below vulnerable PAPs will be provided with: the poverty • Subsistence allowance for 3 months computed on line, the the basis of officially designated minimum wage landless, the rate and other appropriate rehabilitation elderly, measures to be defined in the RAPs based on women and income analysis and consultations with PAPs. Appendices: Karachi Water and Sewerage Services Improvement Project 51 Social Management Framework Type of Specification Eligibility Entitlements Loss children, and • Preference for provision of project based indigenous employment. peoples. Appendices: Karachi Water and Sewerage Services Improvement Project 52 Social Management Framework 8 LAND ACQUISITION AND RESETTLEMENT FINANCING AND IMPLEMENTATION. 8.1 LAR Cost estimation and Budgeting The allocation and provision of the financial resource is responsibility of the IA for affective management of project LAR requirements including acquisition of ROW land free from encumbrances, establishment of relocation/resettlement sites, payment of compensation for acquired assets, entitled relocation and resettlement costs and implementation of income restoration measures etc. Hence, the land acquisition, compensation, assistance, relocation and rehabilitation of income and livelihood will be considered as an integral component of project costs and will be accordingly estimated and included in the project PC-1 to ensure adequate funds are made available. All land acquisition funds will be provided by the KW&SB from counterpart financing share of the government and the loan proceeds will not be used for land acquisition purposes. However, for establishment of relocation sites and implementation of rehabilitation and income restoration measures the KW&SB can request World Bank to consider financing rehabilitation and income restoration component of the RAPs. The LAR costs will be precisely assessed and reflected in the itemized RAP budget including compensation costs for acquired land and other assets, applicable relocation, resettlement and income restoration costs as well as administrative costs including costs for RAP implementation institutional arrangement, monitoring and evaluation and the contingencies. All assessed LAR costs should be fully incorporated in the project PC-I to be approved by the government to ensure the LAR funding could be ensured in approved PC-I of each project/subproject. 8.2 Flow of Funds for RAP implementation The Government of Sindh will finance the total cost of LAR under KWSSIP from counterpart funds. The Ministry of Finance will allocate sufficient funds to KW&SB for LAR management and release these based on finalized PC-I including LAR costs for the subprojects to be executed under the Project. The IA will transfer the funds for all land acquisition costs of a subproject to the district treasury department for acquisition of land and assets as per estimated demands by LAC and PIU account for delivery of R&R and income restoration costs and other entitled allowances not covered under applicable LAA procedures in Pakistan. Timely funding and deposit of LAR costs for acquired asset and resettlement and rehabilitation costs as budgeted in the subproject RAPs will assist PIU in timely completion of LAR activities, taking possession of the acquired assets and ROW and handing over the ROWs land, free from encumbrances, for commencement of project civil works. 8.3 Compensation Disbursement The Compensation for land and land based assets covered under land award will be disbursed by the LAC through vouchers debit able to the district treasury, while the entitled R&R costs and allowances will be paid by issuing crossed cheque in the name of the entitled PAP by the PD, PIU which will be charged to the project account. The disbursement process of compensation of acquired assets (land and land based assets) will start after announcement of land awards under LAA provisions and the payment process for other entitlement covered under RPF and RAP could be paid as and when the final implementation ready RAP prepared based on detailed design is reviewed and cleared by World Bank. Nonetheless, the disbursement will take place, after due notification of time and place to the PAPs and the PAPs will be assisted and mobilized to get the requisite support documents for processing of their claims and delivery of compensation accordingly. For transparency purposes the efforts will be ensured to pay the compensation Appendices: Karachi Water and Sewerage Services Improvement Project 53 Social Management Framework thorough bank accounts by delivering cross checks or compensation vouchers, which may be cashed or deposited at district treasury or any designated local bank. However, if the subproject impact area proves difficult and without banking facilities or the entitled compensation amounts are meagre and PAPs decline to open bank accounts, the provision of payment through cash or any other means accepted under law can be considered. World Bank OP 4.12 and provisions under this RPF requires to ensure that no physical displacement or economic displacement will occur until (i) compensation for acquired assets at full replacement cost has been paid and other entitlements listed in the resettlement plan have been provided to each displaced person (PAP) for project components or sections that are ready to be constructed; and (ii) a comprehensive income and livelihood rehabilitation program, supported by an adequate budget, is in place to help PAPs improve, or at least restore, their incomes and livelihoods. Pakistan’s Land Acquisition Act (1894) allows the government to take possession of the acquired land once land award has been made as per LAA Section 11, and payment has been made or deposited to the court as per LAA Section 31. Accordingly, the Collector is required to pay the full amount to the PAP, unless (a) the PAP refuses to receive the amount, (b) there is no competent person to receive the compensation, or (c) if there is a dispute as to the title to receive the compensation. Under World Bank OP 4.12, compensation for both land and non-land assets is deemed to have been paid when the amount in cash or cheque has been provided to PAPs or deposited into their bank account, or is secured in an escrow account for PAPs not showing up to collect compensation. While in case of LAA, if the PAPs or their representatives did not come forward to collect their compensation, the amount could be deposited in the Revenue Department payable to the PAPs, after exerting due efforts to contact and encourage them to appear and notifying the PAPs in which treasury the deposit has been made. However, in both cases depositing the compensation in an escrow account, or in district treasury in lieu of providing cash or cheque to the PAP is justified only when sufficient good-faith efforts and all legal requirements for contacting and notifying the PAPs have been made. Nevertheless, both the LAA (1894) and World Bank OP 4.12 require that PAPs are compensated before displacement, but allow a mechanism for dealing with cases having legal and administrative impediments restricting disbursing compensation payments provided that sufficient good-faith efforts are demonstrated in (a) contacting, notifying and assisting PAPs, and (b) delivering compensation payments. So in cases where compensation payment is restricted due to legal and administrative impediments faced by the PAPs, the EA will follow the World Bank’s policy. 8.4 RAP Implementation Schedule and Commencement of Works The RAP preparation and implementation schedule will vary from subproject to subproject based on readiness level of subproject design and LAR requirements. In general, the project implementation will consist of the three major phases, namely project preparation, land acquisition and final RAP preparation and implementation of RAPs, i.e., full payment of compensation for acquired assets and entitled resettlement and rehabilitation cost to PAPs with income restoration measure in place. In line with the principles laid down in this RPF, IA will prepare a detailed implementation schedule as integral part of each RAP indicating the sequence and time frame of activities for acquisition of land, preparation of draft and implementation ready RAPs for each subproject under different phases and RAP implementation timelines synchronized with the construction schedule for each subproject. Appendices: Karachi Water and Sewerage Services Improvement Project 54 Social Management Framework Efforts will be ensured to synchronize and streamline the land acquisition process under LAA provisions and impact assessment, census and socio-economic assessment as well as preparation of implementation ready RAPs for each subproject for effective LAR management under provisions of this RPF. While RAP implementation timelines will be synchronized with the construction schedule to ensure RAP implementation is completed before commencing of Civil Works and timely execution of the subprojects under the Project. Nonetheless, the commencement of civil works for any subproject or any of its section with LAR impacts will be conditional upon full implementation of the KW&SB endorsed and World Bank cleared RAPs which will be spelled out in the project/ loan covenants to ensure OP 4.12 requirements are fully complied with. Appendices: Karachi Water and Sewerage Services Improvement Project 55 Social Management Framework 9 MONITORING, EVALUATION AND REPORTING 9.1 Overview Successful implementation of a resettlement action plan depends on good resettlement management, close monitoring, and effective supervision. This enables the executing and/or implementing agency to make timely adjustments in implementation arrangements and take appropriate corrective measures during project implementation. It is therefore important that the adequate resources (finances and qualified human resources) are made available and monitoring of RP is integrated into the project’s planning and management processes. The major objectives of monitoring and evaluation are to:(i) ascertain whether activities are progressing as per schedule and the specified timelines are being met; (ii) assess if compensation, rehabilitation measures are sufficient; (iii) identify problems or potential issues; (iv) identify methods and corrective actions to rapidly mitigate any problems and (v) ensure that RAP objectives are met with and the standards of living of PAPs are restored or improved; (vi) collect gender disaggregated information to monitor the day-to-day resettlement activities of the project through the following (a) Review of project information for all PAPs; (b) Consultation and informal interviews with PAPs; (c) Key informant interviews; and, (d) Community public meetings. Monitoring will involve (i) compliance monitoring to ensure that implementation is on schedule and problems are dealt with on a timely basis; (ii) The social impacts monitoring of the project and whether PAPs are able to restore and preferably improve their pre-project living standards, incomes, and productive capacity utilizing baseline information established through the socio- economic survey undertaken during project preparation; and (iii) overall monitoring to assess status of PAPs. The LAR tasks will be monitored internally and externally. Regular monitoring of RAP implementation activities will be carried out internally by PIU through SSMC. The PIU and SSU will provide World Bank with an effective basis for assessing resettlement progress and identifying potential difficulties and problems related to scope, the subproject’s risks and impacts. 9.2 Internal Monitoring RAP implementation and safeguards management activities for each subproject will be subject to internal monitoring and evaluation. Internal monitoring will include day to day tracking progress about LAR planning and implementation activities including compensation payment progress, consultation and community feedback campaigns launched, resettlement, rehabilitation and income restoration measures implemented, community concerns and grievances recorded and resolved and corrective actions implemented etc. Close monitoring of RP implementation progress will assist to identify and resolve the impediments and ensure timely delivery of compensation and resolution of matter of concerns for PAPs and other stakeholders. The scope of monitoring will includes: (i) compliance with the agreed policies and procedures for land acquisition; (ii) prompt approval, allocation and disbursement of compensation payments to PAPs, including if necessary, supplemental compensation for additional and/or unforeseen losses; and, (iii) remedial actions, as required. The PIU will be responsible for internal monitoring and share RAP implementation progress and periodic monitoring reports with the IA and the World Bank. The census of PAPs and inventory of losses will constitute a base line for monitoring of RPs progress and at PIU level, the LAR unit will manage and maintain updated LAR databases including quantified data on impacted assets with type, census details of the PAPs and compensation entitlements with payment Appendices: Karachi Water and Sewerage Services Improvement Project 56 Social Management Framework progress against the entitlements and payable costs to each PAP, etc., Potential monitoring indicators from which specific indicators can be developed and refined according to the census and IOL for each subproject are set out in Table 3 below. Table 29: Potential indicators for internal monitoring Monitoring Potential Indicators Aspects Institutional set-up • RAP implementation and monitoring institutional set-up in place. and resource • Budgeted RAP costs released and placed at disposal LAR implementation allocation. entities. • Grievance redress mechanism established and explained to the PAPs and affected communities. • Coordination initiative implement ted and displaced persons committees notified for continued consultations and participation of PAPs in RAP implementation and monitoring. Delivery of • Compensation entitlements disbursed, compared with number and category Entitlements of losses set out in the entitlement matrix. • Relocation and rehabilitation costs and income restoration support provided as per entitlements and schedule • Social infrastructure and services restored as and where required. • Entitlements against lost business including transitional support to re- establish enterprises delivered. • Income and livelihood restoration activities being implemented as set out in the income restoration plan. Restoration of living • Affected residential structures reconstructed/restored at relocation sites standard and outside ROW limits. income • Impacted business structures (shops/stalls) constructed/relocated outside construction limits and business/income activity restored. • Number and percentage of displaced persons covered under livelihood restoration and rehabilitation programs (women, men, and vulnerable groups). • Extent of participation in rehabilitation programs with degree of satisfaction about support received for income restoration. • Number of displaced persons who have restored their income and livelihood patterns (women, men, and vulnerable groups). • No. of PAPs (especially vulnerable) provided opportunities in project related employment. • Percentage of displaced persons who improved their income and living standard (women, men, and vulnerable groups). Consultation and • Consultations organized as scheduled including meetings, groups, and Grievances community activities. • RP disclosure and information dissemination activities implemented and knowledge of entitlements by the displaced persons. • Community awareness about grievance redresses mechanism and its use. • Progress on grievances recorded and resolved including information dissemination to affected families on the resolution of the grievances. • Information on the implementation of the social preparation phase and implementation of special measures for vulnerable groups. Appendices: Karachi Water and Sewerage Services Improvement Project 57 Social Management Framework Monitoring Potential Indicators Aspects Communications • Number of meetings held with PAPs (male and female) to explain RAP and Participation provisions, grievance redress mechanism and compensation disbursement mechanism. • Assessment about Level of information communicated—adequate or inadequate. • Number of PAPs (male female) participated in the meetings. • Number of meetings and consultations held with vulnerable and indigenous people (if any) with number of participants and level of information communicated. Benefit Monitoring • Compared to pre-project situation: • Changes noticed in patterns of occupation and resource use. • Changes observed in cost of living, income and expenditure patterns. • Changes access level and frequency with respect to social and cultural parameters. • Changes observed for vulnerable groups and IP. 9.2.1 Monitoring of AED during project implementation KW&SB should take the lead in and, in collaboration with KMC, DMCs and other agencies, monitor, map, and regularly update the locations of the AED conducted on or after the cut-off date. The Commissioner Karachi was asked by the Supreme Court to coordinate different agencies (SBCA and KDA) on their ongoing ant-encroachment plans and activities, and KW&SB can coordinate with the Commissioner and other agencies, as required, to ensure comprehensive mapping of the locations of the AED, completed and planned, in the city. The monitoring of the government’s AED should include not only locations, but a categorization according to the typology and hierarchy described in the Introduction Section above as to assess the nature and extent of impact. The mapping should be done on a GIS platform building upon existing sources and the mapping exercise. CSO/research institutes are also monitoring and updating the areas affected by the AED and KWSB can consider partnering with these institutes to ensure further validation of the information and enhance transparency. The monitoring of AED under this project will be conducted for the duration of the project implementation only. KMC is currently making efforts to relocate some of the vendors and hawkers to different locations. Monitoring of AED should also document the compensation or relocation of affected people in the future, and the response of people who have been offered such compensation or relocation (e.g. compensation accepted/rejected, satisfied/dissatisfied with the process, type of compensation offered etc. and the reasons for the response). 9.2.2 Monitoring of sub-project implementation. To ensure that the sub-projects areas comply with the Bank’s safeguards policy on involuntary resettlement, the screening of investment selection needs to be documented properly and will be presented to KW&SB for review and approval. The same will also be reviewed and approved by the Bank team for no-objection before KWSB can commence their work. Appendices: Karachi Water and Sewerage Services Improvement Project 58 Social Management Framework For on the ground monitoring, and to manage operational and implementation issues related to the AED, KWSB will contract and partner with CSO/NGOs on the monitoring and evaluation of the sub-project selection process, as well as implementation and progress of sub-project works. In addition, each subproject investment will reviewed by the Bank for no objection to ensure that eligibility and screening criteria are met before RAPs/ARAPs are prepared 9.3 External Monitoring The extent of monitoring activities, including their scope and periodicity, will be commensurate with the project’s risks and impacts. In case of subproject with significant IR impacts, KW&SB through PIU will engage the services of an independent agency or consultant, not associated with project implementation, to undertake external monitoring and evaluation of the RAP implementation. . An Independent Monitoring Agency or an individual with a team (IMA) will carry out external monitoring of RAP and report monitoring results to KW&SB and World Bank through semi-annual monitoring reports or with a frequency as agreed with WB. The external monitor will monitor and verify RAP implementation progress and assess the achievement of RAP objectives and compliance with World Bank’s safeguards requirement’s through review of R AP implementation progress reports, periodic internal monitoring reports and through, consultations with the PAPs and other stakeholders and impact assessment based on filed surveys. The key tasks of the external monitor will include: i. Review and verify internal monitoring reports prepared by PIU/SSMC; ii. Validate the RAP implementation progress reported in internal monitoring reports (IMRs) and assess the achieved level of RAP implementation progress, issues impeding RAP implementation and actions required to improve the safeguards management; iii. Review and assessment of compensation, relocation, rehabilitation and income restoration measures provided in the RAPs and establish bench mark indicators for assessment and evaluation of level to which the RAP objectives are accomplished. iv. Review baseline information on socio-economic assessment, census and inventory of losses of pre-displaced persons and establish bench mark indicators for impact assessment through formal and informal surveys with the affected persons; v. Consult PAPs, officials, community leaders and assess level of information dissemination activities implemented, awareness and access level of PAPs and communities to project based grievance redress and complaints handling systems; vi. Assess resettlement efficiency, effectiveness, impact and sustainability, drawing lessons for future resettlement policy formulation and planning; vii. Suggest actions for addressing the issues if any and corrective measures to be implemented by the PIU to ensure the safeguards management is fully consistent with RPF provisions and World Bank safeguards requirements as outlined in the OP 4.12. Table 4 below presents a set of suggested indicators for verification of the monitoring information of the KW&SB by qualified and experienced external monitor. Appendices: Karachi Water and Sewerage Services Improvement Project 59 Social Management Framework Table 30: Potential Indicators for External Monitor Monitoring Indicator Basis for Indicator Basic information on • Project location including description on project displaced persons’ intervention and IR impacts. households (Gender • Composition and structure, ages, educational, and skill disaggregated data levels with gender of household Head essential for all aspects) • Vulnerable households • Land and other resource-owning and resource-using patterns • Occupations and employment patterns and income sources and levels • Participation in neighborhood or community groups and access to cultural sites and events. Compensation payment • Have the compensation for acquired assets including and Restoration of living land, structures and other assets delivered? standards • Was sufficient replacement land available and compensation payments sufficient to replace lost assets? • Were house compensation payments made free of depreciation, fees, or transfer costs to the displaced persons? • Have perceptions of community been restored? • Have displaced persons achieved replacement of affected assets particularly residential, commercial and productive assets and key social and cultural elements? Restoration of livelihoods • Was the compensation for affected enterprise sufficient (Disaggregate data for for re-establishing enterprises and production? displaced persons moving • Have affected enterprises received sufficient assistance to group resettlement sites, to reestablish themselves? self-relocating displaced • Have vulnerable groups been provided income-earning persons, displaced persons opportunities? with enterprises affected.) • Are these opportunities effective and sustainable? • Do jobs provided restore pre-project income levels and living standards? Information and • How much do the displaced persons know about satisfaction levels of resettlement procedures and entitlements? displaced persons’. • Do the displaced persons know their entitlements and aware on whether these have been met? • What is the perception of displaced persons about the extent and level to which their living standards and livelihoods have been restored? • How much do the displaced persons know about grievance procedures and conflict resolution procedures? Appendices: Karachi Water and Sewerage Services Improvement Project 60 Social Management Framework Monitoring Indicator Basis for Indicator Effectiveness of • Were the displaced persons and their assets correctly resettlement planning enumerated? • Was the time frame and budget sufficient to meet objectives, were there institutional constraints? • Were entitlements based on replacement costs and adequate for rehabilitation and restoration of the PAPs? • Were vulnerable groups identified and assisted adequately? • How did resettlement implementers deal with unforeseen problems? Based on the independent monitor’s report, if significant issues are identified, a corrective action plan will be prepared, reviewed and approved by World Bank and disclosed to affected persons. The CAP implementation progress will also be reviewed and monitored by the IMA and will be made part of the subsequent monitoring reports. Internal and external monitoring and reporting will continue until all LAR activities have been completed. In addition to the above defined monitoring mechanism, the World Bank will also keep a close oversight on the subproject implemented under the facility and will keep monitoring subproject on an ongoing basis by launching safeguards review missions until a subproject completion report is issued. 9.4 Reporting Requirements and Disclosure of Monitoring Reports The KW&SB will prepare and submit semi-annual (if not agreed otherwise in the RAPs) social safeguards monitoring reports to World Bank as part of project implementation performance monitoring. Such periodic monitoring reports documenting progress on resettlement implementation and resettlement plan completion reports will be provided through PIU through SSU to World Bank for review and disclosure. In case of subproject with significant IR impacts, the monitoring reports will be prepared by an independent monitor who will prepare and submit bi-annual monitoring reports to IA and World Bank’s review and disclosures. IA will also submit subproject completion reports to World Bank for each site when compensation has been paid. In addition to the routine monitoring reports, in cases where ever required and agreed between IA and World Bank during execution of the project the PIU will prepare supplementary monitoring reports and share these with World Bank. All monitoring reports will subject to disclosure and will be disclosed on World Bank and IA websites as and when cleared by World Bank. Appendices: Karachi Water and Sewerage Services Improvement Project 61 Social Management Framework Appendix 2: Stakeholders Analysis and Mapping in Karachi Stakeholders Role Interests Relationships Political Parties • The politics of Karachi takes place at the • The political parties are struggling for the • Following the 18th Amendment, many municipal, provincial and federal levels development of Karachi in their own right to sectors and departments were • Power struggle among federal, provincial meet its infrastructure and service-delivery devolved to provincial government. governments and municipal belonging to needs in urban transport, water supply and • Weak relationship among the three three different parties having an impact on sanitation and municipal solid waste parties and clashes of interest reduced the Karachi development. sectors. their willingness to pay any attention to • Failure of the major political parties to • Satisfying constituents, appears genuinely the development of Karachi. agree to a solution to initiate Karachi concerned for development of Karachi, Transformation strategy. The unfortunate keen to provide modern infrastructure and status quo will seemingly continue for the social sector development. metropolis, adding to its citizens’ miseries. Federal Agencies • A host of several federal agencies such as • These agencies have control for over 65% • Currently limited relationship with Karachi Port Trust, Port Qasim, Pakistan of land in Karachi. They are responsible for municipal and provincial government, Railways, Civil Aviation Authority, and land use and development issues under however solid waste and water are Ministry of Defence all have their own their jurisdiction. covered in these areas by provincial jurisdiction over land in Karachi. They are • Concerned about growing demands for all and municipal government. Need for governed often by separate laws and agencies to come under single better coordination and cooperation regulations. administrative authority. with city on local affairs. Provincial • Responsible to address Karachi social • Unhappy about lack of direct financial • Weary to delegate more powers to Government service delivery issues support from federal government for the local bodies. Contrary, seen as a • The provincial government has the Karachi Transformation Plan. ‘usurper of authority of the LG authority over fiscal transfers, • Keen to maintain control over federal institutions. appointment, transfer and postings of funding for the execution of Karachi • Major taxes are kept by the provincial human resources within districts and Transformation Strategy government, whereas allegedly LGs Towns. • Mulling over to introduce amendments in authority to collect taxes were diluted • View itself to have a wider role to for the the SLGO 2013 to get hold on municipal and curtailed the functions of the development of Karachi and province. affairs and removal of Mayor and Deputy municipal corporations. • Should provide policy steer though this Mayor through a simple majority. • Formal and informal relationship and remains weak. Commissioner is official provincial direct control of many departments representative at divisional level. should be in the ambit of provincial government. Municipal • Apart from KMC, the Metropolis’s local • Keen to bring other agencies under • Appreciates need to build bridges with Corporations & government as the City’s six district municipal government umbrella, has external agencies namely cantonment Elected Local municipal corporations are equally respect of electorate and ordinary people. boards and other federal players. Bodies represented by two political parties. City development authorities have also not • Needs to develop better capability to been placed under the elected local bodies. manage external stakeholder Appendices: Karachi Water and Sewerage Services Improvement Project 62 Social Management Framework Stakeholders Role Interests Relationships • Civic services in Karachi are already badly • Many key functions have been reassigned relationships, expectations and compromised due to the power struggle to the province in the 2013 LG system, outcomes. DMCs and others bring between these two parties. including police and building control. forth their issues for better result and • The allocation of funds and separation of • Calling for an amendment in the Sindh to work with co-ordination and co- garbage disposal, water supply and Local Government Act, 2013, for devolution operation for the city development in drainage functions from the LG bodies of powers from the provincial government to the meeting of the committee remain at the core of the contention. the LG bodies. • According to the Sindh Local • Produced Karachi Master Plan by during • Delivery of key public services, i.e., SWM, Government Act 2013 the provincial the era of devolved City District community development, education, health local government Government and keen to see this and works and services. commission distributes some functions implemented. Development priorities and responsibilities to the municipal include infrastructure investment i.e. roads, government not happy with limited bridges, flyovers and elevated powers. Keen to have more powers expressways. and authority and desires to keep good • Looking for FDI and public-private relationships with Federal government. partnerships. Cantonment • Six cantonment boards in Karachi with • Limited coordination with provincial and • Rely on provincial government for Boards Clifton being the largest and Karachi local government institutions. water and sewerage and transport Cantonment Board the smallest. Manage • They collect sizeable revenue and for facilities. Happy to work with city SWM, environmental development and example KCB expenditure is below income. government but keen to retain land use in their jurisdictions. Self- Staff salaries paid from own resources. independence. Recent cooperation sufficient and managed directly by Core Cantonment boards retain revenue and with city government has led to Commander and Ministry of Defence. local taxes. unifying of building laws in line with city Cantonment boards headed by a Grade • Through Ministry of Defence and Core government building regulations. They 18-19 Executive Officer appointed directly Commander Cantonment Boards regulate have also agreed common routes for by MOD. their own areas. Governed by different set transport. However, differences remain • Originally to protect interests of military of rules and regulations and have their own with water utility over sewerage personnel living in these areas but now separate LG structures, which create construction work. commercial interests drive these areas. multiple and confusing jurisdictions. • Happy to continue operating as they Cost of housing and quality of life in these Continued and unabetted vertical and have. Resisting pressure to become areas considerably higher than anywhere horizontal expansion in the Cantonment part of city government. else in Karachi. areas is increasing load on the KW&SB Local Councilors • Elected and represent union committee • Keen to foster development at local level, • Have close relationship with municipal constituents. Key link between constituents crying out for more resources and capacity governments at Town and District and city legislature and executive. to implement projects and sought help to level. execute authority in their constituencies. Appendices: Karachi Water and Sewerage Services Improvement Project 63 Social Management Framework Stakeholders Role Interests Relationships Civil society • Largely policy and advocacy with limited • Disaffected with government and its • Large heterogeneous group, not well groups interaction with government except in problems, limited extent of cooperation. networked no formal group. This will areas where strong CBO culture exists. Civil society not really a monolithic be a loose conglomeration of water • CSOs such as SHERI, OPP and HANDS movement in Karachi, though powerful interests in Karachi. strong presence in Karachi involved in enough to challenge external donor driven • Keen to function as support development activism and service delivery. interventions. organizations for facilitating the critical URC strongest public interest agency and • CBOs have been responsible for community interface between community and the lobbyist against private goods projects. mobilization and their participation in government in the context of social planning and implementation of these service delivery projects. schemes Solid waste • Many players involved in this multi-billion • Key interests financial and economic. • Both formal and informal between interests rupee industry, garbage pickers, middle Industry supports over more than half a government and non-government men, recyclers, government officials, million households across city. Segregated actors. Economic interests tie these sweepers etc. both formal and informal solid waste funnelled through to recycle bonds. Corruption a key driver of links very strong. industries. Limited amount of solid waste industry. actually deposited at land fill sites. Appendices: Karachi Water and Sewerage Services Improvement Project 64 Social Management Framework Appendix 3: Focus Group Discussions with Communities Date District Location Gender No. of Key Observations/Concerns Participants 21/10/2018 West Yousaf Male 12 • Water is only available once in 15 days for a few hours. Goth, • Water quality is very poor, mixed with sewage. It take half an hour for particles to settle down Bengali for the changing of colour to become normal. Para, UC 38 • Sometimes due to power failure not possible to collect water • No system of drainage of wastewater • Sewage water was found in all over the street. • Poor service attitude or maintenance delay • No municipal services such as garbage collection and street lights etc. • Most of the families work as daily wage workers for their livelihoods. • The drainage system should accommodate heavy rains. • Water supply, sanitation and solid waste systems should be developed. 21/10/2018 West Yousaf Female 15 • Limited and erratic water supply to meet demand in most households. Goth, • Poor quality of the water mixed with sewage. Bengali • Safe drinking water should be supplied to every household. Para, UC 38 • Children suffer from health problems due to poor quality of water. • A significant share of family income is spent on buying water. • We are poor, we can’t afford to spend hard earned wages on water only. • No system of drainage of wastewater • Sometime they boil water mostly when someone become sick. • Women mostly work as helpers in houses. 21/10/2018 West Shadab Female 13 • We are poor people, we have no voice, and no one listen to us. Mohalla, UC • We drink sewage mix water. 38 • Children suffer because of low quality of water supply and complaints related to water-borne diseases. • In most cases we buy a tanker and share water among two to three families. 21/10/2018 Korangi C-Area, Lal Male 15 • Sold waste dumped at the side of drainage. Masjid, • Erratic water supply only in a few streets not in all. Token Stop, • Poor quality of water UC-6 • Water bills were not paid due to non-availability services. • Water is collected from a private bore. • Inadequate water draining system, causing environmental and public health problems. • We witnessed many chief ministers were power, no one has done anything for us. Appendices: Karachi Water and Sewerage Services Improvement Project 65 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants 25/10/2018 West Gulshan-e- Male 5 • Area is totally neglected from the official. Behar, UC • Water tanker is the main source to be bought an shared by families 16, Orangi • Need piped water supply. • Sewer lines in the streets were constructed on self-help basis with technical support from OPP. • Solid waste is dumped in nearby empty plots. • No waste bin available on the road side. Household solid waste are dumped along the road side. • Our complaints are always unheard. 25/10/2018 West Gulshan-e- Female 6 • Happy that new initiatives are being taken for water supply. Zia –Alaqs, • Water was purchased from tankers. UC 16, • Receive water bills regularly without any water supply. Orangi • Each household spend about Rs. 3,000 to Rs. 4,000 per month • A few women work in the garment factories. • If regular water will be available we can save costs as well as water can be used for taking bath and cleanliness purposes. 25/10/2018 West Mastan Male 13 • For many months, no water. Baba, • Only one pumping station in this area. Due to slope, unable to pump water Gulshan-e- • We need another pumping station. In this area, 6 to 7 water pumps are required. Bahar • The main line was illegally punctured in collusion with valve men. UC 16 • Using brackish water tastes very bad. • Only once in three months water supply was restored only during Eid-ul-Zuha after protest from the residents. • Corruption is rampant, valve man is mainly responsible for this ordeal. • Water bills are regularly sent. For120 sq. meter single storey Rs. 195 and Rs. 236 for double storey. • Tertiary sewer lines were constructed with support from OPP. • Political representatives never showed after election neither any visit from govt. official. • We are living in sub-human conditions. 25/10/2018 West Mujahid Female 7 • Since one year no water at all. Colony, • We pay the water bill but without any water. supply Gahazi • There should be no bill, if they are they unable to supply water. Abad • Too much bluffing from the official always threating us to disconnect the supply lines if we UC 16 don’t pay our bill. • No one has visited us except you people have come and are talking to us. Appendices: Karachi Water and Sewerage Services Improvement Project 66 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants • We pray to God to take notice on our plight. • We are poor can’t go elsewhere the city is not liveable due to lack of social services. 11/11/2018 South Lyari (Bihar Male/ 8 • Running water is coming daily only for 1 hour in the evening. Sometimes no electricity means Colony) UC Female no water. 9 • Sometime water smells badly. • Households boil water very often. • Usually men are responsible to collect water from outside. In their absence women and children take this responsibility. • They are not measured their water usage. • They are not paying money to purchase water from outside. • There are so many problems due to contaminated water like skin rashes, skin diseases, diarrhoea and abdominal issues. • Toilets were connected with sewerage system. • No proper maintenance of sewerage system all pipe lines are choked. • No maintenance and cleaning of drainage filled with solid waste. • There are no any sort of waste bins for their waste. • Government is not doing their work properly in this area. • They are hired private sweepers and pay them for collecting their waste and throw it away. • They charged Rs. 200 per household. 11/11/2018 South Kharadar Male/ 9 • Piped water is the primary source of water. (Moosa Female • Piped water is coming daily only for 1 hour in morning but occasionally for 20 to 25 minutes is Lane) UC 5 the duration of supply. • Quality of water is not satisfactory. • Sometime water smells badly. • Household boils water very often. • Sometimes due to acute shortage they pay Rs. 200 for purchasing water from outside. • Housewives are responsible for cleaning inside their toilets and sometimes outside as well. • They are comfortable for the system of sewerage and drainage except cleaning of the clogged sewers done by themselves. • No waste bins, waste is dumped outside. • According to the local counsellor of this area, all work has done by herself without any support of government. • They are hired private sweepers and pay them for collecting their waste and throw it away. • They charged 200 Rs monthly per household. Appendices: Karachi Water and Sewerage Services Improvement Project 67 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants 11/11/2018 South Garden Male 8 • Borehole and Hand pump (Burma) are the primary source of water. (Dhobi • Piped water is often come once in a week. Ghat) UC • Quality of pipe water is very bad. People keep waiting until the sediments take time to settle 18 satisfactory. • Household boils water very often. • 1 to 2 gallon is the usage of drinking water daily per house. • Households are paying Rs. 50 daily to purchase water from outside. • Suffered due to water borne diseases. • No proper maintenance of sewerage system. Pipe lines are broken. • Housewives are responsible for cleaning outside of their lanes. • They are not comfortable for the system of sewerage and drainage. • No waste bin for dumping garbage. • Officials never showed up, no one pay any heed to their issues. • Nearby waste dump (katchra kundi) smell badly. • Many complaints are made but no avail due to no response. It is hard to breath. • The entire locality were facing water, sewerage or drainage issues. 12/11/2018 East Shanti Male/ 10 • Water tanker is the primary source of water Nagar, Female • No water pipe lines are available in this area. Sindhi Para, • Availability of clean water is the dire need. UC 23 • Water taste is not good. • Sometimes in case of non-availability of tanker water is fetched both by men and women from a borehole away from houses. • They are required 4 gallons daily for their water usage for drinking purposes. • They are paying money Rs 3000 after every 15 days to purchase water from outside. • Suffering from health issues such as diarrhoea and abdominal issues. • Sewerage lines were built in 1980 by a Welfare Society are not functional due to lack of maintenance. • Sewerage pipe lines are broken and all blocked. • There are no any sort of waste bins for their waste. • Waste pickers collect waste and charge Rs. 200 per month from each household. • No one from KMC or DMC have ever visited them to resolve their issues. • The need a pumping station and water supply and sewerage lines. 12/11/2018 East Safoora Male/Fe 16 • Water tanker is the primary source of water and sometime also use water from boreholes. Goth male • Water pipelines are damaged not working. (Bilawal • Water taste from borehole is not good. Appendices: Karachi Water and Sewerage Services Improvement Project 68 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants Jokhiyo • Household boils water very often. Goth) UC • They require 1 tank after 15 days for their household consumption. 13 • They are paying Rs 2500 to Rs 3000 for water tanker. • Suffering from water borne diseases like diarrhoea. • Primary sewerage lines are built by community on self-help basis and are connected with main sewer line. • Sweepers charge 300 to 400 Rs for unblocking the line in one visit. • No proper drainage of rainwater. • There are no any sort of waste bins to dump their waste. • Government is not doing their work properly in this area. • They are hired private waste pickers pay them for collecting their waste and throw it away. • They charged 200 Rs monthly per household. • Women mostly work in cantonment houses. • Households are willing to pay for water if regular supply is ensured. 13/11/2018 Central People Male/Fe 22 • Most of the households are involved in casual labour while few are self-employed. In most Chowrangi male cases, both parents work. Women work as housemaid. (Barohi • Water bore is the primary source of water. Goth) UC • Water pipe lines are available but have been damaged about for last 4 years. 24 • Water supply is intermittent once in a week for 1 or 2 hours. Pressure is poor in some lanes not distributed equally. • Sometime water smells badly. • Usually householder ladies are responsible to collect water from Muhajjir Colony which is far from 20 mints. • They are required 8 to 10 gallons daily for their water usage. • They are not paying money to purchase water from outside. • Water contamination is an issue, health problems include skin rashes, diarrhoea and abdominal issues. • Number of disabled children was high. • There is no any maintenance of sewerage system all pipe lines are broken and choked. • They are not comfortable for the system of sewerage and drainage. • Need waste bins for their waste. • Solid waste throw away by themselves in the Nala, which is very near to their houses. • The drain passing through the neighbourhood is considered to be a major threat by the community as the drain swells during monsoons and at times the drain overflows into few households adjacent to the drain causing damages. Appendices: Karachi Water and Sewerage Services Improvement Project 69 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants 13/11/2018 Central New Male/Fe 26 • Sewerage water is mixed with fresh water lines. Karachi male • Borehole water is also available but quality is not good. (Khameso • Situation of water supply is completely pathetic. Jo Goth) • Usually householder ladies are responsible to collect water from outside. • They require 1 tank daily for water usage. • They are paying 1000 Rs for one small tank of water. • Many children become sick because of water borne disease. • There are number of disable children, old men and women. • Sewerage lines are damaged and blocked. • They are not comfortable and totally disappoint for the system of sewerage and drainage. • And there were no one for the maintenance of drainage issues. • Solid waste is thrown away in one plot which is close to residential area and burn all waste by themselves. • There complaints were never heard by authorities. • No one from KMC and DMC have visited them. 13/11/2018 Central Liaqatabad, Male/Fe 17 • Daily wage labour is the most dominant form of livelihoods ranging from auto drivers, Ibn-e-Sina male construction labourers, petty shop owners, vendors and small businesses. Market, No • Piped water supply is the primary source. 4, UC 42 • Water pipelines are in good shape need rehabilitation. • No water supply in the first four streets. In other streets water supply is satisfactory. • Many complaints are lodged all in vain. • They boil drinking water. • They have complete sewerage system in their toilets. • There is no any maintenance of sewerage system major pipe lines are broken and damaged. • They are not comfortable for the system of sewerage and drainage. • There were no one for the maintenance of sewerage and drainage issues. • There are no any sort of waste bins for their waste. • Solid waste is dumped in the Gujjar Nala. • Government is not taking responsibility for maintenance of sewerage lines. • If they have hired private sweepers for cleaning their street so they charged 1000 to 1500 Rs per visit. 14/11/2018 East Gulistan-e- Male/Fe 19 • Piped water supply available after every fourth day for four hours. Johar male • Water pipeline was laid by community on self-help basis. The total cost was Rs. 7 million, (Pahlwan each household contributed Rs. 7,000. • Before piped water supply reliance was on tankers, each tanker costing Rs, 5000. Appendices: Karachi Water and Sewerage Services Improvement Project 70 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants Goth) UC • No solid waste collection system. Garbage is dumped in nearby Nala. 10 • This area is very much affected and polluted as garbage is scattered around. • The community members assist each and everything by themselves. 14/11/2018 Malir Ibraheem Male/Fe 23 • Water tanker is the primary source of water. Hyderi male • Water pipe lines are available but all are damaged and blocked. (Charan • Water supplies only few houses of in area. Para) UC • Lack of potable drinking water is the major issue. 26 • Usually female members are responsible to collect water from outside when tankers are not at available. • Rs 3500 to Rs. 4000 is spent fortnightly to purchase water from outside. • Due to water contamination and unhygienic conditions skin rashes, skin eczema, diarrhoea and abdominal issues are common. • There is no maintenance of sewerage system all pipe lines are broken and all blocked. • They are not comfortable for the system of sewerage and drainage. • And there were no one for the maintenance of drainage issues. • There are no any sort of waste bins. Solid waste is dumped in a near plot and is burned. • KMC sweepers charged Rs. 1000 to clear the choked line. 14/11/2018 Malir Hyder Male 19 • Fishing is the predominant livelihood in the UC. Some fisherman also work as daily wage Shah, Awaz workers. Youth • Main water supply lines are available but not linked with houses and no water supply. Group, • Water theft is common. Main line water in bulk is consumed by factories. LSO, • Households do not have access to a piped water supply and have to purchase water from UC 27 private water venders. • Water Board is unable to control • No writ of Water Board and UC chairmen. • Water Board should take control and provide water and we are ready to pay water bills. • Water is purchased from donkey cards Rs. 15 per 12 litre. The monthly expense of water is about Rs. 6,000. • There is no organized solid waste management and the majority of people throw garbage in open spaces. 14/11/2018 Malir Rehri Goth Male/Fe 21 • Most of the male members work in the factories and some are involved in fishing. Due to (Pan Para) male unemployment, workers are exploited and low paid. UC 31 • Child labour is common. • Water is bought from tanker/ Suzuki van and donkey carts. • Water pipe lines are available laid 35 years ago but all are damaged and broken. • Water supplies only few houses of in area once or twice a weak. Appendices: Karachi Water and Sewerage Services Improvement Project 71 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants • Quality of water is not satisfactory in terms of colour and odour. • Usually householder ladies are responsible to collect water from outside when gents are not at home so ladies go outside to take water. • Monthly expenses are Rs. 4,000 to purchase water from outside. • There are so many health problems due to contaminated water such as eczema, diarrhoea and stomach issues. • Sewerage lines are broken and choked. • There is no maintenance of sewerage system all pipe lines are broken and all blocked. • No drainage system, sewerage and rain water at times spread all over in the street. • No waste bin any sort of waste bins for their waste. • Solid waste is thrown away. • No any type of municipal services are available in this area. 15/11/2018 Malir Quaidabad Male/Fe 18 • Water pipe lines are mixed with sewerage lines. (Qhuldabad male • Water supplies twice a week duration 1 to 2 hours. ) UC 06 • Situation of water is not satisfactory. • Water quality is very poor and smell badly. • Health issues such as eczema, diarrhoea and abdominal issues are common. • There is no maintenance of sewerage system; all pipe lines are broken and all blocked. • They are not comfortable for the system of sewerage and drainage. • There were no one for the maintenance of drainage issues. • There are no any sort of waste bins for their waste. • Solid waste throw away by themselves in empty spaces. • Line departments are not doing their work properly in this area. 15/11/2018 Korangi Korangi Male/ 17 • Water supply is only available two hours once in a week; no.4 (F Female • Water pipe lines are mixed with sewerage lines. Area) UC • Water is contaminated; colour and smell is bad. 09 • Spend Rs. 50 per day to meet the household requirements for drinking water. • They are required 5 to 6 water cans daily for their usage. • There are so many health issues due to contaminated water. • They have no proper sewerage system in their streets. • They are not comfortable for the system of sewerage and drainage. • No cleaning of drainage system filled with solid waste. • There is no any sort of waste bins for their waste. • Privately hire sweepers for collecting their waste and paying them monthly Rs. 200. • No municipal services are available from the government side. Appendices: Karachi Water and Sewerage Services Improvement Project 72 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants 15/11/2018 Korangi Zaman Male/Fe 15 • Most of the houses do not have access to clean and safe drinking water. Town male • No access to drainage and sanitation facilities. (Gulshan-e- • Water pipe lines are mixed with sewerage lines. Muhammadi • The old pipelines, which are a major cause of water leakages, should be repaired. ) UC 23 & • They pay about Rs. 50 for six small containers of water daily for their household use. 24 • Both male and female household members are responsible for collecting water from outside. • There are so many problems occurred for smelly water like skin itching/rashes, hair problems, skin eczema, diarrhoea and abdominal issues. • Sewerage system is choked because of no maintenance. • They are not comfortable for the system of sewerage and drainage. • Inadequate sewage water service; many toilets are not connected to the municipal sewage network. • There is no any sort of waste bins for their waste. • Privately hire sweepers for collecting their waste and paying them monthly Rs. 200 • Government is not doing their work properly in this area. • If they hire private sweepers so they charged 100 Rs of per visit in each house. 16/11/2018 Korangi Malir (C Female 21 • Water supply lines are mixed with sewerage lines polluted water. Area) UC • Supply lines are broken need maintenance. 06 • Sometimes water supply comes twice in a month but dirty water, sewerage water mixed with fresh water. • They require tanker of fresh water. • Water tanker costs Rs 4000 which is not sufficient for the entire month. • Household boils water very often. • There are so many problems occurred for smelly water like skin rashes, skin eczema, diarrhoea and abdominal issues. • Inadequate sewage water service; not proper maintenance of sewerage system • Worried about drainage system particularly due to rainy seasons. • They maintain their community or area but themselves no one is there from KMC or DMC for cleanness of area. • Drainage system is almost under control to this area. • There are no any sort of waste bins for their waste. • They throw away their solid waste in the Nala which is very near to this area by themselves. • Government is not doing their work properly in this area. • Bore hole is the primary source of water. • Water pipe lines are mixed with sewerage lines. Appendices: Karachi Water and Sewerage Services Improvement Project 73 Social Management Framework Date District Location Gender No. of Key Observations/Concerns Participants • There is no water supply at all. • Situation of water is not satisfactory. • Sometimes water is smell badly just because of mixed lines. • Usually householder ladies are responsible to collect water from outside when gents are not at home so ladies go outside to take water. • On average, they spend Rs. 50 per household on water for consumption. • They are required 5 to 6 gallons daily for their water usage. • There are so many problems occurred for smelly water like skin itching, hair problems, skin eczema, diarrhoea and abdominal issues. • Blockage in sewerage system because of no maintenance. • Waste bins are not available for their waste. • Waste is collected by sweepers on monthly payment of Rs. 200. Appendices: Karachi Water and Sewerage Services Improvement Project 74 Social Management Framework Appendix 4: Consultation with Institutional Stakeholders Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted Academia & Thinks Tanks 15/10/2018 Sir Syed University, Karachi Mr. Fazal Noor, • Federal govt. should come forward and take the responsibility for the Sir Syed Department of Architecture and Town Architect/ Urban operations and maintenance of drinking water supply infrastructure and University Planning Planner to resolve the service delivery issues in Karachi. The absence of a Campus central authority, it would be difficult to resolve Karachi issues. Prof. Shahid Saleem, Ex. MD, • Capacity Building programs should be designed to strengthen KW&SB institutions which are lacking in capacity to deliver. • High performing service providers should be given special acknowledgement by instituting a system of performance grants and rewards for the institutions and the individuals. • To ensure regular and quality service, the provision of urban water supply should be on the basis of full cost recovery for operation and maintenance. 16/10/2018 NED University of Engineering and Dr. Saeed Ud • The drinking water system should be separated from the existing system NED, City Technology, City Campus, Karachi Ahmed sewer lines. The quality of water supplied through the domestic system Campus Department of Architecture and Town Mr. Manzoor will adhere to drinking water quality standards. Planning Raza, Facility • Water supply is a basic human right of every citizen and it is the member responsibility of the state, there should be no charge for provide safe drinking water delivering to the consumer. • 24/7 hrs water supply is not realistic goal form investors to achieve. • Scarcity of the water is not an issue but the problem is with inequitable distribution of water among municipal wards, DHA and Cantonments. • Sewer water should not diverted in drainage system without treatment • No political interference in service delivery. Appendices: Karachi Water and Sewerage Services Improvement Project 75 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted Civil Society Organizations (CSOs) 4/10/2018 Orangi Pilot Project –Research & Mr. Salim Aleem • Government should provide main sewers/box drains and treatment OPP Office Training Institute (OPP-RTI) Uddin, Director plants Orangi OPP-RTI supported low income families • OPP-TRI is willing to provide technical assistance to KW&SB in to finance, manage and maintain designing sewerage issues at the community level. sanitary latrines in their homes, • Increasing population and rapid urbanization has created challenges. underground sewerage lines. In OPP’s Government alone through top down approach will not be able to meet model, the internal component for huge urban unmet needs, civil society and community support will be sanitation and sewage disposal stands required to meet such challenges and to mitigate adverse environmental for the construction and maintenance of and socioeconomic impacts. sewage lines in primary and secondary • Lack of cooperation among different govt. agencies due to lack of lanes. political will and fragmented management roles and responsibilities. OPP-RTI has extended to all of Orangi • The responsibility for the operations and maintenance should be handed town, (where 106,726 houses, have over to communities. These communities will be responsible for routine invested Rs. 122.61 million in maintenance and operations. secondary, lane sewers and sanitary • Sewer lines including trunk and branch sewer lines must be designed latrines. considering the future population and waste generation rate. Otherwise the constructed sewer may not carry the waste load, leading to failure and financial loss. Appendices: Karachi Water and Sewerage Services Improvement Project 76 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 4/10/2018 Urban Resource Centre (URC) Mr. Younas • Water supply is a serious issue in Karachi, 60 percent of city water is 3:45 The URC was set up in response to the Baloch, Director compromised due to theft and leakages. URC, recognition that the planning process for • No fair and just distribution of water, most of the low- and middle-income Office Karachi did not serve the interests of localities are facing acute shortage of water. In most low-income settlements water is available once in 15 days for few hours. low- and lower-middle-income groups • Poor people are paying Rs. 4,000 of 2000 gallons to private tankers. and informal sector operators. The Mr. Zahid Faruk • People are willing to pay if KW&SB is able to provide safe drinking water Urban Resource Centre has sought to regularly. change this through creating an • The provincial government should provide monitoring and surveillance to information base about Karachi's ensure that drinking water quality conforms with required standards development. This has created a • KW&SB should install meters at block level if installation of meters is not network of professionals and activists possible at household level to monitor theft and leakages in the system. from civil society and government • KW&SB should have a supervisory body represented by members from agencies who understand planning govt. CSOs, local bodies, Sindh Bar and Press Club at provincial, district issues from the perspective of these and UC levels. communities and other less powerful • There is lack of coordination among different govt. agencies. interest groups. • Water is basic need, PPP govt. lost in Layari because of this issue. Govt. should take it seriously otherwise it will be a great cause for social unrest. • Sea water should be used though desalination plant and sewerage water should be treated before it pollute sea water. • Karachi is suffering because politics of PPP and MQM. They should work together for the betterment of the City. • Development fund should be released to local bodies councilors without any party affiliation or liking and disliking or Appendices: Karachi Water and Sewerage Services Improvement Project 77 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 14/10/2018 HANDS Pakistan Mr. Tanveer, • HANDS was involved in the preparations of Citizen Report Card for HANDS in last thirteen years (2004 - CEO KW&SB in 2010 and 2017 draft. 2017) directly managed 575 projects Mr. Ghulam • There should be a regulatory body to track performance of KW&SB such with the average of 60 per years. Mustafa Zour, as PIMERA and PEPRA. HANDS has directly benefitted during Chief WASH • Public-partnership is needed to provide quality water, sewerage and the same period 28.6 Million persons Services other municipal services. with Health, Education, Community Mr. Nadeem • CSOs should be given the role of monitoring and audit of KW&SB Infrastructure, Livelihood, Water and Wagan, GM, services otherwise the funding of WB will go in drain. Sanitation. HANDS’ WASH Program is Communication • Women need to be consulted regarding their needs and problems they committed to provide good quality water and Advocacy are facing in terms of drinking water supply and sewerage issues. and sanitation services to the target Mr. Maqbool • Govt. agencies and NGOs should work together. Lessons learnt by population. WASH program is a series NGOs in WASH sector should be incorporated in the design of Rahu, GM WASH of projects, based on the foundation of subprojects by KW&SB. field tested best practices and proven Ms. Rubina • KW&SB should follow right based approaches in the service delivery in capabilities. The innovative models by Jaffery the WASH sector. HANDS WASH are low cost, durable, Ms. Farhat • Community and KW&SB should have regular interaction socially acceptable and environment Perveen • Govt. agencies lack capacity in involving communities, HANDS can friend provide training on community participation and awareness raising. • KW&SB should have close cooperation with communities. • The participation of women is critical to ensure effective use and sustainability of water supply systems. They should have voice and role as they are responsible in the household chorus. • Due to inequitable consumption of water at the household level, women suffer the most. Appendices: Karachi Water and Sewerage Services Improvement Project 78 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 15/10/2018 Strengthening Participatory Ms. Rahima • GBV services were improved through provincial-level advocacy and Organization (SPO) Panhwar lobbying from SPO for provision of services at police stations and Dar-ul- SPO involved in strengthening and Regional Amans in a more effective, accessible and standardised manner. supporting community organizations and Coordinator • SPO has been involved in developing and strengthening CBOs in Malir public interest institutions for the benefit District. of poor and disadvantaged sections of • In Karachi, a Resource Centre has been established for organizations society for sustainable development and individuals for soliciting information about the incorporation process through a participatory approach. of NGOs. Gender mainstreaming is one of the key • SPO is implementing a project, “Engaging Legislators for universal thematic areas of SPO. SPO access to WASH Rightsâ€?. The purpose of the project is to initiate implemented a project for the enhancing legislative and government actions to establish priority status for WASH opportunities for youth livelihood and rights in the country, especially for the most vulnerable and marginalized employment in Garment Sector through in such a way that they are capacitated to advocate and lobby for Water, social and community mobilization in Sanitation and Hygiene (WASH) as fundamental Human Rights as given Karachi. The project aimed to train and in the Constitution of the Islamic Republic of Pakistan. employ youth of Korangi, Lyari Town • SPO’s experiences can be utilized by KW&SB and SPO can provide and UC Sultanabad. capacity building services and awareness raising campaign for water conservation in the City. • KW&SB needs training on the right bases approached and community mobilization that gap can be filled SPO. 22/10/2018 Shehri-Citizens for a Better • Karachi is facing with a number of challenges in service delivery that Environment Mr. Farhan hinder sustainability in growth and good governance. SHERI Office Shehri-Citizens for a Better Environment Anwar • Civil society organizations and community activists should be involved in has been striving to empower the information dissemination and raising awareness about regular supply citizens for better engagement with their and quality issues. institutions providing basic civic services • Lack of maintenance of the water & Sewerage network/infrastructures, and also in strengthening the institutions contamination, irregular or no supply to informal settlement, leakages of civic governance and making them • Limited capacity and financial position of KW&SB socially accountable. • Need for a regulatory authority and citizen activism to improve operational effectiveness of KW&SB. • Karachi growth and urbanization made difficult for KW&SB alone can cater the need in water and sanitation sector. Appendices: Karachi Water and Sewerage Services Improvement Project 79 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 24/10/2018 Pakistan Institute of Labour Mr. Karamat Ali, • Inclusive and broad based participation should be ensured in the Education & Research (PILER). CEO implementation of the WB assisted projects. PILER is a Non-Governmental Mr. Zulfiqar • Labour working conditions of KW&SB and KMC need lot of Organisation (NGO) dedicated to Shah, Joint improvement. promoting a democratic and effective Director • Citizens oversight is essential, there is need to establish a Citizen labour movement for the overall Council to oversee the service delivery issues related with KW&SB, advancement of a socially just and KMC and DMCs. equitable society where the fundamental • The industry is deficient with qualified and experienced labor inspectors. rights of people are protected. (PILER) Their role should be enhanced geared towards workers welfare rather was founded in 1982 by a group of policing in order to increase productivity. concerned individuals from the trade • Health and safety issues to minimize fatal injuries and accidents should union movement, academia and various be top priorities. Pakistan is in top five countries in terms of injuries and other professions. In 1988, PILER accidents. established a formally designed • PILER can assist in providing training on labor rights, health and safety research and training programme with in this field as per ILO and local regulations standards. regular workshops, courses and • KMC labor department needs professional people. Trained personnel advocacy activities, should provide training on occupational health and safety in KMC and DMCs. Right of association or union activities should be encouraged. 24/10/2018 Shirkat Gah, Karachi • Women should be especially consulted when determining the operations Shirkat Gah is a women’s rights and management arrangements issues related with social sector organisation and providing support to infrastructure. women who have been subjected to • Special efforts should be made to recruit and induct women in KW&SB forced marriages and has organised and and KMC and other relevant agencies to ensure that the needs of campaigned around cases of 'honour women clients are addressed. killings' of women. It has also • Women being vulnerable are left behind in benefit sharing of water documented customary practices, supply and sanitations services. Project must ensure a level playing field including 'honour crimes', which result in for both men and women. violence against women throughout • Women are more vulnerable and their needs are different than men that Pakistan. should be kept mind during project planning and implementation. Appendices: Karachi Water and Sewerage Services Improvement Project 80 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 23/10/2018 Aurat Foundation, Karachi Mrs. Mahnaz • Briefing on the KWSSIP and KUMP Aurat Foundation is committed to create Rahman, • KW&SB should promote metering of water consumption to discourage widespread awareness and commitment Resident the indiscriminate use of water. for a just, democratic and caring society Director, Karachi • KW&SB lacks capacity, Aurat Foundation can kelp in conducting studies in Pakistan, where women and men are Ms. Shahida and providing training; recognised as equals, with the right to Ms. Munezay • KW&SB should be gender sensitized to provide employment and other lead their lives with self-respect and opportunities. Ms. Malika dignity. Aurat Foundation one of the • Illegal water connections and revenue loss from water tankers leading institutions creating, facilitating • A minimum distance will be ensured to separate water mains and and strengthening civil society groups sewerage lines to avoid contamination of drinking water supply. and networks for promoting trust and • Expansion of the water intake facilities or structures which are currently collaboration among citizens to mobilize inadequate to meet the demands of the population public pressure for women’s • In project implementation the needs of underserved areas such as katchi empowerment in the country. abadis kept in mind due to their powerlessness. • Citizens should be involved. A process of strong lobbying and social accountability should hold make govt. responsible for basic social services to the communities. National Organizations for Working Ms. Farhat • Capacity building programs for community organizations should be Communities (NOW) Parveen, CEO implemented in collaboration with NGOs for improving the local level The National Organization for Working and Member of capacity for operation and maintenance of schemes. Communities consists of dedicated Commission on • KW&SB responsible for the provision of water supply should ensure that experts in development work in various Women Status the quality of water supply does not fall below the quality standards fields of development concerning labor • Provision of water, sanitation and municipal services are insufficient, and women including peace, media, needs more resources from both provincial and federal governments. education, and community health. This • NOW helped P&DD in developing gender sensitized budgeting and can collective have experience of working in help other govt. department including KW&SB. countries most respected organizations. • NOW compiled a series of annual reports on Karachi Human Security They have come together to fill the gap Reports. of much needed innovative approaches • Helped P&DD of GoS for preparing a gender sensitive participatory to organize workers, women and youth budget. of marginalized working classes of Pakistan. Appendices: Karachi Water and Sewerage Services Improvement Project 81 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted 14/11/18 Hisaar Foundation Ms. Sanna • KW&SB’s performance have been showing a steady decline in terms of Hissar Foundation (HF) is acting as a Baxamossa, GM both the level and quality of services think tank on water and environmental Mr. Zohair Ashir, • KW&SB lacks ability and capacity to manage water and sewerage services issues. Chairperson for the entire city, “KW&SB will not be fixed by KW&SBâ€?. Board, Hisaar HF played a key role in the developing • HF experience for establishing women user groups was successful for recommendations for Pakistan’s Foundation awareness regarding water conservation and on behavioral changes. national water policy framework through • HF with support from communities developed a Water Filtration Plant in the a series of consultative and consensus Ibrahim Hydri Goth was a successful venture. Such facilities should be building sessions with stakeholders from provided in the other parts. serious of sectors in various cities of Pakistan. • HF will continue to play an integral role in strengthening the Area Water Partnership and women networks that were created under the Karachi HF is planning to plan and organize 3rd Water Partnership. International Water Conference. Provincial Government, Sindh Local Government Department Mr. Faheem • Local govt. is looking forward materializing the WB investment for the Akhter Junijo service delivery improvement in Karachi. The Government of Karachi is the administrative body for DG (M&E) • KMC and DMCs should prepare investment plans to share with WB. the city of Karachi, Pakistan. The • Not optimistic envisaging any changes in the Sindh Local Govt. Act 2013 to current Karachi Local Government bring it at par with other provinces to devolve power to the local level. System follows the Sindh Local • Political confrontation between provincial and city govt. will have no bearing Government Act of 2013 (SLGA 2013). on the investment. • Extreme care will be taken in the project identification will take consider those section of Nala having many social impacts. Board of Revenue Mr. Aftab Ahmed • Land acquisition is dealt by the respective DC of the district. DC/LAC will be The Board of Memon, responsible to acquire land for the project when needed. Revenue of Sindh, Pakistan is Secretary land • Board of Revenue follow the Land Acquisition Act 1894 from acquisition to responsible in all matters connected Utilization, Govt. compensation. with the administration of Revenue of Sindh • Encroachment is a big issue in Karachi need to be taken care by collection and preparation of land record concerned authorities. and other matters relating thereto. The power vested to Deputy commissioners • Board of Revenue is ready to help for matters related to land acquisition. to acquire private land for the purpose of development projects under LAA, 1894. Appendices: Karachi Water and Sewerage Services Improvement Project 82 Social Management Framework Date & Organization Persons Main Issues/Concerns/Feedback/Suggestions Venue Consulted Directorate of Labour, Karachi Ms. Nagina • Directorate can play a significant role in the training of workers and officials Junijo, Joint in occupational, health and safety standards. Labour Department is responsible to Director Labour • Sindh Govt. has promulgated various laws for the welfare of workers those promote industrialization and industrial Eng. Syed Ali should be adhered strictly. peace as well as observance of labour Ashraf Naqvi, • Directorate is striving to improve the living conditions of the labour including laws and rules. It is mandated to Joint Director women in Karachi. promote investment and employment in Labour, the province. It is also responsible for Occupational, • Factories workers are weak in compliance of health and safety standards. the welfare of working labour force and Safety & Health • Department need to have more labour inspectors to ensure compliance in enhancement of its capacity through Centre (Zone -1) labour related standards. training and development. Appendices: Karachi Water and Sewerage Services Improvement Project 83 Social Management Framework Appendix 5: List of Participants SMF Disclosure Public Consultation Meeting Appendices: Karachi Water and Sewerage Services Improvement Project 84 Social Management Framework Appendices: Karachi Water and Sewerage Services Improvement Project 85 Social Management Framework Appendices: Karachi Water and Sewerage Services Improvement Project 86 Social Management Framework Appendices: Karachi Water and Sewerage Services Improvement Project 87 Social Management Framework Appendices: Karachi Water and Sewerage Services Improvement Project 88 Social Management Framework Appendix 6: Social Safeguards Screening Form A. Introduction Subprojects are assigned an involuntary resettlement category depending on the significance of the probable involuntary resettlement impacts. Subprojects are categorized as A, B or C depending on the number of persons that will experience major impacts which is defined as (i) being physically displaced from housing, or (ii) losing 10% or more of productive assets or both. Subprojects where 200 or more persons will experience major impacts will be categorized as ‘A’ for IR and the sub projects with IR impacts of lessee’s significance will be categorized as B and the subprojects without IR impacts will be categorized as C. For category B subprojects he RAPs commensurate with the impact significance will be prepared, implemented and monitored in compliance with safeguards requirement of World Bank’s OP 4.12. B. Instructions The screening checklist below will be used for screening of IR impacts of different subprojects to be implemented under the KWSSIP. The checklists will be completed by the PIU and SSMC supervisory consultants under the Project and will be shared with World Bank safeguards officer to seek guidance and advice for preparation of RAPs commensurate with the impact significance in a manner consistent with World Bank’s safeguards requirements before processing of the RPF subsequent phase projects. The social safeguard screening and categorization of a subproject is a continuing process. If there is a change in a subproject design and scope requiring IR impact change or unanticipated impacts identified during course of implementation that may result in category change, the PIU/SSMC will review the likely impacts following this screening check list and will report to World Bank for seeking guidance to update/revise the category and RAP accordingly or prepare an addendum RAP to ensure project implementation is consistent with the World Bank’s safeguards requirements. Appendices: Karachi Water and Sewerage Services Improvement Project 89 Social Management Framework Screening Questions for Involuntary Resettlement/Indigenous People Involuntary Resettlement Impact screening questionnaire. Not Yes No Remarks Probable IR Impacts Known Involuntary Acquisition of Land and Resettlement Impacts 1. Will there be land acquisition? 2. Is the site for land acquisition and ownership status and current usage of land to be acquired known? 3. Will easement be utilized within an existing Right of Way (ROW)? 4. Will there be loss of shelter and residential land due to land acquisition or due to clearance of existing right of way? 5. Will there be loss of agricultural and other productive assets due to land acquisition or due to clearance of existing right of way? 6. Will there be losses of crops, trees, and fixed assets due to land acquisition or due to clearance of existing right of way? 7. Will there be loss of businesses or enterprises due to land acquisition or due to clearance of existing right of way? 8. Will there be loss of income sources and means of livelihoods due to land acquisition or due to clearance of existing right of way? 9. Will people lose access to natural resources, communal facilities and services due to involuntary restriction of land use or on access to legally designated parks/protected areas? 10. Will access to land and resources owned communally or by the state be restricted? Information on PAPs: Any estimate of the likely number of persons that will be affected by the Project? [ ] No [ ] Yes If yes, approximately how many? _______ _______________ Are any of them poor, female-heads of households, or vulnerable to poverty risks? [ ] No [ ] Yes Note: The project team may attach additional information on the project, as necessary. Appendices: Karachi Water and Sewerage Services Improvement Project 90 Social Management Framework Appendix 7: Terms of Reference for SIA, SMP and RAP/ARAP 1.0 Introduction The proposed Project includes Technical Assistance (TA) component to support the IA in conducting relevant social impact assessments (SIAs), inter alia, aimed at preparation of site- specific social management plans (SMPs) including resettlement action plans (RAPs) for potential subprojects under KWSSIP. Tasks under this TOR are envisaged to commence from subproject identification/feasibility study, include detailed SIA culminating into preparation of site-specific RAPs/ARAP based on findings of the SIA, and be undertaken in tandem with social studies/plan preparations and design works for the corresponding sub-project site. Each document prepared shall be reviewed and cleared by the Bank and approved by concerned Executing Agency (EA). As some of the subprojects may involve inherent risks and impacts, site- specific social assessments and preparation of required management plans is required adhering to the World Bank safeguard policies and procedures and to those of GOP. The EA intends to apply portion of the program funds for payments under the contract for Consulting Services for conducting site-specific social impact assessments, preparing the required site-specific social management plans including RAPs based on analysis of assessment findings, and securing required approvals wherever applicable. The main objective of this consultancy is to conduct a Social Impact assessment (SIA) and develop a Social Management Plan (SMP) for the investment proposal entitled KWSSIP that will provide the decision makers with sufficient information to justify acceptance, modification or rejection of the proposed project for financing and implementation 2.0 Scope of Work The scope of work shall clearly specify various activities to be performed by the social development consultant, surveys to be carried out, and other requirements of the study. The following sections list out various tasks to be performed by the social development consultants in conducting Social Impact Assessment for the project. 2.1 Description of Project A full description of the proposed subproject shall be provided that will include an analysis of the existing water supply and sewerage situation in the project city and a description of each of the proposed components such as intake structures, treatment plant, transmission main, pumping station, storage reservoirs, distribution network, etc. The task shall also bring out the rational, the need for the proposed project and list out the various benefits of project implementation. As part of this activity, the consultant shall provide necessary maps to scale. 2.2 Review of Earlier Studies The social development consultant will review various earlier studies such as feasibility and detailed project reports, etc., of the project and understand the project and various aspects associated with the same. A review of the studies carried out on the social aspects of the Project Appendices: Karachi Water and Sewerage Services Improvement Project 91 Social Management Framework area shall also be carried out. This shall provide a base to formulate the social surveys necessary for the project and assessing impacts of the same. 2.3 Legislative and Regulatory Review A review of the legal and regulatory provisions applicable for the project will be carried out. The objective of the review is to bring out the legal and policy issues to be addressed in the project at various stages of project development such as planning, design, execution and operation. In addition to the national and provincial laws such as SEPA Act, Water Act, 1996 and Land Acquisition Act 1894, etc., the consultants shall review applicable operational policies / directives World Bank and ascertain how these legislative tools, policies, norms, standards, guidelines and initiatives relate and apply to the activities proposed/envisaged for the Project/Investment. 2.4 Preparation of Baseline Conditions Socio-economic baseline of the project corridor will be prepared, based on appropriate primary & secondary surveys and field investigations. The objective of this exercise is to establish existing social conditions of the project area, which should form the basis for prediction of social impacts due to proposed subproject activities. The information gathered will be adequate enough to predict impacts of the project and shall cater to the requirements necessary clearances from the authorities. An overview of the existing social and cultural conditions should be provided in order to place the Project/Investment in context. The baseline information considered important for the setting baseline context should include: • Towns/communities surrounding the area, and their population and socioeconomic characterization by age, gender, ethnicity, language, literacy/education, income and occupation; • Sources of livelihood (level/availability of employment by gender/occupation and income patterns); • Land tenure/titling; • Migration and settlement patterns; • Health and education levels (including disease patterns and endemic diseases); • Archeological/cultural sites and monuments, including sacred sites such as caves, lakes, quarries, etc. • Services and infrastructure (i.e., existing utility infrastructure including water supply, sewage, wastewater treatment works, power lines and transformer sub-stations; and existing capacity of and load on utilities infrastructure); • Access to basic healthcare, education (i.e., existing clinics/hospitals, capacity of healthcare system; existing schools’/training centers, and daycare facilities); • Social organizations and dynamics; • Access to infrastructure/roads or network of existing transportation modes to/from the proposed development Project/Investment, activity, or action; • Vulnerable populations (elderly, poor, women, disabled, transgender and young); • Identification of any communities or households that will need to be resettled or compensated arising out of implementation of the investment. Appendices: Karachi Water and Sewerage Services Improvement Project 92 Social Management Framework 2.5 Determination of Potential Impacts Based on the baseline socio-economic profile of the Project area prepared above and the proposed subproject activities, the consultants will carry out social screening to determine the nature of impacts and level of social assessment to be carried out (Section 5.0 provide the details to be carried out). In case of low or insignificant level of impacts, where an SMP will suffice, the consultant shall review the recent versions of generic SMP available with SMF and carry out necessary changes to suit the subproject requirements. As part of screening, if medium to high impacts, requiring a detailed SIA and standalone SMP is required, the consultant will carry out detailed impact analysis. The consultant shall predict environmental impacts of the project components, activities and sub-activities on various socio- economic attributes through using appropriate analytical tools and techniques. Significant or insignificant, permanent or temporary, negative or positive impacts will be categorized separately and presented for each phase of project development. All identified impacts will be summarized in an easily understandable format and the magnitude and significance of each impact shall be explained in detail. An analysis of various project alternatives, including the 'Project' and 'No Project' scenario shall be brought out and impacts shall be analyzed for each scenario. Based on the above analysis the best alternative that causes minimum or no impact shall be recommended for implementation. Identification and assessment of social impacts of the subproject/investment, including those impacts related to occupational safety and health in the stages of construction, operation and maintenance should be done. Consideration should be given to all potential direct and indirect negative impacts. The SIA should: • Address any national regulatory issues related to the environmental and social assessment as per country legislation and regulatory mechanisms. • Identify, describe and assess all potential social, direct and indirect, short and long-term, temporary and permanent impacts, indicating their importance level and their probability of occurrence. The importance level may be assessed on the basis of the nature, extent, intensity and duration of the impact, as well as on the sensitivity of the concerned social components and perceptions of the public. • Highlight ALL impacts including unavoidable impacts. Cumulative and scale effects shall also be addressed taking into account ALL planned activities or actions in the project area. • Identify, describe and assess impacts on the socio-environmental impacts must be based on the characterization of the project corridor. This characterization outlines the general conditions of the area without the effects of the Project/Investment and constitutes the basis for analyzing how the Project/Investment will impact the area. 2.6 Stakeholder Consultations The consultants will carry out consultations with Experts, NGOs, and other selected Government Agencies and other stakeholders to (a) collect baseline information, (b) obtain a better understanding of the potential impacts (c) appreciate the perspectives/concerns of the Appendices: Karachi Water and Sewerage Services Improvement Project 93 Social Management Framework stakeholders, and (d) secure their active involvement during subsequent stages of the project as appropriate . Consultations will be preceded by a systematic stakeholder analysis, which would (a) identify the individual or stakeholder groups relevant to the project and to social issues, (b) include expert opinion and inputs, (c) determine the nature and scope of consultation with each type of stakeholders, and (d) determine the tools to be used in contacting and consulting each type of stakeholders. A systematic consultation plan with attendant schedules will be prepared for subsequent stages of project preparation as well as implementation and operation, as required. Where community consensus is required in respect of proposed mitigation measures for impacts on community assets including water bodies, places of worships etc., specific plan for modification/relocation, etc., have to be disclosed and consensus obtained. 2.7 Social Screening Social screening will be undertaken to identify the social impacts along the subproject corridor and determine the level of social analysis required for the SIA. The consultant consultants will carry a preliminary analysis to assess the nature, scale and magnitude of the social impacts that the project is likely to cause on people. In case of significant social impacts encountered (may be applicable to the entire project/specific subproject interventions specific. The consultants will explore possible alternatives to the subproject and or project components in a consultative manner. The deliverable at this stage will be social Screening Report. The screening exercise will be supported through secondary and primary information collection and, stakeholder consultations on existing social scenario. 3. Social Management Plan (SMP) The consultant shall prepare a detailed SMP covering the measures to mitigate and/or minimize the negative impacts, including the implementation arrangement and a monitoring plan for the same. Detailed description of all proposed social control and mitigation measures that are needed based on risks arising out of the Project/Investment as a whole, the type of activity undertaken or actions during construction (e.g., resettlement compensation plan, livelihood restoration plan, maintenance and site security plans, and emergency evacuation and contingency plans). SMP shall cover the following details: • Identify mitigation measures to prevent, minimize, mitigate or compensate for adverse social impacts. • Assessment of the nature and number of beneficiaries potentially a affected by the proposed project; • Develop enhancement measures to improve subproject social performance. • Present initiatives proposed to complement the enhancement and mitigation measures. • Detailed description of a planned social monitoring program for both construction and operation and a discussion of how the information will support management practices. • Description of planned worker health and safety plan, procedures and controls. A management plan covering the transport, handling, storage and disposal, with associate management and reporting practices including preventive and contingency measures, in consultations with potential workers and communities (if applies). Appendices: Karachi Water and Sewerage Services Improvement Project 94 Social Management Framework • Description of a proposed environmental, health and safety management system (including personnel, training, documentation, auditing, etc.). • Where applicable Description of a plan to manage population influx into the subproject site or controlled land use area (e.g., contracting requirements to manage potential worker expectations). • Description of a plan/mechanism to receive and facilitate resolution of affected community concerns and grievances about the Project/Investment, activity, or action and its negative impacts. • Develop a mechanism for project-level grievance redress including the EA institutional level grievance redress mechanism. The mechanisms should provide a user friendly medium/process by which people affected by the project can bring their concerns to the attention of the IA. • Description of a plan to protect, reduce, and manage the negative impacts on any sacred/archaeological and historic sites/monuments if applicable. • Description of Project/Investment, activity, or action-specific supervision and evaluation actions to be implemented. • Public awareness, communication and training programs for operational staff Indicators of compliance with approval requirements. • For each component listed above, the proposed time schedule (i.e., when initiated, when completed, and frequency), responsibility (i.e., who will implement), and the estimated cost should be provided; • Performance indicators in relation to critical operational issues • Documentation of complaints received. 3.1 Deliverable and Reporting Requirements • An Inception Report to be submitted within one (1) week of contract signing that includes a Work plan with timelines for completing the assignment • A report detailing the outcome of the Social Screening Exercise to be produced within 1 month of the commencement of the assignment • A Draft Social Impact Assessment (SIA) for the Proposed Project • A Draft Social Management Plan (SMP) for the Proposed Project • A Final SIA Report and SMP, incorporating suggestions and feedback from the project core team during the review of the draft, and including an executive summary that highlights the most important findings (maximum 2 pages). This document is one of the principal output (s) of the Assignment and will provide a basis for future decision making in respect of the project. It is required to be comprehensive and based on the scope of works and specific activities outlined and must conform to the following minimum requirements: o A document that can be used in non-technical discussions with potential partners, the wider society public and private sector officials, service providers and others to prove/provide evidence of the feasibility /viability of and obtain support for the development of the project. o It must/should contain a time -bound roadmap/blue print for pursuing recommendations emanating from the assignment Appendices: Karachi Water and Sewerage Services Improvement Project 95 Social Management Framework o Data and information in the report must be presented in an analytical manner and address the issues highlighted above o A draft copy of the Final report and plan must be prepared by the consultant and submitted to the EA and WB for approval and agreement prior to finalization. 3.2 Table of Content The content of this study must include –at least- the following elements: • Description of the project or activity • Determination and justification of the area of influence (for each affected element) • Baseline • Consultation and Citizen Participation Process • Impact prediction and assessment • Description of potential effects/risks • Plan for Mitigation, Reparation and Compensation Measures • Plan for Contingency and Emergency Prevention • Follow-up Plan 4.0 Resettlement Action Plan This outline is part of the Safeguard Requirements. A RAP is required for all projects with involuntary resettlement impacts. Its level of detail and comprehensiveness is commensurate with the significance of potential involuntary resettlement impacts and risks. The substantive aspects of the outline will guide the preparation of the RAP. 4.1 Executive Summary This section provides a concise statement of project scope, key survey findings, Entitlements and recommended actions. 4.2 Project Description This section provides a general description of the project, discusses project components that result in land acquisition, involuntary resettlement, or both and identify the project area. It also describes the alternatives considered to avoid or minimize resettlement. Include a table with quantified data and provide a rationale for the final decision. 4.3 Scope of Land Acquisition and Resettlement This section: •Discusses the project’s potential impacts, and includes maps of the areas or zone of impact of project components or activities; • Describes the scope of land acquisition (provide maps) and explains why it is necessary for the main investment project; • Summarizes the key effects in terms of assets acquired and displaced persons; and • Provides details of any common property resources that will be acquired. 4.4 Socioeconomic Information and Profile This section outlines the results of the social impact assessment, the census survey, and other studies, with information and/or data disaggregated by gender, vulnerability, and other social groupings, including: Appendices: Karachi Water and Sewerage Services Improvement Project 96 Social Management Framework • Define, identify, and enumerate the people and communities to be affected; • Describe the likely impacts of land and asset acquisition on the people and communities affected taking social, cultural, and economic parameters into account; • Discuss the project’s impacts on the poor, indigenous and/or ethnic minorities, and other vulnerable groups; and • Identify gender and resettlement impacts, and the socioeconomic situation, impacts, needs, and priorities of women. 4.5 Information Disclosure, Consultation, and Participation This section: • Identifies project stakeholders, especially primary stakeholders; • Describes the consultation and participation mechanisms to be used during the different stages of the project cycle; • Describes the activities undertaken to disseminate project and resettlement information during project design and preparation for engaging stakeholders; • Summarizes the results of consultations with affected persons (including host communities), and discusses how concerns raised and recommendations made were addressed in the resettlement plan; • Confirms disclosure of the draft resettlement plan to affected persons and includes arrangements to disclose any subsequent plans; and • Describes the planned information disclosure measures (including the type of information to be disseminated and the method of dissemination) and the process for consultation with affected persons during project implementation. 4.6 Grievance Redress Mechanisms This section describes mechanisms to receive and facilitate the resolution of affected persons’ concerns and grievances. It explains how the procedures are accessible to affected persons and gender sensitive. 4.7 Legal Framework This section: • Describes national and local laws and regulations that apply to the project and identify gaps between local laws and World Bank's policy requirements; and discuss how any gaps will be addressed. • Describes the legal and policy commitments from the executing agency for all types of displaced persons; • Outlines the principles and methodologies used for determining valuations and compensation rates at replacement cost for assets, incomes, and livelihoods; and set out the compensation and assistance eligibility criteria and how and when compensation and assistance will be provided. • Describes the land acquisition process and prepare a schedule for meeting key procedural requirements. 4.8 Entitlements, Assistance and Benefits This section: Appendices: Karachi Water and Sewerage Services Improvement Project 97 Social Management Framework • Defines displaced persons’ entitlements and eligibility, and describes all resettlement assistance measures (includes an entitlement matrix); • Specifies all assistance to vulnerable groups, including women, and other special groups; and. • Outlines opportunities for affected persons to derive appropriate development benefits from the project. 4.9 Relocation of Housing and Settlements This section: Describes options for relocating housing and other structures, including replacement housing, replacement cash compensation, and/or self-selection (ensure that gender concerns and support to vulnerable groups are identified); • Describes alternative relocation sites considered; community consultations conducted; and justification for selected sites, including details about location, environmental assessment of sites, and development needs; • Provides timetables for site preparation and transfer; • Describes the legal arrangements to regularize tenure and transfer titles to resettled persons; • Outlines measures to assist displaced persons with their transfer and establishment at new sites; • Describes plans to provide civic infrastructure; and • Explains how integration with host populations will be carried out. 4.10 Income Restoration and Rehabilitation This section: • Identifies livelihood risks and prepare disaggregated tables based on demographic data and livelihood sources; • Describes income restoration programs, including multiple options for restoring all types of livelihoods (examples include project benefit sharing, revenue sharing arrangements, joint stock for equity contributions such as land, discuss sustainability and safety nets); • Outlines measures to provide social safety net through social insurance and/or project special funds; • Describes special measures to support vulnerable groups; • Explains gender considerations; and • Describes training programs. 4.11 Resettlement Budget and Financing Plan This section: • Provides an itemized budget for all resettlement activities, including for the resettlement unit, staff training, monitoring and evaluation, and preparation of resettlement plans during loan implementation. • Describes the flow of funds (the annual resettlement budget should show the budget scheduled expenditure for key items). Appendices: Karachi Water and Sewerage Services Improvement Project 98 Social Management Framework • Includes a justification for all assumptions made in calculating compensation rates and other cost estimates (taking into account both physical and cost contingencies), plus replacement costs. • Includes information about the source of funding for the resettlement plan budget. 4.12 Institutional Arrangements This section: •Describes institutional arrangement responsibilities and mechanisms for carrying out the measures of the resettlement plan; • Includes institutional capacity building program, including technical assistance, if required; • Describes role of NGOs, if involved, and organizations of affected persons in resettlement planning and management; and • Describes how women’s groups will be involved in resettlement planning and management. 4.13 Implementation Schedule This section includes a detailed, time bound, implementation schedule for all key Resettlement and rehabilitation activities. The implementation schedule should cover all aspects of resettlement activities synchronized with the project schedule of civil works construction, and provide land acquisition process and timeline. 4.14 Monitoring and Reporting This section describes the mechanisms and benchmarks appropriate to the project for monitoring and evaluating the implementation of the resettlement plan. It specifies arrangements for participation of affected persons in the monitoring process. This section will also describe reporting procedures. 5.0 Abbreviated Resettlement Action Plan Outline of (Abbreviated) Resettlement Action Plan i. Project Description: Identify Project location and its features and implementing agencies. ii. Census Survey of Displaced Persons and Valuation of Assets: Potential displacement due to proposed sub-project, assets lost and people displaced from homes or livelihood, and methodology to be used in valuing losses to determine their replacement cost. iii. Legal and Regulatory Framework: Describe key national and donor policies related to land acquisition, payment of compensation and entitlements. Explain how KWSSIP and WB safeguard policies will be complied with. iv. Eligibility, Description of Compensation and Other Resettlement Assistance to be provided: Describe the packages of compensation and other resettlement measures and other assistances that will assist each category of eligible displaced persons to achieve sub project the objectives. v. Consultations; Discuss the consultation and participation process in the light of KWSSIP and WB safeguard requirements. Appendices: Karachi Water and Sewerage Services Improvement Project 99 Social Management Framework vi. Institutional Responsibility for Implementation and Procedures for Grievance Redress: Identify main tasks and responsibilities in planning, negotiating, consulting, approving, coordinating, implementing, grievance redress, financing, monitoring and evaluation of the resettlement and rehabilitation. vii. Arrangements for Monitoring and Implementation; and Specify the arrangements for M&E: viii. Timetable and Budget: Prepare an Implementation Schedule including all resettlement activities from preparation to implementation. Appendices: Karachi Water and Sewerage Services Improvement Project 100