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GWADARGWADARIntegrated Development Vision

The designation of geographical entities in this book, and the presentation of thematerial, do not imply the expression of any opinion whatsoever on the part ofIUCN concerning the legal status of any country, territory, or area, or of itsauthorities, or concerning the delimitation of its frontiers or boundaries.

Published by: Government of Balochistan, Pakistan and IUCN Pakistan, Balochistan Programme office.

Copyright:© 2007 Government of Balochistan, Pakistan and IUCN, the International Unionfor Conservation of Nature and Natural Resources.

Gwadar: Integrated Development Vision (IDV) was prepared by IUCN Pakistan.

The IDV was supported by the Royal Netherlands Embassy (RNE).

Citation is encouraged. Reproduction and/or translation of this publication foreducational or other non-commercial purposes is authorised without prior writtenpermission from IUCN Pakistan, provided the source is fully acknowledged.

Reproduction of this publication for resale or other commercial purposes isprohibited without prior written permission from IUCN Pakistan.

The contents and the opinions expressed do not constitute an endorsement by the RNE.

Citation:Government of Balochistan and IUCN Pakistan (2007). Gwadar: IntegratedDevelopment Vision. IUCN Pakistan, Quetta, Pakistan. viii+70 pp.

Editor:Dr. Abdul Majeed and Anwar Kamal

ISBN:978-969-8141-95-0

Cover design:Azhar Saeed, IUCN Pakistan

Printed by:Hamdard Press (Pvt.) Ltd.

Available from:IUCN PakistanBalochistan Programme OfficeMarker CottageZarghoon RoadQuetta, PakistanTel: +92 (81) 2840450/51/52Fax: +92 (81) 2820706www.iucnp.org

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GWADAR - An Integrated Development Vision

Abbreviations and Acronyms iii

Executive Summary v

1 Background 11.1 Introduction 11.2 Location and Prospects 21.3 Rationale 21.4 Integrated Development Vision (IDV) 4

2 Gwadar: Salient Features 52.1 Introduction 52.2 Topography 52.3 Area 62.4 Climate 62.5 Administrative setup 62.6 Natural Resources 72.7 Environment 72.8 Economy 82.9 Development in Gwadar 8

3 The Vision - Social Sectors 103.1 Population 103.2 Gender 143.3 Education 163.4 Water 203.5 Poverty 223.6 Health 243.7 Municipal Services 27

4 The Vision - Green Sectors 304.1 Agriculture 304.2 Livestock and Pastures 314.3 Biodiversity: Species, Protected Areas and Wetlands 32

5 The Vision - Making the Best of Opportunities 365.1 Fisheries and related Infrastructure 365.2 Tourism 395.3 Diversification of Jobs 425.4 Planning and Managing Development Initiatives 43

6 The Vision - Tackling land and Governance Issues 466.1 Land - Use and Planning 466.2 Governance 476.3 The People 486.4 Macro Landscape 49

7 The Vision - Institutional Resource Pool 517.1 Local Component of Resource Pool 517.2 Provincial Component of the Pool 567.3 Federal Component of the Pool 59

Table of Contents

7.4 Civil Society 617.5 Academia 62

8 The Vision - Complexities and Vulnerabilities 638.1 Social Change and Migration 648.2 Marginalization of Local People 658.3 Resettlement 658.4 Enforcement of Labour Laws 658.5 Tsunamis, Earthquakes and Sand dunes Movement 668.6 Cyclones and Floods 668.7 Inaccessibility and Remoteness 668.8 Climatic Change and Rising Sea Level 668.9 Strategic Interventions and Institutional Links 67

References 68


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BCDA Balochistan Coastal Development Authority

BCS Balochistan Conservation Strategy

BDA Balochistan Development Authority

BLGO Balochistan Local Government Ordinance 2001

BRDMP Balochistan Rural Development and Drought Mitigation Project

CCB Citizen Community Board

CSO Civil Society Organization

DCO District Coordination Officer

DCR District Census Report

EDO Executive District Officer

EEZ Exclusive Economic Zone

EFZ Export Free Zone

EIA Environmental Impact Assessment

EPA Environmental Protection Agency

GDA Gwadar Development Authority

GDEP Gwadar District Education Plan

GoP Government of Pakistan

GPA Gwadar Port Authority

IDV Integrated Development Vision

IUCN International Union for the Conservation of Nature and Natural Resources

LGO Local Government Ordinance

MCH Mekran Coastal Highway

Abbreviations and Acronyms


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MSA Maritime Security Agency

NCS (Pakistan) National Conservation Strategy

PARC Pakistan Agricultural Research Council

P&DD Planning and Development Department

PEPA Pakistan Environmental Protection Agency

PHED Public Health Engineering Department

PRSP Poverty Reduction Strategy Paper

PSDP Public Sector Development Programme

SPDC Social Policy and Development Centre

SPO Strengthening Participatory Organization

TMA Tehsil Municipal Administration

TMO Tehsil Municipal Officer

UNDP United Nations Development Programme

UNEP United Nations Environment Programme

UNICEF United Nations International Children and Education Fund

WAPDA Water and Power Development Authority

WCS World Conservation Strategy


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The Gwadar IDV is the long-term development agenda of the DistrictGovernment, Gwadar. The vision draws its inspiration from a unanimousresolution of the Zila Council, Gwadar, to prepare a long-term developmentagenda. The aim is to outline a long-term management plan for the changeemerging as a result of investment in strategic mega-projects. With this IDV, thedistrict government has demarcated the areas for investment to manage thetransformation of the district from a marginalized rural society to aneconomically vibrant industrial and commercial community.

The process was guided by the Integrated Development Vision Committee ofthe district government, comprising elected representatives and publicfunctionaries. Consultations at the sub-divisional and district levels were held tocrystallize the vision. As the study incorporates the views of village elders,community members, elected representatives, civil society organizations,women from all four sub-divisions as well as government functionaries, itreflects the collective vision of the people in Gwadar.

For ease of reading and flow, the vision document is divided into eight chapters.The first two chapters give the background information about the district, therationale and requirements of the new system of local government and highlightthe salient features of the history and geography of Gwadar. The next sixchapters examine and discuss the issues of various sectors of economy,explore the opportunities and outline the strategy for coherent planning besidesproviding an action plan with a framework for implementation to achieve theultimate goal of a ≈better and safer environment for economic prosperity andsocial well-being of the people in Gwadar.∆

After its purchase from the Sultanate of Oman in 1958, Gwadar became a partof the then Mekran District. The territory was given the status of a separatedistrict in 1977 and happens to be the largest coastal district in the country,with a population of 185,498 as recorded in the 1998 census or 227,984 asestimated in 2005. The district is administratively divided into four tehsils andone sub-tehsil. Since 2001, the district has 13 union councils that form thegrassroots basis of the local government system. Gwadar and Pasni tehsilshave four union councils each while Jiwani and Ormara comprise two union

Executive Summary

councils each. The Suntsar Sub-tehsil has oneunion.

According to the 1998 census and subsequentpopulation growth estimates, Gwadar is sparselypopulated with a density of between 14 to 15people per square kilometre. The population isincreasing at an estimated annual rate of 2.99percent. The dominant activity thus far has beenfishing and its allied occupations. The populationcensus in 1998 estimates that 54 percent of thepopulation lives in the urban areas. Averagehousehold size in the district is 5.5 persons. Morethan 80 percent of the dwellings are single-roomunits. Women comprise 46 percent of the totalpopulation of the district. The youthfulness of thedistrict is evident from the fact that people belowthe age of 15 comprise 46 percent of the totalpopulation.

This statistic is a warning signal of growingpressure on education and health services in theyears ahead. An overall literacy rate of 25.47percent for the total population with 6.38 percentfor females represents a major obstacle todevelopment. Given there are 265 schools in thedistrict, these figures highlight 'access issues'. Theutilization rate of schools is extremely low: some 6percent of the schools have no students.Enrolment in 205 primary schools ranges between16 and 35 students. Only 5 percent of the schoolshave more than 100 students. A single college anda higher secondary school cater to the demand forintermediate level education in the district.

Gwadar's primary and secondary healthcarefacilities are inadequate and ineffective due tolack of trained healthcare personnel, medicinesand equipment. The unhygienic urbanenvironment, growing pollution, poor sanitationand substandard drinking water are major causesof ill-health while scattered settlements and lackof transportation facilities contribute to poorhealthcare. The primary healthcare infrastructureof the district comprises 11 civil dispensaries, 18Basic Health Units and 3 Rural Health Centres.The District Headquarters Hospital at Gwadar isthe secondary healthcare outlet. Most primaryhealth care facilities in the rural areas are withoutdoctors and medical staff. The task of servicingthe national programme for family planning andprimary health care in the district is performed by60 Lady Health Workers. The absence of suitablegovernment residential accommodation is a majorcause of non-functional healthcare outlets.

Scarcity of clean drinking water is probably thebiggest problem facing the district. People havetraditionally depended on rainfall, non-perennialrivers and wells to meet their potable water needs.Presently, two storage dams constructed by theirrigation department are a major source of waterfor the population. The supply lines and distributionsystem is the PHED's responsibility. Managing the

large and complex network of supply lines andpower stations is a daunting task which keeps thedepartment busy.

One of the most remote districts of Balochistan,Gwadar must overcome major shortcomings in itsphysical and social infrastructure. Extreme povertymay not be a major issue for people in the coastalareas of the district, unlike the less fortunate livingin the inaccessible areas with extremely limitedagriculture and livestock assets. They are mostvulnerable to economic shocks as they lackalternative means of livelihood.

The decision to construct a major seaport atGwadar has triggered major developmentinterventions in the district, forcing administratorsand the people to cope with the complexphenomenon of rapid change in every sector oflife. Gwadar is in transition from a marginalizedbackwater to an urbanized economy with accessto world markets. The influx of people from otherparts of the province and the country is aninevitable ingredient of the change. Skills andtechnique would be the basic requirement of futurejobs. The ongoing change has attracted manyinvestors. Selling and buying of land is the mostprofitable activity that is impacting localsensitivities. Though change is bringing newproblems and challenges to Gwadar, it is alsoproviding opportunities for economic growth in theform of new jobs.

The long Arabian Sea coastline is a definite plus forGwadar, offering tremendous opportunity forgrowth. The scientific development of marinefisheries, which already provides livelihood to morethan 70 percent of the total population in thedistrict, could be a key component of rapideconomic growth. Marine aquaculture along thecoastline could also provide employment to localpeople. The MCH has linked Gwadar and reducedtravel time to Karachi, which is a major market forGwadar's fish products. The completion of theKhuzdar-Rattodero Road will link Gwadar to thenational highway, resulting in a big boost to thetransport sector. Harnessing of wind powerthrough the use of wind mills along the coastlinecould provide pollution-free energy to the district,especially to people living in the neglected interior,with the surplus, if any, going to the national grid.

Critical components of municipal services, ascontemplated in the BLGO 2001, including watersupply, sewerage, storm water drainage, sanitation,solid waste management and fire-fighting, havebeen examined to ascertain the existing strengthsand weaknesses of the municipal administration inthe four tehsils of the district.

With a total arable area of 30,517 hectares,agriculture is a marginal activity in the districtowing to lack of water for irrigation and suitablesoils. Livestock rearing predominates in the


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hinterland areas but the sector is faced with majorobstacles due to water and fodder shortages.

Governance deals with the relationship betweenplanning, development, integration,mainstreaming and substantiality. The importanttask of managing the change underway in andaround Gwadar with its focus on developmenthas generated a complex set of duties andobligations for managers and administrators atthe local and provincial levels. The localgovernment is faced with a huge responsibility ofeffectively performing its functions anddischarging its mandate. The municipalgovernments in all tehsils are now obliged toperform expanded functions but they arehandicapped by their lack of capacity in terms ofhuman and financial resources.

Legally, the responsibility for the management,control and operation of departments andfunctions outlined in the BLGO 2001 has devolvedon the district government. Coordination, humanresource management, finance, planning andaccounts offices have been created at the districtlevel to handle emerging administrative andmanagement components. This becomesparticularly daunting due to lack of resources.

The scale of land transactions, particularly inGwadar and adjacent areas, is a contentious issuefor the government. The settlement processpresently underway in the district is a tedious,complex task. Management of the situation requiresextraordinary focus for obviating future conflicts.

The Vision analyses the issues faced in eachsector and provides strategic interventions,categorised into short, medium, and long term, tohelp address them. Institutional links like the leadrole and the support role responsibilities withinthe government system are also provided witheach intervention.

Population, housing, gender, education, health,water supply and poverty alleviation have beengrouped under ≈Social Sectors∆ and described inChapter-3 while Chapter-4 deals with agriculture,livestock and pastures, and biodiversity groupedunder ≈Green Sectors∆. Following this, Chapters 5and 6 of the document discuss the issues andmap out strategies for the fisheries, tourism, jobdiversification, planning and management ofdevelopment initiatives, and land and governancesectors. Chapter-7 gives a detailed treatment tothe issues of the institutional resource pool at thelocal, provincial, and federal level, the civil society,and academia and proposes strategicinterventions to address them. Chapter-8 dealswith some complexities and vulnerabilities that thedistrict is faced with like migration, resettlement,marginalization of local communities, enforcementof labour laws, natural disasters, climate change,etc. and proposes strategic interventions.

Social SectorsPopulation: Considering that Pakistan's nationalpolicy to address the population problem needsenforcement at the local level the strategiesproposed are geared to improve: populationcontrol through advocacy, administrative capacityof unions, regulatory framework for buildingcontrol, policy reforms, district housing policy,district health and education human resources, andthe credit line for assisting poor communities inbetter housing.

Housing: In conformity with the decisions of theglobal community, efforts have to be made toprovide opportunities for women, eliminatingviolence and discrimination against them andimproving their status, health and economicwelfare through equal access to economicopportunities, land, credit, education, andhealthcare services. The interventions proposed inthe gender field are attuned to bringing about apositive change in every area and populationsegment of the district.

Education: The Vision identifies core issues in theeducation sector in the district that includeextremely poor literacy rate, the non-availability ofteachers and their low commitment to theprofession and their students, and the location ofschools in relation to access and transport. TheVision, accordingly, identifies strategic interventionsto address these, which include encouragingprivate sector involvement, creating diversevocational trainings, policy reforms, separating ofmanagement and teaching cadres, teachertrainings, improved data management etc.

Water Supply: Water supply is the most criticalproblem of Gwadar district. The Vision proposednumerous interventions aiming at improving theprovision of clean drinking water to thepopulation. These include studies to assess themagnitude of the problem and possibility oftapping groundwater, introduction of watercharges, checking illegal connections, advocacyin water conservation, installing filtration anddesalination plants, construction of water storagedams, improved water governance, etc.

Poverty Alleviation: Poverty alleviation issues areproposed to be addressed through humanresource development in project preparation andbudgeting, encouraging foreign investment,improved loaning schemes, increased allocationsfor health, education and water supply sectors,developing private-public partnerships,strengthening local institutions, establishing fisher-folk cooperatives, etc.

Health: In the health sector the Vision requires thegovernment to improve primary healthcare facilities,enforce regulatory regime to curb private practice,quackery and sale of spurious drugs, activatedeployment of mobile teams in emote areas,


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provide incentives to physicians to work in difficultareas, run advocacy campaigns, and periodicallysend mobile medical teams to remote areas.

Green Sectors:Agriculture: Being a marginalized sector due toshortage of irrigation water, this sector wouldrequire extraordinary effort to enhance croppedarea, improve yields and introduce crop varietiessuited to local environment. The Vision requires the government to improve and validate statistics,build the capacity of the department and improveits efficiency, upgrade knowledge and farmingpractices, introduce farming cooperatives,undertake land reforms, and formulate a districtlevel agriculture policy.

Livestock and Pasture: In order to address theissues related to the animal health and theovergrazing in the small pasture area in the districtthe Vision identifies interventions such as:strengthening of veterinary services, rangelandsurvey to determine carrying capacity, addressinganimal husbandry issues including feed, fodderand water, gender participation, private sectorinvolvement, monitoring sector performance, andimproving animal breeds.

Biodiversity: Recognizing that biodiversity isbeing increasingly threatened in the district due topressures imposed by human activities, the Visionproposes interventions which include: review ofprocesses adopted to address biodiversity,undertaking of a comprehensive assessmentsurvey of wetlands, forest, and protected areas,review of statuary and regulatory frameworks,promoting EIA culture for development projects,developing concrete proposals for donor support,increased resource allocation, data compilation offauna and flora, defining the roles andresponsibilities, awareness raising, studies oneconomic values, alternate sources of energy,partnerships with civil society, and designatingprotected areas.

Governance:Governance issues are addressed by focusing on astrategy that is compatible with ongoing devolutionand decentralization and emphasizes interventionsto articulate roles, assign responsibility and specifytypes of activities for each tier of government. Theaim is to strengthen the union entity in the shortterm, multi-year planning and maintenance of lawand order in the medium term and providing anenabling environment to equip local government toplay an effective role in law enforcement. In theshort-term, this strategy emphasizes investigatinginto land transactions in and around Gwadar forsafeguarding the interests of local people andprotecting their livelihood, identity and proprietaryrights. In the medium-term, the strategy requiresthe district government to focus on changemanagement, preparation of a master plan for

resettlement of the population dislocated as aresult of land acquisition for mega-projects,enforcement of building control laws, reinforcingthe storage dams against exceptionally heavy rainsand floods and investment for improving livingstandards around the port city. In the long-term,the strategy proposes regulation of incomingmigration, engaging opinion leaders in ameaningful partnership and improving thecommunication network.

The strategy requires the creation of acomprehensive mechanism to monitor andevaluate the performance of local government. As the final intervention, the strategy calls for thecreation of an institutional nucleus at the districtlevel to represent the executive authority of thefederation and province which could perform acoordination role.

The role and responsibility of institutions engagedin the development of Gwadar is also assessed.The critical areas of their mandates are flaggedfor attention at the appropriate level. At the locallevel, the strategy proposes the creation oflinkages, institutional strengthening and capacitybuilding as core areas for intervention by the localgovernment.

The vision proposes that the district finance andplanning departments should function as an IDVimplementation cell under the overall supervisionof the DCO. As the next step, the need for areview and reporting mechanism to keep the IDVunder continuous review is highlighted forsustained pursuit and follow-up. The Visionsuggests development of indicators to assessimplementation, monitor progress and evaluateimpact. Finally, the action plan touches onresource mobilization to implement the strategyand proposes the creation of a Gwadar fund forintegrated development.

That said, the Gwadar IDV is by no means animmutable, definitive action plan. Instead, itrequires periodic review to accommodate lessonslearned during implementation. Gwadar is uniquein the sense that it is the focus of attention at acritical stage. Investment in the area has started ata time when the administrative system in thecountry is witnessing rapid change and thesituation in the region remains volatile owing tomajor conflicts.

This scenario calls for maximum flexibility toaddress trends emanating from policy shifts at thenational and international levels. At the sametime, the strategy and action plan defines theroles and responsibilities for various tiers ofgovernment to help institutions focus on areasrelevant to their mandates to obviate duplication,resource wastage and jurisdictional conflicts thatcould hinder the development process in Gwadar.


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1.1 Introduction

Gwadar District is at the threshold of rapid change on account of hugeinvestments in the development of a deep seaport, the construction of theMCH and plans for the establishment of an EFZ. The upcoming Gwadar Portcould provide the shortest and most cost-effective access to landlockedAfghanistan, the Central Asian Republics and the Xinjiang region of thePeoples Republic of China.

The emerging communication infrastructure is expected to link Gwadar toother parts of the country and beyond. Already, the remote and neglectedfishing villages of Gwadar have been linked to Karachi and the rest of thecountry through the MCH which was constructed in 2004. The MCH hasprovided access and greater mobility to communities along the coast. TheMCH has also made it possible to expand and develop port business byincreasing the volume of transit trade and cargo handling.

The town and district in particular and the country as a whole will benefit fromthese developments. Urbanization, increased trade and commerce,industrialization, diversification of the local economy and fresh employmentopportunities are some of the benefits for Gwadar district in the foreseeablefuture. At the same time, management of this colossal change remains amajor concern.

Located strategically about 400 kilometres from the choke point of the Straitsof Hormuz, Gwadar Port is adjacent to the entrance of the Persian Gulf whichis the main route for shipping and tankers carrying oil to most parts of theworld. It has the potential to serve as the transit trade terminal for other portsin the region. Gwadar is emerging as the third deep seaport of Pakistan afterKarachi and Port Qasim. As such, it has considerable economic and strategicsignificance, not only on account of its proximity to the Gulf but also becauseit is located away from Pakistan's traditional confrontation sea zone.

1 BACKGROUND


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1. In the words of the 60-year-old fisherman, “The new port construction has stolen our way of life. Where can we go now that there are no fish leftnear the coast and we don»t have the capacity to fish in the deep sea? Who is this development meant for?” Cited in unpublished document byIUCN “A Situation Analysis Study of District Gwadar, Balochistan” IUCN, 2005 p. 46 (unpublished)

1.2 Location and Prospects

Gwadar borders Iran and until recently most of itstrade, all undocumented, was with Iran. The MCHhas linked Gwadar to Pakistani markets throughKarachi, though it is still quite far from Quetta, theprovincial capital. Gwadar's isolation is in theprocess of ending with the ongoing developmentsaimed at its economic integration with thecountry. This peripheral district is one of the moststrategically located in the country and hasrecently gained prominence owing to thegovernment's policy to develop it on a prioritybasis. The strategic and economic importance ofso many destinations in the region and beyond isnow evaluated and calculated in terms of theirdistance from Gwadar.

These prospects have generated a keen interestin the urban centres of Pakistan to buy real estatein Gwadar and have brought a rush of realtors tothe district. These agents portray Gwadar as theDubai or Singapore of Pakistan in the offing andthe prices of land have catapulted tounprecedented highs.

The newly created GDA has prepared a masterplan with zoning for residential, industrial andcommercial areas. The master plan is pivoted onthe prevention principle, which postulates thatpreventing damage to the environment is mucheasier and less costly than trying to repairdamage after it has occurred. The goal is to tryand prevent the type of damage to theenvironment that has already occurred in all majorcities of Pakistan through unplanned growth,crowded slums, congested roads, unsanitaryliving conditions and polluted air and water.

The effort in planning and zoning of Gwadar hasthe potential to transform it into a well-plannedcity. But going by past experience in other cities,it is going to be an uphill task requiring strictadherence and enforcement of zoning laws. Thecurrent level of investment in the real estate in thedistrict indicates that the developments willexceed the limits of Gwadar Tehsil in the nearfuture. The urban, industrial and commercialdevelopment in Gwadar will have a far- reachingimpact on issues relating to the best use ofnatural resources, the environment, povertyalleviation, equality of opportunity and sustainableeconomic development.

Experience shows that rapid development andprivate sector investment in trade and industryoften result in environmental degradation unless

regulated by the government in accordance withenvironment protection laws and regulations. Enroute to becoming a modern port city withsubstantial industrial and commercialestablishments, Gwadar genuinely needs toensure enactment and implementation of strictzoning laws to protect it from the fate of othercities in Pakistan. Above all, it must protect itssea coast from the dumping of untreated sewageas well as other toxic wastes and pollutants thatare already harming marine life and threateningthe people's health and livelihood. 1

Achieving sustainable development is no easy task.Mere enactment of appropriate laws andregulations to safeguard the environment is only thefirst step. Dedicated efforts over the long term toapply and implement laws is the only way for thedistrict and the province to achieve its economicgoals without causing long-lasting damage to thenatural resource base along the coastline. Rapidgrowth must not be allowed to outpace andoverwhelm the environmental safeguard regime.

1.3 Rationale

Society has paid dearly for the unmonitoredexpansion of cities, ill-planned developmentinterventions and abrupt transformation of ruralsettlements into urban centres. Dislocations andsettlements have their own dynamics that needcareful management. Historically, uncheckedcommercialization, industrialization andurbanization have heavy social and environmentalcosts.

Growing international concerns regardingwidespread global environmental degradation andunsustainable use of natural resources promptedthe international community to entrust theformulation of the WCS to IUCN, UNEP andUNDP. The WCS is a seminal document whichrecognizes and calls for addressing environmentalproblems on an urgent basis. The WCS ispremised on the belief that environmental issuesare systemic and addressing them requires long-term strategies, integrated action andparticipation of all countries and stakeholders.

Following the lead of the WCS, the GoPrequested IUCN to formulate the NCS to promotesustainable development through wise use andconservation of natural resources. After theapproval of the NCS in 1992, the Government ofBalochistan prepared the BCS with technicalassistance from IUCN in 2000.


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The main objective of the BCS is to provide aframework or strategic plan for the conservationof the environment and sustainable use of thenatural resources to confront the issues facingBalochistan in a comprehensive manner.2 For this,the strategy recommends active participation ofall relevant stakeholders in the province. Theupcoming development interventions in Gwadarneed to be undertaken in consonance with theprinciples furthered by the BCS to ensure thatinevitable growth and development in Gwadarpre-empts a heavy toll on the lives of the people,especially the poor and the disadvantaged, apartfrom causing irreversible damage to theecosystems in the province.

The issue has another dimension. The currentreforms set in motion by BLGO 2001 haveintroduced a three-tiered system of governance atthe district, tehsil and union level. Centralizeddecision making is giving way to decentralizationand participatory planning and developmentprocesses. Local governments have a major roleto play in providing an environment conducive tosustained development. Major functions in thesocial sector are now the responsibility andmandate of the district government while themunicipal component of the social sector isentrusted to the tehsil and TMA.

As a result, local government is obliged todetermine its priorities in consonance with the

larger national agenda for sustainabledevelopment. The current focus on Gwadar, with foreign and local investments increasing dayby day, is indicative of the process of change.Management of the change is crucial for asmooth transformation of the area from atraditional tribal set-up to a modern port city with large urban settlements. The process ofrapid development induced through incentives is often accompanied by lapses and oversight of regulatory mechanisms that lead tooverexploitation of resources, environmental degradation and enhancedmarginalization of poorer sections of thepopulation.

District Government Gwadar has to play adecisive role in shaping the future of Gwadar asa modern port city and providing opportunitiesto the people to benefit from the ongoingchange. The other local entities too have tocomprehend their responsibilities emerging fromnew developments. Along with the districtgovernment they have to prepare plans well intime to manage the change. In view of scopeand magnitude of the changes, a long- rangeview of the situation is required that must takecognizance of the reality that Gwadar Port,Gwadar Town and Gwadar District havedifferent issues, needs and developmentrequirements.

2. BCS pages 16-17

Fishing boats along Gwadar Town Coastline are common sight

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1.4 Integrated DevelopmentVision (IDV)

The new system requires district administration todevelop an IDV for the district to prepare plansand determine the timeframe for achievement ofdevelopment goals approved by the Zila Council.Defining functions and powers of zila nazim,section 18 of BLGO 2001 states: ≈The functionsand powers of the zila nazim shall be to (a)provide a vision for the district-wide development,leadership and direction for efficient functioning ofthe District Government; (b) develop with theassistance of the district administration strategiesand a timeframe for accomplishment of therelevant goals approved by the zila council.∆3 TheDistrict Mushavirat Committee comprising the zilanazim, naib zila nazim, tehsil/town nazimeenestablished under section 140 of the ordinance istasked with ≈crystallizing the vision for integrateddevelopment of the district.∆ 4

The Gwadar IDV is to date the most significanteffort of the district government in this directionto define its strategy for sustainable developmentat this critical juncture. The vision looks beyondthe normal tenure of a local government andprovides a long-term development agenda for thedistrict. In the ultimate analysis the basic purposeof the IDV is to apply the recommendations of theBCS at the district level for the welfare and largerinterest of the people and ecosystems.

The IDV is based on an analysis of resourcescombined with an overview of the current

situation and the emerging scenario. The visionprovides a sector-by-sector strategy for coherentplanning and integrated interventions so thatdevelopment in the district is sustainable. It alsoincludes a plan of action for implementing thestrategy in the short-, medium- and long-term topave the way for sustainable development.

In 2004, the Gwadar Zila Council unanimouslypassed a resolution for preparing an IDV for thedistrict. As a sequel to this resolution, the districtgovernment constituted an IntegratedDevelopment Vision Committee comprisingelected representatives and officers for guidingthe process. The district government formulatedthe IDV with the participation of people from allwalks of life and diverse communities.Accordingly, consultative workshops were held ateach of the four tehsil headquarters in the districtbetween June and July 2005. These workshopswere attended by village elders, communitymembers, elected representatives, civil societyrepresentatives and government officers. Womenin all four tehsils also participated actively inthese consultative workshops. The finalconsultative workshop was held at the districtheadquarter in July 2005. Participants of thedistrict consultative workshop included formermembers of the local councils, politicians, districtgovernment officers, EDOs, civil societyrepresentatives and community members. TheIDV incorporates the recommendations of theconsultative workshops.

Consultative workshop on IDV development in progress in Gwadar

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3 BLGO Section 18 (1)4 BLGO Section 140 (4) a

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5. The Weekly TIME, 22 September 1958.

2.1 Introduction

The word Gwadar is derived from two Balochi words guad or wind, and dar,meaning gate, and literally means ≈gateway of winds∆. At the time ofPakistan's creation, the area of Gwadar comprising Peshukan, Sur BanderPhuleri and Nigore was under the political control of the Sultan of Oman andan agent with 30 policemen known as askaris responsible for itsadministration. Gwadar's remote location and the administrative setup wereresponsible for its backwardness. The area was not only neglected and under-developed but also badly governed. Being a remote and neglecteddependency of Oman, then an under-developed sheikhdom, it is hardlysurprising that Gwadar established its first primary school in 1950. Socialsector services and physical infrastructure, like the state authority, were non-existent. In 1958, the principality of Gwadar had a population of 20,000 andits total area was 777 square km. In September 1958, the Government ofPakistan purchased Gwadar from the then Sultan of Oman in return for 8.4million dollars and a percentage of any oil ever found on Gwadar shores.5

Gwadar is the largest coastal district of Pakistan and located on its southwestern fringe. The district was created in 1977 with the bifurcation of theMekran district into three districts of Kech, Panjgur and Gwadar. It is locatedbetween 25o - 01' and 25o - 45' north latitude and from 61o - 37' to 65o - 15'east longitude. The district is bounded on the north by Kech and Awaran, onthe east by Lasbela, on the south by Arabian Sea and on the west by Iran.

2.2 Topography

Gwadar is a long sea-board district along the south of the Mekran CoastRange. The district's coastline stretches for 600 kilometres comprising 78percent of the provincial coastline and 55 percent of the entire coastline of

2 GWADAR: SALIENT FEATURES

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Pakistan. In places, the coastline climbs to 300metres above sea level with a few mountain peaksup to 1,000 metres above sea level. The coastlineis deeply indented with bays, creeks andbackwaters but its most characteristic feature isthe frequent occurrence of promontories andpeninsulas of white clay cliffs capped with coarselimestone.

The intermediate coast is low, with white highsand hills, low sand hills with bushes of grass orin some places a strip of very low sand withextensive salt water and mangrove swampsbehind it. Near the sea, the rivers, which aremostly dry, become salt water creeks. There are afew good harbours in the district. The principalports are Jiwani, Gwadar, Pasni and Ormara. Asmall uninhabited island named Astola is locatedabout 20 kilometres off the coast and some 40kilometres southeast of Pasni.

2.3 Area

DCR 1981, the 1997 District Profile of Gwadar andSituation Analysis Study of Gwadar District(unpublished) undertaken in 2005 reported the totalarea of the district to be 15,216 square kilometres.According to the DCR 1998, the area of GwadarDistrict is 12,637 square kilometres. Table 1.18titled 'Changes in the Boundary of AdministrativeUnits between 1981-1998 Censuses'6 of thePopulation Census Report of Pakistan 1998 makesno mention of any change in the boundaries andarea of Gwadar District. Similarly, there is noexplanation in DCR 1998 about the new, reduced

area of the district. This change has importantimplications as budgetary resources are distributedon the basis of total area and total population ofthe district. The Interim Report of the ProvincialFinance Commission 2004 also uses the samearea of 12,637 square kilometres for calculation ofthe share of the financial resources for the district.

2.4 Climate

With its dry, hot climate, Gwadar is placed in the≈warm summer and mild winter∆ temperature zone.The oceanic influence keeps summer temperatureslower and winter temperatures higher thanhinterland areas. Winter lasts for three months fromDecember to February and is pleasant except foroccasional and brief cold spells. According toclimatic data recorded in Pasni, May and June arethe hottest months with a mean maximumtemperature of around 35≥C and December-January are the coldest months with a meanminimum temperature of around 13≥C. The climateis arid with erratic rainfall. Most rainfall occursbetween December and February at a monthlyaverage rainfall of 20 mm. In the remaining ninemonths of the year, the highest rainfall is 12 mm inthe month of August.

2.5 Administrative setup

Administratively the district is divided into fourtehsils and one sub-tehsil that are: Jiwani,Gwadar, Pasni, Ormara and Suntsar, respectively.The district has 13 union councils. Jiwani andOrmara tehsils have two each while Gwadar and

6. 1998 Gwadar DCR, Page 2. This does not rule out the rare monsoon rain storm or cyclone, which may cause heavy rains and devastating floods.

Aerial view of Gwadar Town

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Pasni have four each. Sunstar sub-tehsil has oneunion council.

BLGO 2001 stipulates that there would be 13union councils with a collective membership of 169councillors to constitute the electoral college forthe election of the zila nazim. The zila councildraws its elected membership from the unioncouncils and comprises 13 union nazimeen, fourfemale members, one peasant/worker and onemember from the minorities. The four tehsils havetheir respective TMAs headed by tehsil nazims.The sub-tehsil of Sunstar is integrated with GwadarTehsil in the municipal setup.

The entire district of Gwadar is one constituencyfor the Balochistan Provincial Assembly PB-51.The National Assembly constituency NA 272Kech-cum-Gwadar is shared with Kech district.

2.6 Natural Resources

The district is richly endowed in natural resources.The greatest resource is the coastline and the seathat provides livelihood to a vast majority of thepopulation. Fish is the most important naturalresource from the sea. Salt is extracted fromseawater in the district. Land is another importantnatural resource of the district. But as potableand irrigation water is scarce, vast tracts areuncultivable.

Wind is another important untapped source thatcan be utilized for generating electricity throughwindmills along the coast as sufficient windenergy is available in Gwadar to meet not only itsown energy needs and also a substantial part ofKarachi's shortfall. With petroleum pricesclimbing steadily, wind could become aneconomically feasible source of energy alongPakistan's coast.

The mineral resources in the district have yet tobe fully surveyed. Pakistan Petroleum Limited hasobtained an oil and gas exploration concessionfrom GoP for two offshore exploration blocks.

Forest resources are meagre, apart from twosizeable areas of mangrove forests along the coast.Small scale mesquite plantation was carried outunder the Natural Resource Management Projectfor sand-dune stabilization in a few areas. Limitedrangeland and scattered trees are found in manyareas of the district. Only a few types of trees areused for timber while others are for fuel wood.

Livestock is raised in the rural areas in smallnumbers. There are no big livestock farms in the

district. Agriculture is negligible except in areasirrigated with flash floods and a few tube wells.7

2.7 Environment

Gwadar is faced with a host of increasingly seriousenvironmental problems. Being a coastal districtwhere the sea provides livelihood to a vast majorityof people also makes Gwadar vulnerable. ≈Thesouthwest monsoon winds, submarine topographyand coastal orientation combine to promote theupwellings that result in this coastal zone beingone of the most productive in the world. There is acontinual process of erosion and deposition alongthe coast∆.8 Erosion by sea is major problem inGwadar and Pasni. The situation analysis ofGwadar district (unpublished) identifiesenvironmental problems to include degradation ofcoastal and marine ecosystems, overexploitation ofmarine resources due to unrestricted use of purseseine nets or gujja, wire nets and bottom trawlingthat are threatening endangered marine species.

The coast is located on one of the busiestshipping lanes in the world where approximately11,000 ships of around 12,000 million tonnesdeadweight and 2,500 tankers carrying 33 milliontonnes of oil pass annually. The winds expose thedistrict coast to the threat of oil pollution. A majoroil spill occurred in 1998 when R.V. Yashikacarrying 5,000 tonnes of furnace oil wasabandoned about 112 kilometres south of Pasni.

Oil pollution already appears to be of some concernalong the Gwadar and Pasni coastline. Sources ofoil pollution include fishing boats, merchant vesselsand oil tankers that clean bilge and tanks as theypass through the EEZ of Pakistan. The availability ofoil and lubricants from Iran, at lower-than-marketprices in Gwadar, has attracted a large number offishing crafts that call at the fish harbour for fueland are a cause of pollution.

Reports indicate that the mean sea level is slowlybut steadily rising at varying rates in differentareas of the world as a result of global warming.This may affect low lying areas such as Gwadaras well as lagoons and wetlands. The rise in thesea level may also affect the deep seaport andsalinate fresh water reservoirs along the coast.

The BCS describes Mekran coast as one of themost seismically active regions in Pakistan,susceptible to earthquakes and tsunamis. Thecoast sits on a major subduction zone. Seismicrecords for the period between 1851 and 1990indicate occurrence of 193 earthquakesmeasuring 4 and above on the Richter scale9.

7. In Balochistan, this system is named as sailaba and is widely spread throughout the province but well-established systems can be found in the districts of Barkhan, MousaKhel, Loralai, Zhob, Bolan and Lasbela. The PARC is currently carrying out a national research project on ≈Water Management of Spate Irrigation Systems in Rod-KohiAreas of Pakistan∆.

8. BCS Page 229. BCS Page 133


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Winds are responsible for rough seas, dust,sandstorms, shifting dunes and coastal erosion.Wind erosion and shifting of sand dunes isassuming serious proportions. The limitedmesquite plantation for sand dune stabilization bythe forest department under the BalochistanNatural Resource Management Project has notbeen able to stem the problem.

The percentage of urban population in Gwadarhas increased from 38.5 percent in 1981 to 54percent in 1998. Since the inception of theGwadar deep seaport project, the real estatebusiness and volume of construction haveincreased manifold in Gwadar Town, attracting alarge number of migrant workers. This hascaused over-crowded conditions in urbanneighbourhoods. The poor quality of drinkingwater, lack of sanitation, sewerage, and solidwaste disposal problems have compounded thesituation further. In recent years, vehicular traffichas increased in the district, particularly inGwadar Town. Increased vehicle emissions are polluting the air in congested urbanlocalities.

2.8 Economy

Statistics on Gwadar's economy, its totalproduction and contribution by different sectorsto production are either unavailable or aresuspect. Population data by economic activitiesin DCRs 1981 and 1998 indicate littlecorrespondence despite the fact that there wasostensibly no major change in the district in theinterim period. The DCR 1998 shows a reductionin the total size of the workforce by 1,003 peoplefrom DCR 1981 despite a population increase of73,113 people in the same period. Comparativestatistics of DCRs 1981 and 1998 are given inTable 1. Inconsistencies in the demographic data

of the district were also pointed out in theGwadar District Profile10.

The trend of economic activities in 1998 indicatesthat the largest proportion of the workforce isemployed in fishing, followed by governmentservice, construction, trade and transportation.Since 2003, a perceptible change in the economicactivities of the district has taken place.Construction has emerged as the second largesteconomic activity after fishing. The population ofGwadar is increasing rapidly with migration fromother areas to cater to emerging employmentopportunities in the construction sector. Thesetrends are indicative of changes in the economy,economic activities and employment patterns.

2.9 Development in Gwadar

The government's decision to construct a deepseaport and offer incentives for investment hasled to rapid growth in the district. Gwadar haswitnessed major changes in economic activities inrecent years on account of a large influx ofpeople that has increased demand for all civicnecessities and services. Construction activitieshave increased considerably as has employment.The most important project in this sector was theconstruction of MCH that ended Gwadar'sisolation and reinforced investor confidence. Theestablishment of GDA has provided impetus tothe development of infrastructure and givendirection to the development process andurbanization. The pace of planning anddevelopment in Gwadar is unparalleled in thehistory of any other town in Pakistan.

The most significant development is a boom in thereal estate business accompanied by an escalationof prices. TMA Gwadar levied a 2 percent tax onland transactions in Gwadar Tehsil which has

Table 1: Employment by Sectors in DCRs 1981 and 1998

Sector-wise Employment 1981 Percent 1998 PercentAgriculture and Fishing 21,126 67.1 13,347 44.0Community, Social and Personal Services 1,978 6.3 6,596 21.2Construction 1,920 6.1 4,928 16.2Wholesale, Retail, Trade, Restaurants and Hotels 1,868 5.9 2,311 7.7Transport, Storage and Communication 1,369 4.3 2,255 7.5Manufacturing 1,363 4.3 528 1.6Activities not Adequately Defined 1,568 5.0 296 1.0Finance, Insurance, Real Estate and Business 97 0.3 122 0.4Mining and Quarrying 128 0.4 49 0.2Electricity, Gas and Water 89 0.3 71 0.2Total 31506 100 30503 100.0Z

Sources: DCRs 1981 and 1998

10. Government of Balochistan, District Profile of Gwadar, Planning and Development Department, Quetta 1998. Chapter 2


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earned 30 million rupees in fiscal 2005. For its part,GDA has approved and issued No ObjectionCertificates for 38 residential, commercial andindustrial schemes and four commercial andresidential buildings. The Authority is undertakingdevelopment projects of access roads to the portand town. Planning is underway for development ofphysical infrastructure, road and rail networkslinking Gwadar to other parts of country andAfghanistan and Central Asia. The chronic problemof unreliable and irregular power supply wasresolved for the current needs with the purchase ofelectricity from Iran in 2003.

Primary, secondary and tertiary education andprofessional education has still to receive dueattention. Gwadar will soon get a polytechnicinstitute under the Asian Development Bank-funded ≈Restructuring of the Technical Education

and Vocational Training System Project∆11. Primary health care and preventive healthmeasures remain inadequate in the district.Construction of a new 50-bed hospital in Gwadarwas inaugurated in 2005.

To provide adequate security to Gwadar amidstrapid changes, the police services have beenreinforced with the deployment of civilian armedforces. Travel from the seaports and movement offishing vessels from the fish harbours is regulated.

The Gwadar Master Plan is open to suggestionsfor improvement. It is hoped that thedevelopment of physical infrastructure andservices will lead to commercial, industrial andurban development in Gwadar that may extendover many years.

11. ADB, RRP: PAK 36654: Restructuring of the Technical Education and Vocational Training System Project (Balochistan Province) 2004.

Roads are one example of development projects underway

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3.1 Population

According to DCR 1998, Gwadar District had a population of 185,498. With anaverage annual growth rate of 2.99 percent it is projected to have reached227,984 in 2005. The density of population in 1998 was about 12 people persquare kilometre. In 2005, the density is estimated at 14 to 15 people persquare kilometre. The sex ratio is 1.15 (115 males per 100 females), indicatinga larger number of men than women. Basic demographic data is given inTable 2.

3.1.1 Pattern of Population Growth

Development prospects in Gwadar are attracting people in large numbers tosettle in the area. This is clearly going to lead to a substantial increase in thedistrict's population in the near future, barring unforeseen setbacks. There arevisible indicators of migration to upcoming urban centres and coastal areas.The historic pattern of population growth indicates wide variations between1951 and 1998. The average annual growth rate of the population remainedlower than the national average except in 1972 and 1998. The rate ofpopulation growth more than doubled between 1961 and 1972 but again wentdown drastically between 1972 and 1981. These fluctuations in the averageannual rate of population growth appear unnatural as the district has not seenmuch migration in that period. Anomalies in the demographic data of thedistrict were pointed out in the Gwadar District Profile prepared by P&DD,Government of Balochistan12. It may be assumed that the inhospitable terrain

3 THE VISION - SOCIAL SECTORS

12. Government of Balochistan, Gwadar District Profile, Planning and Development Department, Quetta, 1998.

Table 2: Population of Gwadar (1951-98)

Variables Population Census Years1951 1961 1972 1981 1998

Total Population 40,630 49,660 90,820 112,385 185,498

Growth Rate (District) n.a 2.05% 5.31% 2.55% 2.99%

Growth Rate (National) n.a 2.45% 3.67% 3.06% 2.69%

Sex Ratio n.a. n.a n.a. 112 115

Density (per square km) 2.7 3.3 6.0 7.4 14.7

Household Size n.a n.a. n.a. 6.3 5.5

Rural Component 34,462 31,167 53,939 69,132 85,350

Urban Component 6,168 18,485 36,881 43,253 100,150

Percentage of Urban Population 15.2% 37.2% 40.6% 38.5% 54%

Sources: DCR 1998, Population Census of Pakistan.

and difficult environment of the district havehindered collection of correct and accurate data.

3.1.2 Population Distribution

According to DCR 1998, Gwadar is the secondmost urbanized district of Balochistan afterQuetta with 54 percent of the district populationliving in four urban localities and 46 percent inrural areas. Urbanization in the district has mostlygrown along the coast. The rural-urbandistribution of population indicates agriculture andlivestock as dominant economic activities in ruralareas. The criterion for the urban-rural divideduring DCR 1998 census was the existence oftown and municipal committees. Devolutionreforms have done away with this divide bycreating union councils in what were municipalareas. These urban union councils constitute theurban component of the district population.

The urban-rural divide based on the existence ofmunicipal and town committees as they existedat the time of DCR 1998 is now irrelevant in thecontext of local government. The districtgovernment will need to furnish specificindicators to segregate urban-rural componentsof population in the next census due in 2008.

Topographically, Gwadar takes the form of a stripstretched along the coastline. In view of thisdistinctive feature, the rural-urban divide is largelyirrelevant as most of the population in rural andurban localities along the coast are engaged ineconomic activities related to fishing. All the foururban areas, Jiwani, Gwadar, Pasni and Ormara,and about 35 human settlements are locatedalong the coast.

In contrast, hinterland areas are sparselypopulated due to a lack of economicopportunities. Farming is based mostly on highlyuncertain and unreliable flood irrigation, while

scarce vegetation and small rangelands are barelyenough to sustain livestock. Of the total 77villages, 44 percent have less than 500inhabitants and only 14 percent have populationsexceeding 2,000 people. This widely scatteredpattern of spatial distribution has seriousimplications for the delivery of social services andimplementation of development activities.

3.1.3 Housing and Households

The average household size in Gwadar, as reportedin DCR 1998, is 5.5 people. At the time, there were30,680 housing units in the district. Ownersoccupied 98 percent of the houses in the ruralareas and 91 percent in the urban areas. Single-room units constituted 81 percent of the houseswhile 13 percent had two rooms and the remaining6 percent three or more rooms. In some villages inthe hinterland, houses are no more than small hutsmade of wood and dwarf palm without anycourtyard or boundary wall. This phenomenonindicates extreme poverty.

To date, building controls or zoning is a conceptalien to Gwadar, as are building standards,structures and designs. Responsibility for buildingcontrol rests with the municipal administrationthat lacks the experience and authority to performthis complex task effectively.

3.1.4 Religious Composition

The population of the district predominantly adhereto Islam and only 0.7 percent of the populationbelong to other religions. Of this, Hindus, includingscheduled castes, comprise 0.39 percent whereasChristians and other religious minorities form only

0.31 percent of thepopulation.

3.1.5 Age and SexComposition

Age and sexcomposition of thepopulation according toDCR 1998 is givenbelow. The sex ratio inthe district at 115 malesper 100 females isslightly higher than theprovincial average butmuch higher than thenational sex ratio of 108males to 100 females.Women comprise only

46 percent of the district's total population.

The population of women in the reproductiveage bracket was 43 percent of the total female


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Number

PopulationPercentage

30

25

20

15

10

5

0

Source: 1998 DCR

PopulationAbove 5,000 2,000 - 4,999 1,000 - 1,999 500-999 200-499 Less than 200

Num

ber

, P

erce

nt a

nd P

opul

atio

n in

tho

usan

d

Figure 1: Number, Percentage & Population of Rural Localities in Gwadar


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population. About 46 percent of the populationwas below 15 years of age, reflecting theyouthfulness of the population. Pressures foreducation and health services, employmentopportunities and recreational facilities arebound to increase every year, requiringincreased investment of public resources inthese sectors.

3.1.6 Language and Ethnicity

Almost the entire population of the district,excluding migrants from other areas, belong to theBaloch ethnic group. Though tribal bonds aredeeply rooted, most local people in the districtwould identify themselves as Baloch. Anunspecified proportion of the population belongsto the Darzadah group that represents a different racial stock and made up the serviceclass in the past. Socio-economic changes inMekran, particularly the Baloch nationalistmovement since the 1960s and the relativeeconomic prosperity owing to increasedemployment in the Persian Gulf states haveblurred this social distinction. Still, in the ruralareas, a vast majority of the Darzadah do not ownany land.

Approximately 98 percent of the people speakBalochi. The common dialect has more Persianwords than other forms of Balochi due to closeproximity and interaction with Iran. Urdu is thelingua franca in urban areas but a vast majority ofmen in rural areas can also communicate in Urdu.Urdu is also the language of instruction in schoolsand colleges. The incoming population in thewake of development is bringing along different

languages that will add to the linguistic diversityof the area.

3.1.7 Population Planning

The district is sparsely populated, with small,scattered settlements that make communicationdifficult. This handicap also makes it difficult toprovide adequate population planning services tothe rural population. As in other parts of theprovince, population planning services areintegrated with the health department. The districthas three Mother and Child Health Centres(MCHC) to provide paramedical as well as motherand child healthcare facilities in hospitals. TheNational Programme for Family Planning andPrimary Health Care is supported by 60 LadyHealth Workers in the district who are providingservices in the inhospitable environment of thedistrict. By any standard, their job is difficult.Reliable statistics regarding contraceptive use arenot available.

3.1.8 Strategic Interventions andInstitutional Links

Population explosion is a critical problem inPakistan with both macro and micro dimensions.Pakistan's national policy to address thepopulation problem needs enforcement at thelocal level. If local entities are not attuned toachieve policy objectives, effectiveimplementation of the policy becomesimpossible. Pakistan is committed to stabilizingits population by the year 2020. With this in mindthe following local-level short, medium and longterm interventions for the district are identified.

75& above

70-74

65-69

60-64

55-59

50-54

45-49

40-44

35-39

30-34

25-29

20-24

15-19

10-14

5-9

0-4

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000

Source: 1998 DCR Gwadar

Female

Male

Age

in Y

ears

Figure 2: Age and Sex Composition of Population in Gwadar


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S. No. Strategic Intervention Lead Department Support LinkShort Term1 Examine trends of density, urbanization and population Population Welfare Health, Union

growth and establish indicators in line with national ones Administration

2 Prepare advocacy campaign sensitive to local culture Population Welfare Health, Information,UA

3 Formulate district-level intervention plans based on findings Population Welfare Planning Financeand recommendations of national population policy Health

4 Prepare local institutions for a proactive role Planning Communityduring 2009 national census for compiling Development accurate, reliable and realistic statistics Union Administration

5 Collect and compile reliable data on District Planning Union Administration,temporary shelters Education

6 Create district-based institution to articulate District Planning Community interventions for improving settlements Development

Medium Term1 Formulate regular, comprehensive Population Welfare Health

population control plan

2 Introduce population issues into educational Population Welfare Education, Health,curriculum after elaborate local consultations Union Administration

3 Encourage civil society, especially CCBs, Community DPWD Health,to support implementation of national Development District Planningpopulation control policy Department

4 Designate population-sector campaigns as Community Zilla Councileligible for funding from CCB component of Development Secretariat, Planning,development budget Finance

5 Tackle population issues in cognizance of social, Population Welfare Health, Education,cultural and religious norms Community

Development

6 Build administrative capacity of unions to collect, District Planning Education, Healthmaintain and update statistical information for socio-economic surveys

7 Develop projects to access federal and provincial District Planning Finance, Healthresources earmarked for population welfare activities

8 Organize village-level cooperatives for improvement Community Union of shelters Development Administration

9 Introduce low cost building standards, Works and services Communitystructures and designs Development,

Planning

10 Provide regulatory framework for building controls Tehsil Municipal Works and servicesAdministration

Long Term 1 Work with civil society, CBOs and local opinion makers Population Welfare Health, Education,

to keep population issues in focus and sensitize target Community Developmentgroups to problems of unplanned growth

2 Monitor and evaluate impact of investment, focusing on District Planning Health, fertility, contraceptives use, household size and age Tehsil Municipal at marriage Administration

3 Work for empowering women by mainstreaming Community DPWD, gender issues and enhancing educational and Development Education, Planningemployment opportunities

4 Mobilize health and education sector human resource Population Welfare Health, Educationpool (doctors, health workers, midwives and teachers) to address critical issues of population sector

5 Ensure adequate funding for population welfare District Finance Population Welfareactivities by exploring innovations, strengthening linkages and accessing new funding windows

6 Provide basic necessities of life and employment District Planning Health, Education, opportunities in sparsely populated hinterland to Public Health,forestall migration Tehsil Municipal

Administrations

7 Formulate a district housing policy to regulate District planning Community housing sector Development,

Works & Services

8 Establish credit lines for assisting poor communities District Finance Community to build better houses Development


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3.2 Gender

Generally, women in the district enjoy a betterstatus than those belonging to other parts ofBalochistan. The 1906 Mekran District Gazetteerreads: ≈[A] woman in Mekran occupies a muchstronger position than her sisters in other partsof Balochistan º her status is even better than itwould be in India proper. She has entire controlover the property acquired from her husband asdower º She is the 'better half,' therefore, fromevery point of view, and the husband, havingfrequently given nearly all he possessed indower, takes a secondary place in thehousehold, and in a sense is dependent on thecharity of his wife.∆13 The situation recounted inthe gazetteer has since changed. In fact, landmeans little to the women in the district onaccount of its non-productivity. Moreover,women have restricted access to natural andeconomic resources, lack decision-makingpower and the authority to steer public affairs.

Conditions conducive for women developmentsuch as provision of health and educationfacilities remain extremely poor. Womenemployment is minimal largely because of lack ofeducation. Focus on education has never been apriority. It appears that even CSOs have neverlobbied for provision of health and educationservices to women.

A small number of rural women are skilled inembroidery but use the skill only for householduse. Lack of access and high transportationcosts are among the major constraints formarketing such products. The National Rural

Support Programme has established womenorganizations in rural areas, providing trainingto women in different skills. But whether thistraining has provided employment or incomegenerating opportunities is not known. Localgovernment institutions provide representationto women in local councils but theirparticipation in council meetings and impact ondecision-making is limited. In real terms, almosthalf of the population is left outside theeconomic mainstream.


The female population of the district, comprisingslightly over 46 percent of the total, has a criticalrole to play in the development of the district. Infact, economic and social uplift of the area wouldbe impossible without focused mainstreaming ofgender issues. As a concept, gender does notonly comprise biological differences betweenmales and females. Instead, it relates to theimpact of attitudes, upbringing, socio-culturalnorms and expectations from male and femalemembers of society. All legal, regulatory,development and uplift interventions have to betailored around the concept of equity and equality.

In Gwadar, women seem to have greatereconomic independence than their counterparts inother districts. But they clearly do not enjoy equalopportunities. Their role in decision-making andpolicy formulation is marginal. The contributions ofwomen in manufacturing handicrafts, net-making,livestock rearing, dairy production and backyardpoultry farming, though substantial, remain

13. District Gazetteer of Mekran 1907, page 75

Women contribute their due share in economic activity

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S. No. Strategic Intervention Lead Department Support Link

Short Term

1 Compile checklist of guiding principles on gender District Planning Community issues warranting actions by the state institutions Development,

Population welfare

2 Initiate capacity building of women for Human Resource Zillah Council, TMApolitical leadership Development Population Welfare,

Community Development

3 Formulate projects benefiting women and establish District Planning Community priorities for financing from gender development grants Development,

4 Compile and examine gender-disaggregated data in District Planning Education, Healthall departments of local government

5 Reach out to civil society and local opinion makers to Community District Planningintegrate gender issues in development planning Development

Medium Term

1 Identify and tap funding sources for District Finance Planning, Population women-specific projects Welfare Community

Development

2 Enable women to access financial resources to District Finance Communitypromote micro-enterprises Development

3 Support efforts to improve population welfare initiatives Population Welfare Community Development Information

4 Advocate concept of small families Population Welfare Health, Information

5 Create opportunities for women to access knowledge, Human Resource Community skills, techniques and trends in natural resource Development Developmentmanagement, poultry farming, livestock rearing and dairy production

6 Use civil society to organize women around core Community Information, Healthissues impacting their working conditions and Developmentsocial status

7 Assist networking of women leaders in local councils Community Zillah Council and government departments Development Secretariat,

TMA

8 Establish institutional mechanisms to ensure District Planning Finance,continuity of gender-responsive interventions Community

Development

9 Ensure continued increase in enrolment of girls at Education Community all levels of education with focus on optimum retention Developmentand accurate assessments

10. Support advocacy programmes targeting male Population Welfare Communitypopulation for attitude change to accelerate Developmentgender mainstreaming

Long Term

1 Evaluate progress on gender issues at local level in District Administration Planningline with Provincial and National Gender Reform Action Plan

2 Assist progress in economic opportunities available District Finance Planningexclusively for women

3 Facilitate availability of social services in rural areas District Planning Health, Education, Public Health, TMAs

unacknowledged as an economic activity.Provision of updated information, facilitationservices, support programmes and credit facilitiescannot be accessed by women involved in theseactivities. Female education is another neglectedarea. The enrolment and retention rates of womendrop drastically in higher classes. Poverty iswidespread, especially in the rural hinterland, andits impact is particularly severe on women. Tohave a modern port city coming up in one part of

the district, it would be unfair not to address theproblems faced by women living there.

Gwadar's development and transformation into amodern sea port has to be attuned to bringing abouta positive change in every area and populationsegment of the district. In conformity with thedecisions of the global community, efforts should bemade to provide opportunities for women, eliminatingviolence and discrimination against them and


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improving their status, health and economic welfarethrough equal access to economic opportunities,land, credit, education, and healthcare services. Thefollowing interventions could help realize these goals:

3.3 Education

Literacy levels and educational attainmentremains low in the district. The literacy rate in

Gwadar is a mere 25.47 percent against thenational average of 43.92 percent. A dismalfemale literacy rate of 6.38 percent in rural areasof the district indicates the virtual exclusion ofwomen from education. The wide gaps betweenliteracy and enrolment ratios in rural and urbanareas of the district are shown in Table 3. Amongother things, this clearly indicates lack of accessto primary schools for girls in rural areas. Socio-

economic conditions andcultural beliefs of parentsconcerning gender roles forgirls may account partially forthe low levels of literacy inrural areas. But the mainreason behind the low level offemale literacy and enrolmentis non-availability of schools inrural areas.

3.3.1 EducationalInstitutions andEnrolmentThe statistics of educationalinstitutions are shown in Table 4. There are 253 schools,

Table 3: Literacy and Enrolment Ratios in Gwadar

Total Male Female

Areas Literacy Enrolment Literacy Enrolment Literacy Enrolment

All Areas 25.47 28.83 35.52 35.70 13.81 20.98

Rural 14.84 16.41 22.19 23.47 6.38 8.15

Urban 34.07 39.44 46.27 46.36 19.87 31.68

Source: 1998 Gwadar DCR

Table 4: Educational Institutions in Gwadar

Government Educational Institutions Boys Girls Total

Primary Schools 147 66 214*

Middle Schools 10 5 15

High Schools 11 3 15**

Intermediate College 1 0 1

Technical Training Centre 1 0 1

Private Schools (6 primary, one middle and two high schools, all co-educational) 0 0 9

Total 170 74 253

*includes one coeducational Pakistan Baitul Mal Child Labour School **includes one higher secondary schoolSource: GDEP (2004) Pages 37 and 38

Class room in a local school run by an NGO

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one intermediate college and one technicaltraining centre for boys in the district. The totalnumber of rural and urban localities in the districtwith more than 200 residents is 64. This indicatesthat a disproportionate number of educationalinstitutions are located in larger localities.

The GDEP provides enrolment data for primary,middle and high schools, though the year of thedata is not mentioned. As the document wasprepared in 2004, it is assumed that the data isfor the same year. Enrolment data is comparedwith projected population of different age groupsin 2004. The statistics in Figure 3 present agloomy picture underscoring a dismal rate ofschool enrolment and gender discrimination. Inthe 5 to 9 year age group 23 percent of girls and64 percent of boys are enrolled in primaryschools. Enrolment Ratios for middle and highschools of 15 percent for boys and 4 percent forgirls and 7 percent for boys and 2 percent forgirls, respectively, clearly point to a myopic,tradition-bound approach to education. Thesituation is exacerbated by lack of accessibleeducational facilities in the district.

3.3.2 Non-functional Schools

According to the GDEP, only eight schools arewithout teachers and considered officially defunctin the district. About 13 schools have noenrolment at all and there are a number ofschools that are neither defunct nor without ateacher but are for all practical purposes closed

with no enrolment. The Suntsar MiddleSchool is not defunct, even though theschool has no enrolment and is neveropened for students according to localresidents. Smati Primary School inSuntsar Sub-tehsil is similar.

As is evident from the levels ofenrolment in primary schools, schoolutilization rates are quite low. Data isavailable for 189 of 213 governmentprimary schools. But there is no data onenrolment for 11 percent of the schoolsand 6 percent have no enrolment at all.Enrolment in 20 percent of the primaryschools is in range of 16 to 35 studentsand only 5 percent of the schools havemore than 100 students. Figure 4

provides details of size of enrolment in schools.

3.3.3 Teaching Staff Strength

Officially, the total strength of primary schoolteachers was 511 for 213 schools and only 5percent of sanctioned positions were vacant. Thestudent-teacher ratio is 38 boys per male primaryschool teacher and 22 girls per female primaryschool teacher. There is no data regarding thestrength of teaching staff in the middle schools. In14 secondary schools, the total strength ofteachers is 374 and 18 percent of the posts arevacant. In three high schools for girls, 38 teachersare appointed and 47 percent of the positions lievacant. But the most interesting fact is that of three

Table 5 : Teachers Positions Filled and Vacant in Gwadar District

Teachers Sanctioned Post Filled Posts Vacant Post

Male Female Male Female Male Female

Primary Schools 330 181 305 179 25 2

Secondary Schools 234 72 190 38 44 34

Source: GDEP

Boys

GirlsEnrolled

Enrolled

30

25

20

15

10

5

0 Primary School Middle School

School Age Population and Enrolment

High School

Num

ber

sFigure 3: School Age Population by Gender and Enrolment

in School

70

60

50

40

30

20

10

00 1-15 16-35 36-70 71-100 100-150 No data

Number of Children EnrolledSource: GDEP

Num

ber

s

Figure 4: Extent of Enrolment in Primary School


18

girls high schools, Ormara Girls High School hadonly one teacher.14

3.3.4 Religious Schools

There are 16 Islamic seminaries or madrasahsimparting religious education in residentialschools. Some children in these schools are dayscholars but a majority are resident scholars. Mostboarders in these schools are orphans or belongto poor households. The seminaries are financedmainly by private charity though some also getlimited support from government zakat funds. Asfunds are scarce, the children receive inadequatenutrition and other provisions.

The curriculum of these schools consists mainly oftheological texts. Conventional school subjects arenot taught. These schools have their ownexamination and certification system. The degreeawarded by these schools is considered equivalentto a bachelor's degree by the government subjectto accreditation by the Wafaqul Madaris.

3.3.5 Higher Education

Gwadar town has only one college for boys,providing higher education up to the intermediatelevel. The higher secondary school at Pasni alsoprovides education to the intermediate level. Butthese institutions are primarily meant for boys.Girls are only permitted to enrol in the eveningshift.

3.3.6 Technical EducationThere is one Technical Training Centre (TTC) formen at Gwadar under the Directorate ofManpower and Training of the provincialdepartment of labour. The centre is mandatedto provide training in 12 different vocations. Butowing to shortage of teaching staff, training isimparted only in six vocations. The totalenrolment in the centre is 60 students. A newpolytechnic institute at Gwadar is plannedunder an Asian Development Bank-fundedproject.

3.3.7 Expenditure on School Buildings

Between 2002 and 2004, 31 million rupees werespent on construction of seven schools and repairof 52 school buildings in the district. All civil workswere implemented by the Works and ServicesDepartment without any participation of the localcommunity or elected representatives. The GDEPhas identified 76 schools without buildings and alarge number of school buildings that requirerepairs, reconstruction and provision of additionalfacilities. Heavy rains and floods in 2005 causedextensive damage to 50 schools in the district.More damage was caused in the 2007 cycloneand floods. Rehabilitation of school buildings inthe district requires substantial funds that may notbe available in the short-term.

The construction cost of a primary school inGwadar is around 1.044 million rupees which is alot in view of the meagre resource pool availableto the district. Similarly, the cost of constructing aworkshop at a high school is estimated to be

1.344 million rupees. Four workshops at a totalcost of 5.376 million rupees were established infour high schools in the district.


Education is central to human development. Aneducated individual has far better prospects ofemployment and income generation than onewho is uneducated. The literacy rate in Gwadar isa mere 25.47 percent as against the nationalaverage of 43.92 percent. A dismal female literacyrate of 6.38 percent in the rural areas of thedistrict indicates the extent of the neglect andmarginalization of women. The urban-rural gap inthe enrolment ratio is another critical issue thatthe district level education managers mustaddress. Core issues include availability ofteachers, their commitment to the profession andtheir students and the location of schools inrelation to access and transport. A major effort on

Table 6: Cost of Construction and Repair of Schools (2002 - 2004)

Source of Funds and Year Number of Schemes Total Cost

Education Sector Reforms (2002 - 2004) 15 10,789,000

Social Action Programme (2002) 11 4,583,000

GST Funds (2004) 10 8,817,000

Khushal Pakistan Programme (2002 - 2004) 12 7,197,111

Total 48 31,386,111

Source: District Government Gwadar

14. GDEP, Page 38.


19

the part of the provincial and district governmentsis required to improve this critical sector by

considering the following short, medium and longterm measures:


Short Term

1 Compile reliable data on education and Education Planningbaseline indicators

2 Update statistics of educational institutions to determine Planning Educationinterventions required in medium and long term

3 Review enrolment and retention trends with focus on Education Planning, Communityfemale students Development

4 Involve local communities in proactive management of Education Communityschools through parent-teacher associations and school Developmentmanagement committees Union Administration

5 Articulate role and responsibilities of district government Provincialin management, operation and monitoring of school Governmenteducation

6 Appraise problems of non-functional and dysfunctional Planning Educationschools and suggest workable solutions

7 Provide staff and facilities for diverse vocational training Provincial at Gwadar Technical Training Centre Government

Medium Term

1 Determine annual targets and assign responsibility District Planningto specific functionaries Administration

2 Examine separation of management and teaching Education Law, S&GADcadres and benefits of performance-based evaluation Departmentand promotion

3 Develop policy guidelines and review mechanisms by District Planning, Educationinvolving parents, elected representatives and technical Administrationexperts

4 Establish parent-teacher associations in all schools to Education Communityoversee progress and implementation of education policy Development,

Union Administration

5 Encourage private sector to open institutions Education Community in rural areas Development

6 Track emerging development trends and introduce District Directorate ofinterventions to produce skilled manpower for future needs Administration Technical Education

7 Build capacity of education sector managers Education Human Resource Development

8 Focus on technical and vocational education for District Directorate of addressing un-employment and alleviating poverty Administration Technical Education

9 Provide sanctioned strength of teaching staff in schools Education Department

Long Term

1 Provide intermediate and degree-level educational facilities Provincialfor students on completion of secondary education Government

2 Control political interference in appointments, posting Provincial and transfers of teachers and staff by curbing politicization Governmentof education sector

3 Shift from top-down orientation to bottom-up approach by District Educationdelegating maximum management responsibilities to Administrationeducational institutions

4 Localize teacher appointments Provincial Government

5 Focus on teacher training and quality education by using Human Resource Educationlocally available capacity building opportunities for greater Developmentimpact with minimal input

6 Enable teachers to improve qualifications, skills and capacity and provide facilities for this purposeProvincial Government through Education deptt:

7 Focus on the needs of secondary schools by providing Provincial Governmentduly qualified teachers through Education deptt:

8 Prepare and enforce policy to integrate religious Provincial Governmenteducation into mainstream through Education Department


20

3.4 Water

As ground water in Gwadar is saline except insmall patches near non-perennial rivers,availability of clean drinking water is among thebiggest challenges facing the district. Rain, non-perennial rivers and wells are the main source ofdrinking water in the district.

Large seasonal rivers in the area are Shadi Kaur inPasni, Dasht River in Jiwani, Ankra Kaur in Gwadarand Basol in Ormara. These rivers have numerousminor tributaries. Most of these non-perennialrivers and their tributaries are important sources ofdrinking water through storage dams built by thegovernment or ponds located near humansettlements. There is only one spring in the district.

The two main water supply sources in Gwadardistrict are storage dams at Ankra Kaur and ShadiKaur. Ankra Dam provides drinking water to mostareas of Jiwani and Gwadar tehsils while ShadiKaur Dam supplies water for drinking andirrigation to Pasni Tehsil. 15 These dams wereconstructed by the provincial irrigation departmentwhile the water supply and distribution system isconstructed and maintained by the PHED.

Ankra Dam is the main reservoir providing waterthroughout the year to a large number of localitiesin Gwadar and Jiwani. But this is no easy task as

the dam is located at a distance of 80 kilometresfrom Jiwani, 29 kilometres from Gwadar andmuch farther away from many other localities.

The water supply system comprises a hugenetwork of pipelines stretching across the twotehsils over difficult terrain. The maintenance,repair and replacement of this network isexpensive and requires constant effort on the partof the PHED.

The most pernicious problem of water supply isthe siphoning of water from water supply pipelinesthrough unauthorized and illegal connections. Thisis hazardous because of damage to pipelines andcontamination of the whole system.

Three water treatment plants have beenconstructed at the Ankra Dam site. Each has acapacity to filter about 1.364 million litres of waterper day16. But these plants are not optimallyperforming due to maintenance problems. As aresult, water quality is not up to requiredstandards. Old and damaged sections of pipelinesalso contribute to the substandard quality of water.Water supply pipelines to different localities werebuilt in phases, each counted as a separate watersupply scheme. There are a total of 53 such watersupply schemes in the district, of which 17 operateon electricity. The remaining 36 are operated bydiesel engines. Household tap water connectionsare provided in large localities. In smaller localities,community water tanks and stand posts areprovided to serve the population.

The government has instituted a monthly waterrate of 60 rupees per household with a tap waterconnection inside the house and 10 rupees perhousehold using community water tanks or standposts. Departmental estimates reveal that thewater rate for domestic water connections is notpaid at all throughout the district. There are a totalof 4,710 household tap water connections inGwadar and Jiwani tehsils from the Ankra Dam. Ofthese, 3,491 domestic water connections are inGwadar, 502 in Jiwani, 432 in Peshukan, 167 in SurBandar and 118 in Gunz. There are 396 domesticwater connections in Pasni. Water supply in areasof Ormara Tehsil is conveyed through pipelinesfrom open surface wells where the department hasinstalled pumps. Presently, the district has a totalof 79 commercial water connections, provided toice factories, hotels, barber shops and othercommercial establishments.

According to DCR 1998, about 50 percent ofhouseholds have access to piped water supply, ofwhich 44 percent have water taps inside thehouses and 6 percent use community tanks or

15. Shadi Kaur Dam was completed in 2004. It was washed away after the long spell of torrential rains in early 2005 and Government of Balochistan has started itsreconstruction.

16. Gwadar Master Plan page ES - 5.

Sand filter bed for supplying drinking water from Ankar Kaur Dam reservoir toGwadar Town and surrounding areas


21

stand posts. About 10 percent of the householdsuse well water, 23 percent use pond water and 15percent use water from unspecified sources.

The PHED is partially devolved and water supplyprojects of up to 5 million rupees are implementedby the district government. At this level, thedepartment has implemented a total of 45 projectsfor repair and extension of the water supply networkin the district between 2002 and 2004 underdifferent programmes as shown in Table No 7 below.

The government is considering several options tomeet future water demands. The Gwadar MasterPlan mentions the departmental proposal toacquire 45 cusecs of water from Mirani Dam forfuture use to Gwadar Town. The plan proposes toconvey water by means of a pre-stressedreinforced concrete pressure 48-inch diameterpipeline over a distance of 154 kilometres. ThePHED has proposed the construction of morewater storage dams and a desalination plant of200,000 gallons per day to meet the future needsof Gwadar. Even so, in all likelihood, Gwadar willhave frequent potable water shortages for someyears to come unless the issue is resolved throughstrategic intervention by the federal government.

The Devolution Plan and the emerging system oflocal government have led to a redistribution ofroles and responsibilities. Water supply isincluded as a component of municipal servicesand considered as the responsibility of themunicipal administration. The original planprovided for devolution of the PHED to respectivetehsils. The arrangement envisaged in the LGO2001 has yet to take root. Realistically, it isbeyond the current resource and skill capacity ofthe local government to take on the responsibilityof providing potable water to the people.


The Pakistan government has a sovereigncommitment with the global community to reduceby half the proportion of people withoutsustainable access to safe drinking water by theyear 2015. According to the 1998 census, only 50percent of households in Gwadar enjoy access topiped water. Of these, 44 percent have water tapconnections while the remaining 56 percentdepend on community tanks. Wells supply water to10 percent of the people, ponds service 23 percentand the remaining 17 percent have access tounspecified sources. As such, half the populationof Gwadar has access to water of dubious quality.

Gwadar no doubt faces a difficult situation in thewater sector. The district depends on rains andnon-perennial rivers to cater to the needs of thepeople. The scattered settlements add to thedifficulties. The complex supply system andconstant need for repair and maintenance createfurther complications. In sum, water is scarce andits supply is expensive.

Meanwhile, unauthorized connections fromsupply lines have aggravated the situation.Payment of water rates as a concept is alien tothe district and the enforcement agencies areunable to fulfill their responsibilities. The localgovernment system has categorized water supplyas a municipal service and made TMAsresponsible. Keeping in view the enormity of thejob and the lack of capacity of the newly createdmunicipal entities, it is apprehended that thesituation is going to deteriorate in the days ahead.In order to minimize chances of such a scenario,the following measures could be considered:

Table No 7: Expenditure on Water Supply Works in Gwadar (2002 - 2004)

Source of Funds Number Cost in Rupees

1 Social Action Programme (2002) 13 4,057,271

2 GST Proceeds (2004) 7 4,223,870

3 Khushal Pakistan Programme (2002 - 2003) 12 5,056,500

4 Khushal Pakistan Programme (2002) 13 3,219,664

Total 45 16,557,305

Source: District Government Gwadar


Short Term

1 Assess magnitude of the water shortage by collecting Public Health TMAs,and compiling data on water supply and developing Engineeringindicators for access to safe drinking water Union Administration

2 Examine possibility of introducing user charges and water Finance Department PHED,TMA,rates by entrusting collection to union administration Union Administration

3 Develop enforcement system to check illegal use, Public Health TMA,leakages and misuse Engineering Union Administration


22

3.5 Poverty

Poverty does not mean only lack of income. The poor in Pakistan are also denied access tobasic needs such as education, health, cleandrinking water and proper sanitation.17

Balochistan is the poorest province of Pakistanwhere ≈social indicators of literacy, lifeexpectancy, access to health facilities areamongst the lowest in the world.∆18 TheBalochistan Poverty Reduction Strategy Paperestimates that between 41 and 47 percent of thepopulation lives below the official poverty line.

Balochistan is in a disadvantageous positionowing to many factors but mainly because of itsrelatively small and widely scattered populationacross an inhospitable and difficult terrain.Inaccessibility is a major obstacle in building andmaintaining infrastructure and as such impedesaccountability and good governance.

As one of the most remote districts in the province, Gwadar must overcome majordeficiencies in its physical and social infrastructure.Extreme poverty may not be a major issue incoastal areas. But those living in the hinterlandface largely unreliable livelihood prospects. Thelack of alternative means of income generationcoupled with severely limited agriculture andlivestock assets further increase the vulnerability ofthese people to economic shocks.

For instance, the long spell of drought followedby torrential rains in 2005 devastated villages anddestroyed agricultural land that is difficult tocultivate without major investment. The cycloneand floods of mid-2007 have also caused loss oflife and widespread destruction in Gwadar, Turbatand other neighbouring districts. There are nostatistics on poverty in the hinterland but villageafter village with scanty cultivation indicate thatbarring a very small number of tube-well owners,the entire population is below the poverty line.

According to the SPDC's deprivation ranking,Gwadar is the 5th least deprived district among22 in the province. This ranking is based on acomposite index that takes into accounteconomic, social and infrastructure conditions.The NHDR 2003 issued by the UNDP preparedthe Human Development Index (HDI) for thedistricts of Pakistan. Gwadar with a score of0.392 is ranked 78th of 91 districts in Pakistan.Figure 5 provides a comparison of humandevelopment indicators for the district that arelower than the province and national averages inall respects except for the immunization ratio andhealth index score.

In 1998, the real Gross Domestic Product or GDPper capita for Gwadar was 337 dollars, thesecond lowest among the 22 districts ofBalochistan. Only Dera Bugti's district was worse.The computation of real GDP per capita is based


4 Advocate water conservation and sustainable use Public Health Community Engineering Development, TMAs

Medium Term

1 Undertake detailed investigations to determine Public Health Finance, Planningpossibility of tapping groundwater Engineering

2 Constitute district-level entity comprising elected Provincial representatives, local government and technical experts Governmentto steer development interventions in water supply sector

3 Improve quality of water for consumers by commissioning Provincial filtration plants and establishing water testing facilities Government

4 Continue with advocacy for water conservation and Public Health Union Administration,wise use Engineering TMA, Community

Development

Long Term

1 Construct more water storage dams to augment Provincial existing supplies to meet emerging needs with Governmentappropriate safeguards in case of heavy floods

2 Study economic feasibility of establishing desalination Federal and distillation plants to cater to future needs Government

3 Improve technical and management capacity of the Provincial PHED to manage water supply sector Government

4 Promote community participation in collection of user Public Health Communitycharges, operational costs and maintenance expenses Engineering Development, TMA,


17. Government of Pakistan, Accelerating Economic Growth and Reducing Poverty: The Road Ahead (Poverty Reduction Strategy Paper), Poverty Reduction Strategy PaperSecretariat, Ministry of Finance, Islamabad, 2003

18. Balochistan PRSP page 1.

on cash value of crops and manufacturing valuein the district. Agriculture and manufacturing areboth negligible in Gwadar where fishing is thepredominant economic activity and value of fishcatch should be used for calculating district GDP.The real GDP per capita in Gwadar may be closeto the provincial average or even higher if incomefrom fisheries is taken into account.

3.5.1 Poverty Alleviation

Abject poverty is the lot of most people in thehinterland areas of the district. The populationdepends on flood irrigation for agriculture andrangeland for livestock. Labour in cutting andgathering fuel is a minor activity. The constructionof Mirani Dam is expected to make irrigationwater available from the Dasht River in SuntsarSub-tehsil.

Rainwater harvesting from minor streams couldalso be used for promoting Sailaba irrigation inthis area. The departments of Agriculture and On-farm Water Management could assist farmers inconstruction of embankments for rain waterharvesting.

Another option that appears environmentallysound in view of preliminary observations andavailable data is the construction of tube wells inareas of Suntsar Sub-tehsil. The water table inthis area is around 80 to 120 feet and some tubewells for irrigation and water supply have been

installed. Land distribution is skewed in SuntsarVillage where all the land is owned by twofamilies. But in the villages a vast majority of ruralhouseholds own small parcels of land. In suchvillages, community tube wells could bedeveloped by the local governments with fundsaccruing from General Sales Tax and allocationsunder the Khushhal Pakistan Programme.

For its part, the Department of AgricultureExtension could provide extension services forproduction of high-value vegetables and perennialcrops. But the department has not been effectivein this regard. Similarly, marketing of fruits andvegetables to the Gwadar market could yieldgood profits for farmers but physical marketaccess is virtually impossible at this crucialjuncture.

Watershed management interventions are non-existent in the district. BRDMP has a substantialcomponent for range management that could beused for construction of trenches, small bundsand plantation of bushes to improve rangelandproductivity.

The current situation offers little hope of a majorchange in poverty levels in the near future. Tocontrol poverty successfully, an integrated long-term approach enabling people to availopportunities emerging as a result of mega-projects in the district will be required.


The people of Gwadar, especially those who livein the hinterland, face severe hardship anddeprivation. Economic growth and macro-economic stability at the national level has hadlittle or no effect on the situation in the districtdue primarily to the remoteness of the area.

Prior to the move to build the port,fisheries was the only sector providingemployment to local population. Eventoday, fisheries sector remains themainstay of Gwadar's economy.

In 2002, Balochistan carried out aparticipatory poverty and assessment(PPA) survey that came up with fourmajor recommendations. These wereincreasing access and control overnatural resources for people,protecting vulnerable segments ofsociety, ending discrimination basedon race, tribe, caste and gender andensuring equal access to justiceirrespective of social or economicstatus and gender.

The 2003 Balochistan PRSP endorsedthese recommendations and identified majorpriority areas viz. economic development, water,governance, human development andsafeguarding people from economic shocks. Butthe strategic interventions outlined in the PRSPcan yield desired results only if an environmentconducive to implementation is created andmaintained at the micro level.


23

Gwadar

PakistanBalochistan

1

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0Health Index Educational

Attainment Index

Source: National Human Development Report

HDI ScoreIncome Index

Ind

ex S

core

s

Figure 5: Development Indices for Gwadar in Comparisonto Provincial and National Averages


24

With improved governance, investing in humancapital and targeting vulnerable segments ofsociety as core elements, the PRSPrecommends employment generation, provisionof social safety net, access to basic socialservices, efficiency in service delivery andengagement of the poor in policy formulation ascritical areas in the fight against poverty. Stateinstitutions at the district level are underobligation to play their part in support of nationaland provincial efforts aimed at povertyalleviation. The following recommendations aremade to help reduce poverty:

3.6 Health

Gwadar's primary and secondary healthcare facilities are inadequate andineffective due to lack of trained healthcarepersonnel, medicines and necessary equipment. The unhygienic urban environment,growing pollution, poor sanitation and unsafedrinking water are major causes of ill-health.Remote settlements and lack of transportationfacilities also contribute to poor healthcare. As a result, the people are exposed to malaria,gastro-intestinal disorders, acute


Short Term

1 Ensure timely preparation of budgetary estimates Finance & Planning TMA, Unionand development plans by building capacity of Administrationhuman resources

2 Examine feasibility and utility of introducing user charges Finance Public Health Engineering, TMA,Union Administration

3 Evaluate possibility of multi-year plans at local level Planning Administration

4 Encourage investors by providing facilities and incentives Provincial Government

5 Obtain accurate statistics on prevalence of poverty Planningwith special emphasis on hinterland

6 Provide micro-credit services for small-scale enterprises Provincial District Government such as livestock breeding, handicrafts, chicken farming Governmentand aquaculture

7 Provide loans for purchase of small single family Provincial Fisheries Departmentfishing boats to fisherfolk Government

8 Assist fisherfolk to establish cooperatives for the Provincial Fisheries Deptt.purpose of preserving and marketing catch Government

9 Designate specific offices as focal points for dissemination Provincial District Governmentof best practices in fisheries, aquaculture, handicrafts Governmentproduction and other productive activities

Medium Term

1 Increase allocations for health, education and Provincial water supply sectors Government

2 Adopt multi-year planning for optimal impact of Planning Administrationresource input

3 Establish institutional infrastructure to provide Provincial support services to investors Government

4 Develop fisheries sector by supporting fishing Provincial communities, upgrading their skills, know-how Governmentand management capacity Fisheries Department

5 Assist poor communities access support windows Community Finance, planning,Development Union Administration

6 Mobilize rural communities for self-help activities and Community Planning,transformation into formal CBOs Development Union Administration

Long Term

1 Enforce user charges and tax culture Tehsil Municipal Public Health Administration Engineering,


2 Strengthen local institutions Provincial Government

3 Increase investment in social and municipal services Provincial Government

4 Encourage public-private partnerships and community Planning Communityinvolvement in managing social sector facilities Development, Health,

Education, TMAs


25

respiratory infections and vaccine-preventablediseases.20

The unhygienic and polluted urban environment iscurrently the greatest health hazard in the district.Open drains, cesspits on streets and garbagedumps all around provide fertile breeding groundsfor disease, exposing people to the risk ofcontracting infections. Grey areas with regard tothe regulatory regime and corresponding lines ofresponsibilities in the local government haveadded to the problem. Though statistics of deathscaused by preventable diseases are not available,preventive health measures appear to be minimaland ineffective.

The situation could be improved substantially withexisting staff and resources, provided themunicipal administration and the districtgovernment are committed to confronting theproblem. The primary health care infrastructure ofthe district comprises 11 civil dispensaries, 18Basic Health Units and 3 Rural Health Centres.The District Headquarters Hospital at Gwadarmakes up the secondary healthcare outlet.

Most of the primary healthcare facilities in ruralareas are without doctors and medical staff. Manyof the sanctioned staff positions in the districtremain vacant. Out of total posts for 29 medicalofficers, nine are vacant. The two posts of deputydistrict health officers are also unoccupied andthere is no medical officer at the Rural HealthCentre at Ormara.

District Headquarters Hospital Gwadar lacksappropriate facilities to provide secondaryhealthcare. Posts of specialists in obstetrics andgynaecology, medicine, ophthalmology,pathology, paediatrics and anaesthesia are allvacant. Evidently, nobody is ready to serve in theprevailing conditions, especially as there are noadequate residential facilities. The 34-bed DistrictHeadquarters Hospital is without surgeons and afunctioning operation theatre.

Each rural health centre has three beds butwithout appropriate diagnostic facilities andspecialized medical services they are of little orno use to the patients who are either left at themercy of private practitioners or referred to theDistrict Headquarters Hospital. Also, statistics onhospital-bed occupancy rates and outdoorpatients are mostly unreliable.21

The district health department has threeambulances deployed at Gwadar and Ormara.But none are available at Jiwani and Pasni townsor any of the rural health centres.

3.6.1 Women Exclusive Services

Though women are not discriminated against inaccessing and securing medical care, the culturalconstraints prevent many from availing requireddiagnosis and treatment by male doctors andparamedics. Obstetrics and gynaecology areareas where women are unable to see maledoctors. Non-availability of female doctors,


20. Gwadar Master Plan, N.D. Page 7-1 21. PD&D Gwadar District Profile Chapter 7.2

Qualified private practitioners are rare in Gwadar District

Izd

yar

Set

na/I

UC

N P

akis

tan


26

nurses and support staff greatly increases heathrisks for women folk in the area. With only twofemale doctors in the district, the health servicescorps is unable to meet the heath needs of evenhalf of the district's population. This disparity inthe healthcare of men and women further widensgender disparities in the district.

The vacuum in the public health sector has beenfilled by private practitioners in urban areas andlarge villages. The arena is thrown open todoctors, homeopaths, medical technicians,traditional hakeems and quacks. In many cases,unqualified practitioners prescribe medicines such

as antibiotics and steroids and administerinjections to uninformed patients as quick fixeswithout proper examination and diagnosis.


Health is universally accepted as a key indicatorof development. Health indicators and investmentin related facilities reflect the value that a societyattaches to its human resources. Gwadar is at adisadvantage on this account as it is remote andmarginalized. Settlements are scattered andtransportation difficult. Harsh living conditions,


Short Term

1 Compile data and vital statistics on healthcare facilities Health Planning

2 Examine causes of non-functional health facilities Planning Health-Financeand develop action plans accordingly

3 Provide better primary healthcare by improving facilities Health Finance,District Administration

4 Examine possibility of giving incentives for postings Finance Healthin remote areas

5 Deploy mobile health teams in remote areas Health Finance, Planning

Medium Term

1 Improve primary healthcare by increasing allocations Health Financeto better performing health outlets

2 Provide opportunities for increased public-private Health Finance, Planning,partnerships Union Administration

3 Make sustainability of public services a major goal Planning Health, Financein master planning

4 Prioritize need-based health facilities in consultation Planning Health,with local communities Union Administration

5 Enforce rotational postings of health staff for Health Financehardship assignments

6 Activate deployment of mobile teams in remote areas Health Finance

7 Examine working of private sector and enforce Health Planning, Communityregulatory regime to curb malpractice, quackery and Development,sale of spurious or sub-standard drugs Union Administration

8 Emphasize capacity building of health technicians and Health Financeprovide incentives improved qualifications

9 Improve situation in District Headquarters hospitals by Provincial providing sanctioned strength of doctors, specialists, Governmentequipment and facilities

10 Examine and fulfill requirements of women medical Health Financeofficers and female staff in hospitals and BHUs

Long Term

1 Study possibility of mobile medical teams and Health Finance, Planningperiodical medical camps in remote areas

2 Involve rural communities in management of Health CommunityBHUs and civil dispensaries Development,


3 Implement performance-based budgeting for Finance Healthhealth facilities

4 Provide residential accommodation to doctors Provincial and staff of health facilities Government

5 Promote healthy living through advocacy campaigns Community Health, Public Health,Development TMA, Union

Administration

6 Provide women doctors, nurses and female support staff and ensure retention in remote areas Provincial Government


27

substandard drinking water, inadequate sanitationand non-availability of basic healthcare facilitiesand personnel affect public health. In order toimprove healthcare, the steps shown on page 26table may be adopted.

3.7 Municipal Services

According to DCR 1998, 54 percent of thepopulation of Gwadar is residing in urbanlocalities. The district has a municipal set up inevery tehsil that is mandated to provide municipalservices. BLGO 2001 describes municipalservices in these terms: ≈Municipal Servicesinclude, but are not limited to intra-city or intra orinter town or tehsil network of water supply,sanitation, conservancy, removal and disposal ofrefuse, garbage, sewer or storm water, solid orliquid waste, drainage, public toilets,expressways, bridges, flyovers, public roads,streets, foot paths, traffic signals, pavements andlighting thereof, public parks, gardens,arboriculture, landscaping, bill boards, hoardings,fire fighting, land use control, zoning, masterplanning, classification declassification orreclassification of commercial or residential areas,markets, housing, urban or rural infrastructure,environment and construction, maintenance ordevelopment thereof and enforcement of any lawor rule relating thereto.∆

The municipal administration under the newsystem is obliged to ≈provide, manage, operate,maintain and improve municipal infrastructure andservices.∆ Elaborating this function, the lawprescribes these functions to include:● Water supply and control and development of

water sources other than systems maintainedby the union and village councils

● Sewerage, sewage and sewage treatmentand disposal

● Storm water drainage● Sanitation and solid waste collection and

disposal of solid, liquid, industrial andhospital waste

● Roads and streets, other than roads fallingunder the jurisdiction of, and maintained by,the district government or government andstreets maintained by the unionadministration or village council

● Traffic planning, engineering andmanagement, including traffic signallingsystems, road signs, street markings, parkingplaces, transport stations, stops, stands andterminals

● Street lighting● Fire fighting● Parks, playgrounds, open spaces and

arboriculture● Slaughter houses

With this legal framework, the current situation ofmunicipal infrastructure and services has thefollowing salient features.

3.7.1 Water Supply

Under the new system, the municipaladministration is responsible for managing watersupply as a municipal service. But the capacityand resources at the disposal of municipalauthorities clearly makes it impossible to cope withthe situation. The critical water sector will requiremajor initiatives of the federal, provincial anddistrict government to provide clean, potable waterto the people in the district. Gwadar Town andGwadar City are already attracting attention at theinternational, national and provincial levels. Withproper planning and management this focus couldbe translated into a smooth and swift uplift of thecity, simultaneously catering to the correspondingneeds of other less developed parts of the district.

Water, specifically drinking water, has been thegreatest problem for Gwadar as groundwater issaline in most areas. Rain and flood water collectedin large ponds and wells based on seepage fromthese ponds continue to be the main sources ofdrinking water in the district. Potable water supplyincreased in Gwadar and Jiwani tehsils during thepast decade with the construction of the Saji andAnkra dams. Ankra Kaur Dam is now the onlysource of water for large areas in these two tehsils.Shadi Kaur and Basol rivers are sources of waterfor Pasni and Ormara tehsils.

The upcoming development initiatives andexpansion of trade, commerce and industry willinevitably increase the population of Gwadar andthe demand for water. For all practical purposes, thesector cannot be left to the municipal administrationin view of the huge financial outlay that is requiredand the complex issues of supply and demand.

3.7.2 Sewerage System

The district lacks a sewerage system except for afew drains in the main towns. These drains collectsewerage but have no disposal system andessentially function as pits. In most houses,sewage collection pits or wells are constructedfor disposal of household wastewater. Theseexisting methods of sewage disposal not onlypose a health hazard but also result inenvironmental degradation.

Gwadar, the headquarters town of the district, isdeveloping into an urban settlement with asteadily growing population. A proper system ofwaste and sewage disposal and treatment is abasic and essential requirement for safeguardingthe environment of Pakistan's third seaport. Any


delay in the construction of waste treatmentplants will prolong the present sewage disposal inthe sea, destroying marine life and causingserious damage to an ecosystem that is a primarysource of livelihood for a bulk of the population.

As is the case with water supply, the municipaladministration lacks the capacity, resources andskills to tackle the gigantic task of waste disposal.The location of the treatment plant, utilization oftreated water, short and long-term requirementsand lessons from national and internationalpractices are some of the basic questions thatneed to be decided fairly quickly to establish a safeand long-lasting system to meet future needs.

As Gwadar is the focus of much developmentactivity, it is likely that the city will have anappropriate sewerage system in due course. Themajor challenge for the municipal and publichealth managers is emerging in the three othersub-divisional headquarters. Pasni, Jiwani andOrmara with approximate populations of 30,000,15,000 and 12,000 respectively produceconsiderable waste that could pose a formidablechallenge to health and the natural environmentowing to the lack of capacity at the local level.

3.7.3 Storm water Drainage

Gwadar and other towns lack arrangements forthe swift and safe drainage of storm water. Owingto scant annual rainfall none of the TMAs or linedepartments has considered storm water drainageas a priority. Every rainfall causes flooding on thestreets of Gwadar Town. Solid wastes and water

ponds on streets create an obnoxious smellbesides posing a serious health hazard.

Natural drainage does not take place in GwadarTown owing to its location in a depression. Theconstruction of a road along the west bay anderosion control works on the east bay havecreated further obstructions. No EnvironmentImpact Assessment studies were conducted forthese projects which contribute to storm waterponds in the town. With construction gainingpace, the situation may become worse owing tothe shrinking of open spaces.

3.7.4 Sanitation and Solid WasteManagement

DCR 1998 reported that 53 percent of householdsin Gwadar had proper latrines. Since then, thepercentage is on the rise. Many agencies,including UNICEF, have worked to provideincentives for latrine construction. In the absenceof an integrated sewerage system, a majority ofhouseholds have constructed indoor soaking pits.Some houses also have septic tanks.

But generally, sanitation and hygiene are lackingin all the four sub-divisional headquarters. Solidwaste management is inefficient, sanitary staffare oblivious of their responsibilities and garbageheaps are piling up on streets with no solution insight.

In the existing system of local government, theTMA is responsible for sanitation and solid wastemanagement for the entire tehsil unlike earliermunicipalities that only looked after urban areas.


28Poor system of garbage collection: The city sewerage is disposed off directly to sea

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Sanitation services are provided to some sectionsin urban areas while remote and rural areas andsmall localities are not covered at all.Management capacities, manpower and financialresources of the local government are by nomeans commensurate to the task of solid wastemanagement. The local government must,therefore, objectively assess the magnitude of theproblem and the resources needed forimprovement as increasing industrial andcommercial activity will definitely add to thevolume of work.

3.7.5 Fire Fighting

None of the TMAs are equipped with fire-fightingfacilities as the situation up to now did notwarrant investment in this sector. But withurbanization gaining pace, the municipaladministration needs to focus on this componentof municipal services.


Organized municipal services are non-existent inGwadar despite the fact that more than half the

total population is apparently residing in urbansettlements. The law has made TMAs responsiblefor the provision, operations, maintenance andimprovement of municipal services. Theseservices range from water supply, traffic planningto the enforcement of municipal regulations. Thisis an enormously large range of responsibilities forthe local government, particularly the municipaladministration. Keeping in view the resources,skills and capacity of the municipal authorities inGwadar, it appears far-fetched to expect them toperform these functions effectively.

Solid waste disposal is a major problem inGwadar owing to the severely limited capacity ofthe municipal infrastructure. The rapiddevelopment and increasing population of Gwadaris bound to generate more waste in the future.

The following interventions would be required tosustain and improve basic municipal servicesincluding potable water supply, sewerage andwaste disposal:


Short Term

1 Maintain and repair existing storage dams and Irrigation Department Public Healthsupply lines to ensure sufficient supply of potable water Engineering

2 Develop local sources of potable water to minimize Tehsil Municipal PHED,expenditure on expensive supply lines from distant Administration TMAsstorage dams

3 Initiate advocacy campaigns for conservation and Tehsil Municipal Communitysustainable management of water resources Administration Development

Department

4 Compile directory of water supply schemes with Public Health Planning, details of connections, quantity supplied, shortfall Engineering Irrigationand water rate charges TMAs

Medium Term

1 Assess backlog in sewerage and waste disposal Tehsil Municipal Planning,Administration Union Administration

2 Establish partnerships with local communities to Tehsil Municipal Public Healthfind sound solutions to lack of sewerage facilities Administration Engineering deptt:,in major towns Community

DevelopmentUnion Administration

3 Arrange funds for sewerage system infrastructure Planning Finance,development, technical assistance and advocacy Community

Development

4 Enforce municipal regulations in major towns, Tehsil Municipal Public Healthemphasizing on sewerage and solid waste disposal Administration Engineering

5 Acquire fire-fighting equipment and support Tehsil Municipal Finance, Planningcapacity building of staff Administration

Long Term

1 Construct storm water drains and install treatment Tehsil Municipal Planning, Financeplants for waste water Administration Public Health

Engineering

2 Construct sewerage systems for Ormara, Tehsil Municipal Public HealthJiwani and Pasni Administration Engineering


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4.1 Agriculture

Agriculture is a marginal sector in Gwadar's economy owing to lack of waterfor irrigation and prevalence of barren soils. Gwadar has comparatively smallpatches of soils suitable for farming that are restricted to Nigore, Dasht,Kulanch, Kallag and Nalent. Crop productivity is dependent on flood irrigation.The district can make use of only 3,564 hectares for agricultural activity.Moong and millet are the major crops. Table 8 present agriculture statistics ofthe district:

Statistics for the agricultural (year 2001 - 2002) gives the number of tractors inthe district as 50 with no harvesters or threshers. Some small-scale irrigationis carried out through tube wells in Kallag, Kulanch and Nalent areas. Chicogrown in small orchards is consumed locally.

4 THE VISION - GREEN SECTORS

Table 8: Cropped Area in Hectares in Gwadar District in 2001 - 2002

Crops Irrigated Area Non-irrigated Area Total

Vegetables 52 0 52

Fodder 6 32 38

Millet 0 370 370

Moong 0 690 690

Fruits 2,803 0 2,803

Melons 5 0 5

Total 2,866 1,092 3,958

Source: Agriculture Statistics of Balochistan 2001- 2002


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According to the Census of Agriculture 2000, totalfarm area of the district was 30,517 hectares, withthe total number of landowners being 2,522. Landdistribution is skewed in the district as 16 percentof landholdings are smaller than two hectares andaccount for only 1 percent of farm area. Smallfarms in the range of 2 to 5 hectares comprise 37percent of all farms and account for 10 percent ofthe total area. Large farms of above 10 hectaresmake up 24 percent of the total farms andaccount for 76 percent of total farm area. InSuntsar Village, all the land was owned by twofamilies, as was the case in some other areas.The only exception was in the Samati area ofSuntsar Sub-tehsil where landownership waswidespread among a large number of households.

Land settlement in the district is still in progress. Avast area of land is still un-surveyed and unsettled.

Also, the settlement department has yet totransfer land records to the district revenue office.


Agriculture is a marginal sector in Gwadar'seconomy owing to lack of irrigation water and

poor soil conditions. Of the total geographicalarea of 1.5 million hectares and a reported area of248,851 hectares, 35,842 hectares is culturablewaste. Some 10 percent of this area is irrigatedand devoted mainly to fruit farming. Un-irrigatedcropped area in the district accounts for 3percent of the culturable waste.

Mechanized farming is severely limited in scope inthe district. Agricultural produce is consumedlocally as transport is difficult and costly owing toits remote location. Agriculture extension servicesare virtually non-existent. As such, this sectorwould require an extraordinary effort to enhancecropped area, improve yields and introduce cropvarieties suitable to the environment. Thefollowing steps could help the farming sectormove forward:

4.2 Livestock and Pastures

Farming and livestock rearing often go hand inhand and depend on each other. Gwadar'slivestock data is not reliable as different sourcesreport varying statistics. Livestock population of thedistrict as reported in the Balochistan AgricultureCensus 2000 presents in the Table-10.

Table 9: Distribution of Landholdings in District Gwadar

Area in Hectares Number of Farms Percentage Farm Area Percentage

Up to 2 411 16% 447 1%

2 - 5 942 37% 3,064 10%

5 - 10 554 22% 3,913 13%

Above 10 615 24% 23,093 76%

Total 2,522 100 30,517 100

Source: Agriculture Census of Balochistan 2000


Short Term

1 Validate statistics of available and cropped Agriculture Bureau of statisticsarea through focused survey Department planning

2 Initiate union council-level consultations for Agriculture Communityimproving efficiency and addressing problems Department Developmentof agriculture sector Union Administration

Medium Term

1 Determine efficacy of extension services and Agriculture capacity building initiatives to upgrade knowledge Departmentand farming practices

2 Organize farming communities in cooperatives to access Community Irrigation,funding for agriculture development, addressing water Development Agriculture Unionshortages and adapting water harvesting techniques Administration

Long Term

1 Increase cropped area and promote cultivation Agriculture of fruit and vegetables Department

2 Examine possibility of introducing appropriate land reforms Board of Revenue

3 Prepare district-specific agricultural policy Provincial Government


32

Livestock rearing is predominant in the hinterlandagricultural areas. But the people living in thecoastal belt, preoccupied as they are with fishing,have little or nothing to do with this sector. Themajority of households in the hinterland keepgoats being easily manageable as they forage for

their own fodder through grazing. Cattle, on theother hand, are rare owing to the shortage offodder. The donkey is the most common packanimal in rural as well as urban areas. A smallnumber of families keep camels for transportationof goods. With total rangeland being 14,510hectares, the area under fodder crops wasreported to be only 38 hectares.


While the population in the coastal belt isengaged in fishing and fisheries, the people in thehinterland earn their livelihood through livestock

rearing. The number of livestock was apparentlyfar greater than what could be sustained by15,545 hectares of reported rangeland.Consequently, between 1986 and 1996 thenumber of livestock declined from 166,631 to33,963.22 Among the factors responsible for thisdecline is reduced rainfall which has possiblycurtailed the carrying capacity of the rangelands.

The health of the animals has also suffered onaccount of lack of proper veterinary care. In fact,veterinary services hardly exist in the district.

To redress this situation, the federal, provincialand district governments could take the followingsteps to promote the livestock sector on whichthe economically deprived people in thehinterland depend for their subsistence:

4.3 Biodiversity: Species,Protected Areas and Wetlands

≈Conservation of biodiversity is crucial to thesustainability of sectors as diverse as energy,agriculture, forestry, fisheries, wildlife, industry,health, tourism, commerce, irrigation andpower,∆23 reads the Biodiversity Action Plan forPakistan. The Gwadar coast is a rich, productiveand unspoiled area with many species of fish andwildlife, including turtles and migratory birds.About 800 species of marine fish have beenrecorded in Pakistan's coastal waters though


Short Term

1 Strengthen veterinary services and coverage Provincial National Agricultureto hinterland Government Research Centre

Livestock (NARC)Department

2 Survey rangelands to determine accurate total Provincial National Agriculturearea and condition Government Research Centre

Forest Department (NARC)

3 Address animal husbandry issues, including feed, Provincial Federal Governmentfodder and water shortages and animal health Government Ministry of Agriculture

Livestock Livestock DivisionDepartment

4 Quantify contribution of women in livestock sector Women Agriculture, Livestock,and facilitate entitlements for support through Development Planninggrants and credit Department

Medium Term

1 Invite private sector investment in breed improvement Department of Communityand livestock extension services Livestock Development

2 Improve and expand veterinary services and develop Livestock District Administrationindicators to monitor performance Department

Long Term

1 Maintain efforts to improve animal breeds and health Department of Livestock

2 Provide credit to rural women engaged in Department oflivestock rearing Livestock

22. A Situation Analysis Study (SAS) District Gwadar Balochistan (IUCN, Pakistan, 2005 unpublished) p. 52.23. Biodiversity Action Plan for Pakistan.

Table 10: Livestock Population of Gwadar District

Livestock Population

Cattle 2,029

Small Ruminants 66,210

Pack Animals 3,352

Total 71,591

Source: Balochistan Agriculture Census 2000


33

there is no data on their population anddistributional range. Some species of shrimp andprawn are under enormous pressure because ofescalating demand.

Balochistan has some of the world's finestwetlands. Gwadar hosts three of them that havealso been designated as Wetlands of InternationalImportance under the Ramsar Convention.24 Thesites comprise the Jiwani coast mangrove forestextending along Gwatar Bay on the Arabian Sea,the uninhabited island of Astola and the OrmaraTurtle Beaches that are the habitat of theendangered Olive Ridley and Green turtles.

As common natural heritage, these hotspots meritconservation by locals as well as the federal andprovincial governments. They deserve thefinancial and technical support of globalorganizations focussing on wetlands, environmentand endangered species.

Systematic information on wildlife habitats andbiodiversity in Gwadar district is limited.25 Thedistrict forest department has little or noinformation on the status of wildlife or hunting inthe district. In the past, the highlands of Gwadarwere abundant with Sindh ibex and mountainsheep. Today, the Ibex has become rare and themountain sheep is extinct.

It is not known whether loss of habitat, hunting ora combination of the two led the current status of

the ungulates. But it is important for the local andprovincial government to investigate the causeand formulate plans for the rehabilitation andconservation of native wildlife species.

Marine biodiversity in Gwadar is threatened bybottom trawling in shallow waters that causesloss of species and habitat. Disposal ofsewerage from the ever- expanding Gwadar Citydirectly into the sea is also causing seriouspollution problems resulting in marine biodiversityloss.

Located along the Gwatar Bay around the deltaof the Dasht River is a significant area ofmangrove forests extending westward to theIranian border and contiguous with Iran's GwatarBay and the Hure Bahu Ramsar site. The totalarea of the mangroves stands is 4,600 hectares.As for the beaches, they provide nesting groundsfor the endangered Olive Ridley and Greenturtles. The area has been designated as aRamsar site.

This sandy Ormara Turtle Beach spanning 2,400hectares extends about 10 kilometres along theshores of the Arabian Sea. The site supports aconsiderable number of marine turtles. Thevegetation on the site comprises salt-tolerantand arid area plants that grow in harsh,freshwater-scarce conditions. Migratory waterbirds visit the site but not in significantnumbers.

24. BCS p. 7725. A Situation Analysis Study (SAS) of District Gwadar, IUCN, 2005 (unpublished) p. 54.

Livestock finding a place to rest among garbage along coastline near Gwadar Town

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4.3.1 Mangrove Forests

There are three areas of mangrove forests alongthe coastline: Miani Hor, Kalmat Hor and GwatarBay, of which the last two are in GwadarDistrict. The mangrove forest at Kalmat Horextends over 2,160 hectares. At Gwatar Bay, theforest covers 2,080 hectares. The mangroveforests in the district are not exploited forfodder or fuel wood by local communities asthey are protected. Mangroves serve asnurseries for fish, shrimps, crabs and othermarine life. Shrimps also use them as theirbreeding grounds. A large proportion of coastalfish and shrimps pass at least a portion of theirlives in the mangroves. They depend on thefood chain for their sustenance and areprotected by these shrubs during the fragileearly period of their lives. The water surroundingthem is rich in fish, shellfish and other seaorganisms. In sum, the mangroves are asanctuary for valuable marine resources.

The most visible threat to mangroves at GwatarBay is from the construction of the Mirani Damthat will affect the supply of freshwater to theDasht River estuary. Mangroves survive andregenerate with the supply of fresh water into thesea. Curtailing fresh water supply at Gwatar Baymay affect the ecosystem that provides breedinggrounds for many varieties of invertebrate faunaand large number of larval and juvenile fish andshrimps.


Gwadar and its coast is a rich, productive andlargely unspoiled area with many species of fishand wildlife, including turtles and migratory birds.The development initiatives that are underwayhave already caused damage to the marine eco-system by the direct discharge of effluents intothe sea and interference with the flow of seasonalrivers and streams that sustain mangrove stands.The restoration and maintenance of balanceshould feature as a priority in all developmentplanning and infrastructure expansion.

The agricultural statistics of Balochistan for -2005-06 indicate that Gwadar has 16,527 hectares ofland under forests, which is merely 1.3 percent ofthe geographical area. But this figure is notsupported by the document titled TheDevelopment Statistics of Balochistan (-2002-03)according to which the area under scrub forest is13,945. In any event, forestry is accorded a verylow priority by the provincial and districtgovernments. Coordination between the forestdepartment in Gwadar and organizations active inthe field of environmental protection is reported tobe minimal.26 With the devolution of functions tothe district government, it may be possible toaccord necessary priority to this important sector.

One of the biggest problems is that the shortageof fuel in the district obliges over 85 percent of

26 A Situation and Analysis Study (SAS) District Gwadar Balochistan (IUCN, Pakistan 2005, unpublished) pp. 51-52.

Mangrove forest near Jiwani Town in the extreme west of Gwadar District

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the population of the district to rely on fuel woodfor cooking. Felling of trees and bushes isinevitable under the circumstances which israpidly degrading the quality of the land. Unlessthe population is provided with an alternatesource of fuel, such as natural gas, it is unrealisticto expect an end to indiscriminate logging.

The Balochistan coastline reportedly has 3percent of Pakistan's mangrove forests that are avital link in the life cycle of many marine speciesof fish that find shelter in them in the early stagesof their growth. The mangroves are underpressure on two fronts: on the one hand, the

people living around them are constantlyencroaching on the forest area by felling trees forfuel and letting their animals graze in the forest.

An even more serious threat comes from thedamming of certain rivers, the water of which is alifeline for the mangroves. It is apprehended thatonce the dams are in place, sufficient freshwaterwill not be released. This could have acatastrophic effect on certain species of fish andother wildlife, which in turn could cause heavyeconomic losses to fishing communities in thedistrict. Several steps can be taken to avoid thissituation:


Short Term

1 Review processes adopted to address threats to Environment Fisheries, Wildlife,biodiversity and formulate appropriate short- and long-term Department Balochistan, Coastalstrategies to roll back environmental degradation Areas Development

Authority

2 Conduct comprehensive survey of wetlands, forests, Environment Fisheries, Wildlife,including mangroves and protected areas to assess Department Balochistan, Coastalscale of required damage control input Areas Development

Authority

3 Review statutory and regulatory frameworks for Law Department Environment,incorporating environmental imperatives, including Fisheries,over-fishing and consequent marine wildlife stocks Wildlife

4 Highlight importance of EIAs for development Environment Law Departmentschemes and enforce legal requirements Department

5 Survey wetlands, protected areas and mangrove Environment Fisheries, Forest,forests to assess level of course corrections Department Wildlife

6 Pursue possibility of donor support to conserve Environment Planning, Financebiodiversity through concrete proposals Department

7 Allocate sufficient financial and human resources Provincial Community for conserving forests and wildlife Government development

Planning and Finance

Medium Term

1 Compile directory of wildlife species and prepare Environment t Fisheries,district biodiversity master plan Department Forests, Wild life

2 Define role and responsibilities of local government Law Department Environment, in biodiversity conservation Fisheries,

Wildlife, Forests

3 Create awareness about importance of biodiversity Environment Communityto human well-being Department development

4 Commission studies to quantify real economic Environment Communityreturns such as current employment, income Department developmentgeneration and eco-tourism potential accruing from sustainable management of fisheries

5 Provide population with alternate source of fuel for Federal Governmentcooking, such as natural gas, to relieve pressure on forests

Long Term

1 Partner with civil society and NGOs for Environment Communityenvironmental conservation Department Development

Local Governments

2 Extend protected areas and demarcate new Wildlife Department Board of Revenue,areas as wildlife habitats Forests, Environment


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5.1 Fisheries and related Infrastructure

Fishing remains the predominant means of livelihood in Gwadar. In fact, some70 percent of the district's total labour force is employed in the fisheriessector. In terms of statistics, there were 30,660 fishermen in the district in2002. More than 8,000 fishermen were based in Pasni. Fulltime professionalsmade up 66 percent of the total, 23 percent were part-timers and theremaining 11 percent were occasional workers in the sector. In 2002, the totalcatch on the Gwadar coast was 105,609 tonnes, valued at an estimated 3,408million rupees.

5 THE VISION - MAKING THE BEST OFOPPORTUNITIES

Full Time Fishermen

Occasional FishermenPart Time Fishermen

6000

5000

4000

3000

2000

1000

0

Source: Fisheries Department Gwadar

Main Fish HarboursGwadar Pasni Ormara Jiwani Sur Pishkan

Num

ber

Figure 6: Number of Full-time, Part-time and Occasional Fishermen on Gwadar Coast


37

An unspecified amount of the catch is usuallysold by larger fishing crafts to fish trawlers in theopen sea. The volume of the catch varies widelyin different months of the year. In 2002, the catchwas above 10,000 tonnes per month fromOctober to February, with the highest numbers inDecember and January when it was above 20,000tonnes. In other months, the fish catch stood over5,000 tonnes, except in May when it was 4,906tonnes.

The fishing fleet registered on the Gwadar coastcomprises 4,494 boats of various sizes. Thelargest number or 54 percent of the boats arebetween 1 to 5 tonnes, followed by 21 percent inthe 6 to15 tonnes category. Only 6 percent of thefishing vessels exceed 25 tonnes. All fishing craftsare fitted with engines. About 25 percent areclassified as mechanized and fitted with inboardengines while 75 percent are classified asmotorized and have outboard engines. Nomechanized fishing craft is less than one tonneand no motorized fishing craft in the above 25tonnes category. Very small fishing crafts of up to

one tonne made up 9 percent of the total and amajority of these were based in the Pasni area.About half the fishing crafts are registered at Pasniand Gwadar. Figure 8 indicates the distribution offishing crafts by size.

Smaller fishing boats known locally as yakdar orhorri comprise about 64 percent of the totalfishing craft. These boats operate in shallowwaters closer to the coast; their fishing

expeditions lasting fromone to several days.Children, often familymembers of the oldercrew, learn their craftfrom an early age.

The large fishingvessels known aslaunches or trawlers areat sea for longerperiods. They operatein the deep sea, usuallyout of sight of land. Thecrew of the vesselcomprises a captain ornakhuda, fishermen orclassy and one cook.The number of the crew

depends on the size of the vessel. The largefishing boats engaged in fishing in the ExtendedEconomic Zone and Continental Shelf usuallyemploy more than two dozen fishermen.27

Professionally, fishing has well establishedbusiness and trade norms. Operating costsincluding fuel, food, ice and other supplies areprovided by the owner or managing agent of thecraft and accounted for separately. Once theexpedition concludes, the profits are distributedamong the owner, manager and the crew inpredetermined proportions. The share of the


Quantity in Hundred Tonnes

Value in Million Rupees

1000

900

800

700

600

500

400

300

200

100

0



Uni

ts

Figure 7: Total Fish Catch and its Value on Gwadar Coast in 2002

Up to 1 Tonnes

6 - 15 Tonnes1 - 5 Tonnes

Above 25 Tonnes16 - 25 Tonnes

700

600

500

400

300

200

100

0



Num

ber

Figure 8: Fishing Fleet Operating on Fish Harbours of Gwadar in 2002

27. For an interesting presentation on the Fisheries sector, see the Gwadar District Website http://www.gwadar.sdnpk.org/fisheries.htm. Although the statistics shown hereare out of date, the web page contains useful background information.

owner ranges between 33 and 50 percent whilethe expedition manager receives a dividend onhis contribution through logistics and nets. Theremainder, after adjustment for cost of fuel andice, is distributed among crew members with thelargest share accruing to the captain. A fishermanon a large fishing boat earns around 10,000rupees a month.

Fishing is no doubt a productive and profitableactivity. But like any other technical occupation, ithas its own dynamics. As different fish speciesfetch different prices, fishermen try and net themore expensive varieties for better returns.

Besides the owner of the fishing craft, the crewand the fisherman, there are other players in thefisheries sector. Large vessel and high sea fishingexpeditions are managed by mole agents who areresponsible for periodic cleaning, repair andmaintenance of crafts to ensure seaworthiness. Infact, mole agents manage the craft andexpedition in terms of loading, unloading,maintenance, provision of crew and clearancewith security agencies. But their most importantwork is to auction and dispose the catch,including some transactions between localfishermen and Iranian trawlers in the open sea.

For its part, the MSA performs the critical role ofenforcing the regulatory regime in and around thecoast, sea borders and the EEZ. Departure andarrival of fishermen from/at the harbour is beinggradually regularized.

Earlier, communication equipment was notpermitted on fishing crafts. Those going onexpeditions tended were effectively cut off for theentire duration. Today, communication is ofutmost importance for vessels on fishingexpeditions in the open sea. Presently, theresponse and rescue component of thecommunication mechanism is missing. Added tothe problem is the limitation of thecommunication equipment. Practically,communication equipment is of little or no use tofishing vessels operating in the EEZ or theContinental Shelf.

5.1.1 Processing and Marketing

An annual fish catch of 105,609 tonnesrepresents a sufficient quantity of the basiccommodity to support the processing andmarketing components of the fisheries sector. Thenumber of freezing plants and curing facilities areincreasing rapidly just as marketing is graduallypicking pace.

That said, local processing and marketingfacilities are outdated and cannot compete in theupper-scale world markets. Almost 5,000 fishingcrafts are being used for fishing in Gwadar. Thesheer number generates an opportunity fordeveloping a vibrant market to sustain the sector.Likewise, the needs of more than 30,600fishermen cannot be left unattended. Theavailability of so many hard-working fishermenand their boats provide a window for creating


38A fisherman displaying an assortment of fish species in Gwadar Fish Harbor

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effective mechanisms for investment, employmentand facilitation.

Though the fishing grounds around Gwadar areextremely rich, stocks are ultimately finite. In otherparts of the world, over-fishing of many popularand abundant species, including cod, tuna andsalmon, have led to a crash in stocks, withdevastating consequences for the livelihood offishermen. The fishermen of Gwadar needprotection from the economic and ecologicalconsequences of pollution, over-fishing, wastefulpractices and use of illegal nets by foreign-ownedtrawlers.

5.1.2 Aquaculture

Like other commodities, fish is also categorizedand priced according to quality and demand.Some fish are in great demand and therefore tendto be expensive. Increase in demand andprospects of better returns puts pressure on thesupply side. Ultimately, the supply of popular fishspecies gets progressively depleted. Thisphenomenon creates greater demand which putseven more pressure on the commodity, pushing itto the danger zone of extinction. Theunsustainable over-exploitation of shrimp is acase in point. The depletion of natural shrimpstocks has provided an opening for shrimpfarming which could yield good returns.

5.1.3 Coastal Biodiversity

A long coastline on the Arabian Sea, one of themost productive seas in the world, is a boon forGwadar. The Arabian Sea's average primaryproductivity is ten times that of other worldoceans and four times that of the Indian Ocean.The zones of high productivity in the Arabian Seavary temporally and spatially. Primary productivityrates are high along the Astola Island and theContinental Shelf offshore Pasni.

The sea is divided into three zones for economicand administrative purposes. Falling under theprovincial government's control, the TerritorialZone extends up to 12 nautical miles. Fishingboats not registered in the province are notallowed to fish in territorial waters. TheContinental Shelf is between 12 and 35 nauticalmiles. Fishing boats registered in otherprovinces are allowed to fish here. The sea zoneafter 12 nautical miles is also known as theMaritime Zone. The EEZ extends from 35nautical miles to 200 nautical miles wherelicensed foreign trawlers are allowed deep-seafishing.

The Provincial fisheries department monitors theTerritorial Zone while monitoring responsibilitybeyond that is entrusted to the MSA. Anecdotalevidence suggests that foreign trawlers routinelyviolate the Maritime Zone to the detriment ofGwadar's fishermen. To prevent illegal operationsby foreign trawlers, it is necessary to strengthenthe interdiction capacity of MSA andBalochistan's fisheries department.


More than 30,000 fishermen along with theirfamilies are associated with fishing in GwadarDistrict. In fact, an estimated 70 percent of thepopulation in the district is associated with thesea for its livelihood. Fishing is expected toremain central to the economy in the yearsahead.

The rich fishing grounds of the district andadjacent EEZ combined with the humanresources presently involved in the fisheriessector could be a solid basis for a highlyprofitable and sustainable activity. But the fishingcommunity needs the long-term support andcommitment of the government to ensure thatGwadar's waters are protected from pollution andover-fishing, especially by foreign trawlersoperating in the Maritime Zone and the EEZ.

The sector also needs to update practices byadopting modern refrigeration techniques andsanitary handling of the catch to comply withEuropean Union standards. The goal is to ensurethat the fisheries sector of Gwadar remains amainstay of the economy of the district and theprovince. For this, the steps are recommended inthe Table on page-40.

5.2 Tourism

Gwadar is gifted with an attractive 500-kilometrecoastline. The district's beaches have thepotential of attracting people from all over theworld, especially after the commissioning of thedeep seaport. The people of Gwadar aretraditionally friendly and hospitable to outsiders.Unfortunately, lack of adequate infrastructure andsecurity concerns have made Pakistan one of theleast frequented and most under-appreciatedtourist destinations.28 Recognizing the potential oftourism as a means of boosting the economy in arelatively short time, GoP has declared 2007 as'Visit Pakistan Year' and set in motion a numberof useful changes, including a liberal visa policyfor visitors from ≈tourist friendly countries∆ and a

28. Not surprisingly, in 2004 only 648,000 foreigners visited Pakistan, generating revenues of $186 million, as compared to India's 3.5 million visitors who generated receiptsof $6.1 billion. In 2006, the number of visitors to Pakistan increased to 798,000 but earnings remained constant, perhaps because a large proportion of the visitors wereoverseas Pakistanis, not genuine tourists.


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generous depreciation allowance of 50 per centfor new investment in tourism.

Such incentives to encourage tourism makeeminent sense as countries similar to Pakistan interms of the cultural and religious backdrop areable to attract far more tourists. For instance,Egypt hosted 8.6 million tourists in 2005 whospent 6.5 billion dollars. In 2006, 17 milliontourists visited Turkey, generating 16.5 billiondollars for the local economy.

Promoting tourism in Gwadar requires a multi-pronged approach. As a first step, GoP must

encourage Pakistanis to become tourists intheir own land instead of being the most lavishspenders in Britain. The government hasalready provided better access to Gwadar viathe MCH. The private sector must also play itsrole by providing clean, affordable hotels andmotels without degrading the naturalenvironment.

Moreover, it is advisable to avoid shortcuts thatcan lead to severe environmental degradation.Karachi in the 1950s and 1960s was an attractivetourist destination for Arabs. The city alsofeatured on the routes of many European airlines.


Short Term

1 Assess short- and long-term impact of dislocation Provincial caused by development of deep seaport sea port on Governmentfisheries sector to pre-empt loss of fishing stocks and livelihoods and explore safer alternatives

2 Modernize facilities at fish harbours to ensure catch Gwadar Provincial Governmentmeets European Union hygiene standards Development Federal Government

Authority Ministry of Commerce

3 Examine issues of support occupations of the Provincial fisheries sector Government

4 Review marine resources from economic and Federal conservation point of view Government

5 Determine status of former buffer zone in the Federal maritime zone (Continental Shelf Zone) and pursue Governmentpossibility of reintroducing ban on foreign trawlers

for fish stock regeneration

Medium Term

1 Prepare data bank of fishing community and capitalize Provincial on their expertise, skills and knowledge Government

2 Provide incentives to trades and occupations Provincial supporting fishing industry Government

3 Regulate registration of fishing boats Provincial Government through Fisheries Deptt:

4 Examine spectrum of welfare activities for fisherfolk Provincial Government

5 Study ways of minimizing role of middle men in Provincial marketing of fish to ensure optimum returns Governmentfor fisherfolk

6 Provide facilitation and support services to Maritime fishermen during expeditions Security Agency

7 Enforce maritime laws governing Territorial and Federal Exclusive Economic Zones and Continental Shelf Government,and reinforce capability of MSA and provincial Provincial fisheries department Government

and Maritime Security Agency

Long Term

1 Facilitate boat building on scientific lines Federal Government

2 Modernize processing and marketing of fish catch Provincial Government through Fisheries Deptt:

3 Improve freezing plants and curing yards Provincial Government

4 Encourage investment in fish farming and Provincial support local initiatives Government

5 Initiate welfare projects for fishing communities Provincial Government

6 Develop and enhance capacity of fishing community Provincial for deep sea expeditions Government


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But that is no longer the case due to the law andorder situation in the city.

GoP needs to adapt best practices of countrieswhich have an internal security problem. Provisionof adequate security in the form of escorts as isthe practice in Egypt could mitigate the problemof security in places frequented by foreigners.29

Our people are justly proud of the mountains ofPakistan. In the West, though, people prefer toescape the frosty winters and head south to enjoytropical weather. The Red Sea resorts of Egypt,for example, receive many European tourists whospend millions of dollars indulging in watersports.30

From November to February, the climate alongthe coast is quite mild. Pakistan's Arabian Seacoast is also known for its varied and prolificmarine life and potential for marine sports.Angling, scuba-diving and ancillary activitiescould be a lucrative source of employment forlocal fishermen. The government should select afew beaches around Gwadar that have clearwater.

Tourists should be provided facilities to observetropical fish, large marine turtles and other marinewildlife. Similarly, close proximity to coral reefsand other structures affording protection to fishare also in order. For example, the feasibility ofdesignating Astola Island as a national aquaticsanctuary protected from unregulated fishing maybe explored.

To ensure security, some tourist sites may beprovided additional security. At the same time, theinterests of the people of Gwadar must beprotected by giving them preferential treatmentfor employment in the tourism sector.

The Balochistan government and the privatesector have to act in concert to remove obstaclesto lucrative tourism opportunities in Gwadar. Thefollowing practical measures are recommended inorder to establish a viable tourism industry inGwadar.

The Government of Balochistan needs to developclose relations with tour operators, as almost 80percent of world tourism is through packagetours. Tour operators have to be persuaded tovisit Balochistan and select sites for development.● Investment in tourism projects should be

based on 80 percent equity, with the

remaining 20 percent furnished throughloans. This will ensure financial stability incase tourists do not turn up in any particularyear.

● The rate of return on tourism investmentshould be at least six percent over theprevalent compound interest rate. In case thecompound interest rate in Pakistan is 18percent, the minimum profit should be 24percent.

● Local investors should team up with foreigninvestors on a 50-50 basis to not only spreadthe risk but also learn from their experiences.

● GoP could enable the tourism industry byoffering incentives such as tax breaks.

● The concerned federal and provincialauthorities ought to set ambitious targets ofdomestic and foreign tourists for 2012 andplan accordingly. In order to cater to theneeds of tourists, major investments in roads,hotels, airports, railways, airline facilities andother related sectors are necessary.

● The traditional hospitality of our people needsto be reinforced through education. Peoplehave to be convinced of the need to welcometourists. The biggest stake that they can haveis the employment-profit motive.

● Adequate budgetary allocations forimprovement in infrastructure must be made.If the government is able to make appropriatearrangements, income from eco-friendlytourism could reach respectable figures by2012.


Coasts and ports create a chain of economicactivity and attract investment in commercial andindustrial concerns. These facilities in turn triggerestablishment of residential and industrialsettlements. Knowledge, skills, technical know-how, innovation and research processes push andfollow development.

Gwadar is gifted with a 500-kilometre coastline,with beaches that have the potential of attractingpeople from across the world. The people ofGwadar are traditionally friendly and hospitable tooutsiders. But lack of adequate infrastructure andsecurity has made places such as Gwadar one ofthe least frequented tourist destinations. The goal,therefore, is to turn the tide by capitalizing on thedistrict's natural assets and attracting local andforeign tourists by offering rewarding recreational

29. An extreme example of successful segregation is the reservation of island resorts in the Maldives exclusively for tourists. Consequently, the tiny Saarc country with aminiscule population of 300,000 largely traditional Sunni Muslims is able to host as many outside visitors as Pakistan and collect four times the revenue, althoughPakistan is five hundred times more populous.

30. Investment by the Gulf States has played an important role. For example, the ruling family of Abu Dhabi helped finance the super deluxe Sofitel Hotel at Sharm el Sheikhin the Sinai Peninsula. Many other three, four and five-star hotels cater to hundreds of thousands of Egyptians and Europeans. A fleet of around 50 modern boats wasavailable to take tourists for snorkelling, fishing and sightseeing in 2003.


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facilities. This is possible through meaningfulinterventions, which would include:

5.3 Diversification of Jobs

The MCH has boosted road transport while thedeep seaport is likely to revolutionize Gwadar'seconomy and beyond. With a dozen berths inplace, the port is expected to handle a largevolume of cargo for and from the land-lockedCentral Asian Republics and Xinjiang province ofPeoples Republic of China. The deep seaport hasimpacted other sectors as well. Gwadar is now aSpecial Economic Zone and enjoys exemptionfrom taxes and duties.

5.3.1 Deep Sea Port

Fishing was the sole major economic activity inGwadar until the construction of the MCH and

deep sea port. With these two projects, Gwadarhas experienced the emergence of new jobs in

the public and private sectors. The mostimmediate impact was the development of hotelsemploying a large number of people from distantplaces. The construction boom has generated amanifold increase in the demand for masons andconstruction labour as well as the supply ofconstruction material. The number of auxiliaryworkers has also increased in the district.Furniture making has yet to emerge but salesappear to be booming.

The availability of power from Iran has changedlifestyles in Gwadar and boosted business inelectrical goods. This has created a new cadre ofelectricians. Similarly, a large number of peopleare engaged in the real estate business whichwas unknown in the district prior to recentdevelopments. Newspapers and publications


Short Term

1 Examine potential through focused studies and Balochistan Coastal Federal Tourismassess range of institutional arrangements needed Areas Development Ministryto boost ecotourism Authority

2 Set ambitious targets for local and then foreign Balochistan Coastal Federal Tourismtourists to visit Gwadar by 2012 Areas Development Ministry

Authority

3 Encourage private sector to invest in establishing Balochistan Coastal Federal Tourismattractive, eco-friendly three- and four-star hotels to Areas Development Ministryattract Pakistanis, especially those interested in Authority marine sports

4 Examine possibility of loans to a select members Balochistan Coastal Federal Tourismof fishing community for purchase of boats suitable Areas Development Ministryfor salt water sports fishing and scuba-diving to Authority enhance income levels Provincial Government

Fisheries Department

5 Develop close relations with tour operators in Pakistan and Provincial Federal Tourism overseas, persuading them to visit Gwadar and select sites Government Ministryfor eco-friendly development and tourism packages

6 Consult relevant stakeholders to establish marine life Balochistan Coastal Federal Environmentsanctuaries that could be used as eco-tourism sites Areas Development Ministry

Authority

7 Invite responsible investors associated with Balochistan Coastal Federal Environmenteco-friendly hotel chains to set up flagship projects Areas Development Ministryto target overseas tourists Authority

Medium Term

1 Formulate long-term plan for development of beach Balochistan Coastal Home Department:facilities with concurrent efforts to maintain law and Areas Development order for tourist secure Authority:

2 Invest in human capital to create essential skills and Provincial Federal Tourismcapacity by establishing a hotel training institute in Government MinistryGwadar to build capacity of locals in hospitality sector Private Sector

Long Term

1 Promote 'soft' image of Gwadar as an attractive, Balochistan Coastalhospitable tourist destination for eco-friendly Areas DevelopmentPakistani and foreign visitors Authority

have been started being published from Gwadar.Soon there will be printing presses and otherservices. The completion of the seaport andcommencement of industrial and commercialdevelopment will create demand for more diverseof jobs in Gwadar in the near future.

5.3.2 The Mekran Coastal Highway

The MCH has opened up Gwadar to the rest ofPakistan and is also slated to provide roadaccess to Iran. With the reduction of travel time,transportation of fish to Karachi is now fairly swift.Loss of weight and quality has been minimized.Through the Khuzdar-Rattodero Road, the areawill have a hook to the National Highway. Theseimprovements have led to new venues foremployment and business. Improved road linkswill also have a positive impact on the volume oftrade in the area, particularly with theregularization and documentation of trade withIran which presently remains informal andundocumented.

5.3.3 Salt Making

Salt is prepared by drying saline water in salt pansmeasuring 10'x15' on the coast of Pasni andGwadar. Shallow troughs are dug near the coastinto and filled with water that is changed severaltimes until harvest time. Salt is collected in theshape of small crystals. The production cycle isshorter in summer (approximately 15 days) andlonger in winters (between 30 and 40 days). Saltmaking is a family business. About 40 families in

Pasni and 15 in Gwadar are engaged in thisprofession. The average monthly production ofone household is about four to five tonnes perharvest. Salt makers are satisfied with theirprofession and level of income. A new generationof salt makers after studying up to theintermediate level have also joined the familybusiness.

5.4 Planning and ManagingDevelopment Initiatives

Gwadar is opening to investment, business,industry and international trade. The deep seaportwill generate an expansion of urban settlements.This growth could gradually engulf present-dayGwadar Sub-division. Therefore, a master planhas been developed to regulate spatial expansionfor integrated and coordinated development. Atpresent, it is comparatively easy to enforce zoningin Gwadar and areas in its immediate proximity aszoning specifications are not going to lead todislocations followed by the tedious process ofresettlement.

Moreover, the developing Gwadar port city willhave implications for the rest of the district asmany critical sectors are apparently beingsidelined. Development interventions by thefederal and provincial governments need toinclude comprehensive strategies and plans forthe overall development of the district, withparticular focus on social sectors and humancapital.


43Newly developed Gwadar Deep Seaport is adding to the skyline

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The deep sea port and MCH are two mega-projects in Gwadar that have provided impetus toinvestment in the area. Mirani Dam in Kech Districttoo has had a positive impact on Gwadar'seconomy. These mega-projects are being fundedby the federal government.

The establishment of an Economic Zone inGwadar is expected to provide the port with therequisite leverage to compete with seaports inneighbouring countries. Until recently, Gwadarwas a remote fishing town with no industrial,economic or agricultural base. Recentexemptions from taxes and incentives forinvestment are now boosting industrial growth tomeet the region's emerging requirements. TheGwadar Master Plan is another activity generatedas a sequel to the inception of the deep seaport.The plan provides for urban planning, zoning andland use in the next 50 years.

Today, Gwadar district has three operationalairports with potential for expansion in the future.The plan for a new airport proposed at Gwadarincludes a four-star hotel, a duty free shoppingplaza and a cargo village, a terminal building,parking bays and extended runways.

Seasonal rivers and their tributaries are the majorsources of drinking water through specificstorage arrangements. The 1.25 million-gallonsdaily supply from Ankra Dam meets the

requirements of different localities, includingGwadar Town, which receives 0.7 million gallons.This supply is augmented by a large number ofwater tankers engaged by industrial concernsand ice factories that need at least 50,000gallons a day. Pasni District, on the other hand,had been meeting its needs from Shadi KaurDam31. But the arrangement was disrupted in2005. The residents of Ormara receive theirdrinking water from open surface wells. Flashfloods, 18 tube-wells and 30 other wells in thedistrict irrigate a total of 2,600 hectares.

An adequate supply of water for industrial anddomestic use is essential for development activities.But water remains a scarce commodity in Gwadar.The water sector has been the focus of attentionand concern for a long time and a number of damshave been built to meet the basic needs of people.Ankra Kaur Dam, completed in 1995, has a grossstorage capacity of 17,000 acre feet and providespotable water to Gwadar and Jiwani.

Plans for the construction of Mirani Dam on thenon-perennial Dasht River are underway to tap rainwater flowing from a catchment area of 20,627square kilometres. With a gross storage capacity of302,000 acre feet, the dam will provide 152,000acre feet water to its command area of 33,200acres in Kech District. It has been proposed thatwater from this dam be supplied to meet thegrowing needs of Gwadar Town.

Gwadar Improved communication system in Gwadar √ coastal highway leading to Karachi and upland areas

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31. Located at some 40 kilometres from Pasni, Shadi Kaur Dam was built to supply water to areas in Pasni and Ormara. The Shadi Kaur Dam has an irrigation component aswell. This 50-foot high dam has a storage capacity of 48,000 acre feet and a catchment area of 2,849 square kilometres that breached in February 2005, resulting inheavy loss of life, property and infrastructure, including damage to the MCH.


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Saji Dam, some 64 kilometres to the north ofGwadar, provided water to Sunstar and villages upto Paleri through a network of PVC pipelines whichwas washed away in 1998. A proposal is in thepipeline for remodelling the dam and constructinga 46-kilometre long line for Paleri to replace supplyAnkra Dam for Gwadar. Belar and Sawar Kaurdams are the current initiatives of the Irrigation andPower department to mitigate the district'sshortage of water.

Hydrological investigations of WAPDA indicate thatthe water table in the Dasht River basin is generallyless than 30 meters below the surface and 16 ofthe 55 test holes have been converted into tube-wells. The chemical quality of ground water in thebasin is also considered suitable for irrigation.

Supplying electricity to Gwadar has been aproblem owing to its distance from the nationalgrid. In fact, until recently it was too remote to beconsidered for a transmission line. As a result,power generation and supply was a local activity,based on diesel generators that could meet theneeds of the town for only a few hours at a time.Frequent breakdowns and disruptions were routineand often led to agitation and protest.

The purchase of 30 megawatts of electricity fromIran has eased the situation. The frequency ofbreakdowns and disruptions has also been reduced.


There is much hope attached to the completion ofGwadar Deep Sea Port. To explain its significance,the PRSP describes the port as a: ≈key driver of

development in Balochistan [following which] thearea will be declared a duty free zone withinvestments º envisaging regional reach andindustrial development. As such, the documentconcludes, ≈the project will bring a change in thelife of the people of Balochistan and make themmore demanding in terms of education, socialempowerment and will allow faster humandevelopment in the province. It will provideenhanced investment opportunities and generateemployment in the province. Additionally, it willboost the trade in the region.∆

Ports and port cities have special characteristicsthe world over. The Gwadar Deep Sea Port and thecity around it would be no exception. Both have todevelop side by side as special complexesadhering to international standards in terms offacilities, environment, opportunities andsupportive infrastructure to handle trade and transitactivity.

The institutional back-up to oversee developmentof the port as well as the necessary infrastructurefor opening it up for trade and business is theresponsibility of the GPA. The BCDA is anotherstatutory body in existence since 1998 with itsheadquarters at Gwadar. The authority is requiredto prepare a master plan for the development,improvement, expansion and beautification of thecoastal areas of Balochistan.

The inception of the port has created theopportunity for all institutions and statutory bodiesto fulfill their obligations and perform inaccordance with their mandate. The followinginterventions need swift and judicious action forsmooth progress of planned development:


Short Term

1 Articulate roles, responsibilities and jurisdiction Planning & LAW, LG&RDof development entities to avoid replication and conflict Development

Department

2 Review mandate of GPA, GD Authority and BCDA in Law Department Federal Law Ministryline with constitutional provisions

3 Establish coordination forum to facilitate institutional Planning & LG&RDinteraction of development authorities and boards Development Department

4 Address issues of water quality and quantity in light Public Health TMAsof future pressure due to increased pace of development Engineering

5 Plan for expansion of urban settlements through District Planning Works and zoning in Gwadar Sub-division Department Services, TMA

6 Accommodate interests of local people with respect to Balochistan Coastal Planning &provision of services, job quotas, skills and access Areas Development Developmentenhancement Authority Department,

District Government

7 Provide enabling environment for private sector Home Department LG&RDby improving law and order District Government


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6.1 Land - Use and Planning

Land, its ownership, tenancy and proprietary rights are integral to governanceas they have a direct impact on society, administration, law and order anddispensation of justice. At times, land issues generate debates with far-reaching political implications, especially when large swathes of land areacquired for public purposes. In Gwadar, land has become a major issue,requiring urgent attention on several fronts.

Land in Gwadar meant little before the federal government's decision toestablish a deep seaport. Since then, property dealers all over Pakistan havebeen doing thriving business in Gwadar real estate despite the fact that thedistrict does not have the infrastructure to support the activity. The landrevenue department, for instance, is not in possession of land records andsettlement remains an ongoing activity in the district. Land records will onlybe transferred to the district land revenue department on completion of landsettlement which is a tedious and complex process. Moreover, the settlementis being undertaken at a critical juncture when the district-based revenuecollectorate, headed by the former deputy commissioner, is being transformedinto a district-based revenue office with no executive, magisterial authority orsupervisory tier for guidance and support.

Owing to this, the land settlement process has attracted a fair amount ofcontroversy that has been reported by the national and regional press. It isalleged that vast tracts of land now included in the master plan waswasteland for which no claim of ownership existed in the past. One sourcecontends: ≈This grabbing of land has been made possible by the settlementdepartment whose officials wilfully transferred tens of thousand of acres of

6 THE VISION - TACKLING LAND ANDGOVERNANCE ISSUES


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state land to persons with no right to them.These were totally barren lands, sand dunes,state forests and uncultivable wasteland butwhich according to revenue laws, regulations andsettlement manuals cannot be transferredthrough dishonest entries.∆ Ownership ofthousands of acres of land has been granted toindividuals, contrary to the land reforms of 1977,which set the maximum ceiling for individualownership at 100 acres of irrigated or 200 acresof un-irrigated land.

Complaints against land scams in the districtwere registered by a federal minister, who is alsoa member of the National Assembly from Gwadar.Complete transparency of the settlement processand adherence to the declared stand of the

federal and provincial governments to safeguardthe rights of the local people is the only way outof the mistrust and litigation emerging as a resultof dubious land transactions.

Land settlement compilations and the resultant≈Record of Rights∆ are extremely sensitivedocuments. They create, establish and sanctify titles. Gwadar will be a test case for the reorganized revenue set up at the district level.


The following interventions are identified toaddress issues related with land.


Short Term

1 Focus on settlement to resolve land issues Board of Revenue Law

2 Safeguard proprietary rights of local people and Board of Revenueensure appropriate assessments and compensation for lands acquired by government

3 Expedite refinement of institutional hierarchy of Board of Revenue Law revenue department at district level

4 Examine requirements of manpower, office and Board of Revenue Planning, Financeresidential accommodation of revenue establishment

Medium Term

1 Consider feasibility of land reforms with detailed situation Board of Revenue Law, Planning &analysis in view of ongoing and future developments Development, Finance

2 Analyze impact of migration of people from other areas Home Department

3 Complete process of land acquisition for public use and Board of Revenue Law, Finance, Localaward appropriate compensation in addition to reservation Government & of quotas in residential and commercial plots Rural Development

4 Accord priority to conclusive disposal of land-related Board of Revenue Lawlitigation, settlement, acquisition and transactions

5 Pursue policy of protecting legitimate rights and District Planning, Financeinterests of local population Administration

6 Formulate plans to provide office and residential Board of Revenue Planning, Financeaccommodation to revenue establishment

Long Term

1 Review land situation on continual basis to safeguard Home Department LG&RD, Planning, due rights of local population with respect to acquisitions Board of Revenue

2 Strengthen district revenue establishment by providing Board of Revenue Planning, Financerequisite staff, office and residential accommodation

6.2 Governance

Planning and development, integration,mainstreaming and sustainability cannot besegregated from governance as it is central to everyintervention. Its significance in Gwadar is muchgreater than any other district because the area isthe focus not only of the federal, provincial andlocal governments but also multinational donors,trade and commerce syndicates and investors.

Calibrating development needs and humanwelfare is the domain of governance whichincludes the administration of development,management of issues in planning, ensuringsustainability and integrating differentinterventions into the larger and long-termdevelopment agenda.

The situation prevailing in and around Gwadar,including the urgency of boosting development

activities and change management has given rise toduties and obligations for managers andadministrators at the district and provincial levels. Inthe present situation, the roles and responsibilitiesof various institutions have yet to be conclusivelydetermined. Devolution has introduced the newthree-tiered system of local government in place ofthe local councils of the past. The new institutionscreated as a result of the BLGO 2001 have yet tostart handling their assigned responsibilitieseffectively. For instance, the resource pool of theunion administration does not correspond to theneeds of the people. TMAs, the successorinstitution to the erstwhile municipal committee, arenow obliged to provide services to all areas in asub-division. Their area of responsibility hasexpanded and new functions have been added.

The spectrum of municipal services has also beenenlarged. The statutory distribution of functionsneeds to be tallied to the ground situation. Thedistrict is at the extreme fringes of the countrywhere the concept of municipal services is newand unfamiliar. Provision of municipal services inthe area would need a big push supported bysubstantial investment and focused management.

For all legal and theoretical purposes,responsibility for the management, control andoperation of the departments and functionsscheduled in the BLGO 2001 has devolved tothe district government. Today, the districtgovernment is a different entity from itspredecessor district council.

The district government headed by the is obligedto provide basic social services, including schooleducation, basic and primary healthcare, safedrinking water and infrastructure maintenance. Interms of statutory responsibility, education,healthcare, civil defence, agricultural extension,livestock, on-farm water management, soilconservation, fisheries, labour, social welfare,sports, culture, cooperatives, population welfare,environment, land revenue, excise, taxation,transport and housing and public healthengineering functions stand devolved to the districtgovernment. New responsibilities have also beenadded, including coordination, human resourcemanagement, community organization, planningand development, information technologydevelopment and promotion, literacy campaigns,vocational education and finance.

Providing services is a challenge in Gwadar interms of monitoring and coordination as theinstitutional framework remains weak in Gwadar.Coherent planning, strategic direction, integrationof development interventions, effectivecoordination and above all improvement in the lotof the common people are some areas of concern.

6.3 The People

Gwadar is home to more than 228,000 people.This population is growing at the rate of 2.99percent each year. So far, the population has reliedmainly on fishing in the coastal areas andsubsistence agriculture and limited livestock


48Local young generation finding sometime to leisure and chat on sand

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rearing in the hinterlands. The people and thedistrict have always been marginalized as isevident from the district's socio-economicindicators that are far below those of other parts ofthe country.

There is no activity to engage the youth other thanthe labour associated with the fisheries sector. Thelimited educational services have failed to providea way out of the vicious cycle of poverty,backwardness and illiteracy. Healthcare facilities inthe district are also ineffective and of limited utility.Poor means of communication have kept thepeople restricted and confined to their area.

6.4 Macro Landscape

6.4.1 Backwardness:

Traditionally, Gwadar has been a backward district.The meagre funds channelled through the federaland provincial public sector developmentprogrammes have not had a qualitative impact onthe district's poverty levels. The inhospitableenvironment of the area has prevented publicsector functionaries from discharging their dutieseffectively. Lack of monitoring and supervision hasalso contributed to receding levels of services. Thedistrict has always depended on trade with Iranowing to lack of access and linkages withdomestic economic activities and opportunities.But business remains undocumented and illegal

6.4.2 Law and Order

Gwadar is located in a volatile zone. Itsdevelopment, prosperity, peace and tranquillityhave internal as well as external dimensions. Thearea cannot develop and prosper in a state of fearas economic development and law and order areinextricably linked. Even under peaceful conditions,it will take much effort to move forward in the rightdirection. Gwadar's agenda for sustainabledevelopment should be taken seriously and anenabling environment fostered for its growth.

6.4.3 Long-term Scenario

Gwadar will have a busy deep seaport in the nearfuture. As a natural sequel to this development, aport city is going to emerge. This process cannotbe one of emergency measures or short-termexpediency. Deep seaports and cities around themare special entities. Development in Gwadar has toadopt a model which is not available in thiscountry. A basic requirement of the IDV is to buildon best practices and lessons learned from othercountries, particularly those in the region.

6.4.4 Articulation of Roles andResponsibilities

Our system at present is woven around the axis ofauthority and power. At times, the areas ofresponsibility of various state institutions overlap orare blurred. The countless activities arising as aresult of the macro- and micro-developmentinitiatives need to be clearly demarcated forresponsibility, accountability and the dutycomponent of public service.


Governance is critical to development. But thiscritical sector has remained marginalized at thelocal level resulting in institutional disorientation.Devolution of power and decentralization ofadministrative and financial authority are a majorcomponent of the restructuring process.

The successor institutions have to take time tosettle down. This transitional phase is crucial andneeds careful management. As the PRSP pointsout: ≈Devolution is now a ground reality. Thechallenge now is the full implementation of all itscomponents and consolidation º The challenge isformidable as it needs concourse of all actors andstakeholders.∆ If devolution, decentralization anddelegation of power, authority and responsibilityare all about empowering grassroots entities tomanage and control services and functions, theinstitutional arrangement should also start takingshape at the same level.

Presently, the system is based on the union as amanagement unit. The directly elected union andnaib nazimeen represent this entity at the districtand tehsil level, respectively. Local government aremandated to perform a lot functions but lack therequisite resources, institutional back-up,especially skilled and trained manpower, todischarge their responsibilities effectively. Thepriority areas in the context of devolution seem tobe service delivery, law enforcement and financialdiscipline.

The transitional phase of devolution is furthercomplicated for Gwadar in view of the major focuson development in the area. The transformation ofthe governance structure from a centralized regimeto a decentralized dispensation or of the socialmilieu from a tradition-bound society to acommercial urban centre is taking placesimultaneously. As a result, the following measuresrequire priority attention.


50


Short Term

1 Articulate roles, responsibilities and spectrum of Local Government Law Departmentactivities for each tier of local government through & Rural Development regulatory framework

2 Prepare and implement tailor-made capacity building Local Government Finance, Planning,programme for elected representatives and public & Rural Development Lawfunctionaries in devolved offices

3 Deepen devolution and decentralization in Local Government Lawconsonance with Constitution & Rural Development

4 Assess effectiveness of institutional arrangements Local Government Planningenvisaged in the BLGO 2001 & Rural Development

5 Strengthen union entities by engaging members in Community TMAs, Unionconsultations and forging linkages with support Development Administrationorganizations

Medium Term

1 Specify roles for effective discharge of local Local Government Law Departmentgovernment responsibilities & Rural Development

2 Introduce multi-year planning in local government Planning & Local Government, with technical assistance from provincial government Development Financeand donor-funded projects

3 Transfer managerial functions to grassroots entities District Government Local Government &and devise effective system of monitoring and evaluation Rural Development

4 Classify development sectors for local government by Planning & Localassigning responsibility and transferring allocated Development Government & Ruralresources Development, Finance

5 Initiate specialized capacity building programme for District Government Local Government &monitoring and accounts committees Rural Development

6 Conduct special audit of local government finances Local Government Finance, Local impact assessment and course corrections, if required Commission Fund Audit

7 Examine efficacy of municipal administrations Local Government Planning, Publicin all sub-divisions & Rural Development Health Engineering

8 Evaluate efficiency of enforcement arm of local Home Department Local Government & government Rural Development,

Law

9 Specify district government's role in maintaining law Home Department Lawand order and provide institutional back-up toimprove performance

10 Focus on amicable settlement of disputes and minimize Home Department Local Government &litigation through alternate dispute resolution processes Rural Development,

Law

Long Term

1 Enable local government to play enhanced role Home Department Local Government &in law enforcement Rural Development,

Law

2 Monitor and evaluate performance of local Local Government Provincial Financegovernment entities continually Commission Commission, Finance,

Planning

3 Manage local services through community participation, LG&RD Finance, Planning,providing space for local government to focus on Education, Health, governance issues PHED

4 Build capacity of Public Safety Commission to Home Department Law, Localperform its role of oversight and addressing complaints Government &

Rural Development

5 Create institutional nucleus at district level to represent Home Department Lawexecutive authority of federal and provincial governments


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The prospects of generating more and more revenue for economicdevelopment and prosperity depend on how prudently and judiciouslyinstitutions utilize existing resources. Some of these resources fall within theambit of the federal government while others are within the jurisdiction ofprovincial authorities. The framework of the existing institutional resource poolof the district has the following dimensions:

7.1 Local Component of Resource Pool

BLGO 2001, as a statutory instrument for decentralization and devolution ofpolitical power, delegation of administrative authority and distribution ofresources, has created three tiers of local government and institutions tosupport service delivery and management functions at the district, sub-division and union level. This new system has replaced what was in place formore than a century. The current transitional phase is indicative of functionaland institutional complexities. In addition, certain visible and overwhelminginfluences tend to undermine the new system.

An overview of the devolution reforms gives the impression that the localgovernments are working in segregated compartments and some vitalhorizontal and vertical linkages are either missing or weak and informal. Arange of interventions would be required to strengthen the system andremove hurdles.

A case in point is the role of the zila nazim. Apart from being the electedrepresentative of all councils in the district, the zila nazim is the administrativehead of the district administration, chairman of the Budget and DevelopmentCommittee and Reporting Officer to evaluate the performance of variousofficers. As such, the office of zila nazim seems the focus of activity but theseroles have not been spelled out in requisite detail so far.

7 THE VISION - INSTITUTIONALRESOURCE POOL

BLGO 2001 defines the functional andjurisdictional parameters of various tiers of localgovernment. Their institutional organization withrespect to their mandate and responsibility isoutlined below.

7.1.1 District Government

The district government, which is headed by thenazim and includes the district administration, isresponsible to the people and the provincialgovernment for improving governance andservice delivery of services. The statutoryauthority of the district government covers theoperation, management and control of thedepartments placed under it. The districtgovernment is under obligation to exercise thisauthority in accordance with the general policy ofthe provincial government.

With the enforcement of BLGO 2001, theadministrative and financial authority formanaging the following groups of offices isdecentralized to the district government:

Devolution and decentralization is a constitutionalrequirement. Article 32 of the Constitution ofPakistan requires the state to encourage localgovernment institutions. Article 37 (i) of theConstitution requires decentralization of authorityfor the expeditious disposal of government

business for the convenience of the people. As amatter of principle, decentralization of authorityand delegation of responsibility are central to thedemocratic dispensation. But the transformationof a centralized hierarchy into a decentralizedentity has a tagged cost. The new entities at thedistrict level have no institutional precedents tofollow. They are required to improve servicedelivery and are accountable for it despite thefact that they have to work with reduced capacity,resource restrictions and hazy alignment ofcommand and control mechanisms.

The system requires the zila nazim to provide thevision for district-wide development, leadershipand direction for the efficient functioning of thedistrict government in addition to development ofstrategies and timeframes for accomplishinggoals approved by the zila council.

The DCO is responsible for coordinating theactivities of the groups of offices for coherentplanning, synergistic development and effectivefunctioning of the administration. The EDOs,

heading specific groups of offices, are obliged toensure that the human and material resources attheir disposal are utilized for better governance.Preparation of development plans andimplementation of approved plans and policies isone of the critical responsibilities of the EDOs.


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S. No. Group Department

1 District Coordination: Information Technology, Coordination, Human Resource Management, Environment, Finance and Budget, Planning, Development and Civil Defence, Enterprise and Investment Promotion

2 Agriculture: Agriculture (Extension), On Farm Water Management, Soil Fertility, Fisheries

3 Community Development: Community Organization, Registration of Voluntary Organizations, Social Welfare, Sports and Culture, Special Education, Labour and Cooperatives

4 Education/ Literacy: Boys Schools, Girls Schools, Technical Education, Colleges, Sports (Education), Literacy Campaigns, Continuing Education, and Vocational Education

5 Health: Public Health, Basic and Rural Health, Child and Woman Health, District and Tehsil Hospitals and Population Welfare

6 Revenue: Land Revenue and Estate, Excise and Taxation, Transport

7 Communication and Works: Housing and Urban Development, Rural Development, District Roads and Buildings, Energy

8 Public Health and Engineering: Water Supply and Sanitation

9 Livestock: Livestock, Forest and Wildlife (except Juniper Forests and National Parks) and Soil Conservation

7.1.2 Zila Council

As an integral component of the local governmentfor district, the zila council comprises 13 unionnazimeen, four women members and onemember each representing peasants/workers andminorities in the district. Besides other functions,the council is mandated to approve long- andshort-term development plans, budgetaryproposals, taxes proposed by the districtgovernment and bye-laws. As a legalrequirement, the council is supported by asecretariat working under the naib zila nazim asconvener of the house.

The allocation of functions and powers of thecouncil is to allow elected representatives tosteer the process of development, financialmanagement and the regulatory regime at thelocal level. In practice, the council ishandicapped in effectively performing its legalfunctions owing to weak secretarial support, aperpetual resource crunch and the lack of anenabling environment.

7.1.3 District Mushavirat Committee

The District Mushavirat Committee under thechairmanship of the zila nazim consists of a naibzila nazim, four tehsil nazimeen and the DCO asmember- secretary. The committee is mandatedto articulate the vision for the integrateddevelopment of the district, prioritization andcoordination of inter-tehsil development plans,resolution of intra-district disputes, resourcemobilization for crisis management and settingdirections for realizing the economic potential ofthe district. In theory, the envisaged meant issupposed to oversee the process ofdevelopment, resources mobilization and crisismanagement. In practice, this institution has notbecome operational at this crucial take-off stageof Gwadar District.

7.1.4 Monitoring Committee

Zila Council Gwadar, as required under section 39of the ordinance is responsible for election ofcommittees to monitor performance of the districtgovernment. These committees submit theirquarterly reports to the council. The reports onprescribed formats have to evaluate performanceof offices in relation to achievement of targets,responsiveness to difficulties faced by citizens,efficiency in delivery of services and transparency.But this mechanism too has not starteddelivering.

7.1.5 Tehsil Municipal Administration:

Gwadar has four tehsils. The municipaladministration of each tehsil is headed by a tehsilnazim. As a corporate body, the TMA consists ofthe tehsil nazim, TMO, tehsil officers, chiefofficers and other officials. The TMO serves asadministrative officer- in- charge of the followingtehsil offices:

Besides the provision, management, operation,maintenance and improvement of municipalservices, the TMA of each tehsil is responsible forspatial planning, control over land use, zoning andenforcement of municipal laws. As administrativein-charge of the municipal administration, the tehsilnazim is mandated to provide vision and directionfor efficient functioning. Formulation of strategiesfor the development of municipal infrastructure andimprovement in delivery of municipal services arethe tehsil nazim's critical functions. Coordination ofmunicipal activities for coherent planning anddevelopment and redressing public complaints isthe responsibility of the TMOs. Tehsil officers areunder obligation to ensure that municipal servicesare efficiently provided, laws and rules are enforcedand approved plans and policies are implemented.The arrangement is elaborate and workableprovided the required work force, duly capacitatedto manage the charge is made available. But thehuman capital at the disposal of the four tehsils ishardly enough to shoulder the new functions.

7.1.6 Tehsil Councils

Tehsil councils in Gwadar have a smallmembership. Jiwani and Ormara tehsils have two


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Number Tehsil Office Functions

1 Municipal Licensing, managementRegulation of municipal lands,

estates, properties,facilities, enforcement

ofmunicipal laws, rulesand bye-laws

2 Infrastructure Water, sewerage,and Services drainage, sanitation,

municipal roads, streets,street lighting, fire-

fighting and parks

3 Planning Spatial planning, landuse control, building control, coordination ofdevelopment plans andprojects with unions

4 Finance Budget, revenue and accounts

union councils each which means the tehsilcouncils have five members only. Suntsar hasonly one union council while Gwadar and Pasni,with four union councils each have tehsil councilscomposed of seven members each.

As a matter of principle, there is no harm inlimiting membership in an elected council as itstill represents the political will of the people. Theproblem is that in the existing system of localgovernment, the functions, powers andresponsibilities entrusted to the councils havebeen drawn out on the assumption that thecouncils will have a sufficient number of membersto service the numerous committees required tosupport the system.

The local government system is based on theunion as the basic administrative and electoralunit. The union is a territorial unity within therevenue limits of a specific tehsil and generallycomprises a whole number of patwar circlesor census and blocks. District Gwadar isdivided into 13 union councils. Every unioncouncil is composed of 13 members electedthrough direct elections based on adultfranchise and joint electorate. The union nazimand naib nazim are elected as jointcandidates.

The union as a body corporate consists of theunion nazim, naib union nazim and union

secretaries and is headed by the union nazim.Union secretaries are required to coordinate andfacilitate community development, functioning ofunion committees and delivery of municipalservices. Collection and maintenance of statisticalinformation for socio-economic surveys,consolidation of development needs, theirprioritization into project proposals andidentification of deficiencies in municipal servicesare some critical functions of the unionadministration.

The union nazim as head of the unionadministration is required to provide leadershipfor union-wide development and organizemanagement of inter-village municipal services.The law also requires the union nazim to reportencroachment on state and local governmentproperty, violation of land use and building laws,trading in dangerous goods, adulteration of foodand breach of public water courses. The lawelaborately defines the functions of the unionadministration and the union nazim and almostevery function creates a responsibility for theunion administration. But the law stops short ofprescribing administrative, financial and regulatorypowers of the union administration and leavesthis to the government to prescribe. The situationon the ground is indicative of functional difficultiesas powers corresponding to responsibilities arenot clearly defined.


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Newly installed improve and hygienic hand pump in operation

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7.1.7 Union Council

The union council is the directly electedgrassroots entity of the present system. It isbroad-based, representing all segments of thepopulation, including women, peasants, workersand minorities. Important functions of the unioncouncil include approval of the development plan,helping set up citizen community boards andcooperatives for improving economic returns andreducing poverty and mobilizing the communitymobilization of public ways, streets, desalting ofcanals and other development tasks. Though thesystem has been in place for the last five years,the institutions have yet to perform the functionsthat have been legally entrusted to them.

7.1.8 Union Committee

The concept of monitoring given in the BLGO2001 has its refined and articulated existence atthe union level. Every union council is responsiblefor electing union monitoring committees formunicipal services, finance, public safety, health,education, literacy, works and services. Thesecommittees are required to monitor functioning ofall offices of the district government, municipal

administration and union administration within thearea of the union. The mechanism creates anopportunity for elected representatives to initiatethe process of recovery and improvement at themicro level.

But the opportunity has a corresponding threat aswell. The concepts of monitoring andadministrative control are divided by a very thinline demarcating the spheres. The experienceover the past five years indicates that themonitoring envisaged in the law has yet to start atthe union level.


Some vial areas of intervention at the localgovernment level are primarily concerned with:● Roles and responsibilities;● Establishing linkages;● Institutional strengthening; and,● Capacity building.

The proposed short, medium and long terminterventions in the above are as are identifiedbelow:



Roles and Responsibilities - Short, Medium and Long Term

1 Define role and responsibilities of zila nazim in Home Department Law, Planning &administration, planning, development and coordination Development, Local

Government & Rural Development

2 Define management, operation and control functions Local Government & Planning, Generalof devolved departments for effective law enforcement Rural Development Administration

3 Articulate responsibilities of district government with Law Local Government &respect to section 16 of BLGO 2001 Rural Development,

Planning

4 Review devolved functions for demarcating mandate Local Government & Lawand benchmarks to assess progress and evaluate Rural Developmentperformance of local government

5 Re-examine coordination group of offices to determine Home Department General if it has the skill, capacity, authority and resources for Administration, Lawefficient discharge of roles

Establishing Linkages - Short, Medium and Long Term

1 Explore possibility of joint committees of district, District Government Zilla, Tehsil, Uniontehsil and union councils as tehsil councils have Councilslimited membership

2 Formalize informal linkages between municipal Local Government & Law, Generaland district administrations Rural Development Administration

3 Evaluate mandate of development authorities in Planning & Law ,Local relation to local government functions Development Government & Rural

Development

Institutional Strengthening - Short, Medium and Long Term

1 Assess needs of union administrations and facilitate Local Government & Planningprovision of basic requirements for enhanced efficiency Rural Development

2 Integrate committees of various councils for District Government Zilla, Tehsil, Unionrequired impact Councils


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7.2 Provincial Component ofthe Pool

The development arena in Gwadar is beingmanaged by many agencies and authorities. Itseems odd that one development authorityexecutes schemes for another developmentauthority as is the case of the BDA working forthe GDA. The presence of so many authorities inone tehsil can atrophy focus, as a result of whichit is important to review existing arrangements.The following sections deal with the variousagencies active in the District.

7.2.1 The Gwadar DevelopmentAuthority

Gwadar Development Authority was establishedunder the Act of 2003 ≈for the planning,development, improvement and construction ofGwadar.∆ The governing body of the authoritycomprises a chairman, director-general and 10other members appointed by the government.The mandate of the authority is vast. As such, theauthority is empowered to ≈enter into and performall such contracts as it may consider necessary∆and ≈cause removal of any works obstructing theexecution of any of its schemes.∆

One of the main functions of the authority is todevelop a master plan for Gwadar and facilitateconstruction of infrastructure necessary forsmooth operations of the Gwadar deep sea port.Other major areas of work for the authority areapproval and regulation of residential, commercialand investment projects and provision ofinfrastructure for development.

Presently, the Gwadar Development Authority isimplementing major road projects, includingaccess roads to the port. Big cities andmetropolitan areas in Pakistan are faced withproblems of traffic congestion, sewerage,irregular expansion and ever-increasingpressures on the infrastructure and institutions.The Gwadar Development Authority has to takecognizance of the challenge it faces to regulatethe growth of Gwadar through the rule of law tosafeguard the interests of the people and of thedistrict.

7.2.2 Department of Fisheries

The Fisheries department is mandated under theBalochistan Sea Fisheries Ordinance 1971 toregulate marine fishing in the provincial waters upto 12 nautical miles from the coast. Thedepartment is responsible for licensing of fishingboats, regulating fishing nets, declaring periodsand areas closed for fishing and protecting marine resources. The ordinance is aimed atensuring the sustainable use of provincial marinefisheries resources and enforces restrictions onbottom trawling and fishing vessels using illegalnets that endanger marine life. The departmentcurrently owns six patrolling boats of which only one is in working order. Though thedepartment is trying hard to enforce the law, it isnot possible to cover the long coastline with asingle boat.

The department is also responsible to preventpoaching by vessels not registered in Balochistanby apprehending the culprits. But the system ofarrest and prosecution has serious practical


3 Strengthen zila council secretariat to provide support to committees District Government

4 Study possibility and implications of granting Gwadar Local Government & Lawa special local governance dispensation Rural Development

Capacity Building - Short, Medium and Long Term

1 Update skills in developing projects and proposals, Local Government & Planning &budgets, accounts and book keeping of finance and Rural Development Development, Finance,planning officers of district and municipal administration Local Fund Audit

2 Create training opportunities for elected representatives District Governmentwith focus on monitoring, evaluation, conduct of proceedings in councils and integrating gender perspectives in all activities of local government

3 Provide support for capacity building of union nazimeen District Governmentand secretaries to collect, analyze and update basic

socio-economic data at union level

4 Review performance of CCBs, classify sectors for Community Planning, Financeinterventions and build capacity to maximize input impact Development

5 Encourage academia and civil society to contribute Community Municipal & Unionto development by organizing public opinion around Development Administrationcore issues


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difficulties, particularly with respect to conservationof marine life.33

Section 19 of the ordinance determines anotheraspect of the issue where the Balochistan Sea-Fisheries Ordinance 1971 is described as≈supplemental∆ to any other enactment. Thisprovision has a very clear bearing on theeffectiveness of the ordinance that needsconsideration at the appropriate level.

7.2.3 Balochistan CoastalDevelopment Authority

The BCDA was established under an act of theprovincial assembly in 1998 with it headquarters atGwadar. The objectives of the authority are:≈planning, development, preservation, monitoring,construction, operation, management, andmaintenance of coastal areas in Balochistan for thepurpose of fostering of all resources concomitantto coastal development and for matters connectedtherewith or ancillary thereto.∆34 The geographicaljurisdiction of the authority is extended to all areasfalling within 30 kilometres from the high tide water line.

The governing body of the authority comprises theBalochistan chief minister as ex-officio chairmanand 18 other members. The governing bodyincludes secretaries of 11 provincial governmentdepartments,35 two district nazimeen (Lasbela andGwadar), two members of the provincial assemblyfrom coastal areas nominated by the chief ministerand two qualified people of repute on coastalaffairs nominated by the chief minister and thedirector-general of the authority. The governingbody may co-opt any other person as its memberas deemed appropriate. The governing body isrequired to meet quarterly.

The BCDA is working with an extremely broadmandate encompassing the combined mandatesof all the line departments of the provincialgovernment. The statute calls for the preparationof a master plan, ≈as soon as possible, fordevelopment, improvement, expansion andbeautification∆ of the coastal areas. But theauthority has yet to prepare any master or localplan for the coastal areas. Preparation andimplementation of an Integrated Coastal ZoneManagement Plan or any other on major issues ofsustainable development, environment,biodiversity, endangered species, wetlands andprotected areas in the coastal zone are

conspicuously missing. In contrast, the authority isresponsible for implementation of any developmentproject for provision of social and physicalinfrastructure and delivery of services in coastalareas that fall under the mandate of linedepartments.

The authority is not adequately staffed. Ad hocappointments have adversely affected its efficiencyand effectiveness. In some areas, the authorityoverstepped its mandate (by issuing licences totrawlers from Sindh, for instance) which hasresulted in complications for other departmentsmandated to perform these jobs.

In 2005, an amount of 371 million rupees wasallocated to the authority for construction of 10roads and one water supply scheme. Anotherscheme for the Dosi Delay Action Dam isallocated to the authority at an estimated cost of20 million rupees. The third allocation for BCDAis for the construction of four jetties at Jiwani,Gunz, Kund Malir and Dam and the constructionof three link roads at a total estimated costof188.5 million rupees. As such, the totalallocation for BCDA projects in PSDP for fiscal2005 is 579.5 million rupees. Some of theschemes allocated to BCDA are beyond itsjurisdiction.

7.2.4 Balochistan DevelopmentAuthority

BDA was established in 1974 for ≈promotion ofthe economic and industrial development ofBalochistan and for matters ancillary thereto.∆ Theauthority is governed by a board of directorsappointed by the government with one of thedirectors designated as chairman. The functionsof the authority include ≈preparation andexecution of comprehensive developmentprogrammes, including projects and schemesrelating to land, water development, power,agriculture, industry and activities ancillarythereto, for the economic uplift of relativelyunderdeveloped areas to be notified by thegovernment.∆ The authority is implementing roadsector projects on behalf of the GwadarDevelopment Authority in the district. Presently, itseems that the jurisdiction of differentdevelopment entities overlap in certain areas. Thisphenomenon, unless corrected, will impactadversely on the development of the district.

33. Shaheen Rafi Khan, Fahd Ali, Azka Tanveer, Compliance with International Standards in the Marine Fisheries Sector: A Supply Chain Analysis from Pakistan. SustainableDevelopment Policy Institute (SDPI), for the International Institute of Sustainable Development, 27 November, 2005. P.33

34. BCDA ACT 35. These are:(i) Planning and Development Department, (ii) Finance Department, (iii) Forest and Wildlife Department, (iv) Coastal Development and Fisheries Department, (v)

Livestock Department, (vi) Agriculture Department, (vii) Sports, Culture and Tourism Department, (viii) Local Government and Rural Development Department, (ix) PublicHealth Engineering Department, (x) Urban Planning and Development Department, and (xi) Communication and Works Department.


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7.2.5 Provincial Finance Commission

Chapter XII-A of BLGO 2001 provides for theconstitution of the Provincial FinanceCommission and a system of fiscal transfers tolocal governments. The commission is mandatedto make recommendations for a formula todistribute resources between the governmentand local government to ensure predictability offunds for the latter.

The PFC has a direct role in promoting thefinancial stability of local government byensuring equitable distribution of resources andpredictability of funds meant for localgovernment. The arrangement postulates thedivision of provincial receipts into 'allocable' and'retained' components before the submission ofthe budget to the provincial assembly. Thisextraordinary arrangement should have apositive impact on the overall financial situation.Besides the recommendation of a formula todistribute resources, the commission ismandated to report regularly on the receipts andexpenditures of local government.

7.2.6 Provincial Local Government Commission

The Local Government Commission constitutedunder section 131 of BLGO 2001 is mandated toorganize consultative planning meetings of thenational and provincial legislators and the zila andtehsil nazimeen of the district for theirparticipation in developmental activities. With thismandate, the local government commission canprovide an enabling environment in the district forcoherent planning and optimize the impact ofdevelopment interventions. But as thecommission is not properly funded it has notbeen able to perform its role.


The following interventions are identified forattention at the short, medium and long term forvarious agencies:



Gwadar Development Authority

1 Assert GDA jurisdiction under Section 9(J) and GDA Law, Planning &Section 11 to give an appropriate direction to Development, Localdevelopment in Gwadar Tehsil Government & Rural

Development

2 Establish better coordination with local government in GDA Planning, Localidentification, execution, and monitoring of development Government & Ruralschemes and activities of providing safe drinking water Development, andand communications District Government

3 Establish a clear institutional understanding among GDA Local Government &GDA and TMA to ensure inter-se compatibility Rural Development,

TMA and District Government

Department of Fisheries

1 Create a regulatory framework to control and regulate Department of Generalfishing along Balochistan coast Fisheries Administration, Law

2. Strictly implement the provisions of Section 19 of the Department of Balochistan Sea Fisheries Ordinance Fisheries

Balochistan Coastal Development Authority

1 Critically review legislation for establishing BCDA BCDA Law and Generaland its territorial jurisdiction to provide focus on its Administrationfunction as a core managing body

Provincial Finance and Local Government Commissions

1 Ensure special grants to Gwadar district to PFC Planningimprove service delivery

2 Focus on consultations among legislators and Local Government LGRDDlocal government Commission

3 Conduct an objective audit of local government accounts Local Government FinanceCommission

4 Suggest classification of development interventions Local Government Planningfor members of legislature and local government so Commissionthat development input is channeled towards sustainability

7.3 Federal Component of the Pool

7.3.1 Gwadar Port Authority

Established under an ordinance in 2003, GPA is astatutory body under the Ministry of Ports andShipping. Its main task is the development ofGwadar as a deep sea port, related facilities andcommunication infrastructure to open up itsaccessibility to traders, businessmen and touristsfrom within and outside the country.

The challenges that lie ahead for the GPA arenumerous and have political, social and economicdimensions. Presently, the head office of GPA islocated in Karachi which suits currentrequirements. As the port develops into a hub ofcommerce, the location of the headquarters couldbe shifted to Gwadar in the interests of providingeconomies of scale, minimizing expenditure,enhancing efficiency and accessibility. Thechallenges that lie ahead before the Gwadar PortAuthority to overcome are numerous and havepolitical, social and economic dimensions.

Political Issues: Every development initiative hasrepercussions on the existing social set-up. Asociety following a traditional lifestyle with tribalcustoms may prefer to adhere to the status quowhen confronted with the prospect of changebrought by outside forces. Gwadar poses justsuch a challenge.

Social Issues: People tend to be sensitive abouttheir customs and traditions and have a legitimateexpectation that they will be respected.Institutions that ignore this by working in anisolated or culturally dismissive manner onlycreate mistrust and resistance to desirablechange.

Economic Issues: The problems of poverty beingfaced by the people of Gwadar and neighbouringareas could potentially lead to serious unrest anddisaffection if the economic benefits of Gwadar'sdevelopment as a deep sea port and a moderntown are not distributed horizontally and furtherdown to the lower socio-economic strata. Theeconomic uplift of the area must first and foremostbenefit the local people in terms of access toclean water, employment opportunities andprovision of better health and educationalfacilities.

The GDA has before it the lesson of rapid growthof industry and population in Karachi followed byeconomic disparities, environmental degradation,disaffection and turmoil. It can learn from themistakes of the past to build a superior model ofeconomic development at Gwadar.

7.3.2 Maritime Security Agency

The MSA has been created by the federalgovernment to regulate maritime activities andsafeguard Pakistan's interests. The MSA inGwadar will gradually gain momentum withactivity gaining pace in and around the port.


59Gwadar Deep Sea Port»s development brings in new dimensions to social, economic and political issues

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Some of the core functions as outlined in thelegislation are as follows:● Prevent unauthorized exploitation of

economic resources by any person, agency,vessel or device within maritime zones

● Protect Pakistani fishing vessels and crewagainst threats or interference within maritimezones

● Enforce national and international laws,agreements and conventions ≈on and underthe water∆ in the maritime zones

● Coordinate search and rescue missions forvessels, property and lives in distress andprovide back-up in case of emergency in themaritime zones and high seas

● Help other government departments andagencies maintain and preserve quality ofmarine life and control affects of marinedisasters, including marine pollution in andaround the ports, harbours, coastal areas,estuaries and other areas within maritime zones

● Coordinate with national and internationalagencies in hydrographic and oceanographicresearch, navigation, weather reporting andother scientific activities in the maritime zones

● Support other government departments andagencies in safeguarding and protectingartificial islands, off-shore terminals,installations and other structures and devicesin the maritime zones

● Facilitate petroleum exploration andproduction, mineral exploration, seismicstudies and gathering assessment data in themaritime zones

● Assist customs, Coast Guards and otherdepartments, agencies and authorities inmaritime zones in discharge of duties

● Serve as effective secondary maritime forcefor deployment in any emergency, war orconflict

● Perform functions that may be assigned bythe federal government from time to time toprotect Pakistan's maritime interests

The MSA is responsible for the regulation andprotection of Pakistan's maritime interests andenforcing national jurisdiction and sovereignty inthe maritime zone. Under section 10 (d) of theMaritime Security Agency Act 1994, the agency istasked to ≈assist and coordinate search andrescue for the vessels, property and lives indistress and render such assistance which maybe necessary in any emergency in the maritimezones and on high seas.∆

The agency will be required to regulate an areaand people used to free and unrestrictedmovement. Its efficiency and responsiveness inhelping fishermen and sailors in distress woulddetermine its image and standing in the new set-up.

7.3.3 Gwadar Fish Harbour

The Gwadar Fish Harbour is regulated by theMinistry of Ports and Shipping. In order tocompete effectively in international markets, it ishighly desirable to upgrade the handling andsanitary facilities to enable Gwadar's fishproducts gain access to international markets,especially the European Union. Investment toupgrade the harbour would yield dividends to theeconomy as well as the local people.


The following interventions are identified forimproving the efficiency and working of thefederal government agencies active in the district:



Gwadar Port Authority

1 Clearly define the limits of Gwadar Deep Sea Port GPA Ministry of Shipping and Ports

2 Establish the GPA headquarters in Gwadar GPA Ministry of Shipping and Ports

3 Articulate the appointment and retention requirements GPA Ministry of Shippingand conditions of service of GPA employees and Ports

Maritime Security Agency

1 Entrust MSA officers with the powers equivalent to: MSA Ministries of Defence,• Customs officers of under Customs Act 1969 Communications and • Fisheries Officers UNDER Exclusive Fishery Zone Act 1975 Law• Officer-in-charge of a police station under the Police

Order and Code of Criminal Procedures

7.4 Civil Society

7.4.1 Citizen Community Boards

BLGO 2001 is meant to improve service deliveryand transparency in decision making throughinstitutionalized participation of the people. Forthe first time, district governments, TMAs andunions are under legal obligation to earmark 25percent of their developmental budget forutilization through CCBs, comprising groups ofnon-elected citizens joining hands throughvoluntary, proactive and self-help initiatives.

The unions are required to facilitate the formationand functioning of CCBs. The incentive in formingthese boards is the legally binding requirementearmarking 25 percent of the developmentbudget for them. But evidence on the groundsuggests that these boards have yet to takeshape, let alone perform their assigned role.

The office of EDO, Community Development, inGwadar district is mandated to register theseboards. To access 80 percent grant of thereserved 25 percent of the local governmentdevelopment budget, the CCBs are required tocontribute 20 percent of the cost of the project.Despite the appointment of EDO CommunityDevelopment in Gwadar district since January2005, no CCB was registered with the office.

7.4.2 Civil Society Organisations

CSOs in Gwadar are few in number and havelimited outreach. They lack resources and haveno programmes. One of the few indigenousNGOs working on a voluntary basis in Gwadar isthe Rural Community Development Council ofGwadar. The council is the oldest NGO formed bylocal volunteers for community development inthe area. To its credit, it has raised awarenessthrough cultural and literary programmes in thedistrict.

Still, the organization has been unable to attractany donor to fund its programmes. All its costshave been covered by regular contributions byabout 200 members and occasional donations bylocal people and sometimes by the government.

The council has earned the confidence andrespect of people in Gwadar. It has successfullyimplemented contractual work for severaleducation and adult literacy projects. In 2004, thecouncil opened a private school and now intendsto upgrade it to a higher level.

7.4.3 National Rural SupportProgramme

The NRSP established itself in the district bysetting up field offices at Gwadar and Pasni.


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Falcon hunting is a roaring business amongst local in Gwadar

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Since then it has established 121 communityorganizations (58 male and 63 female) with a totalmembership of 3,098 people. The communitydevelopment approach of the programme isbased on community organization, resourcemobilization and skill development. NRSPprovides funds for small-scale communityinfrastructure projects on a cost-sharing basis aswell as microcredit facilities.

Under the community infrastructure, theprogramme has funded the construction of fourwater tanks, repaired another one and installed anew water supply pipeline. On the capacitydevelopment front, NRSP has trained 129members of community organizations during thepast four years in embroidery, tailoring,computer skills, electrical skills and automobilemechanics.

Under its social sector services programme,NRSP arranged a two-month training course forTraditional Birth Attendants at the DistrictHeadquarters Hospital. Besides, the programmehas provided adult literacy training for six monthsto men and women aged between 17 and 35years and built capacity for making fuel-efficientcooking stoves. The programme is also engagedin establishing Parent Teacher SchoolManagement Committees under a contract fromthe Education Sector Reform AssistanceProgramme.

7.5 Academia

There is no dearth of people with interest inliterature and poetry in Gwadar. Since the 1960s,the Rural Community Development Council hasbeen organizing mushairas which have led to theemergence of literary societies in the district.

Nadikar Lafzon Ki Majlis, a notable literary societycomprising prose writers and poets in Gwadarregularly organizes literary functions with asizeable local participation. The Syed HashmiAcademy, with its head office in Karachi, isanother forum that promotes literature and poetryby enabling literary figures of the district tointerface with those from outside.

There are several literary associations of Balochipoets and writers in Mekran and other parts ofthe country that maintain linkages and exchangeviews among writers. Gwadar-based poets andwriters are well connected through these forums.

Balochi books and periodicals are published in thedistrict and are available in books stalls in manycities. A quarterly literary journal titled Drud ispublished at Gwadar. A monthly magazine withthe name of Sichkan is also published in thedistrict. Another quarterly literary journal Rooch ispublished from Pasni. Local intellectuals frequentlywrite on current affairs and focus on developmentand other local issues in these journals.

Better educational facilities: Newly constructed auditorium in a primary co-education school run by a local NGO

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Until recently, Gwadar was a neglected area of the country with littleimportance for investors, entrepreneurs and traders. The MCH ended thedistrict's isolation while the upcoming deep sea port brought it prominence.The unprecedented investment in the real estate sector seems to havechanged the complexion and make-up of the population in and aroundGwadar City. Land has changed hands many times in the past three to fouryears.

Ostensibly, the local communities appear to have lost their precious assets tothis change. This change needs conscious management so that the processof transformation is smooth, gradual and equitable.

The emerging employment opportunities will have a commercial and industrialorientation. Presently, the manpower available in Gwadar lacks the capacity tomeet future needs as it is neither skilled nor used to working in commercial orindustrial establishments. Connected to this deficiency is the problem ofmigration from other areas contributing to further marginalization of localcommunities.

Recent development initiatives have added another facet to Gwadar'sstrategic importance. The transformation of Gwadar into an Economic FreeZone and possibly a duty-free port are incentives to attract investors.Provision of incentives to industrial and export promotion zones have includedexemption from labour laws. Traditionally, these exemptions and incentiveshave been abused, with investors and entrepreneurs treating them as alicence for exploitation.

In accordance with the master plan, the port city of Gwadar would span theentire area of Gwadar Town. Resettlement is always complex, sensitive anddifficult. Almost every mega-project in Pakistan has had a bitter experience in

8 THE VISION - COMPLEXITIES ANDVULNERABILITIES


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this respect. Any mishandling of the resettlementissue in Gwadar will have far reaching effects.

The Mekran Coast is seismically active. Tsunamisand earthquakes in the recent past have causedenormous damage to life and property in variousparts of the world. The Gwadar coastline is boundto witness settlements and human habitation withthe development of the port. Therefore, the districtwould need a strict regulatory regime to overseethe development process along the coastline.

The steady rise of the sea level owing to globalwarming is another area of concern that wouldneed attention at the national level. And last butnot the least is the threat of floods in the storagedams that are a major source of water supply toalmost all areas in the district.

At the end of June 2007, a devastating cyclonefollowed by torrential rains inundated four districtsin Balochistan, including Gwadar, marooning900,000 people. The hardest hit was Turbat onaccount of flooding, which critics claim wascaused by a backup of flood waters from MiraniDam on which Gwadar depends for partial supplyof potable water.36

In 2007, Cyclone Yemin also caused widespreaddestruction and heavy loss of life and property inthe district. Critics have alleged that thegovernment had ample advance warning from thePakistan Metrological Department about thecyclone but did not have a disaster preparednessplan in place. This shortcoming, coupled with thepaucity of resources, meant that the people in theflood-affected areas had to endure privation andloss of property. Relief supplies failed to reach thepeople in time, which incensed the floodaffectees.37

Detailed description of the complexities andvulnerabilities and the proposed interventions toprotect against them is given in the followingsections.

8.1 Social Change andMigration

The upcoming deep sea port in Gwadar hasstarted the process of rapid social change thathas accelerated with the completion of the MCH.A scramble for land in or near Gwadar was themost immediate impact of the decision regardingthe development of the Gwadar Port. Realtorsfrom all over Pakistan flocked to Gwadar forbusiness, triggering escalation of prices. A large

number of housing, commercial and industrialschemes have also been announced andpermission is being sought for construction ofhigh-rise buildings.

The development of Gwadar Port and expansionof its economy depends on various factors,including provision of swift, safe and stablemeans of communication, improvement ofphysical infrastructure and services and a goodincentives regime for the private sector. GwadarPort has to compete with nearby ports for itsshare of shipping, trade and transportation. Tomeet international standards for provision ofbusiness requires compliance with establishedspecifications that depends on the performanceof a host of institutions in the public as well asprivate sector.

The future employment market in Gwadar willrequire a highly skilled and technically qualifiedworkforce. The available workforce is small withlow levels of education and is therefore unableto take advantage of emerging employmentopportunities. The ongoing expansion of thelabour market has created a wide gap betweensupply and demand that is being met throughengagement of the requisite workforce fromother areas.

It is evident that the rhythm of development inindustry, trade and commerce will necessitatesubstantial migration of people from other partsof country. This phenomenon is accompanied bya real fear that the local people will be sidelined.To avoid this, concerted efforts to educate andtrain local youth and develop their skills to meetupcoming market will be required.

The traditional social values and organizations arenow face to face with a modern urban industrialculture. The traditional Baloch fishingcommunities in Gwadar are required to switchover to new types of jobs with different a differentethos and working hours.

Migrant workers will bring their own culture,habits and values to Gwadar. A process ofassimilation is expected to develop a new culturerepresenting different regions, communities andnationalities of Pakistan. Experience gained theworld over has shown that rapid economicgrowth creates prosperity for some segments anddisparities in incomes and living conditions forothers. These conditions often create alienationand estrangement. Gwadar will be no exception ifthe dynamics of the situation are not handled withdue care, caution and diligence.

36. The News, 29 June 200737. Amjad Bhatti, Responding to disasters. (Dawn OpEd, 9 July 2007)

8.2 Marginalization of LocalPeopleDevelopments in Gwadar will have far-reachingeffects on the local and national economy. Thelocation of Gwadar near the entrance of thePersian Gulf, its proximity to the main seaplanesand the Straits of Hormuz, has increased itsstrategic significance. The regional andinternational powers are definitely interested indevelopments taking place in the area andbeyond. Maintenance of a delicate equilibriumwill be a perpetual challenge for decision-makers at the local, provincial and nationallevel.

The local people of Gwadar are used to free andunrestricted movement. The emerging securityconcerns will require regulation of movementwhich is bound to make life difficult for thepopulace in general and the fishermen inparticular. Compatibility of security instruments tothe traits and norms of the area should be theprime consideration in the placement of controlmechanisms. It will take some time for thefishermen community to adapt to the regularlifestyle of a modern port city.

8.3 Resettlement

Land acquisition and resettlement is an importantissue in Gwadar. According to the Gwadar MasterPlan, land of the old settlement of Gwadar Town

is required to develop facilities and access for theport. The master plan estimated a resettlementcost of 7.4 billion rupees for this land. Themajority of residents in the area are fishermenworking on small boats anchored on the coastclose to their houses.

Acquisition of land to meet the requirements ofthe deep sea port and the resultant expansion ofallied structures will result in dislocation of somepeople. Their resettlement is a very complex issuein view of the direct effect on their livelihood. Thisnecessitates careful consideration of all aspectsof acquisition, cost estimation, paymentmechanisms, resettlement plans and the socialcost for the communities.

8.4 Enforcement of LabourLaws

Gwadar is expected to become an EconomicFree Zone for attracting investors andinvestment. The availability of cheap labour,subsidies and exemption from duties andtaxation play an important role in attractingforeign and local investment. Export processingzones in Pakistan enjoy exemptions from locallabour laws. Reports from foreign countriesregarding ill-treatment of workers in the overseaseconomic free zones strongly suggest the needfor the enforcement of laws relating to employeebenefits and welfare.


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One of the many new mangrove forest plantations undertaken by IUCN

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8.5 Tsunamis, Earthquakes andSand dunes Movement

The available seismic record of the area indicatesthe occurrence of 193 earthquakes of themagnitude of 4 and above on the Richter Scalefrom 1851 to 1990. The Mekran coast isseismically active and susceptible to earthquakesand tsunamis38. In 1945, an earthquake measuring8 on the Richter Scale, followed by a tsunami,destroyed several coastal settlements. Theepicentre of the earthquake was 87 kilometressouthwest of Chur in Balochistan. The towns ofPasni and Ormara were both reportedlyunderwater after the tsunami that was alsorecorded at Muscat and Gwadar.39 This was themost recent major tsunami-generating earthquakein the Arabian Sea.

Moreover, there are fine sand beaches along thecoast and sand dunes in the hinterland.Hurricanes and winds blow sand and the shiftingof sand dunes is common. Paved streets areburied under sand in towns and roads arecovered with sand during the windy season.Therefore, sand dune stabilization remains amajor issue in the area.

8.6 Cyclones and Floods Gwadar is a dry district without a perennialriver. Floods along the district's seasonal riversare uncommon. As groundwater is oftenbrackish, storage dams have been constructedon many seasonal streams. These dams are asource of flooding whenever heavy rainfalloccurs in the catchments areas. Yet thesedams are important sources of water supply,with Ankra Dam in Gwadar and Shadi KaurDam in Pasni being the largest among them.Heavy rains in February 2005 washed awayShadi Kaur Dam. The resultant floodsdevastated many localities by damaging roads,bridges and culverts which in turn causedhardship to the people.

Even more devastating were the floods of June2007 in the wake of Cyclone Yenmin. Reportedly,the backup of floodwaters from the Mirani Damcaused massive destruction of property,particularly in Turbat District. The people of thedistrict have to factor in the probability ofrecurring, albeit rare, cyclones as part of life alongthe northern Arabian Sea.

8.7 Inaccessibility andRemoteness

Despite the MCH, Gwadar remains remote andisolated. The district is about 400 kilometres inlength and all areas in the interior are without all-weather roads. Sections of rough dirt tracks andfair-weather roads are common and make traveldifficult and expensive. Lack of transportationand easy access to other areas is also a majorcause of poverty in the hinterland. A smalldistance of 65 kilometres between Gwadar andSuntsar takes four hours on a four-wheel drivevehicle and 120 rupees in fare. The road betweenGwadar and Jiwani too is in a poor state. Thefares charged by vehicle operators are normallymore than the daily wage of an unskilledlabourer.

8.8 Climatic Change and RisingSea Level

Owing to global warming and the melting of thepolar ice-caps, the mean sea level is slowly butgradually rising at a rate of about 1.1 millimetresannually. This may affect low-lying areas,including Gwadar and its lagoons and wetlands.The rise may also affect the deep sea port andsalinate fresh water reservoirs along the coast.

38. Sheikh, M. M. 1992. ≈Seismic Risk Analysis and Perspectives Earthquake Hazards along Mekran Coast .∆ In Proceedings of the National Conference on Problems andResources of Mekran Coast and Plan of Action for its Development, Islamabad, Pakistan Council of Science and Technology. Quoted in BCS page 99.

39. http://asc-india.org/gq/19451127_mekran.htm

To traverse the remote rough dirt tracks a young man is putting on his socks & boots


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40. The Master Plan is supposed to address city location, size, form, character, image and environment. It includes proposed new buildings and infrastructure growth while atthe same time defining spaces that unify all functions of the city. People displaced as a result of the new port city have to be compensated, rehabilitated and trained tomeet the new challenges and take advantage of the emerging opportunities.



Short Term

1 Investigate land transactions in and around Gwadar Provincial Government

2 Protect identity, proprietary rights and livelihood Provincial of local population Government

3 Initiate practical measures to accommodate locals Provincial in emerging job market Government

4 Prepare checklist of actions necessary to ensure District Government Federal Governmentimproved future disaster preparedness at district and Provincial Governmenttehsil levels, bearing in mind lessons of Cyclone Yemyin International Aid

Agencies

5 Review ongoing programme of dam construction Provincial Federal Governmentand incorporate necessary design changes to Governmentminimize possibility of floods in case of exceptionally heavy rainfall

6 Establish disaster preparedness cells at district District Government Provincial Governmentand tehsil levels

Medium Term

1 Make necessary institutional arrangements for Provincial change management Government

2 Examine applicability of labour laws in Economic Provincial Free Zone and Export Processing Zone Government

3 Devote necessary attention to master planning40 Provincial for resettlement of people dislocated due to land Governmentacquisition for public use

4 Establish guidelines for compensating land owners Provincial by reserving quotas in residential, commercial and Governmentindustrial plots and schemes

5 Enforce building control laws in coastal areas and Balochistan Coastal TMAs, Planningdemarcate prohibited areas to keep human Areas Developmentsettlements safe from cyclones and tsunamis Authority

6 Assess resistance level of storage dams against Irrigation Deptt:unusually heavy rains as experienced in June 2007

7 Create opportunities for local people to acquire Provincial skills and technical know-how Government

8 Invest in facilities such as schools, hospitals, sanitation, Planning Finance, PublicHealth,

clean water and all other necessary accompaniments TMAsto improve quality of life

9 Enable expeditious settlement of disputes and Board of Revenuelitigation arising due to land transactions

Long Term

1 Engage with global community on issues of global Federal warming and climatic change Government

2 Monitor incoming migration for maintaining a balance Provincial in favour of local population to minimize possibility Governmentof marginalization

3 Engage opinion makers in meaningful partnerships Provincial for furthering development agenda Government

4 Improve and expand communication network to Provincial cover remote areas Government

8.9 Strategic Interventions and Institutional Links


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ADB - IUCN Pakistan 2003: Regional Technical Assistance For Coastal andMarine Resources Management and Poverty Reduction in South Asia(ADB RETA 5974), Mangroves: Status and Management - PakistanComponent.

ADB, DFID and the World Bank, Devolution in Pakistan: An Assessment andRecommendation for Action, 2004

Ahmad Bhatti, Responding to Disasters (Dawn OpEd, 9 July 2007)

Alliance for Education Development N. D.: Gwadar District Education Plan2003-2006, no other details.

Anger and despair in Balochistan, (BBC Friday, 29 June 2007, 21:34 GMT 22:34 UK)

Asian Development Bank Project Performance Audit Report 1995:Balochistan Fisheries Development Project (Loan 619 - PAK [SF]),Manila.

Astola (Haft Talar) Island, 2001 (Information Sheet on Ramsar Wetlands)Google Search

Baloch, Abdul Hakim 2004: Bringing Development to Balochistan, (Dawn, 13 December 2004, Islamabad.

District at a Glance (http://www.gwadar.sdnpk.org/sorg.htm) Websitemaintained by IUCN

District Consultation Report, Gwadar District, May 1999

District Releases up to June 2004, Finance Department, Government ofBalochistan, Quetta.

Fishery and Aquaculture Country Profile - Pakistan (FAO, Fisheries andAquaculture Department) FAO Website.

Fishing Capacity and Fisheries in Pakistan. Issued by the Assistant FisheriesDevelopment Commissioner, Ministry of Food, Agriculture andLivestock, Islamabad, Pakistan.

Government of Balochistan & IUCN 2000: Balochistan Conservation Strategy,IUCN, Quetta

Government of Balochistan 1907 (reprinted 1995): District Gazetteer ofMekran Gosha -e- Adab, Quetta.

Government of Balochistan 1971: Balochistan Sea Fisheries Ordinance 1971,with amendments up to 1994, Balochistan Coastal DevelopmentAuthority Act.

Government of Balochistan 1974: the Balochistan Development Authority Act 1974.

Government of Balochistan 1997: Gwadar - A District Profile, Planning andDevelopment Department, Quetta.

REFERENCES


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Government of Balochistan 1998, Balochistan Coastal Development Authority Act 1998 withAmendment 2003.

Government of Balochistan 1998: Balochistan Coastal Development Authority Act 1998 andAmendment 2003.

Government of Balochistan 2003: Gwadar Development Authority Act 2003.

Government of Balochistan 2003: Balochistan Local Government Ordinance 2001, Quetta.

Government of Balochistan 2003: Balochistan Poverty Reduction Strategy Paper,

Planning and Development Department, Quetta.

Government of Balochistan 2003: Gwadar Master Plan, Planning and Development Department, Quetta.

Government of Balochistan 2003: Progress Report on Projects under Different Programmes, Department of Irrigation and Power, Quetta.

Government of Balochistan 2004: Budget Estimate for the Year 2004-05, District Government Gwadar,Gwadar

Government of Balochistan 2004: Draft Annual Report of Provincial Finance Commission, September 2004, Provincial Finance Commission, Quetta.

Government of Balochistan 2005: Balochistan Performance Grants rules, 2005, Notification.

Government of Balochistan n. d., PC - 1 of coastal zone Management for Fisheries Development ofBalochistan Coast, Balochistan Coastal Development Authority, Quetta.

Government of Balochistan n. d., PC - 1 of the Project Continuance of the Japanese grant of Yen 414million, Directorate of Fisheries, Food, Fisheries and Coastal Development Department, Quetta.

Government of Balochistan n. d., Prospects of Shrimp Aquaculture on Balochistan Coast, BalochistanCoastal Development Authority, Agriculture, Food Cooperatives & Fisheries Department, Quetta.

Government of Balochistan, 1971: Balochistan Sea Fisheries Rules 1971.

Government of Balochistan, Balochistan Coastal development Authority Act.

Government of Pakistan 1977: Land Reforms Act , 1977.

Government of Pakistan 1999: Mekran Coast Master Plan Balochistan, Planning Commission,Islamabad.

Government of Pakistan 2000: 1998 District Census Report of Gwadar - Census Publication No. 65,Population Census Organisation, Statistics Division, Islamabad.

Government of Pakistan 2003: Accelerating Economic Growth and Reducing Poverty: The Road Ahead(Poverty Reduction Strategy Paper), Poverty Reduction Strategy Paper Secretariat, Ministry ofFinance, Islamabad.

Government of Pakistan, WWF & IUCN 2000: Biodiversity Action Plan for Pakistan.

Hasan Sahin 2005: Silk Road Turkish Expo Train, ECO Bulletin, Volume 42, June 2005, Eco Secretariat, Tehran.

IUCN 2005: A Situation Analysis Study of District Gwadar Balochistan.

National Reconstruction Bureau 2005: Brief on Local Government System and Fiscal Decentralisation inPakistan. International Conference on Fiscal Decentralisation, May 3 - 4, 2006, Islamabad.Organised by NRB in cooperation with World Bank Institute.

Majeed, A & J Qureshi 2000: Water - Balochistan Conservation Strategy Background Paper, IUCNBalochistan Programme Office, Quetta.

Pakistan's dam of sorrow? [Mirani Dam] (BBC, Thursday, 5 July 2007, 17:01 GMT 18:01 UK).

Proceedings of National Roundtable Meeting on Fisheries. (Karachi, August 9, 2006) Sponsored by thePakistan National Committee Members of the IUCN. (Google Search).


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Sami Memon, Ban on deep-sea fishing trawlers urged, (Dawn, Karachi - 8 March 2007).(Google Search).

Shaheen Rafi Khan, Fahd Ali, Azka Tanveer, Compliance with International Standards in the MarineFisheries Sector: A Supply Chain Analysis from Pakistan [Sustainable Development PolicyInstitute (SDPI) For The International Institute of Sustainable Development (IISD)] November 27,2005. Google Search)

Shahid Amjad 2000, Fisheries & Coastal Development - BCS Background Paper, IUCN BalochistanProgramme Office, Quetta.

Shahid Kardar, The Bitterness of the Baloch, (Dawn, 27 January 2005)

Pamela Stedman-Edwards, Ed. Pakistan Mangroves . (Google Search).

Usman Karim, Will marine fishing be militarised? (April 2007) (Google Search).

Unpublished data: District Wise Statistical Data of development Schemes, Physical Infrastructure etc,Gwadar District Government, DO Planning and Finance.

Unpublished data : District Development Working Group Approved Development Schemes for the Year2004-05, Gwadar District Government, DO Planning and Finance

Unpublished data Department of Fisheries Gwadar

Map of Gwadar

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