Karachi Master Plan-2020 CV-03: J A N U A R y 2 0 0 7

KARACHI MASTER PLAN-2020 CV-03
January 2007
C.V-03
Draft Development Plan
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FOREWORD AND ACKNOWLEDGEMENT
With its 15 million population and an urban sprawl of 1300 sq km, the city of
Karachi is the 7th largest city in the world. Karachi is recognized and valued for its
enormous diversity that it represents. With its cultural cross section, it truly
represents Pakistan in terms of its ethnic as well as cultural cross section in a
unique urbane scenario. The range of dynamics and dimensions that governs this
true Megapolise is more complex, than any one city can present. However, this
diversity is the strength of the city. Ironically the true potential of Karachi has
never been realized, for various reasons mentioned in this Master Plan. The plan
suggests the strategies to enhance the quality of life for Karachities, as well as
bring equity in living standards, provision of services consistent throughout the
city. The strategies, if implemented, will bring synchronization to the urban fabric
of city of Karachi.
It has been appreciated that, due to neglect, and inaction, the city has lost its flair
and its title as the “Queen of the East” . To regain the national and international
prestige, which the city deserve, an overall strategic framework is been proposed,
which is flexible enough to adopt to ever changing needs of the city, while
comprehensive enough to be implemented as it is. The plan proposes a holistic
approach towards improvements, specifically pro-poor polices, suggested
changes in the approach to make it more conforming to the ground realities.
The main theme and focus of the study is to create poly centric economic centres
and empower them to become sustainable. Equitable distribution of amenities
and standard of living.
In order to achieve the desired results, various agencies and line departments as
well as the civil society, political representative and administrators of the city,
were involved in the consultative process of planning.
This report presents a summary of all sectoral studies and proposals undertaken
in the formulation of this Karachi Master Plan 2020. It was heart warming to see
the commitment and participation in this process at all levels, specially from H.E.
The President, The Prime Minister of Islamic Republic of Pakistan, The Governor
of Sindh and Federal Ministers, Provincial Ministers, Secretaries to Federal and
Provincial Governments, CDGK, DCO, EDOs and DOs and other officers of
Public and Private organizations, who bestowed us with their valuable comments
and wisdom. Last but not the least, the driving force in this exercise was the
Worthy City Nazim.
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With all the best intensions and co-operation, there were several tough
challenges that consultants team had to face, due to various, but obvious,
reasons for non availability of consistent data from various departments and
agencies, not to mention, the coordination between the same. I would like to
appreciate my team members, who have shown their commitment and resolve to
complete this exercise of lasting importance and their perseverance in the face of
many difficulties.
On the other hand, it is appreciated that the Technical Committees have been
formed and they reviewed their respective sectors, the outcome of their
recommendations have been incorporated. This has given KMP 2020 a holistic
dimension. Furthermore, the inputs of our foreign associates M/s PADCO-
AECOM, of USA, who has provided their valuable inputs all throughout the
process in preparing this plan with the knowledge and wisdom that they had from
being part of previous two master plans for the city.
During the course of this study, there were several, week-ends and nights,
holidays spent working! both here in Pakistan and USA. It would not be out of
place to extend profound thanks to the families of my collogue team members
and specially to my family, who have compromise their personal time for this
effort. However, as envisaged in this study, if this Master Plan 2020, brings
positive changes to the life of present citizens and future generations of Karachi -
- than all this hard work is well worth it.
Thank you all.
Naved Zaheer
Team Leader -- KMP 2020
December 2006
List of Participants in Annexure III
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1. INTRODUCTION
1.1 BACKGROUND AND OBJECTIVES
City District Government Karachi (CDGK) has today an unparalleled opportunity

to guide the growth of Pakistan’s commercial and industrial capital – Karachi.
Over the past few years, a number of factors have combined to create the
conditions for an effective and sustained effort on the part of local governments,
the development community, and the general public to steer Karachi toward
achieving its vision of becoming a “world class city and attractive economic centre
with a decent life for Karachites”.
• The local government law of 2001 created for the first time a metropolitan-
level government (CDGK) with the authority to take a lead role in guiding
the development of Karachi.
• The economy of Karachi is experiencing sustained growth, and

employment and production are poised to continue rising in the coming
years.
• CDGK and the development community have already begun to seize the
opportunity to improve the quality of urban development by undertaking
major investments in transportation, housing and infrastructure.
With these conditions, the time is ripe for CDGK to join forces with its
development partners in the public and private sectors in order to enable future
economic growth and improve quality of life for the residents of Karachi. To that
end, CDGK has prepared this Karachi Master Plan 2020 (KMP 2020) to set out
the strategic framework and overall development direction, pace and character of
the city over the next 14 years. The objectives of KMP 2020 are as follows:
• Support the future growth of the metropolitan economy through

identification of appropriate investment projects in infrastructure, industrial
zones and commercial areas;
• Anticipate the future housing needs of the city and formulate appropriate
proposals for meeting them;
• Evaluate current infrastructure deficits, project future needs, and prepare

programs for improving the coverage and service level of roads, public
transport, water supply, wastewater, electrical power, and solid waste
management services.
• Establish an institutional and financial paradigm that will ensure inclusion

of key stakeholders into decision-making processes related to planning
and development of the built environment and ensure the sustainability,
social, financial, and environment, of the future growth of Karachi.
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1.2 DEFINITION OF THE PLAN AREA
The Karachi Master Plan 2020 covers Karachi City District consisting 18 towns,
six cantonments and other Federal, provincial / major land holding agencies and
178 union councils. The part of Gadap town north of Hub dam, to the extent that
it is largely National Park reserve and would not be an appropriate site for urban
expansion during the planning period, was not included in the study area during
plan preparation.
Karachi District comprises of approximately 3600 sq km area and the internal 15

towns which are built, comprise of approximately 1300 sq km. The district is
surrounded by Thatta, Jamshoro in east and Lasbela in west, with Arabian Sea in
south.
Jamshoro
Lasbela
Gadap
Thatta
Badia Gulshan
Keamari Bin Qasim
Korangi
Arabian Sea
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1.3 METHODOLOGY
KMP 2020 is prepared on the basis of separate sub-sectoral analyses that were
linked through a strategic framework and scenario-based planning of the
development of Karachi City District. Each of the sectors included in the plan—
land use, housing, transport, infrastructure services, social services, etc.—is the
object of an analysis of historical conditions and current trends, focusing on the
identification of specific constraints that impede the achievement of KMP 2020’s
vision and objectives. The sectoral analyses are written up in a series of separate
analytical reports prior to the preparation of this Main Document.
A number of additional analytical tools are employed in the preparation of the

Plan. A socioeconomic survey was conducted in late 2005 that covered a sample
of 5,000 households living in the 18 towns/ 178 UCs of the Karachi City District.
The overall objective of the survey was to investigate the living conditions of the
population, existing provision of basic services and facilities, living style,
economic conditions, social problems and felt needs of the population. A team of
80 surveyors, 10 supervisors and 20 data entry and controllers participated in the
survey. The results are presented in Section 2.1. below.
An analysis of existing land use is carried out through a combination of satellite

imagery analysis and field surveys. A detailed existing land use map is prepared
and used as a key input into the planning of future development. Various teams
were deployed, trained and given the satellite image print out to go in field and
mark the land use from the same. The data was checked for constancy and
reconfirmed if an inconstancy was found.
Infrastructure conditions and trends were evaluated through key informant

interviews and analysis of existing secondary documents. A number of urban
infrastructure providers operating in CDK provided their insight and guidance in
the process of identifying key constraints and formulating proposals for
addressing them. (Please see acknowledgement for details)
Alternative development scenarios for the City District are defined and analysed
as described in the figure below. Scenario 3, Multi-Nuclei, is retained as the
preferred scenario because of its ability to deconcentrate some economic and
public service activities from the congested central business district to a series of
new urban centres at the urban periphery.
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1.4 STRUCTURE OF THE MAIN DOCUMENT
This Main Document of KMP 2020 presents the findings of the various surveys
and assessments undertaken by the Plan preparation team in Section 2. Section
3 sets out projections of population and calculations of future requirements for
urban land and infrastructure services. While Section 4 presents the strategic
framework, Section 5 defines in more detail the four components of the plan:
1. Land use and housing
2. Transport
3. Infrastructure Services
4. Social Services
Section 6 provides an initial examination of the anticipated impact of the plan on

the natural environment of the City District.
While Section 7 presents the plan cost and financing, Section 8 defines the
proposed institutional arrangements for implementation of the Karachi Master
Plan 2020.
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2. SUMMARY OF MAIN FINDINGS OF SURVEYS AND ASSESSMENTS
2.1 SOCIO-ECONOMIC
2.1.1 Urban Economy
Rebounding from a sluggish period in the late 1990s, Pakistan’s economy has
been growing robustly in recent years. The finance and manufacturing sectors
have exhibited double-digit annual growth since 2003. Commercial and
agricultural growth have also been strong. Direct foreign investment in power,
telecommunications, chemicals, pharmaceuticals, fertilizers, oil, gas, banking and
finance have sparked growth in key sectors and improved infrastructure services
that more broadly support economic development.
Karachi is the largest city in Pakistan and represents almost exactly 10% of the
nation’s population, but its economy is about one-quarter that of the national
GDP. Karachi produces about 30% of manufactured goods, handles 95% of
foreign trade, and contributes more than 65% of national revenue.
The structure of the Karachi economy is overwhelmingly service-oriented. The

primary sector probably does not represent more than 1% of Karachi’s gross
regional domestic economy (“GRDP”). The secondary sector (manufacturing,
construction, electricity and gas) represents one-quarter of the metropolitan
economy. The tertiary sector (transport, storage, communications, wholesale and
retail, financial services, real estate, public administration, household services…)
represent the remaining three quarter’s of GRDP.
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Economies of scale support many large industries. Many foreign businesses

operate large manufacturing plants and are active in the financial sector. The
nature of the booming garment sector, however, has given rise to the large
number of small and medium enterprises, including “cottage industries.” (The
term “cottage industry” as used in Karachi today refers to small, informal,
manufacturing shops, typically located in katchi abadis, which employ local
residents, often on a part-time basis.) Small and medium enterprises complain
they lack access to finance.
Traditional Karachi manufacturing industries are textiles, ready-made garments

and food processing. New and important entrants in the last several years include
chemicals, electronics, automotive assembly, and large engineering products
such as ship building. Future manufacturing growth is expected to come from
textiles, ready-made garments, engineering goods, heavy metals, chemicals,
electronics and other high-technology products.
The largest constraints on the growth of the manufacturing sector are high fuel
costs and power shortages. Law and order problems – particularly extortion by
informal power groups in the slums – continue to be a threat and have
contributed to capital flight; but this situation is better today than in the 1990s.
Much of manufacturing occurs in seven major industrial areas: SITE, Korangi,

Landi, Federal “B” Area, North Karachi, Karachi Export Processing Zone, and
Port Qasim. (The Karachi Export Processing Zone offers many tax breaks, but is
not a duty-free export processing zone.) Most of these production areas lie along
the coast, in the older parts of the city: but a few exist further away from the
coast, and tend to be the newer ones. Smaller manufacturing plants and cottage
industries can be found in any part of the city, including many katchi abadis.
Karachi’s construction businesses tend to concentrate on up-market housing and

mega projects such as large shopping malls.
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The largest sector and the engine of Karachi’s growth is commerce. The city is
the regional trading nexus, a commercial and financial hub, and a large retail
center. Almost all of Pakistan’s imports and exports (95%) pass through Karachi.
Karachi Port Trust (KPT) and Port Qasim Authority (PQA) move a relatively large
number of containers for an economy the size of Pakistan. Jinnah International
Airport is the nation’s largest airport. Foreign trade is growing: from 27% of GDP
in year 2000 to 37% in year 2005.
Finance, insurance and real estate are important to the Pakistan economy. Most
banks have national headquarters in Karachi, including the central bank, and the
State Bank of Pakistan. The nation’s largest stock exchange, KSE, is in the city.
Forty percent of the country’s banking and insurance transactions occur in
Karachi. The real estate market is very lively.
Retail is the essence of Karachi. It is a regional shopping center for consumer

durables. Shops occupy most of the street frontage on primary and secondary
arterials; with intersections particularly congested. Apartment buildings
increasingly offer retail on the first floors.
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The interesting
trend has been
the recent
growth in
accounting,
medical,
engineering,
management,
and software
development.
The business
community is
optimistic such
knowledge-
based services
will capture an
ever-increasing
amount of
foreign
exchange
earnings.
Commerce is expected to continue growing as a regional trade, retail and

knowledge-based services center. Finance for small and medium enterprises is
an unexploited market that holds great potential.
Karachi has seen a large increase in its labor force, and the labor force
participation rate continues to increase. While higher than in other areas of the
country, it remains quite low: 30.4%. This is partly explained by the low female
participation rate. The male participation rate is 48%. However, this means less
than half of all households have no regular formal-sector employment.
Karachiites are better educated than Pakistanis as a whole. Karachi has the
highest literacy rate in the country and benefits from several important
universities.
A city’s physical development and its economic growth influence each other.
Land and infrastructure are necessary, but not sufficient, conditions of growth.
The city’s ability to anticipate and respond to growth opportunities will determine
its continued economic expansion. Different sectors represent different land use
and infrastructure demand:
• The importance of commerce in general, and trade and retail in particular, in

the metropolitan economy require that improvements be undertaken in all
aspects of the transportation network: ports, airports, rail and highways. It
also requires space for warehousing and logistics between transport nodes
and manufacturing centers.
• The CBD’s key role in commerce is based upon personal interaction and
communications. The central city’s transportation capacity in general and
transit in particular must grow to support an increasing workforce.
Telecommunications infrastructure is just as important.
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• Manufacturing growth is encouraging, and the development of sites such as

Textile City near port Qasim in the southeast requires water and wastewater
facilities.
• Metal manufacturing, and electronics and textiles to a lesser degree, will pose
great demands for electricity.
• All large-scale manufacturing requires industrial land with water, wastewater

services, good drainage, and electricity, and road links.
• Extending water, wastewater, and electricity to cottage industries in katchi

abadis will improve the productivity and health of this small and medium
enterprise sector. The development of localized cottage industry parks with
concentrated services and improved accessibility could do more to improve
the cottage industry sector while generating employment in nearby katchi
abadis.
• Much of the public remains dependent on low-skilled labor-intensive

production opportunities for their livelihood. Skills development and education
in general could do much to provide better employment opportunities for
workers and increase Pakistan’s competitiveness in world markets.
Karachi’s GRDP per capita for year 2005/06 is about US$ 2,000 per person,
much higher than the national figure of about US$ 700. However, there remain
many families in katchi abadi communities living in poverty. As noted in the
preceding section, monthly household incomes tend to be much lower, at about
Rs 15,000 (US$ 250, or $3,000 annually).
Karachi’s economy today can support US$ 0.4–0.7 billion a year expenditures on
housing and housing service infrastructure by households and the government.
This is equivalent to US$ 25–60 per person.
Assuming Karachi’s population grows from its current level of 15.1 million to 25.7
million persons by the year 2020, and the economy grows at an average annual
rate of 5–7%, annual investment (expressed in 2006 dollars) will rise to US$ 1–2
billion dollars per year.
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2.1.2 Household Survey
A socio-economic survey was conducted in late 2005 that covered a sample of

5000 households living in the 18 towns of the Karachi City District. The overall
objective of the survey was to investigate the living conditions of the population,
existing provision of basic services and facilities, living style, economic
conditions, social problems and felt needs of the population.
Some of the major findings of the survey are:

• literacy rates are comparatively low and could be improved through non-
formal education that includes both home and street schools;
• health is the most neglected area. The present level of facilities is not
sufficient to serve the population; small clinics, mother and child health
centers and primary health care center in particular are needed;
• one of the main perceived needs of the population is better access to clean
drinking water;
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• participation of women in economic activities should be systematically

encouraged and ensured in order to enhance household income and upgrade
standards of living; and
• non-completion of development projects and programs has had a negative
impact on development.
Some of the main indicators from the survey can be described as follows. In
describing the characteristics of household heads:
• roughly 83 percent are male and 17 percent female;

• more than 30 percent are aged between 40 and 49 years, with only 7.4
percent less than 30 years of age;
• roughly 88 percent are married;
• about 29 percent are illiterate; the remainder literate and/or educated;
• 81 percent are employed;
• 50 percent of the employed are self employed with 31 percent working in the
private sector, 3 percent in the semi-private sector and 16 percent in the
public sector;
• 32 percent of the self employed are shopkeepers and 12 percent are
laborers; and
• 41 percent earn between 3,000 and 6,000 rupees per month.
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In terms of family characteristics:

• roughly 85 percent are nuclear families, with the remaining 15 percent living
in joint family situations of two families or more;
• family composition includes 35 percent male adults, 32 percent female adults,
17 percent boys and 16 percent girls, both up through 15 years of age;
• 44 percent earned between 5,000 and 10,000 rupees per month;

• 34 percent spent less than 5,000 rupees per month;
• 19 percent were able to live within their planned monthly budgets;
• 75 percent of the monthly expenditure was for food, 19 percent for utilities.
and less than 2 percent for housing;
• close to 39 percent of the male family members and 29 percent of the female
members were literate; and
• more than 11 percent had members that were unemployed, with 89 percent
male and 11 percent female.
In terms of household residential stability:
22 percent had been living in Karachi for more than 59 years, 22 percent for 41 to
58 years; 30 percent for 24 to 40 years; 13 from 12 to 23 years; only 7 percent
have been living in the city for less than 6 years;
• 26 percent had been living in their present house for 10 years and 33 percent
for more than 20 years;
• 74 percent had lived in the inner city prior to their current residence; and
• 70 percent had migrated to Karachi to obtain employment.
In terms of property and family assets:

• 75 percent of the houses were on land that was leased;
• 80 percent of the houses were owner occupied;
• 60 percent of the owner-occupied houses were self-purchased; 22 percent
self-built and 19 percent inherited;
• 25 percent of the houses cost less than Rs 300,000, with 16 percent costing
more than Rs 1.3 million.
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In terms of housing conditions:

• 76 percent of dwelling units were pakka condition;
• 15 percent of units were below 60 square yards in size; 35 percent are 80
square yards; and 30 percent 120 square yards;
• 81 percent had only one portion;
• 98 percent of the houses had electricity;
• 97 percent had Sui gas;
• 89 percent had piped water into the house; and
• 36 percent were connected to the sewer line.
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Other characteristics included:
• 96 percent stated that madrasas were available, 87 percent stated

government schools; and 93 percent said private schools;
• 88 percent of survey respondents claimed that the general health of their

families was good;
• 45 percent said they had time for recreation;
• 97 percent had some of their family members go to work on a daily basis; and
• 60 percent said that recreation and park facilities were the city’s primary
need.
This socioeconomic survey shows the population of Karachi is relatively stable,

with most households having lived in the city for many years. This suggests a
high level of commitment on the part of Karachiites to stay in the city and build a
life for themselves over time. This in turn implies that residents are willing to
invest in the improvement of their homes and the infrastructure services they
receive at them. On the other hand, available resources for housing and
infrastructure expenditures are fairly limited at the level of most households, given
overall low incomes, high levels of expenditures on basic needs (75% of total),
and already high expenditures for utilities (19% of total). The high percentage of
owner occupation, however, suggests that home assets could be used as
collateral to get access to finance for improvements. Priorities of Karachi
residents include improved water supply quality.
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2.2 Land Use and Housing
The Karachi City District is spread across an area of approximately 3,600 sq. km.
More than half of this area (approximately 530,162 acres) consists of vacant land
(see Figure 2 below, and Table 1 on next page) This include the area dedicated
to Kirther National Park. Nearly nine percent (81,179 acres) of the area within
Karachi is dedicated to agricultural uses; eight percent (67,000 acres) is
dedicated to residential land uses, including pucca, semi-pucca and katcha
houses; eight percent (71,930 acres) to governmental uses; five percent (46,155
acres) to infrastructure, including roads and utilities; four percent (30,848 acres)
to industrial uses, such as cottage industries and factories; two percent (17,560
acres) to Goths and villages; and one percent each to institutional (4,555 acres),
recreational (4,800 acres), mixed land uses (5,900 acres) and restricted areas
(5,190 acres). Commercial uses occupy slightly less than one percent of the City
District area.
Figure 2: Distribution of Existing Land Uses
Restricted Area Commercial

Residential
1% 0%
8%
0% Industrial
0%
4% Mixed Land Use
0%Goths/Villages
1%
2%Institutional
1%
Religious
0%
Governmental
8%
Infrastructure
5%
Recreational
1%
Vacant Land Including Water Bodies
60%
Agricultural
9%
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Table 1: Areas and Percentages of Various Land Use Types in the Karachi City District
Broad Area (%) Included Land Uses

Category
Residential 67,020 acres U-1: Pucca Houses, Flats, Hostels
U-2: Semi-Pucca Houses
(7.7%)
U-3: Katcha & Temporary Huts & Dwellings
Commercial 3,169 acres U-4: Whole Sale Dealers, Shops/Shopping Malls, Offices, Banks, Hotels,
Meat/Poultry/ Fish Markets, Petrol Pumps, Fuel-Wood Stalls, Dhobi Ghat,
(0.364%)
Cement Sand Depots & Block/Slab Makers
Industrial 30,848 acres U-5: Cottage Enterprises, Small Workshop Garages/Service Stations, Boat
Making
(3.54%)
U-6: Factories/Mills/Iron Works, Stone Works/ Marble/Building Materials,
Dockyards, Fishery, Yards
U-7: Ware Houses, Railway Yard, Port Yard, Airport Storage, Petrol/Oil
Depots, Other Godowns
U-20: Quarries/Sand/Bajri Mining & Salt Works
Mixed Land 5,899 acres U-8: Residential/Commercial, Industrial/Residential, Industrial/Commercial

Use (0.677%)
Goths/Villages 17,959 acres U-9: Goth/Village, Housing Cluster
(2.062%)
Institutional 4,553 acres U-10: University, College
U-11: Hospital, Clinic/Dispensary
(0.52%)
U-12: Meeting Hall/Conference Hall/Auditorium, Arts Council, Hilal-E-
Ahmari/Red Cross/Gymkhana/Clubs, Marriage Hall/Lawns, Community
Buildings, Library/Museums, Historical Building, Cinema/Theatre
Religious 2,310 acres U-13: Eidgah, Mosque, Imam Bargah, Church & Other Temples,
Tomb/Shrine, Graveyard, Cemeteries
(0.265%)
Governmental 71,929 acres U-14: Government Offices
U-15: Local Government Offices
(8.25%)
Infrastructure 46,154 acres U-16: Transportation
U-17: Roads
(5.3%)
U-18: Utilities
Recreational 4,798 acres U-19: Recreational Facilities

(0.55%)
Agricultural 81,179 acres U-21: Agricultural Activities
U-22: Irrigation
(9.31%)
Vacant Land 530,162 U-23: Water Bodies
U-24: Vacant Developed Land
Including acres
U-26: Vacant Land
Water Bodies (60.85%)
Restricted 5,188 acres U-27: Restricted Area
Area (0.596%)
Most of the developed areas are concentrated in the inner ring towns of Saddar,
Jamshed, Lyari, Liaquatabad, Gulshan-e-Iqbal, and Gulberg. See Existing Land Use
Plan. These towns contain the most diverse mix of uses, and include most of the
governmental and regional-scale industrial and commercial activities. The outer ring
towns, including Bin Qasim, Gadap and Keamari Towns, predominantly consist of
agricultural uses and vacant areas with very little governmental, commercial or industrial
activities.
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GENERAL LAND USE TRENDS
• Increase in Commercial Activity: Primary and secondary arterial roads, and

main intersections, across the city are increasingly becoming commercialized.
Along major arterials, commercial uses such as shops, banks and offices are fast
replacing existing residences on the ground floor. In some instances, commercial
uses are also expanding upwards to occupy entire buildings. Along secondary
roads, single story residences are converting to two- and three-storied buildings
with shops on the ground floor. This trend also seems to be affecting residential
neighborhoods where large plots (greater than 1,000 square yards in size) are
changing from residential villas to offices or other commercial uses. This trend is
changing the character of arterial roads and residential neighborhoods, and
resulting in traffic congestion due to increased vehicular activity.
• Expansion of Residential Development in Cantonment Areas: Areas such as

the Cantonments and Defence, under the control of the defence authorities are
rapidly undergoing development. Due to their location near the Arabian Sea and
commercial markets, these areas are highly desirable residential enclaves. The
boards that manage development in these areas have become substantial
players in the residential real estate markets and are developing and leasing
serviced residential plots to non-military and military customers alike.
• Growth of Industrial Activities Including Formal Zones and Informal Cottage

Industries: There is a general increase in industrial activities across the Karachi
City District. Such increase includes the spread of informal cottage industries
within residential, commercial and mixed use areas, as observed in Liaquatabad,
Gulberg, Baldia, Shah Faisal, North Nazimabad, Orangi, and Korangi. Some of
the industrial expansion is within planned areas, such as the proposed Textile
City that would extend activities associated with Port Qasim to the east.
• Conversion of Waterways to Open Sewers: Due to lack of an adequate

sewage disposal system, substantial amounts of waste ends up in the open storm
drains and nallahs throughout the city. Most of these drains and nallahs flow into
the Lyari and Malir Rivers that end up transporting this waste to the Arabian Sea.
Not only is the waste a health concern, during storm events, it impedes the flow
of water and contributes to localized flooding. This condition is further
exasperated due to development that has encroached natural drainage nallahs
and low lying areas which traditionally served to divert storm water away from
built up areas.
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• Revival and Development of Parks and Open Spaces: Another trend across
Karachi City District is the recent interest in reviving existing recreational parks
and open spaces and developing new ones. This trend affects parks at both the
city- and town-levels. Some of the parks that are being improved include the
Jinnah Park in the Clifton area, Polo Ground in Saddar Town area, Safari Park in
Gulshan Town, and the Karachi Zoological Garden in Garden West area. New
recreational areas include those being developed privately, such as Dream
World, Cosy Water Park and Samzoo in Gadap, as well as those being
developed by the local government, such as locality parks in Gulshan-e-Iqbal
Gulberg, North Nazimabad, Clifton and Defence. With development beaches
coming up in DHA and Clifton area.
• Development
of Social
Assembly
Facilities:
Along major
arterial roads,
especially in
North
Nazimabad,
Gulshan,
Gulberg and
Malir Towns,
one of the new
commercial
uses that are
replacing large-
sized residential plots is social assembly facilities such as Shaddi halls. These
facilities bring large volumes of vehicular traffic, predominantly during evenings
and weekends, and result in congestion on local neighborhood streets. These
facilities also introduce high noise levels in predominantly residential areas and
can be a nuisance to adjacent residents. On the other hand, entertainment areas
such as cinema houses are fast diminishing across the city. In most of the areas,
these facilities are converting into shops and market places.
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• Proliferation of Aggressive Signage: Across towns such as Saddar, Gulshan-

e-Iqbal and North Nazimabad that have high levels of commercial uses, there is
an increasing proliferation of hoardings and neon signs. These signs appear in all
sizes, heights and color. Rather than benefiting the commercial establishments
by presenting a coherent message, these signs compete with each other for
prominence and result in a highly inconsistent and cluttered visual environment.
TRENDS IN HOUSING
• Vertical Development of Residential Neighborhoods: Driven by a strong real

estate market, residential neighborhoods are rapidly being developed across
Karachi. Along main arterials, intersections and other land with high potential
commercial value, offices and shops are replacing residences on the ground
floor. In some cases, houses are being demolished and replaced by multi-storied
buildings, with commercial uses on the ground floor and apartments above. In
other cases, the G+1 height limit is being ignored and floors are being added to
existing houses. This trend can be observed in towns such as New Karachi,
North Nazimabad and Gulberg that are experiencing rapid commercial and
cottage industrial growth. This growth results in increasing the burden on the
infrastructure networks, without any associated investment to increase capacity.
25
• Continuing Horizontal and Vertical Growth of Katchi Abadis: There continues

to be an increase of Kachi Abadis throughout Karachi. A significant and growing
portion of the low income community in the city does not have access to public
sector housing. To accommodate these persons and households, new units are
being added to existing katchi abadis through additional land acquisitions and
vertical growth. New housing is also being provided through continued informal
sub-divisions of public land and rural areas, often mimicking formal sector KDA
layouts with plot sizes typically ranging between 80 and 120 square yards.
Housing is also being provided through informal construction in planned
residential and commercial areas, especially in inner ring towns, and in labor
colonies surrounding industrial areas.
The densities in these informal settlements continues to remain significantly

higher compared to regular housing areas, the quality and coverage of services
remains inadequate, houses are built as katcha structures. The growth of these
types of informal settlements is visible in the towns of Orangi, Baldia, SITE,
Korangi, Landhi, Lyari and Keamari.
• Phased development of large number of lower/middle/high income residential

plots at Taisar Town, New Malir, DHA Phase 8 and 9, Shah Latif Town, Scheme
33, Hawk’s Bay, and now Halkani continue to remain unpopulated and presents a
problem of investments vs utilization issues.
• Increased Foreign Developer

Participation: There is
significant interest from foreign
developers in building high-
income residential subdivisions
across Karachi. The strong real
estate market, and the predicted
increase in income-levels due to
growth of Karachi’s commercial
sector are some of the factors
contributing to a continued
demand for high-income
housing. This demand is
attracting foreign developers to
invest in the housing market, as
evidenced by a Dubai-based
developer’s proposal to build a
US$43 billion complex on
Bundal Island. Several other
proposals at somewhat
comparable scales are also
being proposed in other parts of
the city.
26
2.3 TRANSPORT
2.3.1 Introduction
The port city of Karachi with a population of about 15.12 million is the largest
urban center in Pakistan. The population growth rate is around 6% and the
literacy rate is about 66%. The mega-polis of Karachi is sprawled over an area of
around 3600 square kilometers. The city is the economic backbone of Pakistan
with a federal revenue contribution of around 25%, provincial revenue
contribution of about 40% and the GDP contribution of around 15%. The total
registered vehicles in Karachi are approximately 1.5 million and increasing at an
alarming rate of 18% per annum. In order to provide an efficient, economical and
well-managed transportation system for a mega-polis of the order of Karachi,
there is an urgent need to develop a progressive, well integrated and a
comprehensive Transportation Master Plan for Karachi.
2.3.2 History
Karachi’s origin became prominent in the mid-eighteenth century when a port was
established by Kalhoras. It became provincial capital in 1936.
In 1947, Karachi was made the capital of the new nation of Pakistan. At the time
Karachi was a city of only 400,000 people and its growth accelerated as a result
of its new status. Being a port city, Karachi became a focal point for the new
nation. It became the country’s principal urban centre. From 1961 to 1990,
Karachi witnessed rapid urbanization and became the fastest growing cities. By
1990, the city had already grown to the level of 8.0 million. While the population
was growing at the rate of 5%. Since 1961, the vehicular traffic growth had
increased at 11% per annum. Buses provided an efficient form of road transport,
there was insufficient capacity to meet demands. Karachi by 1990 had already
expanded from 116 Sq.Km to 1300 Sq.Km. This phenomenal growth had resulted
in tremendous transport problems, as Karachi accounted for about 45% of
vehicles in Pakistan. Karachi’s road network of 7,400 Kms under the jurisdiction
of several different agencies has increased to 9,944 Kms. There continues to be
wide spread lack of discipline on Karachi Roads and nearly 50% of accidents
involve pedestrian and motorcyclist. In efficient road capacity, poor public
transport, road safety and poor highway condition remains a burning issue in
Karachi. This KMP 2020 comes at a time to identify issues of policy and projects
and to address them with sound engineering technicalities.
Today with the national devolution of power plan in place, Karachi has the
potential to resolve these urban transport problems with 18 towns, 178 UC’s and
the Cantonment areas in place. At present, Karachi is amongst the 13 mega
cities of Asia and is listed in the 21 biggest cities of the world.
27
2.3.3 Transport Parameter
Demand for transportation services depends on five basic parameters:
1. Land use
2. Population
3. Economy
4. Employment
5. Education
Around 5.4% land is being utilized for roads, utilities and transportation purposes.
A 2020 land-use sketch plan prepared by the KMP-2020 team indicates the
metropolitan development corridors primarily in the north-east, east and western
direction as shown in Map 2.3.1 as Annexure. The travel corridors will then be
governed by the metropolitan development corridors. Most of the expansion
corridors point a trend indicative of decentralization and expansion of an urban
development; peripheral to the existing outer boundaries of the city.
For the land use for future KMP-2020, please see chapter 5.
The city’s population has grown from around 400,000 in 1947 to an estimated
over 15.12 million in 2006. Karachi being a metropolitan area attracts migrants
not only from within Sindh, but also from all parts of Pakistan, and some from the
culturally close countries. This has translated into a population increase of about
6 percent, which is about twice the national average.
Karachi is highly industrialized; Economic activities of various kinds are

concentrated in several locations. It is estimated that about 38% of employment
in manufacturing is in the SITE area, a further 18% in Korangi and Landhi, half of
the retail trade and services together with more than 80% of business services
are concentrated in the central area, while about 50% of employment in
wholesaling and transport is in the port area and the central city.
28
It has a formal industrial sector based in seven major industrial estates and
industrial zones that provide employment opportunities. The metropolis has
equally large informal sector; dispersed throughout the metropolis and is the large
scale generator of the person trips within the towns. The employment forecast
reveals that Karachi has to generate approximately 3.5 million jobs every five
year interval for the rapid growing population.
An important component of the morning peak hour traffic generated is the

educational institutions. The person trip study of Karachi by JICA documents
15.43 million trips in 2005 with travel for purpose of schooling. The JICA study
based on surveys has recorded 7.3 million person trips that are made by 3.7
million traveling persons. Thus out of 24.227 million trips made on a typical
weekday, almost 60% trips are made by students in the various categories.
2.3.4 Major Road Network
Karachi is served by a well defined but not an ideal network of major roads. At
present approximately 9,944 Km of roads exist in Karachi. KMP-2020 proposes
adoption of commensurate AASHTO functional classification of roadways (Map-
2.3.2 as Annexure) for the existing network as listed below:
Total Length (km) Existing Mileage Standard Mileage

(Karachi) (Percent) (Percent)
• Expressways 77.171
• Principal arterials 265.934 3.45% 5-10%
• Minor arterial 169.105 4.37% 15-25%
• Collector streets 234.279 2.36% 5-10%
• Local streets 9197.768 92.49% 65-80%
Total: 9944.3
There are following three major road based gateways which links Karachi with the
rest of the nation:
• Super Highway leading north-east, towards other cities in the provinces of

Sindh, Punjab, and the NWFP.
• National Highway leading south-east, towards other cities in the provinces of

Sindh, Punjab, and the NWFP.
• The RCD Highway links Karachi with the cities in Balochistan.
29
The Karachi’s
main port
managed by the
Karachi Port Trust
(KPT) is the focus
from this
originates nine
radial routes. As
a principal sea-
port of the
country, almost all
upcountry
commercial traffic
is routed through
Karachi.
The completion of
Northern by-pass
and Lyari
Expressway will
link the Karachi
Port area with the
Super Highway
and will bypass
the city’s internal roads. There is evidence of developing circular routes, but these
have not had a significant effect in reducing congestion on the main radial
highways.
The commercial Center of Karachi occupying the older areas of the city has the
side walks and local streets somewhat irregular reflecting their haphazard
development, in contrast with the regular gridiron layout of the newer areas.
In recognition of the massive investment requirements in the road sector, the

CDGK since inception in 2002 has aggressively pursued long over due projects.
There are 55 rehabilitation schemes of roads, 11 Flyovers / Bridges /

Interchanges, and three underpasses are underway as shown in Map 2.3.3 and
2.3.4 as Annexure. Some of them are already completed or in the process of
completion. The presently existing bridges flyovers/interchanges and
underpasses over the entire roadway system of Karachi are shown on Map 2.3.5
as Annexure.
The number of crossings over the rivers and railway line are limited and a source
of major traffic bottlenecks; particularly along the mainline of Pakistan Railway.
Several overpasses have either been constructed or are planned over the
Circular Railway alignment; however, there remain about 30 at-grade crossings at
present. As part of the revitalization plan of the KCR, all crossings are planned to
be grade-separated.
30
2.3.5 Public Transport
The quality, quantity and safety of the public transport system in Karachi are in
bad shape and are the cause of untold hardships for the common man. The
public transport has a severe shortage during peak periods, appalling
overcrowding and a poor service quality. So only the low-income transit
dependent people are forced to use the public transport. This causes hardship to
the common man.
The Public Transport characteristics found in Karachi can be summarized as

follows:
• Absence of comprehensive public transport planning and policy. Elements of

policy have formation to time have emerged as a result of specific schemes
but have been consistently often at odds with existing policies.
• Poorly developed transport infrastructure, lack of bus terminal, depots, bus

stops transfer facilities and narrow secondary and minor roads in dilapidated
condition giving rise to high traffic congestion.
• Poor transport systems in that they are not integrated, coordinated and not
properly interfaced.
• Poor public transport services.
• Inadequate consideration of institutional capacity to operate or manage the

public transport system.
• Insufficient consideration of role of infrastructure provisioning and
management.
• Inadequate attention to problems of designing regulatory reforms.
• Inadequate information base for planning and management.
• Inability to really know the effects of public transport on its population and
economics.
31
• Poor timeliness in providing adequate finances for transport infrastructure,

transport system development and implementation in regulatory reforms.
• Lack financial resources for public transport development.
• Lack professionally qualified and trained human resources in transport

planning and management.
In year 2000, on a typical weekday about 10 million trips were estimated to be

made in the city and of these 5.6 million were on the existing public transport
system and the remaining around 5.0 million by private and Para-transit vehicles.
A recent Person Trip Survey Study undertaken by JICA reports a total of 24.227
million trips being generated on a typical weekday, 60% of which were made by
the public transport.
There are around 200,000 vehicles; which includes buses, mini buses, taxis,
trucks and pick ups / delivery vans; and constitutes about 13% of the total
vehicles in Karachi.
The public transport is privately owned and primarily consists of large buses and
minibuses. These minibuses and buses compose about 80% of the public
transport; and the remaining 20% are contract carriers owned by large
employers, educational institutions and community groups.
The commonly used Para transit services generally in poor condition; include
such as taxis and motor rickshaws. The failure to provide a decent public
transport system has fuelled the growth of private motor cars and motor cycles.
Fleets of taxis and auto rickshaws provide a more personal and individual public
service. At present 44,480 taxis and 20,209 mini-bus and coaches are operative
on city road system.
Although there are only three proper intra-city bus terminals over 200 operative
routes, there are almost no formal bus stops. Waiting for a bus is an unreliable
process. The absence of bus shelters is inconvenient to patrons during hot and
rainy seasons, and disrupts road traffic.
People who own vehicle don’t generally ride the bus. However, given the low
incomes of many of Karachi’s residents, three-fourths of the public belong to the
captive transit market.
There are around 2,800 intercity buses to service Karachi from upper Sindh and
other provinces; and each day more than 1,300 buses either enter or leave
Karachi. These buses are operated by some 175 privately owned companies
from 200 illegal termini privately set up as booking offices.
In addition, the Karachi Circular Railway (KCR) deserves mention. This is a 50-
kilometer at-grade rail service active in the 1960s, ‘70s and early ‘80s and only
served a small portion of the commuting public. However, Karachi is now a
denser city, demand for public transport all that greater, and transportation
alternatives in the CBD needed; and as a consequence there is interest in
reviving the KCR. At present KCR begins at City Station and circle around the
center city ending at Drigh road station.
32
2.3.6 Traffic Congestion
The road system is congested, especially in the central city. As early as 1962,
volumes were often double those of design capacity. More recent traffic counts
reveal volumes are often 5 to 25 times that of capacity, with higher ratios in the
central city. Peak travel speeds can be as low as 15 kph.
There are various causes of congestion in Karachi:
• The road network is not very well connected, with poor network links. This
causes circuitous trips and overloads road capacity.
• Railway crossings are at grade, slowing vehicular traffic.
• Roads are narrow.
• Road maintenance is poor.
• Signaling is inadequate.
• Spotty lane marking and lack of signage are common.
• Haphazard parking, street hawkers and shops and other encroachment

combine to obstruct lanes of traffic and underutilize the right-of-way,
especially in the central city.
• There is no bypass road to and from Karachi Port Trust as of yet, and that
forces a large share of trucks carrying goods to pass trough the central
city.
• Bus stops, bus bays and shelters are few, causing unpredictable traffic
obstruction.
• Lack of pedestrian facilities.
• Poor enforcement.
The shortage of suitable bus stops and poor access to transit in general prevents
this form of transportation from becoming a sensible alternative to anyone but
those with no other option.
The absence of formal intercity bus terminals have been the major cause of
aggravated traffic congestion in more than 200 locations throughout the city.
Increased population, economic activity and vehicle ownership forecasted for the
next several years (if not decades) are likely to contribute to a marked increase in
traffic congestion.
2.3.7 Parking
There is a shortage of off-street parking lots and parking garages. This forces
vehicle owners to park on the streets, often in a disorganized and even chaotic
pattern that quickly obstructs lanes and reduces road capacity.
33
2.3.8 Road Safety
The road safety has become a major issue in the city of Karachi, where the
vehicular traffic is increasing at a very rapid pace. There are around 550-600 fatal
accidents per year in Karachi. The mean fatality rate for Karachi in 2003 has
been estimated to be 5.05 fatalities/100,000 populations. The majority of
accidents took place in Saddar Town, but the fatality rate is highest for Bin Qasim
Town, 15.34 fatalities/100,000 populations. This rate is very high when compared
internationally as shown in Table 2 below. The reason for this high fatality rate
may the number of high trip generators in the Town, such as Port Qasim and
Pakistan Steel Mill etc.
Table 2- Fatality Rates by Country

Fatality Rate per 100,000
Country Year
Population
Iran 1995 5.0
Sweden 1999 5.8
U.K 1999 6.0
Bahrain 1996 10.0
Australia 2000 9.5
Jordan 1996 13.0
France 1996 13.8
USA 2000 15.2
Saudi
1994 21.0
Arabia
Oman 1996 24.0
2.3.9 Special Generators
Manifold increase in the population of City during the last decade has resulted in
creation of locations which are major causes for traffic generation. These include
Railway Stations, Airports, Ports, Hospitals, Schools, Hotels, Recreational areas,
etc. which have put excessive pressure on the existing road network. Some of
these locations generate traffic during certain specific time periods such as
schools and offices, etc. whereas other locations such as Airports, Railway
Stations, Hotels, Recreational areas may generate traffic throughout the day,
depending upon their schedules.
The most important regional and international transportation nodes that generate
large volumes of traffic are the seaports, Railway Station and the International
airport in Karachi.
Karachi is the home of Pakistan’s principal deep water ports: Karachi Port Trust
south of the central city and Port Qasim to the east. Together, these two ports
handle 95 percent of the nation’s exports and imports. Karachi Port Trust south of
the central city handles almost triple Port Qasim’s volume. Together, the two
ports handle 18 million tons of general and dry bulk cargo, substantial liquid
quantities, three million tons of iron ore and coal, and 1.3 million TEU of container
traffic in 2004-05.
34
Jinnah International Airport to the east is the nation’s largest international and
domestic commercial air destination. 10 million passengers a year use the facility.
However, various inadequacies and bureaucratic practices are causing some
international airlines to cease service to Karachi.
A railway line links northern Pakistan with Karachi Port Trust and Port Qasim, as
well as internal links within the ports and to nearby industry. Karachi is linked by
double-track connections as far as Bahawalpur in southern Punjab, and then the
larger Pakistan rail network. There is a container handling facility at Karachi
Bandar near Tower. Roughly one-eight of the two ports throughput is carried by
train. There are thirteen stations in Karachi, and 45-50 thousand passengers
board and alight every day. Pakistan’s national railways are in poor health.
2.3.10 Environment
Carbon monoxide levels in Karachi are

above WHO standards. NOx and PM10
emissions approach world limits. Noise
levels are also above international
standards. There are many causes of the
environmental degradation. Thirty
percent of vehicles have 2-stroke
engines, and most trucks consume diesel
fuel. Almost all vehicles are poorly
maintained. All petrol sold in Pakistan is
leaded, and the diesel has high sulfur
content.
2.3.11 General Issues and Problems
The specific traffic and transport problems of Karachi include:
• Absence of transportation planning, traffic engineering and transportation

systems management.
• Absence of an integrated multi-modal plan with local and regional linkages.
• Lack of traffic management and enforcement of traffic regulations.
• Inadequate public transport.
• Poor quality of service provided by the public transport.
• Lack of an integrated multi-modal infrastructure.
• Poor road conditions in terms of road geometry, pavement and structures.
• Absence of an integrated road drainage plan.
• High traffic accident rate, particularly fatal accidents.
35
• Lack of facilities for pedestrians.
• No additional facility for freight traffic to and from Karachi Port without
traversing downtown Karachi.
• Highway schemes are designed and implemented without the benefit of an

overall urban transport plan and with little regard for land use planning.
• Severe parking and encroachment problems.
• Responsibilities for urban transport is fragmented, divided between several

agencies and often get mixed-up.
• Weak institutional and regulatory setups.
• The rules and regulations need to be updated to implement them more

efficiently.
• Inadequate financial base and resource generation.
Most of the problems listed above are closely interlinked and are due to the
inconsistent planning and lack of established criteria for undertaking improvement
projects on an overall network on a priority basis.
36
2.4 INFRASTRUCTURE SERVICES
2.4.1 Water Supply
Water supply services in Karachi face major challenges with respect to water
quantity and quality. Existing surface water supplies are not sufficient to meet
demand today; much more water will be required to enable the anticipated growth
of the city district over the next 15 years. Drinking water is not adequately filtered
and treated, resulting in quality shortfalls. Underlying both dimensions of the
water supply challenge is the issue of management: with non-revenue water at
40% of production and tariffs too low to cover costs, the Karachi Water and
Sewerage Board can greatly improve the efficiency of the water supply system by
strengthening operational and financial performance.
Bulk Water Production and Transmission:
The current water supply sources for the population, business and institutions of
Karachi are the Indus River (646 million gallons per day [MGD]) and the Hub
River Dam (60 MGD). The supply is not sufficient to meet existing demand; water
is therefore delivered on schedule, for only a few hours per day.
Karachi competes with many other agricultural and urban water users for water
from the Indus. The K-IV project, which is intended to generate another 650 MGD
of water for Karachi from the Indus, thereby satisfying most future needs of the
city district through 2020, is currently under study.
The water flow of the Hub River has been depleted in recently years because of
low levels of precipitation. While it has the potential to generate significantly more
water, its contribution to meeting metropolitan water needs depends on weather
patterns and rainfall.
Sixty percent of the bulk water supply is filtered, while the remaining 40 percent is
only disinfected through chlorination. The inadequacy of water treatment results
in frequent quality problems for end users.
Water from the Indus flows by gravity through transmission mains to the south
east of Karachi City District, and then by a combination of pressurized and gravity
mains along the National Highway to the eastern edge of the built-up area and in
to the center of the city. Some transmission mains are too small for the volume of
water they are now expected to carry. Many illegal and legal direct connections,
especially in peripheral neighbourhoods, have been made to the transmission
mains over the years, undermining their technical performance.
37
Storage tanks are insufficient at the metropolitan and town levels most water
supply zones do not have sufficient storage to meet the “eight hour rule,” thereby
putting local residents at risk of potentially longer periods without water service.
Katchi abadis and other low-income settlements are particularly underserved.
Water Supply Distribution
The distribution system is about 40 years old on average and in an advanced

state of disrepair. Many pipes are corroded, which reduces effective capacity to
transport water. Many pipes are now five to seven feet under ground as a result
of repeated build-up of the wearing course of city streets. Valve chambers and air
relief valves are buried underground.
The distribution system is pressurized only for short periods (a few hours a day);
the continual depressurization and repressurization of the system causes wear
and tear on the pipes and allows contamination (wastewater and other) to enter
the water supply mains when the pressure is low, causing public health risks.
As a result of the deterioration of the distribution system, technical losses are

estimated at 25% of production. The net water supply is thereby reduced to about
530 MGD.
Connections are not metered, and customers pay by norms rather than by actual
consumption. There exist no incentives to conserve water. Consumption is
generally excessive and inefficient in relation to uses of water. Piped drinking
water is used for firefighting, while non-potable ground water is generally
available in the city. Piped water is also used extensive for horticulture. There is
little or no water re-use.
38
Operational Issues:
Non-technical losses in the system, including unbilled water, represent about

15% of total production. Non-revenue water is therefore 15% (non-technical
losses) + 25% (technical losses) = 40% of total production. It clearly would not be
advisable to address current and future water shortages only through capital
investment in additional bulk water production. Demand management and
operational improvements should be the first line of attack.
Existing water supply tariffs are too low to cover the cost of operation and
maintenance, never mind capital investment. There is no sewerage tariff.
Developers build projects that require improved infrastructure services, but do not
systematically make financial contributions toward the necessary investments.
Under the current service pricing scheme, Karachi Water and Sewerage Board is
overly dependent on intergovernmental transfers and international assistance to
improve the performance of the system and meet the future water supply needs
of the Karachi City District.
Collections represent only 60% of billings. Non-payment for services has become
endemic in many katchi abadis and other informal areas. At this time KW&SB
does not enjoy sufficiently open and trusting relations with customers to embark
upon a consensus-based, demand-driven program of improving services, raising
tariffs, and increasing collection rates.
2.4.2 Sewerage
Three sewered areas of central and southern Karachi are connected by

interceptors to existing treatment plants at SITE, Mehamoodabad, and Mauripur.
(see Map 2.3.1) Other areas are sewered but discharge directly into nallah, rivers
or the sea without treatment. The main problems in the system are low coverage
of the collection network, lack of major interceptors, insufficient treatment
capacity, and low operational efficiency of existing treatment plants.
39
Collection:
The share of the population connected to the piped sewerage system in 1990
was 37%. No more recent data are available. Some neighbourhoods are sewered
and connected to interceptors; others are sewered and discharge directly into the
natural environment. Katchi abadis and other informal areas have no piped
sewerage collection; waste flows through open drains and is discharged without
treatment into nallah and rivers. Industrial waste generally flows into open drains
and into rivers or the sea without treatment.
Built 25-35 years ago, the sewer network was originally laid close to the road
surface but is now located five to seven feet below the wearing course of many
roads, complicating maintenance and repair activities. Due to the “crown effect”
the absence of vent shafts in larger pipes causes pipes to sink further along main
arterial roads and zones of high commercial and industrial activity. Manholes are
insufficient in number and poorly maintained. Wastewater pumping in trunk
sewers is exacerbated by frequent power cuts, causing effluent overflow through
manholes. As a result of poorly sealed joints and damaged manholes, there is a
high degree of infiltration of ground water into the network; this increases the
volume of wastewater and the loan on treatment facilities.
Due to the lack of sewer interceptors, most sewage collects in nallahs and the
Malir and Lyari Rivers, which have in effect become open sewers throughout the
length of their passage through the built-up area of Karachi. The unsanitary
conditions in the city’s main waterways pose serious health risks for local
residents and create unpleasant odors in adjacent neighbourhoods.
Treatment:
The current wastewater treatment situation in Karachi is summarized in the table

below. In comparison to a net sewage flow estimated at 392 MGD, the capacity of
the three operational domestic/mixed use wastewater treatment plants (WWTP)
is only 151 MGD. Due to operational inefficiency, only 87 MGD — or 21% of
demand — is actually treated in those plants today.
The plants provide primary treatment (filtration) and some secondary (aerobic)
treatment. No tertiary (chemical) treatment of wastewater is provided. The
WWTPs suffer from blocked pipes, stagnant waters, and mechanical failure.
Overall they are working at only about 50% efficiency.
40
Sewage Treatment Plant Status

Current Situation of Sewage Flow 2005-2006
Present Water Supply
Indus Source 646 MGD
Maximum Hub Supply 60 MGD
Total: 706 MGD
Total Losses 25% 176 MGD
Net Supply 530 MGD
Sewage flow 80% 424 MGD
Present Sewarage Treatment Plants

Treatment Present
Existing Treatment Plan Disposal Remarks
Capacity Treatment MGD
TP-I (SITE 51.00 MGD 30.00 MGD Lyari River Under capacity 60%
TP-II (Mehamoodabad) 46.00 MGD 25.00 MGD Sea Under capacity 55%
TP-III (Mauripur) 54.00 MGD 32.00 MGD Sea Under capacity 60%
TP-IV (Korangi) 50.00 MGD - Sea To be constructed
TP-V (New Karachi) 5.00 MGD - Lyari River Out of order
Industrial combined flow

10 MGD - Sea Under construction
(Korangi)
Malir Cantt Treatment Plant 1.00 MGD 1.00 Reuse Full Capacity
Defence Treatment Plant and

5.50 MGD 2.00 MGD Reuse 30%
Clifton Cantt. PQA
Steel Mill 15 MGD 15.00 MGD Reuse Full Capacity
Retain STP Steel Mill TOTAL: 237.50 TOTAL 105.00
Raw sewage in river and nallah and final disposal into sea 319.00 MGD
41
Most industrial waste is not treated prior to being dumped into the sea or rivers.
The exception is Pakistan Steel, which has on-site pre-treatment of waste;
treatment facilities for wastewater from tanneries are also under construction in
Korangi. Organized pre-treatment of industrial waste at SITE and Port Qasim are
required before such waste can enter the municipal system and undergo
additional treatment at conventional WWTPs.
There is no re-use of treated wastewater for uses such as washing cars, watering
private lawns or public green areas, or recharging the aquifer.
Operational Issues:
The operational and management problems related to the sewerage system are
similar to those for water supply (see above). The service provider, Karachi Water
and Sewerage Board, levies no tariffs for sewerage services; the water tariff
provides the only own-source funding for operation/improvement of the sewerage
system. Developers that build new housing and mixed use projects do not make
financial contributions toward the cost of associated required sewerage system
improvements. KW&SB does not enjoy sufficiently good relations with customers
to embark on a consensus-based and demand-driven program to improve
services and raise user charges. As a result, the utility is overly dependent on
intergovernmental transfers and international assistance to improve the
performance of the system and meet the future sewerage needs of the Karachi
City District.
2.4.3 Solid Waste Management
Karachi has a rudimentary and inefficient solid waste management system today.
Wastes are not separated before they are collected and hauled long distance to
two sites near Karachi’s western border. One site may be nearing capacity within
the next five years. Most of the transport and one of the two sites are privately
operated.
Solid Waste Generation
Karachi’s 15.12 million

persons and substantial
manufacturing and
construction sectors
produced
approximately 9,000
metric tons of
household, commercial,
industrial, construction
and institutional solid
waste per day in 2005.
Food markets are
particularly large
generators.
The composition of solid waste is as follows: 55% organic and 5% garden waste,
18% inert, 15% recyclable or reusable, and 7% is suitable for incineration.
Estimate of solid waste generation indicates Karachi will produce 16,000 – 18,000
tons of solid waste each day in the year 2020.
42
Collection and Transportation:
The collection process is not very well developed. Most households remove their
waste to community dustbins. There are more than 4,000 community dustbins
across the city. Private-sector contractors to the CDGK and government teams
operate a variety of vehicles to clean the community dustbins a few times a week.
There are no garbage transfer stations, so the same small vehicles needed to
maneuver narrow roads in the city must make long trips all the way to the landfill
sites northwest of town.
Estimates indicate 60% of the waste is collected and transferred to landfills. The
remaining forty percent is recycled, burnt, dropped in drains and sewers, or eaten
by cattle.
Recycling is an effective method to reduce the volume of waste and

environmental impact. Certain groups of people in Karachi are able to make a
living by scavenging and sorting garbage and finding new uses for selected
materials. They sell scrap metal to foundries, discarded bread to livestock
farmers, broken glass to makers of bangles and other kinds of jewelry, and used
paper to informal vendors of paper bags and wrapping materials. More than
50,000 families earn a living by scavenging the city’s refuse. Karachi is probably
able to recycle a larger share of solid waste than many cities in the world. Still,
one estimate indicates scavengers only process about 10% of all the solid waste
Karachi generates.
Some pharmaceutical and fertilizer factories dispose of wastes in incinerators.

Some factories have their own incinerators on site, while others utilize
commercial services.
Specialized incinerators designed to destroy hazardous wastes exist to serve

hospitals and clinic, but are not said to function well. The management of many
more health facilities are unaware of, or not interested in, the service and often
dispose of dangerous liquids and chemicals in the general solid waste system.
Existing Site, Capacity, and Processing:
Karachi has two working landfill sites. The Gondpass and Jam Chakro landfills
are about 30 kilometers northwest and west of the central city. Both sites cover
500 acres (200 hectares) each, although the volumes of these sites are not
known. Jam Chakro has recently been privatized. CDGK now pays the Jam
Chakro operator by the truckload to use the site. Gondpass may reach capacity
and close in the near future.
All wastes from different sources, including construction, are dumped in

Gondpass and Jam Chakro, and there is no separation. There is no processing to
compact or otherwise reduce the garbage volume. Open burning and dangerous
smoke are common nuisances.
43
Data on the soil type, preparation and lining, and leachate outflow of these landfill
sites are not readily available.
Another solid waste site exists in Dhabeji, east of Karachi’s outskirts. The
suitability of Dhabeji as a 1,200 to 3,500 acre (480-1,400 hectare) capacity landfill
site is being studied. In fact, some waste has already been dumped in Dhabeji,
but more arrangements and construction are necessary before it will be a true
working landfill able to handle the volumes Karachi generates.
Meanwhile, two more sites along the northern bypass road have been identified
and are currently under study. These sites are within the city district, and
represent lower transportation costs than Dhabeji.
2.4.4 Electrical Power
Energy is the lifeline of economic growth. Pakistan has historically has been
subjected to energy demand suppression due to limited supplies and lack of
infrastructure development for provision of energy to the industrial sector. The
unavailability of sustained and affordable energy to industry has suppressed
economic growth and created declining tendency for industrial investment in the
country. The per capita energy consumption, which is one of the key
development indicators as well as a measure of quality of life of a country, is low
with only 14 million BTUs, as compared to 92 million BTUs for Malaysia and 34
million BTUs for China.
44
Generation
The electric power is generated by KESC in the following power stations and their
available capacities are as follows table 3:
Table-3
POWER GENERATION
Available
Station Source of Energy
Capacity (MW)
Natural Gas &
Bin Qasim Power Station 1130
Furnace Oil
Natural Gas &
Korangi Power Station 215
Furnace Oil
Site Gas Turbine Power Station 90 Natural Gas
Korangi Gas Turbine Power

72 Natural Gas
Station
TOTAL 1507
(Source: KESC Annual Report 2005)
While KESC operates four generating plants, but the bulk of the total energy that
it distributes comes from only one plant — Bin Qasim Power Station. The most
efficient plant in the grid, it generates energy at the lowest cost per kWh of the
four plants.
45
KESC generating plants employ two fuels, natural gas and furnace oil. KESC is
the biggest customer of Sui Southern Gas Company. Due to limitation in natural
gas supply, KESC is able to run SITE and Korangi Gas Turbine only during
evening peak hours.
The operating capacity, peak demand and load factor for the FY 2004-2005 was
as follows in table 4:
Table-4
KESC OPERATING CAPACITY, PEAK
DEMAND AND LOAD FACTOR
Description 2004 - 2005

Actual Capacity 1387* MW
Evening Peak Demand 2197 MW
Day Peak Demand 2104 MW
Base Demand (Night) 860 MW
Load Factor 70.25%
(Source: KESC Annual Report-2005)
*BQPS Units 2,3 & 5 were under restoration.
Therefore to meet power demand, KESC had to import power from the following
power plants:
Tapal Energy (IPP).....................................................................................114 MW

Gul Ahmed Energy (IPP)............................................................................113 MW
Kanupp (Karachi Nuclear Power Plant)........................................................40 MW
PASMIC (Pakistan Steel Mills) .....................................................................10 MW
WAPDA (NTDC).........................................................................................500 MW
Total...........................................................................................................777 MW
The shortage of power generation led to some extent to load shedding in Karachi.
The KESC transmission system has been integrated with WAPDA since 1978.
The links are via 220 kV and 132 kV transmission network. Power import by
KESC from NTDC, WAPDA, is via 220 kV. Jamshoro–Karachi double circuit
transmission line has a transmission capacity of 500 MW.
KESC is also interconnected with the Karachi Nuclear Power Plant (KANUPP).
The plant is inside KESC licensed area under the jurisdiction of Pakistan Atomic
Energy Commission. Commissioned in 1970, the KANUPP plant is relatively
small plant, with an installed capacity of 125 MW. Presently, it could support only
40 MW via a 132 kV transmission link.
Private power plants Tapal Energy and Gul Ahmed Energy are connected to
KESC network via 132 kV transmission lines.
There are at present 52 132/11 kV Grid Stations and 5 220/132 kV Grid Stations
linked primarily by a system of overhead transmission lines.
A map showing the existing generating stations, grid stations and transmission
lines is attached.
46
Distribution System:
As of June 2005, KESC had roughly 6,200 kilometers of overhead and underground 11
kV distribution network and 10,500 kilometers of 400 volt lines fed by 9,293 11 kV
distribution substations. About 60% of the primary distribution network is underground.
More specifically, electrical power is distributed through:
• 2200 km overhead 11 kV distribution system,
• 4000 km underground 11kV distribution system,
• 9300 distribution substation (11/0.4 kV),
• 9600 km over-head L.T and
• 921 km under-ground L.T network
Customer of KESC break down as follows:
• 1.4 million residential,
• 0.4 million commercial
• 32,000 industrial
Total energy supplied to different types of customers last year (2004-05) in Mwh was as
follows:
Residential ............ 3,508,000

Commercial .............. 888,000
Industrial ............... 3,023,000
Others* ..................... 997,367
*Agricultural, street lights and special contracts
47
Number of consumers, categories wise, and their consumption is shown in figure

below 5.
ELECTRICAL ENERGY SUPPLIED Vs NUMBER OF CONSUMERS

Fig 5 MWh
2004-05
NUMBER OF
CONSUMERS
1% 0%
22%
77%
RESIDENTIAL COMMERCIAL INDUSTRIAL OTHERS
48
2.5 SOCIAL SERVICES
2.5.1 Health
Introduction
Karachi’s health care system is facing issues that are both challenging and
growing as the city rapidly expands. Health care needs by the year 2020 will have
grown exponentially from where they are today. An estimated 90 percent the
city’s population will have to rely primarily on the public health care system,
including its primary, secondary, tertiary and specialized centers.
Pakistan as a whole is in the middle of an epidemiological transition. Almost 40

percent of the total burden of disease is now due to infectious/communicable
diseases such as diarrheal disorders, acute respiratory infections, malaria,
tuberculosis, hepatitis B and C, HIV/Aids and preventable childhood illnesses.
Non-communicable diseases, including a high rate of breast cancer,
hypertension, diabetes, systemic heart disease and lung cancer present more
traditional problems for Karachi’s overtaxed health care facilities.
The majority of health related issues for both communicable and non-
communicable disease are basic in nature. A public awareness campaign
through all forms of media, meetings and events is needed to increase population
awareness of key health and environmental issues. People need to know more
about potential diseases, what to do about them, and where they can be treated.
At the same time, efforts to improve the health care system must also be
coordinated with health education, improved water supply, sanitation and solid
waste collection, improved food quality control, population planning and
inoculation against disease.
Facilities:
Public Health System

facilities in Karachi
include: (1) outreach
and community-
based activities that
focus on
immunization, malaria
control, maternal and
child health, family
planning and the
Lady Health Workers
program; (2) primary
care facilities that
focus on outpatient
care; (3) taluka and
district headquarters
hospitals for basic inpatient and outpatient care; (4) tertiary care hospitals; and
(5) teaching hospitals and centers of excellence.
49
Major deficiencies exist in both the quantity and quality of these public health
care facilities. The current system has 33 hospitals, 271 health centers and 152
dispensaries. It includes an estimated 15,000 beds, of which 9,000 are in the
tertiary and teaching hospitals and the remaining 6000 dispersed among the
primary and secondary facilities. The ratio of beds to people is 1 to 1700 in the
tertiary and teaching hospitals and 1 to 1020 for all public health facilities. The
private health care system has 356 hospitals (of which 145 are large), 391
maternity homes, 2,347 dispensaries and about 6,600 beds.
Requirements for the year 2020 indicate the need for more than 2,000 public
health care facilities, many of which will be primary and secondary level health
centers, and 52,000 beds, based on standard ratio of 1 bed for 500 people.
The maintenance of buildings, medical equipment and vehicles is not properly

funded nor managed and has become a major problem at the primary and
secondary levels. Considerable budgetary savings could be achieved if funds
were made available and maintenance done in a timely and proper manner.
Staffing:
There are 4,600 registered doctors and 10,739 public and private sector health
care workers active in the city. The National Planning Commission has set a
standard of 1 health care worker per 1,000 people, which translates into a
requirement for at least 25,000 health care workers by the year 2020. By that
time, the number of health care workers will need to more than double with an
increase of some 15,000 workers. This includes nurses, paramedics, medical
technicians, pharmacists and other technologists. There is also an urgent need
for trained health care managers who can deploy existing health care resources
in an effective manner. Much of this type of management, including referrals,
currently is being done by doctors who are not trained in the art of delegating
services to different levels and/or members of the health care system. At present,
there is no well-defined policy on human resource development or in-service
training opportunities that would enable health care workers to upgrade their
skills.
Access to Health Care Services:
Many people in
Karachi either do
not use public
health facilities at
the primary level.
They do not use
health facilities at all
or prefer to go to
private ones. If they
do use public
facilities, they try to
attend the larger
hospitals, even for
minor ailments that
could be treated
more effectively at the primary or secondary levels. Hospitals are overburdened
as a result of this situation and the cost of delivering simple services is increased.
50
This problem is due in part to the inequitable distribution and poor geographic
location of many primary health facilities. Most of these centers are housed in run
down buildings that operate for only a few hours per day. Many are also deficient
in female staff and basic medicines. The quality of care they provide is highly
variable. but generally perceived to be poor.
Funding for new and improved health care services is inadequate. While health
care funding has increased from Rs 9,257 million in 2004-2005 to Rs 12,885
million in 2005-2006, its percentage of the budget has remained at 28-29 percent.
Administrative devolution has empowered CDGK as an important financial
intermediary that will need to account for 60 percent of the total government
health expenditure in its budget. The regularization of user fees within the total
health care delivery system will be important for the overall sustainability of the
system.
Finally, the city’s emergency and ambulance system needs to be improved. At

present, the Edhi system is the only organized system able to provide efficient
health related transport and work with first responders trained to provide initial
treatment.
2.5.2 Education
The SES of 1987/1988 showed a literacy rate of 75% in the formally planned
areas of Karachi and 49% in the unplanned ones. Subsequently, key
development priorities were identified in Plan 2000 that included an increase in
literacy and primary school enrollment in the unplanned areas of the city. A
particular emphasis was placed on education for girls. The Government of Sindh,
Federal Government, the then KMC, private sector and voluntary organizations
all provided education facilities in the city.
51
The Pakistan Social & Living Measurement Survey of 2004-05 showed a 72%
literacy rate for the urban areas of Sindh. The rates were 80% for men and 62%
for women as shown in the following table 6. The overall literacy rate for urban
areas in Pakistan was 71%. A socio-economic survey conducted by consultants
in 2005 showed a similar rate of 71% for city of Karachi.
Table 6: Literacy Rates in Pakistan and Provinces (% population)
1998-99 PIHS 2001-02 PIHS 2004-05 PIHS

Area
Total Male Female Total Male Female Total Male Female
Pakistan 45.0 59.0 31.0 45.0 58.0 32.0 53.0 65.0 40.0
Rural 36.0 52.0 20.0 36.0 51.0 21.0 44.0 58.0 29.0
Urban 65.0 73.0 56.0 64.0 72.0 56.0 71.0 78.0 62.0
Sindh 51.0 65.0 35.0 46.0 60.0 31.0 56.0 68.0 41.0
Rural 35.0 53.0 15.0 33.0 51.0 14.0 38.0 56.0 18.0
Urban 69.0 79.0 58.0 64.0 74.0 54.0 72.0 80.0 62.0
Source: Pakistan Social & Living Measurement Survey 2004-2005
About 73% of the overall primary school-aged group was enrolled in school, with
some 79% of enrolled in public schools. At the same time, roughly 40% of the
secondary school-aged population was enrolled in school. While teacher/student
ratios were generally adequate, many of these schools lacked necessary
facilities. Most did not have playgrounds or had only limited facilities for indoor
games. Karachi had 221 tertiary educational facilities that included colleges and
technical / vocational institutions. The participation rate dropped substantially at
the tertiary level of schooling, with only about 3% of the school aged population
enrolled.
Table 7: Percentage of School Age Population and Enrolment Targets
Percentage of School Age Population in the City

Population
Primary Schools 14%
Secondary Schools 13%
Tertiary Schools 11%
University 9%
Enrolment Targets in Terms of School Age Group
Primary 100%
Secondary 90%
Tertiary 20%
University 5%
There are some 465 voluntary agencies registered with the Government of
Sindh’s Department of Social Welfare. Many of these agencies (22.2%) are
reported to be inactive, so no details were available concerning their activities.
Others, such as the Edhi Welfare Center, Orangi Pilot Project and All Pakistan
Women’ Association, render multiple social and welfare services to Karachi’s
resident population.
52
Table 8: NGOs by Focus of Activity
Activity Number Percentage of Total

Education 25 5.4
Health 32 6.9
Multi Purpose* 98 21.1
Industrial / Vocational Center for 18 3.9
Women
Community Welfare 12 2.6
Service to Handicapped 17 3.7
Women, Children and Youth 60 12.9
Welfare Service 58 12.5
Other Purpose 42 9.0
(not mentioned in survey) 103 22.2
Total 465 100.0
* Included industrial homes, MCH Centers, education and recreational services
Current statistics for Karachi show that 44.4% of the 566,998 enrolled students
are male and 55.6% female. Though these figures appear progressive in terms of
gender development, the number of female students enrolled in secondary
schools drops by an average of 25% from those enrolled in primary school in
many of Karachi’s towns. In some towns, including Jamshed, Shah Faisal,
Landhi, Korangi, North Nazimabad, New Kararachi and Gulberg, there is an
encouraging increase in the number of female students in secondary schools
when compared to primary. Nevertheless, the number of female students drops
even more dramatically when going from secondary schools to higher educational
institutes. Only in North Nazimabad does the number girl students increase.
Though most towns have a high ratio of girls to boys, Malir, Bin Qasim and
Gadap have more boys than girls attending schools. This is especially true for
secondary schools. The teachers, however, are predominantly women (66.8%)
compared to men (33.2%).
The Sindh Education Department has executed a complete census of

government run educational institutions and analyzed the results by town. These
data have been entered into the Sindh Education Management Information
System (SEMIS), which provides statistics on institutions, student enrollment and
teachers for the year 2002. Some of projected needs for 2020 are shown in the
following table:
53
KARACHI MASTER PLAN-2020
EDUCATION FACILITIES AS PER UC'S DATA
Town
Secondary
Enrolment
Enrolment
Enrolment
Town Name
Teachers
Teachers
Colleges
Teachers
Primary
School
School
No.
1 Kaimari 119 13,685 761 84 13,356 537 16 27,712 464
2 S.I.T.E 107 13,375 642 159 33,867 1,876 10 21,650 290
3 Baldia 141 14,664 578 287 69,167 3,214 32 13,856 928
4 Orangi 269 29,859 1,156 261 66,555 2,427 6 3,897 174
5 Lyari * 198 27,324 1,446 169 39,208 2,028 8 3,464 145
6 Saddar 198 23,166 1,782 278 69,500 4,448 28 24,248 812
7 Jamshed 190 32,490 1,900 249 56,523 4,233 54 23,382 1,566
8 Gulshan-e-Iqbal 231 39,501 2,310 285 62,700 4,845 56 136,385 1,624
9 Shah Faisal 146 23,214 1,520 206 67,568 3,708 17 13,086 493
10 Landhi 263 63,120 2,104 255 116,535 4,335 13 13,509 377
11 Korangi 271 65,040 2,168 180 82,260 3,060 9 7,794 261
12 North Nazimabad * 101 13,837 1,515 417 56,712 4,587 9 5,631 261
13 New Karachi 252 48,636 2,016 228 88,008 2,964 11 7,938 319
14 Gulberg 99 17,424 990 181 45,250 3,185 25 10,825 725
15 Liaquatabad 244 38,064 2,440 164 34,276 2,624 16 11,084 464
16 Malir 206 20,394 824 156 19,812 936 7 3,464 203
17 Bin Qasim 188 30,644 564 146 20,440 1,022 11 9,526 319
18 Gadap 227 11,350 295 188 5,828 376 31 13,423 899
TOTAL: 3,450 525,787 25,011 3,893 947,565 50,405 359 350,874 10,324
* Data from semis only
High enrollments are projected for the towns of Landhi Korangi, New Karachi,
Jamshed-Gulshan and Lyari. The lowest needs for educational facilities are
expected in the towns of Gadap, Keamri and North Nazimabad. These needs
ultimately will need to match the real population and spatial growth of each town
over the period until 2020, as well as their socioeconomic standing.
54
Special Education:
Special education is a relatively new area of education in Pakistan. The

education and rehabilitation of persons with disabilities was previously a concern
of the Ministry of Education and Social Welfare. This continued for some time
until observance of International Year of the Disabled in 1981 led to greater
recognition of the need to provide better accessibility and means of
communication for the disabled population.
Disabled Population in Pakistan:
According to the
1961 population
census, 0.34%
of Pakistan’s
population
disabled. The
1973 Housing
and Economic
and
Demographic
survey showed
that 0.8% of the
total population
was disabled,
while
the 1981 census
reported 0.45%.
The total
number of disabled persons based on the1998 population census was 3.3 million,
or about 2.5% of the total population. The following table 9 shows the distribution
of these disabled persons by nature of their disability.
Table 9: Disabled Population by Disability Category
Percentage of
Disability
All Disabled
A Blind 8.06
B Deaf and Mute 7.04
C Crippled 19.0
D Insane 6.40
E Mentally Retarded 7.60
F Having more than one Disability 8.21
G Others 43.33
Total 100 00
55
2.5.3 Recreation
Karachi has a good number of recreational parks and gardens at the metropolitan
level, but an inadequate number of playgrounds and sporting facilities for different
age groups and genders at the local levels. There are too few local level
playgrounds, stadiums, indoor gymnasiums, football and hockey grounds, cricket
fields and tennis courts. The limited facilities that do exist are generally in
substandard condition and not well maintained.
Thus, while there are a number of major recreational facilities at the metropolitan
level, they are noticeably lacking in the different towns and neighbourhoods. This
is particularly true for the heavily built up areas of the inner city, including, for
example, Lyari, Liaquatabad, Kharadar and their immediate surroundings.
The Land Use survey of 2005 showed roughly 4,800 acres being used for
recreational activities. This gives an overall city average of 0.34 acres per 1000
persons. Most of the towns in Karachi have less than 0.5 acres of recreational
area per person. Some, like Korangi and North Karachi, have been subject to
land grabbing and have lower ratios of only 0.17 and 0.19 acres per 1000
persons. Three of the 18 towns have ratios that are even less than 0.1. These
include Liaquatabad and Lyari, both with 0.06 acres per 1000 persons and Baldia
with 0.03. Gulshan-e-Iqbal is at the upper end of the scale with a ratio of 0.75
acres per 1000 persons. This is due to the location of Safari Park, one of the
largest recreational areas in Karachi covering some 354 hectares, and the
National Stadium and Coaching Center which covers roughly 104 hectares.
The Karachi coastal zone runs for several miles along the southern edge of the
city. It offers a unique opportunity for both local recreation and international. It is
open to swimming most of the year, except the summer when tides are too high,
and presents a variety of spatial experiences that include beaches, bays, back
water areas, creeks, mangroves and small islands.
56
2.6 Urban Environment
The urbanization of Karachi has seriously impacted the natural environment on

which it depends and must be considered if the city is to sustain future
development. To do this, the necessary infrastructure facilities and regulations
must be put in place to properly manage its natural resources and prevent their
further pollution. This section provides an examination of the current
environmental problems and trends in Karachi city district, presented by the
following components: land use, water supply, sewerage and wastewater
disposal, industrial pollution, coastal marine environment, and air pollution.
Water – With it’s close proximity to the Arabian Sea, the Indus river and the Malir
and Lyari rivers, Karachi enjoys ready access to major water sources in an
otherwise arid country. Karachi’s maritime desert ecosystem provides Karachi
with a relatively mild climate and near-constant high humidity, ideal for it
population to flourish. But the unfettered development of Karachi’s growth has
begun to have seriously negative impacts on the natural environment that
sustains it, particularly its water resources.
Water Supply – Karachi faces a shortage in water due to growing demand and
non-dependable supplies. Wells dug in the Malir river bed at Dumlotti, the city’s
original source of water, are no longer a dependable source of water as overuse
and bulk consumption by farmers has dried up the wells. Water sourced from the
Hub Dam was cut off in 2002 when its supply dried. To help fill the gap in supply,
Phase 3 of the Greater Karachi Bulk Water Supply Scheme was launched in
2006.
Inadequate water supply has given rise to use of ground water from depth
exceeding 10 metres in core areas and 150 metres in the suburban areas. In
Orangi Town and Gadap Town signs of salinity intrusion are apparent.
Water Pollution – Poor installation and maintenance of the water supply lines
has reduced the distribution systems capacity and polluted the water reaching the
end users. In old Karachi in particular much of the pipes have deteriorated and
are due for replacement. Faulty pipe connections and ruptures have allowed
water to leak and pool underground and at the ground surface. This has provided
a breading ground for biological contaminates and infiltration of sewage from
leaking sewerage pipelines that are crisscrossing the supply lines. These pools of
water are sucked back into the supply lines during idle hours contaminating water
piped from the Hub Dam and Indus river. Plugging the seepage could help in
making a major improvement in the quantity of water available to the end user.
Many studies have found widespread contamination including one conducted by

the Aga Khan University which found pathogenic organisms in 335 out of 338
samples of water taken from different parts of the city. As a result, much of the
water available in Karachi does not meet the water quality guidelines as
proposed by World Health Organization.
Open sewerage channels cutting through Karachi’s neighborhoods have also

exposed residents to many diseases. And their release into the Malir and Lyari
rivers which traverse the city have turned them also into open sewers, impacting
the harbor marine environment downstream. Any water that might dilute this
discharge in the rivers has virtually dried up from consumption upstream.
57
Excessive loading of nutrient and chemical contaminants into the Lyari River
system, have rendered much of the natural aquatic and terrestrial habitat
associated with a river of this size virtual uninhabitable. Air pollution, solid waste,
dumping of industrial sewage, and runoff from adjacent agricultural and other
land uses further contaminate the Lyari River.
The excavation of millions of tons of sand and gravel from these riverbeds has
extensively degraded them and the Hub River and caused irreversible damage to
their environment by exposing the rock bottom of the respective riverbeds thus
making it vulnerable to flash floods.
Sewage and Wastewater Disposal - More than 300 million gallons (mgd)
wastewater is generated daily in Karachi out of which only approximately 90 mgd
is treated daily at the wastewater treatment plants and the rest is dumped in the
Arabian Sea where it causing tremendous pollution. Poor industrial wastewater
disposal practice and lack of private and public industrial waste water treatment
facilities also results in the direct discharge into surface drains and nallahs. The
treatment plant capacity of Karachi must be increased if the city’s growth is to be
sustained.
Coastal Marine Environment - The Karachi coastline, which stretches over 135
km, is facing severe pollution from industrial, port, municipal, and transportation
activities in the area. Effluent of Malir and Lyari rivers is also a major contributor.
The marine environment is being overwhelmed with pollution discharged in the
shipping process into the marine environment. A recent study found that some of
the marine life was contaminated with lead. When consumed by humans through
seafood, this has been linked to anemia, kidney failure, and brain damage.
The coast line is heavily dependent on the mangrove forests that line the coast to
maintain the marine environments ecological balance. The mangroves provide
habitat for a complex and interdependent community of invertebrates, fish, birds,
and reptiles.
Air pollution – air

pollution is a significant
environmental problem
in the Karachi City
District caused by
automobile exhaust,
industry emissions,
open burning of
garbage, and
domestic/commercial
fuel sources.
Firewood, cow dung
and solid wastes are
still used as alternative
sources of energy in
certain parts of the city,
particularly the villages
and Katchi Abadis
biomass is used by 17,000 households, or 2.01%, of dwellings in the city, accord-
ing to Bureau of Statistics.
58
Vehicular traffic has increased significantly in recent years, far exceeds the
capacity of the city district’s roads. Air pollution and noise pollution levels along
road sides and at intersections exceed the limits recommended by World Bank
and WHO Guidelines as well as National Environmental Quality Standards of
Pakistan. Such high levels of air pollution cause serious public health concerns
such as asthma and respiratory ailments. Traffic safety and negative impacts on
urban ecology such as early senescence and dwarfing of trees are also of
concern.
Open burning of garbage at the landfill sites is another major source of air
pollution. Solid waste disposal from the industries has also contributed to
environmental degradation. The waste is dumped outside the factory premises
(especially in the case of ceramic industries) or burned in an incinerator on the
factory premises. Incinerators are not always designed for hazardous waste
being disposed such as pharmaceutical factory waste, hospital waste or other
chemicals like pesticides.
Land Use – The urban sprawl covering the largely flat or rolling plains of the
greater Karachi area is taking its toll on flora and fauna habitat and its
biodiversity. This is caused from disturbance or destruction of sensitive habitats
for birds, mammal and reptile species during construction. Encroachment of the
built environment into rural areas and vacant recreational land or otherwise
natural habitat is further driving habitat fragmentation and destruction. The
increase in impervious surface is also increasing run-off which caries pollution,
decreases groundwater recharge, and increases chances of flash floods.
59
2.7 LOCAL GOVERNMENT FINANCE
2.7.1 Summary of Main Findings
This section describes the financial situation of the City District Karachi
Government and lower-level government under the national Local Government
Law of 2001, the Sindh’s Local (City) Government Ordinance of 2001, and other
statutes that define their ability to plan, budget projects, and raise revenues. More
important, the following text describes local government’s revenue, expenditures;
the budgeting process, and the city’s overall financial health. Above all, this fiscal
section discusses the local government’s ability to generate operating surpluses
and raise capital to fund the expansion of infrastructure.
2.7.2 Structure and Responsibilities of Government
There has been considerable effort to decentralize government decision making

in recent years. Local governments remain dependent upon the province and
federal government for transfers of fund for their budgets. The financial and
underling planning institutional roles are relatively new arrangements.
The only government responsible directly for the entire Karachi study area is the
City District Government of Karachi (CDGK.) It comprises 18 subsidiary districts
(or towns), and each district contains several union councils.
The City District also has important planning responsibilities for the entire city’s
physical development through the Karachi Building Development and Control
Agency. Meanwhile, districts and union councils retain the responsibility to
prepare detailed local level plans. They can use their revenues to fund specific
infrastructure investment projects, although their funding base is small when
compared to KCDG’s.
Meanwhile, under the Karachi Building and Town Planning Regulations of 2002
(and amended in 2005) Karachi shares planning responsibilities with various
national and provincial government bodies with important roles in the city – such
as Cantonment Boards of the Ministry of Defence, Karachi Port Trust, Pakistan
Railways, Ministry of Works (GOP), Sindh Industrial Trading Estate (Karachi),
Sindh Katchi Abadies Authority, and Sindh Board of Revenue. These bodies can
draw on their internal revenue streams to implement specific plans concerning
land they control.
The finance of investment, maintenance and general operations of the capital

improvements described under Karachi Master Plan 2020 are the responsibility of
local governments. The 18 districts comprising Karachi are responsible for
planning, infrastructure and services within their boundaries (except for those
services the CDGK are responsible for.) However, the principal of transfer funds
descending from one level of government to the lower means that districts are
much more limited than the city in what they can actually implement, and union
councils all that much more so.
CDGK manages the Karachi Water and Sewerage Board and supplies the
necessary investment funds to expand and upgrade its operations. The city
government is also responsible for roads and bridges and associated functions
(e.g. street lighting.) A large city-wide project such as the proposed light rail
system would presumably be a city government responsibility.
60
2.7.3 Planning
Karachi Master Plan 2020 provides a framework to guide the city government in
planning and decision making. It aims to ensure CDGK practices sound financial
management in its operations while maintaining and expanding its capital stock.
All planning leads to specific capital development proposals, and those proposals
require budgets.
Development plans for specific projects should follow this series of stages:
Planning
Identification
Preparation/formulation
Appraisal
Approval
Implementation
Management
Evaluation
The appraisal includes evaluations of a project’s financial and economic
feasibility. (The last three stages refer to post-approval execution of the project.)
Many planning inputs will come from union councils to districts and from districts
to CDGK.
2.7.4 Local Government Budgeting
Each local government must develop financial policies to articulate the direction
of government actions and related financial plans. The policy statement should
articulate each local government’s missions and visions, service deficiencies,
management and staffing changes; and the consequent cost implications,
revenue improvements or expenditure adjustment.
The essential elements that must appear in a local government budget are the
numbers representing:
Grants (or transfers) from other levels of government

Amounts available under different funds
Expected revenues for the next year
Expected expenditures in the next year
The budget document should also highlight new expenditures, and detail the
development program.
There should be complete information about the budgeted and actual

expenditures in the last year, and statement of the local government’s accounts.
The focus of the local government budget is on its expenditures. The budget
presentation should separate out recurrent (i.e. operating) expenditures and
development (i.e. capital) expenditures.
The relevant local government Council must approve the budget. A budget’s
expenditures and revenues must balance, and requires participatory discussions
on the underlying plan before the Council can seriously consider it. Many local
governments discuss their plan and budget with a Citizen Community Board
containing non-elected officials, so as to involve members of the public and
engage them in the vision associated with the development program.
61
The Nazim presents the budget to the Council before the commencement of each
fiscal year. Adjustments made to the budget during the fiscal year require Council
approval.
The CDGK’s projected surplus in the current fiscal year is quite substantial: 897.2
crore Rupees (5,305.9 crore revenues minus 4,408.7 crore expenditures.) This
represents 20 percent of expenditures, or 17 percent of revenues. This fiscal
year’s budget surplus is extraordinary: in previous years Karachi ran small (3
percent) deficits. This year’s surplus is largely a result of the large transfers of
funds to the Tameer-e-Karachi Programme (PRSP) program.
2.7.5 Local Government Revenues
The SBNP Ordinance 2001 prescribes the following funding sources to be utilized
by districts and unions:
Transfers and grants from other levels of provincial and federal government,
Authorized taxes and charges,
Rents and profits from local government assets, investments, bank accounts
Gifts and grants from outside institutions and individuals,
Fees, fines,
Refundable deposits,
Receipts accruing from trusts,
Deferred liabilities.
62
Figure 10: Transfer of Funds Across Governments
63
Transfers are the most important source of local government revenue. Provincial
governments receive many of their revenues from the federal government, and
agree to provide 25 percent of that to local governments under a formula agreed
upon by provincial and local government officials. KCDG receives provincial and
federal transfers and consolidates them in their budget, including those transfers
they then pass on to constituent districts and union councils.
The chief transfer derives from the 2.5% GST the federal government collects
and dedicates to local governments. Grants for annual development plans
(ADPs) are discretionary or special-purpose funds the federal and the provincial
governments transfer to the city, the districts, and the union councils. Transfers
may also come from foreign donors.
A local government council has the power to create, adjust, or abolish its own
taxes, cesses, fees etc… according to the law.
Local governments cannot assume debt.
The revenue estimates for the 2006/07 fiscal year budget are as follows:
Sources of Revenue
City District Government of Karachi
2006/07 Fiscal Year
Value
(Crore Share of
Rupees) Total
Government Grants 1,348.0 25%
Taxes 309.4 6%
Receipts from Other Agencies 150.0 3%
Fees, Rents, Rates, Local Taxes… 593.2 11%
Other Receipts 2,905.4 55%
Total Revenues 5,305.9 100%
"Other Receipts" represent half of KCDG's revenue. This includes 1,496 crore
earmarked for districts, but consolidated in the financial plan. A large bulk of the
transfers from the province and federal government fund devolved functions now
operating in the city government. “Other Receipts” also include the Tameer-e-
Karachi Programme; and receipts from KWSB and KDA.
“Other Receipts” also consolidates 1,496 crore Rupees Town [i.e. District] Annual
Development Plan transfers to lower-level government for development projects.
CDGK will transfer this money to districts and union councils.
The chief taxes are property tax, as well as advertisement and hoarding fees, and
parking charges (which are classified as taxes.)
The chief fee income sources derive from the sale of scrap and suplus stores,
"income from revenue offices," and from land rents.
64
2.7.6 Expenditures
CDGK’s expenditures for the 2006/07 fiscal year are as follows:
Expenditures
City District Government of Karachi
2006/07 Fiscal Year
Value (Crore Share of

Rupees) Total
Recurrent Expenditures 571.0 13%
Development Expenditure 3,837.7 87%
Total Expenditures 4,408.7 100%
Surplus/Deficit 897.2 20%
Seven-eights of all CDGK’s expenditures are for development: capital

expenditures. The principal development expenditures are devoted to lower-level
Town [i.e. District] Annual Development Plan (Rs. 1,496 crore), the Malir and
Lyari Development Projects (Rs. 1,396 crore), KW&SB (Rs. 531 crore), and
Community and Social Services Infrastructure (Rs. 337 Crore) Expenditures on
roads and bridges are only Rs. 77 crore.
Many of Karachi’s public service – electricity and public transportation – are

completely privatized, and do not factor into the city’s expenditures above. The
KW&SB on the other hand, is an arm of the CDGK; and this utility’s expenditures
appear consolidated within the city’s budget. Large transfer from higher-level
governments to be passed on to districts and union councils are similarly
consolidated.
65
2.8 LESSONS FROM IMPLEMENTATION OF PREVIOUS DEVELOPMENT PLANS
The previous Master Plans, especially those of 1974 and 1998 which were major
efforts in this sophisticated field, were studied and evaluated by the consultant.
An Evaluation Report covering various sectors and Plan components was also
prepared. Emanating from that certain lessons learnt from this evaluation
exercise and some basic conclusions drawn in selected sectors, with the
objective of pointing to the gaps as also to certain positive policy
recommendations are summarized in the following sections.
An objective and professional study of the macro urban planning endeavors

undertaken for Karachi since the creation of Pakistan leads to the conclusion that
due to non-legislative cover and lack of follow-up during implementation, master
planning exercises have not achieved the intended results.
The Development Plan 1974-85, for example, was not approved and put into
effect as a statutory plan by the relevant agencies. A high level Metropolitan
Planning and Development Committee, set up under the chairmanship of the
Chief Minister of the Province, also stopped functioning prematurely. The status
of the plan was relegated to that of a local level document, although it was
conceived as an important national level project. The Plan’s coverage of areas
beyond the then Karachi division boundaries, thus overstepping the KDA’s
jurisdiction, may also have contributed to erecting a handicap in its smooth
approval.
The planning process envisaged in the plan relied on the Karachi Development
Authority, especially its Master Plan and Environmental Control Department, to
be responsible for controlling and monitoring development and guiding it within
the framework of the Plan. However lack of required resources, absence of clear
mandatory backing and possibly political support, and also perhaps an indifferent
professional commitment, all would seem to have contributed to ineffective
realization of the Plan.
66
The Development Plan 1974-1985 also emphasized the need for developing a
rapid transit system and for identifying and earmarking adequate right of way for
a light rail system, to cater to the daily commuters. In 1980, a Karachi Mass
Transit system was planned but did not make much headway. Meanwhile a
Traffic Engineering Bureau was also set up for traffic management and control
functions and to plan widening of city roads, etc. As per Plan recommendations, a
regional road network was designed. Also the location of Marshalling Yard at
Pipri was finalized in accordance with the Plan.
During 1975-78 no new housing scheme was launched by the KDA, except for
Metroville-I. By the end of Seventies however, the KDA planned 200,700
residential plots in various schemes. Of these, about 55,800 plots actually
materialized for occupation. Due to the slow pace of progress on formally
developed plots/ schemes, the phenomenon of informal sector shelters began to
grow. All types of public owned land tended to be vulnerable and most of it was
brought under illegal occupation. The land mafia also took the opportunity and
grabbed land as and where it could to sell it to the poor families desperately
needing a modest and affordable shelter. The land grabbers served as an
intermediary for settling in-migrants and other low-income families into newly set
up hut clusters and unplanned settlements. The gap between available
residential facilities in properly planned schemes and blocks of flats etc, and the
demand with low affordability, grew with time to the extent that now over half the
city population is said to be living in katchi abadis or in informal and mostly illegal
settlements.
It is now to be acknowledged and realized, albeit belatedly, that for any Plan to
be successful, it has first and foremost to house the incrementally growing
population and provide needed services. And as far as possible, realistic
standards may be set to keep the costs of such development and basic
provisions within the reach of the common man with limited affordability.
The planners have to realize the fact that in Karachi, like many other cities of the
developing world, a lot of infrastructure development takes place in the absence
of any plan. Integration of such ad-hoc or haphazard development in the planned
city structure will always pose a challenge to the planners.
The city planners and managers have to acknowledge the increasingly vital role
of the informal sector and to be prepared to channel its contributions for the
development of the city.
KDP 2000 proposed densification, but did not elaborate specific schemes,
policies, or mechanisms for achieving it. Greater precision and elaboration are
required.
Involvement of all the stakeholders, NGOs, CBOs, media, professional and

academic institutions during various stages of project formulation from concept to
finalization stage may be ensured for evolving more acceptable Plan, proposals
and strategies.
The implementation team should be equipped with new skills and should also be
ready to apply an unconventional approach to manage the Plan even when there
are any abrupt socio-political changes in the society.
Thus in this scenario, the most important lesson for the planners is that master
planning needs to be undertaken with clear commitment and political will for
proper implementation of the Master Plan recommendations.
67
3.0 PROJECTED POPULATION AND REQUIREMENTS
Population Projections
The consultant developed four population growth scenarios to analyze the impact
of a number of different variables on the current and projected population of
Karachi:
• To what extent did the 1998 census undercount the population of

Karachi?
• At what annual growth rate did the population of Karachi grown over the
period 1998-2005?
• What will the population growth rates be over the plan period?
Many demographic experts believe that the 1998 census underreported the
population of Karachi (9.96 million officially) by excluding some residents in katchi
abadis, other illegal settlements, vertical and horizontal additions to existing
buildings, etc. Some growth scenarios therefore included adjustments to the 1998
population of 0.7 – 1.0 million people.
The growth rate of Karachi has been decreasing steadily since the 1950s. United
Nations population sources cite a decline in the annual average growth rate from
5.86% in 1950 to 4.92% in 1970 to 3.39% in 1990. The current population growth
rate is probably between 3.5% and 5.0%. The different scenarios used straight
line projections from a base of 3.5% annual growth and decreasing rate
projections from a base of 5.0% annual growth. The assumptions of the four
scenarios and their results in terms of future population of Karachi are shown in
the table 11 below.
Table 11: Karachi Population Growth Scenarios, 1998-2020

(Thousands)
Scenario 1998 2005 2010 2015 2020
Scenario A
Population 9,960 12,720 15,160 18,050 21,510
AAGR* 3.5% 3.5% 3.5% 3.5%
Scenario B
Population 10,660 15,120 18,010 21,460 25,560
AAGR 5.0% 3.5% 3.5% 3.5%
Scenario C
Population 10,960 16,110 19,200 22,880 27,250
AAGR 5.5% 3.5% 3.5% 3.5%
Scenario D
Population 10,660 15,120 18,930 23,130 27,550
AAGR 5.0% 4.5% 4.0% 3.5%
Source: 1998 Census
*AAGR = Annual Average Growth Rate
Scenario D was selected as the preferred scenario because (i) the 1998 population
estimate is considered the most accurate, and (ii) the decreasing growth rates continue
the trend observed without exception over the past 50 years. Through a combination of
in-migration and natural population growth, today’s population of 15.12 million is
expected to increase to 27.55 million by 2020, the end of the planning period.
68
The table 12 below translates the population increase into households. A total of 1.78
million households will be formed or will migrate to Karachi by 2020. The number of
additional households in the first 5-year period (2005-2010), projected to be 545,000, is
anticipated to increase by about 11% during 2010-2015 and then by another 5% during
2015-2020. In absolute numbers as well as percentage growth, therefore, the population
of Karachi will grow increasingly slowly during the planning period.
Table 12: Karachi City District Population Projections, 2005-2020 (000s)
Total
Change Change Change
Change
2005 2010 2015 2020 2005- 2010- 2015-
2005-
2010 2015 2020
2020
AAGR* 5.0% 4.5% 4.0% 3.5% -0.5% -0.5% -0.5% -1.5%
Population 15,120 18,935 23,127 27,550 3,815 4,192 4,422 12,430
Households 2,160 2,705 3,304 3,936 545 605 632 1,776

Source: 1998 Census
*AAGR = Annual Average Growth Rate
Notes:
1. Figures may not add up due to rounding.
2. Average household size = 7.0
Densification of the Existing Built-Up Area
The Karachi Master Plan 2020 should make provisions to accommodate the
projected number of new households. Some of the new households can be
absorbed into the existing built-up area of the city (roughly equivalent to 15
towns, excluding Keamari, Gadap, and Bin Qasim). Gulshan-e-Iqbal town has
some vacant parcels on which new housing and/or mixed-use projects can be
built; horizontal development is still possible there. The other 14 towns are largely
built-out to the extent that most sites have been developed. However, vertical
densification is possible and in fact is taking place in many neighbourhoods
across Karachi. As discussed in Section 2 above, many home owners are adding
additional floors on “ground plus two” buildings in residential neighbourhood.
Other developers and property owners are building mid-rise commercial or
commercial/residential buildings along main arterial roads. Both of these trends
are economically efficient to the extent that the new development takes
advantage of existing infrastructure networks adjacent to the plots (although
upgrading may be required to increase capacity of water, sewerage, power
systems, etc.).
69
The Master Plan seeks to reinforce and encourage these trends by modifying
development regulations to (i) allow G+2 development in most types of residential or
mixed use areas, and (ii) promote mid-rise (G+4 or G+6) development along selected
major arterial roads identified in the land use plan. These regulatory changes will have
the effect of amplifying existing trends. The densification of existing centre-city and
peripheral neighbourhoods will accommodate a significant percentage of the new
households requiring housing in future.
The following table 13 presents the analysis of densification potential of all 15

existing built-up towns in Karachi City District. The factors contributing to the
“Densification %” over the plan period include:
• The existing densification trend in the town
• The desirability of additional densification (some towns are extremely dense

and further densification would impact negatively on residents’ quality of life)
• KMP 2020 proposals to densify selected areas (e.g., by allowing G+2

dwellings or promoting development corridors along selected roads)
• The ability of the development control authorities to impact future

densification activity
70
Table 13: Densification Analysis of 15 Existing Urbanized Towns in CDGK

Total
Population Households Densification Densification
Town Households
2005 2005 % Households
2020
SITE 709,944 101,421 0% - 101,421
Baldia 616,722 88,103 10% 8,810 96,913
Orangi 1,098,859 156,980 5% 7,849 164,829
Lyari 923,176 131,882 0% - 131,882
Saddar 935,566 133,652 5% 6,683 140,335
Jamsheed 1,114,235 159,176 5% 7,959 167,135
Gulshan-e-Iqbal 949,351 135,622 10% 13,562 149,184
Shah Faisal 509,915 72,845 5% 3,642 76,487
Landhi 1,012,391 144,627 5% 7,231 151,858
Korangi 829,813 118,545 10% 11,855 130,400
North Nazimabad 753,423 107,632 5% 5,382 113,014
New Karachi 1,038,865 148,409 0% - 148,409
Gulberg 688,580 98,369 5% 4,918 103,287
Liaquatabad 985,581 140,797 0% - 140,797
Malir 604,763 86,395 5% 4,320 90,715
Subtotal 12,771,184 1,824,455 -- 82,211 1,906,666
Cantonment 464,882 66,412 10% 6,641 73,053
Defence 379,601 54,229 48.7% 26,400 80,629
Total 13,615,667 1,945,095 -- 115,252 2,060,348
The analysis suggests that approximately 115,252 households can be absorbed through
densification of the existing city fabric. This means that the balance of the 1,776,000 new
households must be accommodated in new expansion areas at the urban fringe.
Total new households 2005-2020……………….1,776,000
Households absorbed through densification……..115,252
Balance households for urban expansion ……….1660748
71
Table No. 14
TOWN WISE POPULATION GROWTH AS PER
DENSIFICATION SCENARIO KMP, 2005-2020
Area/ Change Change Change

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
1. Keamari
Population 583,640 730,905 892,730 1,063,461 147,265 161,825 170,731
Population in
existing/
- 320,600 641,200 961,800 320,600 320,600 320,600
pipeline vacant
scheme
Additional
population - 31,206 62,412 93,611 31,206 31,206 31,206
balance
Total
population to
- 351,806 703,612 1,055,441 351,806 351,806 351,806
be
accommodate
Grand
583,640 935,446 1,287252 1,639,081 351,806 351,806 351,806
population
2. SITE
Population 709,,944 889,,079 1,085,023 1,293,602 0 0 0
Population
after 0% 709,944 709,944 709,944 709,944 - - -
densification
-HH after
0% 101,421 101,421 101,421 101,421 - - -
Densification
Pop. to be
settled in
existing - 179,135 375,079 583,658 179,135 195,944 208,579
vacant
schemes
3. Baldia
Population 616,722 772,336 943,333 1,123,742 155,614 170,997 180,409
Population
after 1 0% 616,722 637,279 657,835 678,392 20,556 20,556 20,557
densification
HH after
10% 88,103 91,040 93,976 96,913 2,937 2,937 2,937
Densification
Pop. to be
settled in
existing - 135,057 285,498 445,350 135,057 150,441 159,852
vacant
schemes
72

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
4. Orangi
Population 1,098,859 1,376,126 1,680,805 2,002,252 277,267 304,679 321,447
Population
after 5% 1,098,859 1,117,173 1,135,487 1,153,796 18,314 18,314 18,315
densification
HH after 5% 16,4828
156,980 159,596 1 62,212 2,616 2,616 2,616
Densification
Pop. to be
settled in
existing - 258,953 545,321 848,456 258,953 286,368 303,135
vacant
schemes
5. Lyari
Population 923,176 1,156,114 1,412081 1,682,136 232,938 255,967 270,055
Population
after 0% 923,176 923,176 923,176 923,176 - - -
densification
HH after 0%
131,882 131,882 131,882 131,882 - - -
Densification
Pop. to be
settled in
existing - 232,938 488,905 758,960 232,938 255,967 270,055
vacant
schemes
6.Saddar
Population 935,566 1,171,630 1,431,032 1,704,712 236,064 259,402 273,680
Population
after 5% 935,566 951,159 966,752 982,344 15,593 15,593 15,592
densification
HH after 5%
133,652 135,879 138,107 140,335 2,227 2,227 2,228
Densification
Pop. to be
settled in
existing - 220,470 464,296 722,360 220,470 243,806 258,084
vacant
schemes
73

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
7. Jamsheed
Population 2,030,268
1,114,235 1,395,382 1,704,323 281,147 308,941 329,945
Population
after 5% 1,114,235 1,132,806 1,151,377 1,169,947 18,571 18,571 18,571
densification
HH after 5%
159,176 161,829 164,482 167,135 2,653 2,653 2,654
Densification
Pop. to be
settled in
existing - 262,576 552,946 860,323 262,576 290,370 307,377
vacant
schemes
8. Gulshan-e-Iqbal
Population 277,712
949,351 1,188,893 1,452,117 1,729,829 239,542 263,224
Population
after 10% 949,351 981,001 1,012,641 1,044,286 31,645 31,645 31,645
densification
HH after
10% 135,622 140,143 144,664 149,185 4,521 4,521 4,521
Densification
Pop. to be
settled in
existing - 207,892 439,469 685,541 207,892 231,577 246,074
vacant
schemes
9. Shah Faisal1
Population 509,915 638,578 779,961 929,126 128,663 141,383 149,165
Population
after 5% 509,915 518,413 526,911 535,410 8,498 8,498 8,499
densification
HH after 5%
72,845 74,059 75,273 76,487 1,214 1,214 1,214
Densification
Pop. to be
settled in
existing - 120,165 253,050 393,716 120,165 132,885 140,666
vacant
schemes
74

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
10. Landhi
Population 1,012,391 1,267,,840 1,548,544 1,844,697 255,449 280,704 296,153
Population
after 5% 1,012,391 1,029,264 1,046,137 1,063,011 1,6873 1,6873 1,6874
densification
HH after 5%
144,627 147,037 149,448 151,858 2,411 2,411 2,410
Densification
Pop. to be
settled in
existing - 238,576 502,407 781,686 238,576 263,831 279,279
vacant
schemes
11. Korangi
Population 829,813 1,039,193 1,269,273 1,512,017 209,380 230,080 242,744
Population
after 10% 829,813 857,473 885,133 912,794 27,660 27,660 27,661
densification
HH after
10% 118,545 122,497 126,448 130,399 3,951 3,951 3,952
Densification
Pop. to be
settled in
existing - 181714 384,137 599,223 181,714 202,423 215,086
vacant
schemes
12. North Nazimabad

Population 753,423 943,528 1,152,428 1,372,826 190,105 208,900 220,398
Population
after 5% 753,423 765,975 778,533 791,091 12,557 12,557 12,557
densification
HH after 5%
107,631 109,425 111,219 113,013 1,794 1,794 1,794
Densification
Pop. to be
settled in
existing - 177,553 373,895 581,735 177,553 196,342 207,840
vacant
schemes
75

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
13. New Karachi

Population 1,038,865 1,300,995 1,589,038 1,892,936 262,130 288,043 303,898
Population
after 0% 1,038,865 1,038,865 1,038,865 1,038,865 - - -
densification
HH after 0%
148,409 148,409 148,409 148,409 - - -
Densification
Pop. to be
settled in
existing - 262,130 550,173 854,071 262,130 288,043 303,898
vacant
schemes
14. Gulberg
Population 688,580 862,324 1,053,245 1,254,674 173,744 190,921 201,429
Population
after 5% 688,580 700,056 711,532 723,008 11,476 11,476 11,476
densification
HH after 5%
98,369 100,009 101,647 103,287 1,640 1,639 1,640
Densification
Pop. to be
settled in
existing - 162,268 341,713 531,666 162,268 179,445 189,953
vacant
schemes
15. Liaquatabad
Population 985,581 1,234,265 1,507,535 1,795,845 248,684 273,270 288,310
Population
after 0% 985,581 985,581 985,581 985,581 - - -
densification
HH after 0%
140,797 140,797 140,797 140,797 - - -
Densification
Pop. to be
settled in
existing - 248,684 521,954 810,264 248,684 273,270 288,310
vacant
schemes
76

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
16. Malir
Population 604,763 757,358 925,039 1,101,949 152,595 167,681 176,910
Population
after 5% 604,763 614,842 624,921 635,001 10,079 10,079 10,080
densification
HH after 5%
86,395 87,835 89,275 90,715 1,440 1,440 1,440
Densification
Pop. to be
settled in
- 142,516 300,118 466,948 142,516 157,602 166,830
existing vacant
schemes
17. Bin Qasim

Population 480,854 602,184 735,509 876,173 121,330 133,325 140,664
Population in
existing/
- 546,000 1,092,000 1,638,000 546,000 546,000 546,000
pipeline vacant
scheme
Additional
population - 53,396 106,792 160,181 53,396 53,396 53,396
balance
Total
population to
- 599,396 1,198,792 1,798,181 599,396 599,396 599,396
be
accommodate
Grand
480,854 1,080,250 1,679,646 2,279,035 599,396 599,396 599,396
population
18. Gadap
Population 439,674 550,614 672,521 801,138 110,940 121,907 128,617
Additional
population to
- 2,661,764 5,323,528 7,985,292 2,661,764 2,661,764 2,661,764
be setteled in
new schemes
Population
after
settlement in - 262,115 524,230 786,352 262,115 262,115 262,115
existing
scheme
Remaining
population to
8,771,644
be - 2,923,879 5,847,758 2,923,879 2,923,879 2,923,879
accommodate
d
Grand 9,211,318
439,674 3,363,553 6,287,432 2,923,879 2,923,879 2,923,879
population
77

2005 2010 2015 2020
Towns 2005-2010 2010-015 2015-2020
Cantonment
Population 464,882 582,183 711,079 847,071 117,301 128,896 135,992

Population
after 10% 464,882 480,378 495,874 511,370 15,496 15,496 15,496
densification
HH after
10% 66,412 68,626 70,840 73,054 2,214 2,214 2,213
Densification
Pop. to be
settled in
existing - 101,805 215,205 335,701 101,805 113,400 120,496
vacant
schemes
Defence
Population 379,601 475,382 580,633 691,677 95781 105,251 111,044

Population
after 48.7% 379,601 441,203 502,808 564,408 61,602 61,600 61,600
densification
HH after
48.7%
54,229 63,029 71,829 80,629 8,800 8,800 8,800
Densification
in phase 8
Pop. to be
settled in
new vacant - 34,179 77,825 127,269 34,179 43,681 49,404
or pipe lin
schemes
78
Table No. 15
UC'S WISE POPULATION GROWTH & DENSITIES AS PER DENSIFICATION SCENARIO KMP, 2005-2020
Towns Area
% 2005 Density 2010 Density 2015 Density 2020 Density
1. Keamari
Bhutta Village 1468.2 16.2 94,331 64 151,192 103 208,053 142 264,917 180
Sultanabad 1447.5 12.9 75,228 52 120,574 83 165,920 115 211,269 146
Keamari 2743.5 14.4 84,150 31 134,874 49 185,598 68 236,325 86
Baba Bhit 8370.5 5.0 28,915 3 46,344 6 63,774 8 81,204 10
Machar Colony 462.6 15.3 89,261 193 143,066 309 196,870 426 250,679 542
Mauripur 16345.2 12.5 72,769 4 116,633 7 160,496 10 204,363 13
Sher Shah 1249.5 13.9 81,204 65 130,152 104 179,100 143 228,051 183
Gabo Pat 74129.7 9.9 57,783 1 92,613 1 127,444 2 162,276 2
Total 106216.8 100.0 583640.0 5 935,446 9 1,287,252 12 1,639,081 15
2. SITE Population at 0% densification

Pak Colony 171.5 83,444 487 83,444 487 83,444 487 83,444 487
Old Golimar 188.2 64,778 344 64,778 344 64,778 344 64,778 344
Jahanabad 1455.4 66,307 46 66,307 46 66,307 46 66,307 46
Metrovile 2585.9 84,889 33 84,889 33 84,889 33 84,889 33
Bawani Chawli 343.4 76,262 222 76,262 222 76,262 222 76,262 222
Frontier Colony 249.2 67,677 272 67,677 272 67,677 272 67,677 272
Banaras Colony 334 96,994 290 96,994 290 96,994 290 96,994 290
Qasba Colony 300.3 89,663 299 89,663 299 89,663 299 89,663 299
Islamia Colony 658.3 79,930 121 79,930 121 79,930 121 79,930 121
Total 6286.2 709,944 113 709,944 113 709,944 113 709,944 113
3. BALDIA Population at 10% densification

Gulshan-e-Gazi 1794.6 12.6 77,584 43 80,170 45 82,756 46 85,342 48
Ittehad Town 2235.4 13.4 82,943 37 85,708 38 88,472 40 91,237 41
Islam Nagar 1457.2 9.8 60,552 42 62,570 43 64,589 44 66,607 46
Nai Abadi 531.1 9.6 59,139 111 61,110 115 63,081 119 65,053 122
Saeedabad 431.8 13.8 85,158 197 87,997 204 90,835 210 93,673 217
Mohajir Camp 215.7 15.6 96,505 447 99,722 462 102,938 477 106,155 492
Muslim Mujahid Colony 223.7 12.5 76,787 343 79,347 355 81,906 366 84,465 378
Rasheedabad 327.7 12.7 78,053 238 80,655 246 83,256 254 85,858 262
Total 7217.2 100.0 616,722 85 637,279 88 657,835 91 678,392 94
4. Orangi Population at 5% densification

Azad Nagar 430 7.8 85,273 198 86,694 202 88,115 205 89,536 208
Haryana Colony 412.7 8.9 98,043 238 99,677 242 101,311 245 102,945 249
Hanifaabad 212.5 7.5 82,559 389 83,935 395 85,311 401 86,687 408
Mohammed Nagar 410.2 8.8 96,803 236 98,416 240 100,030 244 101,643 248
Madian Colony 378.1 6.9 75,917 201 77,182 204 78,448 207 79,712 211
Ghaziaabad 657.3 8.2 90,196 137 91,699 140 93,202 142 94,705 144
Chishti Nagar 1372.1 8.1 88,951 65 90,433 66 91,916 67 93,398 68
Bilal Colony 492 9.0 98,356 200 99,995 203 101,634 207 103,273 210
Islam Chouk 425 8.6 94,518 222 96,093 226 97,669 230 99,243 234
Gabol Colony 266.9 7.8 85,214 319 86,634 325 88,054 330 89,474 335
Data Nagar 407.7 7.9 86,494 212 87,936 216 89,377 219 90,818 223
Mujahidabad 257 7.2 78,753 306 80,066 312 81,378 317 82,690 322
Baloch Goth 81.5 3.4 37,781 464 38,411 471 39,040 479 39,670 487
Total 5803 100.0 1,098,859 189 1,117,173 193 1,135,487 196 1,153,796 199
79
Towns Area
5. Lyari Population at 0% densification
Agra Taj Colony 130.6 69,377 531 69,377 531 69,377 531 69,377 531
Darya Abad 139.9 90,012 643 90,012 643 90,012 643 90,012 643
Naw Abad 66.4 68,491 1,031 68,491 1,031 68,491 1,031 68,491 1031
Khada Memon 152.7 88,619 580 88,619 580 88,619 580 88,619 580
Bhagdadi 111.5 86,022 771 86,022 771 86,022 771 86,022 771
Shah Baig Lane 124.3 88,260 710 88,260 710 88,260 710 88,260 710
Behar Colony 112.6 67,677 601 67,677 601 67,677 601 67,677 601
Rangiwara 215.3 91,288 424 91,288 424 91,288 424 91,288 424
Singo Lane 169 75,205 445 75,205 445 75,205 445 75,205 445
Chakiwara 209.2 100,530 481 100,530 481 100,530 481 100,530 481
Allama Iqbal Colony 545.7 97,696 179 97,696 179 97,696 179 97,696 179
Total 1977.2 923,176 467 923,176 467 923,176 467 923,176 467
6. Saddar Population at 5% densification

Old Haji Camp 92.9 11.0 103,279 1,112 105,000 1,130 106,722 1,149 108,443 1,167
Garden 99.7 10.4 97,389 977 99,012 993 100,635 1,009 102,259 1,026
Kharadar 304.9 10.5 97,891 321 99,523 326 101,154 332 102,786 337
City Railway Colony 793.6 7.0 65,294 82 66,382 84 67,471 85 68,559 86
Nanakwara 142.7 10.2 95,722 671 97,317 682 98,913 693 100,508 704
Gazdarabad 182.9 10.6 99,294 543 100,949 552 102,604 561 104,259 570
Millat Nagar 159.6 8.5 79,106 496 80,425 504 81,743 512 83,061 520
Saddar 379.4 10.6 99,171 261 100,824 266 102,477 270 104,130 274
Civil Line 389.6 7.3 68,137 175 69,273 178 70,408 181 71,544 184
Clifton 1813.1 6.2 57,710 32 58,672 32 59,634 33 60,596 33
Khekeeshan 1608.8 7.8 72,572 45 73,782 46 74,991 47 76,201 47
Total 5967.2 100.0 935,565 157 951,159 159 966,752 162 982,344 165
7. Jamsheed Population at 5% densification

Akhtar Colony 201.6 7.3 81,354 404 82,710 410 84,066 417 85,422 424
Manzoor Colony 844.4 8.5 94,615 112 96,192 114 97,769 116 99,346 118
Azam Basti 171.3 6.5 72,248 422 73,452 429 74,656 436 75,860 443
Chanesar Goth 203.9 7.1 79,654 391 80,982 397 82,309 404 83,637 410
Mehmoodabad 255.9 7.0 77,531 303 78,823 308 80,115 313 81,408 318
PECHS-1 1087.0 9.0 100,814 93 102,494 94 104,175 96 105,855 97
PECHS-2 876.7 8.4 93,288 106 94,843 108 96,398 110 97,952 112
Jat Lane Line 167.4 9.4 104,708 625 106,453 636 108,198 646 109,943 657
Jacob Line 416.3 8.9 99,144 238 100,796 242 102,449 246 104,101 250
Jamsheed Qrtrs 572.6 8.6 95,334 166 96,923 169 98,512 172 100,101 175
Garden East 276.0 7.6 84,320 306 85,725 311 87,131 316 88,536 321
Soldier Bazzar 390.9 5.9 65,741 168 66,837 171 67,932 174 69,028 177
Pakistan Qrtrs 325.8 5.9 65,387 201 66,477 204 67,567 207 68,656 211
Total 5789.8 100.0 1,114,235 192 1,132,806 196 1,151,377 199 1,169,947 202
80
Towns Area
8. Gulshan-e-Iqbal Population at 10% densification
Dehli Mercantile Societ 1027.3 7.4 70,704 69 73,061 71 75,418 73 77,774 76
Civic Center 910.4 9.4 89,170 98 92,143 101 95,115 104 98,087 108
PIB Colony 236.5 6.0 57,224 242 59,132 250 61,039 258 62,946 266
Essa Nagri 274.5 10.2 96,405 351 99,619 363 102,832 375 106,045 386
Gulshan-e-Iqbal-1 443.9 6.7 63,261 143 65,370 147 67,478 152 69,587 157
Geelani Railway Station 881.7 9.2 87,606 99 90,527 103 93,446 106 96,367 109
Shanti Nagar 545.5 7.0 66,371 122 68,584 126 70,796 130 73,008 134
Jamali Colony 363.7 6.8 64,647 178 66,802 184 68,957 190 71,112 196
Gulshan-e-Iqbal-2 552.8 6.4 61,104 111 63,141 114 65,178 118 67,214 122
Pehlwan Goth 2559.2 6.9 65,044 25 67,212 26 69,380 27 71,548 28
Metrovile Colony 2148.1 10.5 99,234 46 102,542 48 105,850 49 109,157 51
Gulzar-e-Hijri 2287.5 6.7 63,973 28 66,106 29 68,238 30 70,370 31
Safooran 1029.1 6.8 64,608 63 66,762 65 68,915 67 71,069 69
Total 13260.2 100.0 949,351 72 981,001 74 1,012,641 76 1,044,286 79
9. Shah Faisal Population at 5% densification

Natha Khan Goth 548.1 16.9 86,065 157 87,499 160 88,934 162 90,368 165
Pak Sadaat Colony 399.8 14.1 71,842 180 73,039 183 74,237 186 75,434 189
Drigh Colony 127.6 13.3 67,683 530 68,811 539 69,939 548 71,067 557
Reta Plot 131.4 12.8 65,243 497 66,330 505 67,418 513 68,505 521
Morio Khan Goth 114.5 14.0 71,593 625 72,786 636 73,979 646 75,173 657
Rafah-e-Aam 503.4 12.7 64,708 129 65,787 131 66,865 133 67,943 135
Al-Falah Society 1075.6 16.2 82,782 77 84,162 78 85,541 80 86,921 81
Total 2900.4 100.0 509,914 176 518,413 179 526,911 182 535,410 185
10. Landhi Population at 5% densification

Muzzafarabad 556.4 9.4 95,351 171 96,940 174 98,529 177 100,118 180
Muslimabad 772.4 6.3 64,239 83 65,310 85 66,380 86 67,451 87
Dauod Chowarangi 771.6 9.3 93,818 122 95,382 124 96,945 126 98,509 128
Moinabad 279.1 6.7 68,322 245 69,461 249 70,599 253 71,738 257
Sharafi Goth 2073.5 7.4 74,623 36 75,867 37 77,110 37 78,354 38
Bhutto Nagar 591.4 8.1 82,161 139 83,530 141 84,900 144 86,269 146
Ajmer Colony 596.6 9.2 93,118 156 94,670 159 96,222 161 97,774 164
Landhi 1147.8 8.0 80,773 70 82,119 72 83,465 73 84,812 74
Awami Colony 2100.5 9.1 92,106 44 93,641 45 95,176 45 96,711 46
Burmee Colony 306.9 8.0 80,541 262 81,883 267 83,226 271 84,568 276
Korangi 129.3 9.2 93,092 720 94,643 732 96,195 744 97,747 756
Sherabad Colony 344.5 9.3 94,249 274 95,820 278 97,391 283 98,961 287
Total 9670 100.0 1,012,392 105 1,029,264 106 1,046,137 108 1,063,011 110
11. Korangi Population at 10% densification

Bilal Colony 3998.8 11.4 94,823 24 97,984 25 101,144 25 104,305 26
Nasir Colony 1709.7 11.3 93,834 55 96,962 57 100,090 59 103,217 60
Chakra Goth 849.5 11.2 92,902 109 95,999 113 99,095 117 102,192 120
Silver Town 542.7 10.9 90,465 167 93,480 172 96,496 178 99,511 183
100 Qrtrs 922.3 10.6 87,865 95 90,794 98 93,723 102 96,651 105
Gulzar Colony 433.4 11.6 96,379 222 99,592 230 102,804 237 106,017 245
Korangi 33 524.8 11.3 93,626 178 96,747 184 99,868 190 102,989 196
Zaman Town 600.5 11.1 91,724 153 94,781 158 97,839 163 100,896 168
Hasrat Mohani 665.4 10.6 88,195 133 91,135 137 94,075 141 97,014 146
Total 10247.1 100.0 829,813 81 857,473 84 885,133 86 912,794 89
81
Towns Area
12. North Nazimabad Population at 5% densification
Paposh Nagar 349 14.0 105,236 302 106,989 307 108,743 312 110,497 317
Pahar Gang 235.1 8.5 64,197 273 65,267 278 66,337 282 67,407 287
Khandu Goth 497 10.6 79,962 161 81,294 164 82,627 166 83,960 169
Hyderi 718.8 11.8 88,647 123 90,124 125 91,601 127 93,079 129
Sakhi Hassan 518.9 12.0 90,072 174 91,573 176 93,074 179 94,575 182
Farooq-e-Azam 545.8 7.9 59,881 110 60,879 112 61,877 113 62,875 115
Nusrat Bhutto Colony 269.8 7.9 59,215 219 60,202 223 61,189 227 62,176 230
Shadman 324.7 7.7 57,693 178 58,654 181 59,616 184 60,577 187
Buffer Zone 2 385.9 11.6 87,755 227 89,217 231 90,680 235 92,142 239
Buffer Zone 1 281.9 8.1 60,765 216 61,777 219 62,790 223 63,803 226
Total 4126.9 100.0 753,423 183 765,975 186 778,533 189 791,091 192
13. New Karachi Population at 0% densification

Kalyan 471.8 71,840 152 71,840 152 71,840 152 71,840 152
Sir Syed 646.9 67,655 105 67,655 105 67,655 105 67,655 105
Fatima Jinnah Colony 260 84,004 323 84,004 323 84,004 323 84,004 323
Godhra 492.7 106,952 217 106,952 217 106,952 217 106,952 217
Abu Zar Gaffari 240.1 66,492 277 66,492 277 66,492 277 66,492 277
Hakim Ahsun 221.9 61,384 277 61,384 277 61,384 277 61,384 277
Madina Colony 432.2 94,296 218 94,296 218 94,296 218 94,296 218
Faisal 377.2 89,636 238 89,636 238 89,636 238 89,636 238
Khamiso Goth 589.2 90,899 154 90,899 154 90,899 154 90,899 154
Mustafa Colony 349.2 87,748 251 87,748 251 87,748 251 87,748 251
Khwaja Ajmer 349.2 81,514 233 81,514 233 81,514 233 81,514 233
Gulshan Said 260.4 62,863 241 62,863 241 62,863 241 62,863 241
Shah Nawaz Bhutto Co 366.8 73,580 201 73,580 201 73,580 201 73,580 201
Total 5057.6 1,038,865 205 1,038,865 205 1,038,865 205 1,038,865 205
14. Gulberg Population at 5% densification

Azizabad 465.6 15.0 103,043 221 104,760 225 106,478 229 108,195 232
Karimabad 188.3 9.8 67,637 359 68,764 365 69,891 371 71,019 377
Aisha Manzil 651.6 13.8 94,721 145 96,299 148 97,878 150 99,457 153
Ancholi 483.4 14.0 96,554 200 98,163 203 99,772 206 101,381 210
Naseerabad 379.8 15.3 105,625 278 107,385 283 109,146 287 110,906 292
Yaseenabad 316.1 10.5 72,337 229 73,542 233 74,748 236 75,954 240
Water Pump 339.8 9.5 65,398 192 66,488 196 67,578 199 68,668 202
Shafiq Mill Colony 592.7 12.1 83,266 140 84,654 143 86,041 145 87,429 148
Total 3417.3 100.0 688,581 201 700,056 205 711,532 208 723,008 212
15. Liaquatabad Population at 0% densification

Rizvia Society 247.2 95,190 385 95,190 385 95,190 385 95,190 385
Firdous Colony 229.6 92,618 403 92,618 403 92,618 403 92,618 403
Super Market 167.2 79,066 473 79,066 473 79,066 473 79,066 473
Dak Khana 189.9 82,876 436 82,876 436 82,876 436 82,876 436
Qasimabad 215.4 101,452 471 101,452 471 101,452 471 101,452 471
Bandhani Colony 173.8 81,500 469 81,500 469 81,500 469 81,500 469
Sharifabad 277.9 92,006 331 92,006 331 92,006 331 92,006 331
Commercial Area 201.8 94,847 470 94,847 470 94,847 470 94,847 470
Mujahid Colony 481.5 101,725 211 101,725 211 101,725 211 101,725 211
Nazimabad No 1 252.5 80,427 319 80,427 319 80,427 319 80,427 319
Abbasi Shaheed 248.4 83,869 338 83,869 338 83,869 338 83,869 338
Total 2685.2 985,577 367 985,577 367 985,577 367 985,577 367
82
Towns Area
16. Malir Population at 5% densification
Model Colony 942.3 16.0 96,879 103 98,494 105 100,108 106 101,723 108
Kala Board 397.4 15.1 91,101 229 92,619 233 94,138 237 95,656 241
Saudabad 288.7 15.0 90,612 314 92,122 319 93,632 324 95,143 330
Khokrapar 553.4 14.5 87,774 159 89,237 161 90,700 164 92,163 167
Jaffar Tayyar 565.6 13.6 82,261 145 83,632 148 85,003 150 86,374 153
Garibabad 832.7 13.3 80,349 96 81,688 98 83,027 100 84,366 101
Gazi Brohi 814.4 12.5 75,790 93 77,053 95 78,316 96 79,579 98
Total 4394.5 100.0 604,763 138 614,842 140 624,921 142 635,001 144
17. Bin Qasim

Ibrahim Hyderi 4113 13.8 66,177 16 148,668 36 231,159 56 313,650 76
Rehri 3335 9.9 47,839 14 107,471 32 167,104 50 226,736 68
Cattle Colony 6036 13.3 63,726 11 143,162 24 222,598 37 302,033 50
Quaidabad 3135 18.3 88,158 28 198,049 63 307,940 98 417,830 133
Landhi 12938 12.4 59,523 5 133,720 10 207,917 16 282,113 22
Gulshan-e-Hadeed 15664 20.6 99,064 6 222,550 14 346,035 22 469,519 30
Ghaghar 92741 11.7 56,368 1 126,632 1 196,896 2 267,159 3
Total 137961.2 100 480854 3 1080250 8 1679646 12 2279035 17
18. Gadap
Murad Memon 6758 13.1 57,529 9 440,102 65 822,675 122 1,205,249 178
Darsanno Channo 70517 10.5 46,266 1 353,939 5 661,612 9 969,286 14
Gujjro 34859 17.2 75,709 2 579,181 17 1,082,652 31 1,586,125 46
Gadap 311270 10.5 45,998 0 351,889 1 657,780 2 963,671 3
Songal 71978 10.2 44,854 1 343,137 5 641,420 9 939,704 13
Yousuf Goth 2127 14.6 64,361 30 492,367 231 920,374 433 1,348,382 634
Maymarabad 6314 11.7 51,229 8 391,906 62 732,584 116 1,073,262 170
Manghopir 34367 12.2 53,729 2 411,032 12 768,334 22 1,125,638 33
Total 538190 100 439675 1 3363553 6 6287432 12 9211318 17
Sub Total 871,168 14,275,349 16 18,342,252 21 22,409,151 26 26,476,076 30
Defence 9454.4 379,601 40 441,203 47 502,808 53 564,408 60
Cantonment 31335.7 464,882 15 480,378 15 495,874 16 511,370 16
Grand Total 911,958 15,119,832 17 18,934,910 21 23,127,151 25 27,550,131 30
83
Table No. 16
Over All Total Population Growth As Per Densification Scenario KMP 2005-2020
Change Change Change

2005 2010 2015 2020
2005-2010 2010-2015 2015-2020
Total 13,615,663 17,051,204 20,826,389 24,809,357 3,435,541 3,775,185 3,982,968
Population of
15 Towns +
Cant/Defence
Natural
Growth
Population of 13,615,663 13,822,986 14,030,300 14,237,617 207,323 207,314 207,317
15 Towns +
Cant/Defence
after
densification
Population of 1,504,168 1,883,703 2,300,760 2,740,772 379,535 417,057 440,012
3 Town at
Natural
Growth
*Pop. to be - 3,228,213 6,795,198 10,571,734 3,228,213 3,566,965 3,776,558
settled in new
schemes/ 3
Towns
Grand Total 15,119,833 18,934,910 23,127,151 27,550,131 3,815,077 4,192,241 4,422,980
All Towns &
Cantts/
Defence
* See distribution of individual Population of 3 Towns I-e Keamari, Bin Qasim and Gadap separately
84
Land Requirements for Future Urban Expansion:
The following tables present the land requirements for future urban expansion. The 1.66
million new households are distributed among three 5-year phases and three socio-
economic groups, each with its own average plot size. To the extent that some new
expansion areas will include apartment buildings or other multi-unit housing, the
calculations are liberal and may overestimate the actual land required for development
over the period. In the “Total Future Urban Land Requirements” section at the bottom of
the table, the new residential area is converted into total new residential/mixed use area
by figuring in proportional notional area requirements for circulation, neighbourhood
commercial, neighbourhood institutional, and open space. Regional commercial and
regional industrial needs, calculated in sub-sectoral reports prepared earlier by the
consultant, are added to the “neighbourhood” needs to produce a grand total
requirement figure for new expansion areas of 149,000 acres.
Table 17: Calculation of Future Urban Expansion Areas

Phase 1: 2005-2010
Avg. Plot Net Area
Household Category % Total No. HHs
Size (yd2) (acres)
Low Income 64% 324,213 120 8,038
Middle Income 30% 151,975 240 7,536
High Income 6% 30,395 500 3,140
Total: 100% 506,583 -- 18,714
Phase 2: 2010-2015
Avg. Plot Net Area
Size (yd2) (acres)
Low Income 62% 351,281 120 8,709
Middle Income 31% 175,641 240 8,709
High Income 7% 39,661 500 4,097
Total: 100% 566,583 -- 21,515
Phase 3: 2015-2020
Avg. Plot Net Area
Size (yd2) (acres)
Low Income 60% 356,150 120 8,830
Middle Income 32% 189,947 240 9,419
High Income 8% 47,486 500 4,906
Total: 100% 593,583 -- 23,155
Total Future Urban Land Requirements

% Total
Land Use Acres
Local
Local Mixed Use
Residential 60% 63,384
Commercial 5% 5,282
Institutional 10% 10,564
Open Space 5% 5,282
Circulation 20% 21,128
Total Local Mixed Use 100% 105,640
Regional Commercial 25% 26,410
Industrial 16% 16,902
Total: 148,952
85
It is important to note that there are many existing residential land development projects,
in various stages of approval and implementation that will satisfy part of the future
demand for residential and neighbourhood-level mixed use land. The largest such
projects are identified in the table 18 below.
Table 18: Large Residential Project on the Market or in the Pipeline
Scheme Owner Area Total HH % Target Market

Taisar MDA 20,570 246,840 @ 12 14.9% Low/middle income HHs
Taisar Extension MDA 4,000 48,000 @ 12 2.90% Low/middle income HHs
Halkani LDA 38,467 461,604 @ 12 27.87% Low/middle income HHs
Hawk's Bay LDA 11,450 137,400 @ 12 8.30% Low/middle income HHs
Shah Latif MDA 7,500 90,000 @ 12 5.43% Low/middle income HHs
Ghagar Patak/MDA #1
/ New Malir MDA 6,000 72,000 @ 12 4.35% Low/middle income HHs
Gulzar Hijri | Sch # 33 CDGK 26,026 312,312 @ 12 18.86% Low/middle income HHs
DHA Phase 9 DHA 12,000 72,000 @ 6 8.69% High income HHs
Islands PQA 12,000 72,000 @ 6 8.69% High income HHs
Total: 138,013 1,512,186 100% -
The total area of these projects (of which only Taisar town includes industrial uses)
surpasses the estimate of required “Total Local Mixed Use” land in the previous table.
However, many of the plots in the existing schemes have already been purchased and
are being held by speculators. Since they are not likely to enter the market in a way that
will satisfy future housing requirements, it is not possible to simply subtract 138,013 from
the estimated future requirements and conclude that no urban expansion is required.
Rather, it is advisable to assume that a share of the plots in existing or planned
residential subdivisions can satisfy some of the future needs. Total future area of future
residential development over the planned period can be assumed to be in the 20,000 to
40,000 acre, depending on the number of plots in the above table that actually enter the
market.
This analysis also suggests that government should modify the process of producing and
marketing residential subdivisions to reduce speculation and encourage swifter, more
efficient return on infrastructure investments (both off-site and on-site). This might
include introduction of “sunset clauses” on publicly financed (totally or partially) projects,
by which recipients of land use rights would be required to develop their plots within a
given time period (say, two years) or lose their rights thereto. Provision of infrastructure
to the site can also be made contingent on progress on construction of housing.
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Table No. 19
Town Wise Expected H.H & Population in Three Expansion Town for Plan Period (2020)
H.H in
Existing existing / Total population Additional
Additional / Total H.H to be Grand
Town Population pipeline Population % to be Area Require
Balance H.H Acommodated Population
2005 vacant accommodate Acre
scheme
Keamari 583,640 137,400 961,800 9.0 13,373 150,773 1,055,441 1,115 1,639,081
Bin Qasim 480,854 234,000 1,638,000 15.4 22,883 256,883 1,798,181 1,907 2,279,035
Gadap 439,674 1,140,756 7,985,293 75.6 112,336 1,253,092 8,771,644 9,360 9,211,318
G.Total 1,504,168 1,512,156 10,585,093 100 148,592 1,660,748 11,625,266 12,382 13,129,434
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Infrastructure Requirements:
This section sets out the global requirements for infrastructure improvements necessary
to support the envisioned urban growth over the period of KMP 2020.
Water Supply and Sewerage
Karachi City District was divided up into three water supply zones that reflect the spatial
structure of the water supply system. Future water supply requirements were then
calculated by zone and by town, using the following assumptions:
• Unaccounted-for water reduced to 25% of total water production

• Combined residential, commercial, institutional demand of 180 liters/capita/day
(l/c/d)
• Factoring in the industrial water supply requirements, per capital consumption
rises to 225 l/c/d.
Presents water supply requirements by town over the 2005-2020 period for population
growth Scenario D (preferred scenario). The following table summarizes projected
consumption by type of customer.
Table 20: Projected Water Demand by Type of Customer, 2005-2020 (MGD)
2005 2010 2015 2020

Population 15.12 18.93 23.13 27.55
Domestic Water 414 MGD 518 MGD 633 MGD 752
Demand
Other Users Water 338.0 423.0 518.0 616
Demand
Total Water Demand 752 941.0 1151.0 1368
The growth in requirements for wastewater collection in treatment can be estimated at

80% of the water delivered to customers, with adjustment for industrial production of
wastewater by sector for certain selected large producers.
In fact, however, the growth in effective demand for collection and treatment of
wastewater depends less on the population growth of the city and more on the capital
program for collecting more wastewater through new trunk sewers and treating it in new
plants. At the moment only a small share of the wastewater is delivered to treatment
plants. The rest is collected either in networks and open drains and dumped into the
environment untreated, or discharged directly into the environment without collection.
Over the period of the Master Plan 2020, the sewerage “requirements” therefore outstrip
the capacity of KW&SB to deliver the necessary capital works. The objective is to
increase the collection and treatment capacity of the sewerage system as quickly as
possible.
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Solid Waste Management
Estimate of solid waste generation indicates Karachi will produce 16 - 18 thousand tons
of solid waste each day in the year 2020.
170 million cubic meters (0.17 cubic kilometers) space will be necessary to store this
waste in compacted form over the next 15 years (not including cover materials.)
Electrical Power
Generation — The objective over the period 2006-2010 is to close the 1628 MW gap
between electrical power supply and demand with the following fast-track approach to
generation expansion. Further, it will be necessary to respond to the anticipated increase
in power demand of 1,140 MW over the period 2011-2015 and 1425 MW over the period
2015-2020.
Transmission System — KESC has already begun projects to expand the 220KV and
132KV transmission system to meet requirement through 2010. It is estimated that to
meet the growing power demand of Karachi towns after that date, grid stations shall be
required mostly in North East and East Karachi, where the population and industrial load
will be growing at a faster rate compared to other areas and in South of Karachi due to
conversion of residential buildings to commercial use. Load growth of 1,140 MW is
projected over the period 2011-2015 and of 1.425 MW over the period 2015-2020.
Distribution System — In order to meet the load demand growth during 2006-2011
KESC will have to increase by about 350 to 400 the number of 11 kV primary distribution
feeders and will have to establish about 4,000 11kV distribution substations. To meet the
load demand growth during 2011-2020, KESC will have to increase about 700 to 800
number of 11 kV primary distribution feeders and will have to establish about 8000
numbers 11kV distribution substations during this period. The number of consumers is
expected to increase by about 1 million during 2011-2020, on an average of about
100,000 consumers per year.
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4.0 STRATEGIC FRAMEWORK FOR THE DEVELOPMENT OF

KARACHI CITY DISTRICT
One measure of the success of KMP 2020 will be the extent to which it achieves
its mission: “transforming Karachi into a world class city as an attractive economic
centre with a decent life for Karachites”. Within this mission lie a number of
objectives and target attributes:
• A “world class city” will tend to be large and cosmopolitan; influential in terms
of culture, religion or politics; and/or well-connected with other financial or
business capitals.
• An “attractive economic centre” should exert a strong pull on labor and capital
to locate in the city and engage in economic activity. The qualities that
contribute to this contraction are a good governance environment for
business (including respect for the rule of law, functional legal system,
respect for contracts, adequate labor rights, etc.), reliable infrastructure
services, good transport connections, and access to inputs and markets.
• A “decent life for Karachiites” would include economic opportunities, good

education and health services, a healthy and attractive urban environment,
and opportunities for recreation.
The strategic proposals presented below are formulated with a view to achieving
the objectives set out above. The objectives are translated into specific indicators
in Section 8.4, “Performance Monitoring”.
Land Use, Housing, and Transport
• Promote the development of a polycentric city that deconcentrates economic

and public service activities from the existing central business district/port
area to new urban centres in peripheral areas
• Connect the new urban centres to existing ones through new or improved
radial and concentric roads and improved public transport services
• Mix land uses in new development areas so that people can live near where
they work
• Regulate building heights so that mid-rise development can be undertaken

along most major arterial roads and high-rise development is limited to
selected new urban centres, rather than spread randomly on a permit-by-
permit basis throughout the urban fabric of the city.
• Accommodate a share of future housing development requirements by

enabling densification of existing residential areas. Increase building height
limits to G+2 throughout the city and to G+6 / G+4 along major arterials with
high commercial value. Plan and execute infrastructure system upgrades
required for densification.
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• Achieve balanced, simultaneous development of road network and the public

transit system. Recognizing that (i) most Karachiites will ride public transit and
(ii) the bus system is and will continue to be the backbone of the public transit
system, enhance and develop bus service
• Relieve congestion on the metropolitan road network through:
¾ Construction of new expressways and arterials

¾ Widening and upgrading of existing roads in peripheral neighbourhoods
that have expansion room in existing rights-of-way
¾ Expanding public transport services, especially Bus Rapid Transit (BRT)
¾ Improving traffic management
¾ Mixing land uses in new urban centres so that employment areas are
located in and around residential areas, thereby shortening commuting
distances.
• Build high-capacity, at-grade or depressed expressways. Use underpasses

and overpasses where required to eliminate traffic signals, but generally de-
emphasize construction of elevated roadways so as to preserve the design
integrity of Karachi’s neighbourhoods and public spaces.
• Restrict development in existing agricultural areas along Malir River and NE

of Northern Bypass to create Green Reserve for metropolitan area and
concentrate future urban expansion in high-priority areas near the Northern
Bypass, in Keamari, and northeast of Port Qasim expansion area.
• Use the community-based, one-window, “incremental housing development”

approach to systematically and comprehensively regularize and upgrade the
majority of katchi abadis in Karachi City District over a five-year period. This
will be critical for improving the housing of low-income groups throughout the
city.
• Facilitate the creation of partnerships between landowners and developers to

build mid-rise, mixed-use apartment buildings along major arterials. Develop,
pass and enforce regulations requiring greater transparency in contractual
relations concerning unit sale prices and unit construction/delivery schedules.
Urban Environmental Services:
• Improve the quality and coverage of water supply and sewerage services
through a combination of (in descending order of importance) demand
management, improved system efficiency, and capital investment in service
extension and upgrading. Include low-income neighbourhoods in network
expansion plans.
• Use participatory demand management techniques to reduce water and

power consumption, thereby relieving stress on the system, decreasing
technical losses, and lowering operational costs.
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• Emphasize the transfer of additional water supply resources from the Indus
River to Karachi city district as the priority means of meeting future supply
requirements for the growth of the city through 2020. Undertake desalination
only as a last resort.
• Increase wastewater collection and treatment rates through construction of

new collectors along Liari and Malir Rivers; rehabilitation of existing sewage
treatment facilities in an around the city centre; and construction of new
neighbourhood sewage treatment facilities in new expansion areas.
Implementing Arrangements:
• Develop Master Plan implementing arrangements that channel and focus the
strong political will at the city district, provincial, and national levels to improve
urban management, development quality, and overall performance of the city
of Karachi. In collaboration with other key public and private sector actors,
CDGK will drive the process of preparation and approval of large-scale
investment proposals central to the implementation of the plan.
• Reflecting the Master Plan’s function as a strategic guideline for the growth of
Karachi, rather than a detailed blueprint identifying all development projects
and initiatives over the next 15 years, establish collaborative implementation
arrangements that can be used as a forum for developing and approving
subsidiary plans and/or the capital investment projects to be implemented
under them.
• Reinforce CDGK’s lead role in Master Plan implementation by:
¾ Actively seeking participation of subsidiary local governments, large

landowners like cantonment boards (excluding Military operational area) KPT,
PQA, Pakistan Railways, Port Qasim, DHA, MDA & LDA and other
development agencies, and local communities—including low-income
communities—to ensure that their priorities with respect to future
development of the city are reflected in the statutory approved Master Plan
and future revisions thereto.
¾ CDGK approval of the plan, rendering it binding upon all subsidiary local
governments and upon all landowners and development agencies, public and
private, within the municipal jurisdictional area of the Karachi Master Plan.
• Clarify through implementing regulations the role of CDGK in setting

guidelines for land use, density, building intensity, and other parameters of
physical development through the Master Plan as against the roles of towns,
village councils, special development agencies and other entities in preparing
more detailed and specific plans for selected towns, village councils, special
development zones, and/or local areas.
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Development Finance:
• Maximize the contribution of the robust real estate market in Karachi towards
the financing of infrastructure improvements under the Master Plan. Refine
property valuation methodologies, property tax rates, and collection systems
and procedures in order to capture a large share of the unearned increment
of property value increases resulting from public sector investments in
infrastructure.
• Take advantage of investment flows into the real estate and industrial sectors
in Kararchi to generate public funding for trunk infrastructure. Develop and
approve regulations for exaction fees and other financial levies on private
sector developers that are earmarked for primary infrastructure improvements
associated with large-scale real estate development projects.
• Establish cross-subsidies between high/middle income developers and home

buyers on the one hand and low income residents on the others. In some
cases, shift a disproportionate share of the financial burden for developing off-
site infrastructure to high/middle income housing projects. In other cases,
negotiate with developers to have them include a share of future units (for
sale or for rental) in selected housing projects be set aside for low/middle
income households.
• Improve the financial performance of infrastructure services (water supply,

sewerage, electrical power, solid waste management) by decreasing the level
of “non-revenue” services, increasing collection rates on billing, and
increasing tariffs where affordable to customers.
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5.0 KARACHI MASTER PLAN COMPONENTS
5.1 LAND USE AND HOUSING COMPONENT
As discussed under Chapter 3, the population of Karachi is expected to grow

from today’s population of approximately 15.12 million to approximately 27.55
million by 2020. Also, being the key focal point for trade where nearly all of
Pakistan’s imports and exports pass through Karachi Port and Port Qasim, the
city is anticipated to experience a continued growth in commercial and industrial
activity. To accommodate the spatial needs for future housing, commerce,
industry and infrastructure, the following land use policies are recommended:
• Develop New Urban Centres at the Urban Periphery: Karachi’s current

urban centre, focused primarily around Karachi Port, in Saddar, part of
Keamari Town and Jamshed Town, is extremely dense and congested. Most
activities associated with the flow of commerce through the port are
concentrated here. This area also accommodates most local and provincial
government functions.
Developing additional urban centres in peripheral areas would help to
decentralize the existing economic activity and public services from the centre, as
well as spur growth in areas that could be planned for new development. The mix
of uses within these centres could vary where some could be predominantly
commercial with office and trade-related uses, while others could include a mix of
light industries, offices and shops. The type of mix use should be dependent of
the existing natural and built conditions, environmental considerations,
infrastructure capacity and characteristics of the surrounding areas. There are
atleast three locations where new growth centres should be planned (see Map
5.1 Proposed Land Uses). The development of these new urban centres should
be closely coordinated with
new or improved radial and concentric roads and improved public transport
services to ensure that they don’t become isolated islands of development.
o A New High-Density Mixed Use Centre at Interchange of RCD Highway
and Northern Bypass (C1): Locate a new mixed use centre at the
interchange of the Northern Bypass and RCD Highway. A new centre here
would spur growth in this predominantly vacant area that is well connected to
the existing city centre and the region. Further, the accessibility of this area
will improve considerably once the proposed loop extension of the Northern
Bypass is extended to the west. The new centre should be planned as a high
density node to capture some of the anticipated growth in the retail and
warehousing and office sectors. Also, accommodate housing within and
immediately adjacent to the commercial and office development to minimize
commute time to and from the new centre.
o A New Medium-Density Mixed Use Centre in Gadab(C2): Businesses and
institutions that compete in a global market often seek to locate offices close
to airports. Due to its proximity to the Jinah International Airport, and
improved connectivity from the planned Northern Bypass extension, a new
mixed use centre, focused on office development should be located in Gadap.
The area to the southeast is somewhat developed with residences. Locating
offices at the fringes of existing development would provide alternate
employment opportunities for area residents in this part of the city, and would
promote new housing development associated with the centre.
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o A New Medium-Density High-rise Mixed Use Centre in Bin Qasim(C3):

With the development and advancement in ICT Businesses that compete in a
global market often seek to locate offices close to education centers for R&D
purposes. Due to its proximity to the the education city in north and proximity
to Industrial area and Bin Qasim Port and improved connectivity from the
existing link road and its future extension to form the external loop
expressway, a new mixed use centre, focused on Business Process
Outsourcing, Knowledgebase services as well as commercial offices, R&D
parks, and trading office related to shipping industry should be located in Bin
Qasim. The area to the southeast will be developed for mix use housing to
support the influx of the workers, in low density suburban living. Locating
offices at the fringes of existing development would provide alternate
employment opportunities for area residents and will creat an economic
center in the east of the city.
o A New Government Centre at the Intersection of the Northern Bypass

and Super Highway (U1): Currently, most of Karachi’s and Sindh’s
government functions are housed in the city centre. These include the
relocating some of these functions to a new centre at the intersection of the
Northern Bypass and Super Highway would help to distribute the functions
and reduce associated congestion in the city centre. Further, a new centre
would provide an opportunity to the city and provincial governments to
upgrade some of their facilities which are from the pre-Independence era.
Clearly presenting an opportunity to create a World Class Facilities. While
decongesting the city CBD.
o Promote Mixed Use Developments in New Development Areas:

Encourage mix of uses, especially offices, neighborhood-scale retail and
residences in new development areas so people can live and shop near
where they work. As the trend of increasing car ownership continues,
especially amongst the middle- and upper-class populations, promoting
pedestrian-oriented developments would help to reduce some of vehicular
movements that would otherwise be generated if one had to drive
everywhere. This requires promoting pedestrian-oriented developments,
where people can walk between multiple uses, as well as to public transit
stops. This also requires a well designed pedestrian system with sidewalks
that are safe for all types of users, including elders, children and the disabled.
Multiple neighborhoods should be linked into one urban centre where
services are coordinated and linked by a pedestrian system.
o Permit and Guide Vertical Development and Densification: To

accommodate anticipated growth in Karachi’s population, encourage vertical
development in specific new areas. In addition, promote densification of
existing neighborhoods through vertical and infill development. This would
help to alleviate some of the need for additional space that would otherwise
continue the horizontal spread of the city. The following policies are aimed at
promoting vertical development in existing and new neighborhoods:
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o Promote high-rise development (greater than G+6) in specific new urban

centers. Karachi is predominantly a horizontal city with very few areas where
buildings exceed five or six stories. Promote taller buildings in specific areas,
preferably in selected new urban centres, and restrict them from being built in
a sporadic manner all across the city. These high-rise developments should
be designed in a coordinated manner with a mix of uses, including a variety of
housing types, good connectivity to public transit, and well planned vehicular,
pedestrian and open space systems to ensure that they become desirable
places to live and work.
o Promote mid-rise development (G+4 to G+6) along major

commercialized arterial roads. This pattern of development is already
visible along existing corridors. The Town/Local Area Plans should determine
exact land use mix, where some corridors could become primarily retail in
nature, others dominated by offices, while others would remain primarily
residential. The allowed heights should be dependent on the width of the road
right-of-way and also identified in Town/Local Area Plans. The future traffic
patterns, parking needs, as well as utility needs of future uses should be
taken into consideration during designation of allowed mix of uses.
o Enable densification (vertical development) of existing residential areas.

Existing neighborhoods throughout Karachi are mostly restricted to G+1 in
height. As per densification scenario increase building height limits to G+2 to
encourage required densities. Also, as described above, allow building
heights to be up to G+6 along major arterials. This would require the city to
plan and execute infrastructure system upgrades to accommodate additional
people in existing neighborhoods.
• “Grandfather” Existing Goths (villages) into Proposed Residential/Mixed

Use Development Areas: Goths occupy nearly two percent (17,560 acres) of
land within the Karachi City District. These villages, such as in northern
Keamari along the Hub River and northwest of Port Qasim industrial zone
extension, provide livelihoods and housing to a large segment of Karachi’s
low income population. The Goths also serve as a cultural resource
representing a form of development that has existed for several generations.
To prevent these villages from succumbing to development pressures, they
should be grandfathered into proposed residential and mixed use
development areas in Town and Local Area Plans.
97
• Relocate some of the warehousing and wholesaling activities in the

central business district to land along the Northern Bypass (W1): To
further reduce congestion in the city centre and to allow for future growth,
relocate some of the wholesale and warehousing activities from the city
centre to a new centre along the Northern Bypass Road, near Manghopir
Road. This area is predominantly vacant and should be planned as a hub for
distribution activities. A new centre would allow space for larger warehouses
and newer wholesale activities, and would reduce the need for regional trucks
to enter the city centre.
• Relocate trucking and warehousing activities to a new site along RCD

highway, south of intersection with Northern Bypass: Relocate some of
the existing truck and bus terminal and warehousing activities associated with
the port. Due to shortage of space, the growth of these facilities is limited at
the current location. Also, the constant movement of trucks and buses from
the facility contribute considerably to roadway traffic in the city centre.
Relocating some of the activities from the current facility to this location would
provide space for growth, as well as help to reduce some of traffic congestion
in the city centre.
• Inclusion and Absorption of all Cantonments and other land Holding

Agencies like KPT, PQA Pakistan Railway, Pakistan Steel etc. To bring
uniformity in zoning regulations i.e land use zoning, height zoning and density
zoning and Building Control Regulations all the cantonments and other land
holding agencies like Karachi Port Trust, Port Qasim Authority, Pakistan
Railways, SITE, Defence Housing Authority, Malir Development Authority and
Lyari Development Authority should come under the Municipal Jurisdiction of
City District Government Karachi. Only Defence operational areas and
operational areas of these land holding agencies should be with them. All
Municipal services like water supply, sewerage, solid waste management
should be under one umbrella of CDGK. Similary all the municipal rights of
revenue collections should rest with City District Government.
98
99
Housing:
Low-income
• Use the incremental housing development approach already practices by
several NGO such as SAYBAN etc. to develop new residential subdivisions
for low-income families
o work through local CBOs to select and develop contract with
beneficiaries
o allocate plot with pit latrine, access to road and water in tank
o collect monthly charge from household for neighborhood services
o incrementally developed piped water, sewerage, stormwater drainage
and paved roads
• Relaunch a katchi abadi regularization drive that includes:
o “one window” approach to relations with residents
o peer pressure to achieve participation of majority of residents in
program
o residents participation in planning of infrastructure improvements
o residents pay fees to cover cost of improvements, land and
management
o no improvements or granting of title until residents pay 75% of lease
charges
o regularization of all katchi abadis within 5 years
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• For upgrading and redevelopment of congested Katchi Abadis develop a pilot

project to offer with a high value interface of Kachi abadi to the developer, for
relocating the household to a high rise (G+4) development, in lieu of development
rights for a commercial / mixuse highrise development on the main corridore. This
can be achieved by working closely with the CBO and local NGOs. Resultantly,
the residents will get a better facility as well as the face of Karachi will change.
Middle-income
• Encourage development of mid-rise apartment blocks on main arterial and
selected secondary roads.
o Locations, height and land use mix to be determined by town/local
area plans on a street-by-street or zone-by-zone basis
o Encourage partnerships between developers and landowners. Latter
can be compensated by combination of apartments in finished
buildings and/or cash
o Use pre-financing by apartment buyers
o Prohibit sale price changes after contract signing,
o Include and enforce penalties on developers for late delivery of units
High-income
• Regulate the production of high-income housing by domestic and
international private developers
o Ensure that total production of units is consistent with demand to
avoid glut in market
o Ensure consistency of approved projects with land use, infrastructure
and transport plans in this Master Plan
o Use developer exactions to pay for necessary off-site infrastructure
improvements
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5.2 TRANSPORT COMPONENT
International experience has proven that road expansion alone can not solve
traffic congestion. Instead, road improvements seem to allow more drivers to
enter the queue, quickly returning the road system to a state of congestion again.
A transportation plan therefore requires the development of alternatives.
Improvements to the road system must also support other modes of
transportation, particularly public transit, and still offer benefits to private
automobile owners and freight movers.
The overarching goal of the transport component of the Karachi Master Plan
2020 is to create a “Multi-Modal Transportation System.” (T1) This incorporates
four associated goals:
1. Equitably satisfy the mobility, accessibility and circulation needs of the

Community for inter and intra city multi modal transportation center (Rail / Bus /
Trucks),
2. Effectively accommodate the movement of people, goods, and services at the
optimum level of safety, economy, energy efficiency and air quality,
3. Support and complement the orderly growth of the Karachi area.
4. Transportation planning must be comprehensive and approached within the
framework of a Master Plan which should ensure maintenance and strengthening
of transportation modal choices.
This leads to a series of objectives:

• Maintain and improve the existing highway and transit and transshipment
network.
• Extend both networks to serve growth areas, consistent with sound transportation
management principles and National Air Quality Standards.
• Reduce travel times, especially to and from major traffic generators.
• Promote maximum efficient use of vehicular and facility capacities, energy
efficient transportation and air quality improvement to at least meet international
standards.
• The street and highway system must be upgraded to meet both existing and
future traffic demand.
• Provision of sufficient terminal and transfer facilities to support efficient rail, truck,
intercity and intra city bus services.
• To improve and extend the public transportation services throughout the
community, particularly to transit dependent areas.
• To develop and manage the roadway system in a manner which will help to
ensure the safe and efficient movement of traffic on major roadways and will help
to minimize through travel on local residential streets.
• To improve the accessibility to and the circulation within, the Central Business
District.
• Maximize the flexibility to readily adapt to unknown and perhaps unanticipated
future changes in urban demography, socio-economic conditions, travel
behaviour, technological advances, resource availability, and land use patterns.
• Maximize opportunities for desirable joint development activities which create a
more viable and efficient community.
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The transportation is a dynamic and interlinked mechanism as shown in the diagram

below:
The future development strategy for the transport sector plan can be classified as
follows:
i) Public Mass Transportation Strategy
ii) Highway Network Strategy
iii) Parking Strategy
iv) CBD Circulation Plan
v) Traffic System Management
vi) Environmental Friendly Transport System
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5.2.1 Roads
Highway Development Strategy:
The purpose of the Transportation component of the Master Plan is to provide

guidance for the development and management of the transport system for
Karachi area consistent with the goals, objectives to guide the social and physical
growth of the area to the year 2020. Central to the development of this strategy
was the need to overcome the weakness in the structure of the present road
system.
The Structural weakness of the present road network is manifested by excessive

volumes of traffic towards the city centre, in most cases the traffic having to pass
through the area in a zigzag manner. The second major weakness of the road
network is the absence of adequate circumferential roads to allow traffic
movement to by pass congested areas.
The highway strategy presented herein has been based on information gathering,
analysis and review. The basic purpose for this endeavor being establishing a
regional and city wide network which embodies the needs of emerging
development needs and overcoming the weaknesses in terms of missing links
and bottlenecks that will have to be addressed by projects to over come than
most logical and next stage analysis will be a process to undertake Travel
Demand modelling as an acceptable approach in conventional transport
planning. The next stage processes will quantity the travel demand resulting from
the forecasted land use development which, in turn, is related to the population
forecast.
104
The JICA person trip study of Karachi has documented 10 (ten) most traveled
intersections located in five (5) major corridors of vehicular traffic. One of the key
requirements therefore will be to ensure that these locations are developed to a
level to provide efficient movement of vehicular traffic to augment the network
components.
In those cases where traffic demand outstrips the potential capacity of the arterial
system in a corridor, special purpose, high capacity facilities such as
expressways must be developed. When these special purpose facilities are
required, they should be designed to both supplement and complement the
arterial street system. In order to supplement the arterial network adequately,
expressways and or transit ways should provide sufficient capacity and access
capability to relieve congestion on over loaded arterials. However, major up
gradation of facilities has an important dimension of environmental acceptability.
The overall impact on urban landscape will be an important consideration.
The feasibility studies may therefore include in their scope the identification and
analysis of other parallel alignments which may be more suitable to achieve the
purpose of added capacity. Existing long range mass transit plans will have to be
incorporated to consider an integrated development of high speed facility model
forecast of future traffic needs especially public vs. private may have important
policy implications to consider readjustment of facility need.
In order that the highway system can be planned effectively, and achievement of
systematic operations, the establishment of a hierarchy of roadway system by
function is essential. On ground the function of each type of roadway is clearly
indicated by the speed limit, pavement width median strips, channelization, traffic
signals, traffic signs and other devices or characteristics. As a part of this report,
a set of recommended roadway sections or standards were developed. These
standard sections denote the desirable roadway cross-sections and differentiate
between roadway classification access control and route function, the number of
moving lanes of traffic required (based on design capacity) and whether a
median is to be provided.
The basic principle of traffic management is how travel can be most logically and
efficiently channelized within this network. The criteria therefore being, the land
use service, travel service and system performance.
The land use service criterion consists of:

- Access and mobility
- Service to major activity centers
The travel service criterion is composed of:

- Average trip length
- Traffic volume
- Volume – Trip length index
The system performance criteria include:

- Access control
- Speed
- System continuity
- Facility spacing
- Mileage guidelines
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Road Network Development:
The Urban Road Network development for the KMP-2020 (Map 5.2.1) period has
been based on following points:
1. The policy to continue the strengthening of the existing network.

2. To provide for completion of missing links.
3. Continuation of the policy to add capacity at critical intersections.
4. Widening of roadways that have experienced increasingly high volumes
of traffic.
5. Bridge widening along arterials of heavy volumes.
6. Rehabilitation of existing locations that experience choke points in the
network.
7. Up gradation of roads in accordance with the functional classification of
the facility to bring it to required standards.
8. Develop ring roads i.e. Inner Ring road, Central Ring road, Northern Ring
road and Outer Ring road to provide efficient distribution and rationalize
trip lengths.
The concept of circumferential ring roads in the CDGK area will have to be given
priority as further expansion of the urban boundaries will place much heavier
demands on the radial roadways. The ring roads will provide an approximately for
better distribution of traffic loads bypassing the congested radials roadways. The
ring roads will provide an opportunity for better distribution of traffic loads by
passing the congested radials, thus reducing excessive volumes of traffic that
otherwise will have to go through areas without the necessity of being there.
Better origins to destination travel will be possible, with more efficient speeds,
reduced travel times and possibly shortened distances.
The planning and development of ring roads are required to be pursued at

two levels:
1. Inner ring road (R1) will utilize the Lyari Expressway alignment, its
intersection with Tin Hatti bridge along Nishter Road, to Jail Road and new M.A.
Jinnah Road intersection along Shaheed-e-Millat Road, intersecting Baloch
Colony at Sh-e-Faisal, following the Shaheed-e-Millat Expressway extension to
its intersection at Hino Chowk with Korangi Road, connected to Khayaban-e-
Roomi, passing Boat Basin connecting to Mai Kolachi By-Pass and onwards
along M.T. Khan Road up to Jinnah Bridge, northwards along Mauripur Road till it
reaches the starting point of Lyari Expressway, thus completing the loop.
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2. The second ring road (R2) has a completely separate Northern and
Eastern alignment but shares the south & western portion of the alignment with
the first inner ring road. In the west alignment begins at the Lyari Expressway
intersection with Mauripur Road proceeds up to Gulbai, turning eastward along
Shershah Road, intersects with RCD Highway, Manghopir Road until it reaches
the underpass at Nazimabad Chowrangi and eastwards to the second underpass
at Liaquatabad No 10, to Sir Shah Suleman Road, south ward crossing the Pir
Sibghatullah Shah/Stadium Road interchange with Shahrah-e-Faisal. If the Malir
river right bank expressway is constructed, this ring road will connect and end at
this terminus. If the elevated expressway is constructed first on Shahrah-e-Faisal,
it will proceeded with and Malir river Expressway if not constructed, the ring road
will terminate at Shahrah-e-Faisal.
3. The Northern Ring Road. (R3) The present alignment of the Northern
Bypass begins from the Super Highway Northwards towards Taiser Town, turns
in the North Westerly through Surjani township, North of Orangi and Baldia Town
until its confluence with RCD Highway and thereafter runs parallel to it,
intersecting the SITE/Shershah area at Paracha Chowk proceeding along SITE
Ave up to Gulbai where from it runs Southwards parallel to Mauripur Road till its
intersection with ICI bridge. The Northern Bypass has a total length of 65 Kms. It
has all the characteristic to serve as regional ring road provided it is developed
South of Super Highway, connecting the University road in its last road and
proceeds Southwards just west of the Malir Cantonment and connecting with
Jinnah Avenue east of Karachi Airport will be possible with Malir River
Expressway on the right bank thus completing the outer loop around the present
Urban proximities of Karachi.
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4. The Outer Ring Roads (R4) have been envisioned with the future growth
and development, consolidating and strengthening the future highway network
with an advanced vision to support the growth strategy for Karachi. These details
are shown on the Master Plan 2020 map-prepared for future development
scenario. These roadway facilities are part of the detailed structural plans
prepared for the outlying town where much future development is directed. The
Eastern directions of growth will require accessibility to sound and effective
roadway facilities if it is to benefit the Karachi regional and its development
initiatives. This ring road will also entail development of Southern by-pass that
will ling the western most tip of Karachi (Paradise point) with Link road and shall
connect both the Ports of Karachi (KPT/PQA). This will also encourage the
tourism and realize the housing potential of Kimari Town.
The radial roadways of Karachi are the backbone of its traffic system. The
roadways serve a well defined but not necessarily an ideal network of major
roads in the early development of Karachi.
As Karachi grows, fortunately the roadways were developed with generous rights
of way. Most radials in these areas consist of developed and planned
carriageways, with wide Central Island and sidewalks. The right of way varies
from 40 to 50m. The connectivity roadways in the planned schemes developed
more or less in a grid iron pattern making the use of radial arterials more
amenable to efficient traffic operations. However, the radial roadways have
lacked the quality of a fast, continuous, traffic service due to encroachments of its
carriageways and service roads by intense concentration of commercial and
retail establishments.
Construction of flyovers interchanges and grade separation at key intersections

including widening of bridges on the other land.
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The highway projects proposed for KMP-2020 are categorized as follows:
o At Grade reconstruction of intersection.

o Construction of grade separations
o Widening or reconstruction of major structures
o Widening and reconstruction of entire roadway
o Creation of additional through roadways in the corridor.
o Development of circumferential (ring roads) to compliment radial roadway
The entire urban area for which the master plan has been developed for the
purpose of Transport Sector is divided into four quadrants and Area wide
improvements. For example the concept of ring roads can either be perceived as
an area wide improvement or benefiting the quadrants from which the alignment
may traverse. Similarly, the Bus Transit way may pass through two quadrants of
the Karachi area. The quadrants are North East, North West, South East and
South West. The List of the Proposed Projects is shown in Table 5.2.1 as
Annexure.
Work Zone Traffic Control
General:
Whenever work is done on or near the roadway, drivers are faced with changing
and unexpected traffic conditions. These changes may be hazardous for drivers,
workers and pedestrians unless protective measures are taken.
Drivers do not make a distinction between construction, maintenance, or utility

operations. Proper traffic control and safety are needed for all types of work.
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The City of Karachi has a very poor track record of Traffic Control Planning
during construction activities. It is a matter of record that serious injuries,
accidents and numerous fatalities have been recorded due to inadequate safety
measures, poor practices and almost no provision in the project for this important
activity. The TCD Department of CDGK is never consulted when it comes to
traffic detours or Traffic Safety provisions are concerned. The KMP-2020
proposes this to be adopted as a long range policy in the future to ensure all
construction activities are safely carried out based on fundamental principles
detailed below.
Fundamental Principles:
Construction and maintenance areas can present to the motorist unexpected or

unusual situation as far as traffic operations are concerned. Because of this,
special care should be taken in applying traffic control techniques in these areas.
Principles and procedures which experience has shown tend to enhance the
safety of the motorists and workers in the vicinity of the construction and
maintenance work areas include the following:
• Traffic safety in construction zones should be an integral and high priority

element of every project from planning through design and construction.
Similarly, maintenance work should be planned and conducted with the
safety of the motorist, pedestrian, and worker kept in mind at all times.
• Traffic movement should be inhibited as little as practicable.
• Motorists should be guided in a clear and positive manner while

approaching and traversing construction and maintenance work areas.
• To ensure acceptable levels of operation, routine inspection of traffic

control elements should be performed.
• The maintenance of roadside safety requires constant attention during the

life of the construction zone because of the potential increase in hazard.
• All future projects shall have an exclusive provision titled “Traffic Control
Plan” and a budget provision will be identified separately.
• All Traffic Control Plans shall be reviewed and approved by TCD. The
TCD will ensure that control activities are accordingly executed and
periodically inspected as a Safety Audit.
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5.2.2 Public Transport
Public Mass Transportation Strategy:
The public transport strategy has three elements,
• Bus services,
• Para transit and
• Rail based mass transit.
The development strategy includes related infrastructure facilities and their traffic
management aspects. Bus services in Karachi will continue to be the back bone
of any future transport system. On one hand the ability of the bus systems has to
be expanded and extended for them to meet the quantum of the total demand,
their quality and safety has to be ensured. The issue is clear; there must be more
capacity to meet travel demands. This challenge is complicated by the issue of
increased vehicle ownership. The bus services of superior class must be made
available to those who consider this option open. This in effect, means superior
class facility superimposed on a standard class service. This distinction from a
consumers point of view is possible as masses require the cheapest possible fare
but do not object to some overcrowding, while the middle strata of society
requires reasonable comfort but is prepared to pay a higher fare. The Urban
Transport Service (UTS) is popular amongst this class. Earlier, KMTS has
proposed double Decker buses with an upper deck set aside for higher class and
the lower deck for standard service. This was a whole new operational concept.
The strategy must be developed to provide a phased program to concentrate on

the following:
1. Immediate needs, designed to replace lower capacity buses to higher

capacity, replacement of outdated buses by deletion to ultimate development
of a comprehensive bus system to meet the broader needs of public
transport.
2. The options for management, operation and control of the system if centrally
coordinated bus network is to be realized.
This approach suggests that free entry de-controlled competitive system for bus
service will have to be replaced while encouraging the private sector to continue
operations.
Replacement of minibuses with larger buses must be governed by following

policy considerations:
(i) Where minibuses operate at 50 minibuses each way on the maximum

peak hour, the route may be classified for large buses only.
(ii) Distinction of fare deferential on such routes should be done away with.
The larger buses may not be subjected to fare limitations as is presently
the case.
(iii) Routes that require penetration in areas that have narrow unpaved and
tortuous vehicular access where larger buses cannot be operated should
be classified for minibuses.
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(iv) If a route serving particular origin-destination that have relatively low

patronage only sufficient to warrant a limited minibus service at
reasonable headway, they may be classified for smaller buses on
financially feasible grounds.
(v) Should the travel demand warrant Para transit for short routes and
enhanced access into neighbourhoods should be formalized, ensuring
that such services connect to public transit network for proper transfers.
(vi) The fare differential between minibus service and same size coaches
should be withdrawn and both may be operated at same level.
The present operating tactics of the Transport Cartels in Karachi particularly in

the minibus industry known as the “Token System” has been attributed to be a
root cause of driving indiscipline Transport Planners believes this to be the failure
of the institutional policy and weak regulatory control of the authority.
The allowance of superior class services in form of Urban Transport Scheme

(UTS) is compatible with longer term aims. The service has minimal fare control;
the service operates competitively and appears to be popular with commuters.
The UTS should be examined for its problems as perceived by its operators. Be
they financial, technical or institutional. It is only through resolution of these
constraints and development of sincere and real roles of both Public and Private
Sector in letter and spirit that it will be possible to convert such schemes into a
comprehensive facility. Notwithstanding these provisions, this step towards the
ultimate goals could be affected immediately. In so doing it would also give a
measure of the demand for this type of facility.
This replacement of large bus to smaller buses would allow for fewer buses to
enter into Saddar – tower area. In some cases this may not be possible; some
minibus routes cannot properly be replaced by larger buses and will have to be
accommodated in the CBD area, particularly those minibus routes that traverse
difficult areas for larger buses.
Considering the demand for orientation of bus services in the CBD area and the
overall issue of traffic circulation, the development of Downtown Transport
Terminal (DTT) is taken up as a serious matter. The Government therefore needs
to undertake a search for suitable sites for this purpose.
The shuttle service could be financed from additional levy of a service tax by
Saddar Town administration from the existing businesses and partly paid for from
the revenue proceeds of the joint commercial use of terminal facilities.
The City of Karachi, its 18 towns must embark on a major roadway improvement
program where practicable specifically aimed to make the bus routes road
surface quality and width adequate for operation of larger vehicles and minibuses
to improve their accessibility into difficult neighborhoods.
In terms of, public transport bus and Para transit options there are three options
that are envisioned for institutional policy development:
1. If the free transport policy is to be continued, the following corrective

measures can be taken. These include
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a. The freedom of
operators to choose
vehicle size
according to the
economics of their
operations; the first
of which could be
the elimination of
the fare differential
between minibus
and large size
vehicles.
b. Presently
expanding its scope to include EURO technology and or CNG buses with
related incentives the Government is already planning.
c. The service will be superior class service and the regulatory regime will
initiate serious efforts to enforce limits on the overloading of buses. Other
operational controls as included in the agreement will be enforced.
2. Central authority such as a KMTA with greater powers of control can also be
introduced and undertake additional regulation within the free transport policy
including: requiring compliance with minimum schedules which would cover
early and late hours when services are scare.
3. Establish a complete central authority to formulate but not necessarily to

operate the entire bus and mass transit system, completely controlling routes,
fares and vehicle types their storage and maintenance.
The UTS scheme as originally conceived some years ago was based on sound
footing but unfortunately a thorough review to ensure that, if, it is the best way of
meeting its policy objectives has never been undertaken. Discussions informally
with groups of citizens in Karachi tends to show that people are generally
satisfied with the addition of UTS services, in that the year image of bus service
has been over combed. There is however, disappointment by most travellers that
the services have not been expanded to the level required in the city. With better
quality the quantity of services have not been paid attentions to. Mechanisms
must be built in to give greater confidence in the stability of future levels of bus
service provision.
The critical institutional requirements are:

(i) Political supervision of public transport to be separated from professional
management.
(ii) Service planning is separated from service provision both being
adequately staffed and skilled.
(iii) In case of contracting new procurement skills are acquired.
(iv) Operations be privatized and commercialized.
(v) Public operations or management if included in the restructured
organization must be organized in a form to conducive to
competition.
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(vi) Contracts executed for service provision define rights and duties of the
parties. They provide mechanizing for fare adjustment, provision of
facilities, regulatory measures etc
(vii) As roads are built, transport services must be planned and followed as
credible plans. Bus services initially could consist of limited park and ride
service in the out skirts of the city as construction of new transport
corridors (such as ring roads) are improved and developed.
(viii) As an uplift of image of bus services, traffic priority measures must be
introduced to provide better competitive environment with the use of
private transport (cars). Construction of extensive lengths of busways, bus
lanes, priority at traffic signals, contra flow lanes, bus set backs and
access are some examples. With newer buses of less polluting standards
when introduced, newer bus shelters, good in formation and quality
management measures must be visibly introduced, comprehensive bus
corridor improvements must be included as part of any program initiated
with institutional reforms.
In view of the above details, the projects/schemes have been proposed for KMP-
2020 in Table 5.2.2 Annexure, Map 5.2.2. Projects relating to shorter
improvement have been described in the Traffic Management and CBD Action
Plan.
Para Transit:
Karachi has recently witnessed growth of publicly available passenger transport

services outside the traditional public transport system, the Para transit. These
services are usually unscheduled on demand responsive routes and fill gaps in
formal public transit provision. The vehicles operated are typically small, simple a
few places where non motorized tangas are used.
The City Government needs to develop a regulatory and administrative

framework within which the potential of the sector can be mobilized and
developed. Such arrangements will make it possible to address issues related to
congestion in local areas, also insuring inter model coordination with formal
services.
Mass Transit:
The Karachi Mass Transit Program (KMTP) is a well entrenched program and
considered in principle at all levels of Government and the people in Karachi as
one of the main objectives of urban development policy. Comprehensive studies
have already been carried out, that have addressed capacity, performance,
efficiency, reduction in impact of poverty, improved quality of life, environmental
benefits and support to land use structure. This has been addressed by selection
of suitable technology, their networks and propulsion. There has been tendency
in the recent past to deviate from selected technology in form of consideration for
Magnetic levitation and monorail which had been ruled out by KMTS on grounds
well documented in the report.
The reduction of road congestion, with its consequent economic and

environmental benefit continue to be the driving force for the Governments
resolve to purse development of Mass Transit Corridors. In the interest of
continued vitality of the city centre activity the city may now adopt the policy that
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rail based mass transit lines will be developed underground as they pass through
areas in the city centre and adjoining in the immediate vicinity.
For the city centre the development of mass transit corridors should be viewed to
improve and quality of access to the centre and should be developed in the
context of comprehensive transport plan.
The mass transit corridors should be designed and developed to conform to the
urban fabric of Karachi. The needs for its supporting facilities and ancillary
developments must be generously recognized and all necessary space
requirements provided.
Although no decisions have been finalized, in this respect as yet, it is proposed

that one; the policy of the KMTS adopted plan should in any case be followed.
This policy of building convertible transit ways should always be borne in mind.
While substantial capacity will be added in various mass transit corridors, they
should be viewed as an interim stage in the development of rail based mass
transit system or converted to rail based when demand justifies.
As an alternative, it has been proposed in the investment program of this

transport sector report, to initially construct a bus rapid transit corridor (Bus way)
along Nawab Siddiq Ali Khan road which has sufficient bus volumes to justify
exclusive bus way development.
One of the main challenges to the City Government once the Mass Transit, Bus
related reforms and Para Transit facilitation goes into effect will be effective
modal integration including creation of effective transfer points.
The CDGK is required to be cognizant of following facts:
(i) Route Permits to bus services legally exist; the operators may be reluctant
to assume the role of changed role secondary to KMTP. They may
approach the court of law to circumvent any directives not in their interest.
(ii) With the possibilities of the resurrection of the National Mass Transit
Authority (NMTA) the institutional capacity of CDGK will be compromised
to the extent that, they may not be in a position to bring about the required
changes favourable to Mass Transit.
(iii) Restructuring of the Bus Services (KBOA as well minibus services) has to
be done by the CDGK to be seen as beneficial by both the operators as
well as the users (passengers) to succeed.
(iv) CDGK will have to plan for a transfer system that can be perceived by
operators as well the passengers to compensate for transfer penalties
(such as transfer system from one level of mode to another).
(v) The establishment of a central authority will have to be a necessary

prerequisite.
Please see Public Mass Transportation Plan Map 5.2.2
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KCR Revitalization:
KCR was opened to service in 1964 with 16 stations and 2932 Kms long railway
service to the commuters of Karachi. It adequately served the needs of the city till
1984. With the enlargement of the city, it started loosing patronage due to
reduced frequency of items, longer running time, lack of punctuality and lack of
integration of rail and urban road traffic. The operational efficiency of KCR was
further compromised. Government some how didn’t undertake investment to
upgrade the infrastructure, rolling stock and its operational efficiency. A four
staged plan has now envisioned revival of 50 km KCR to include the main line
and overall up gradation based on feasibility Studies undertaken by ECIL. The
project is presently proposed for an implementation at a project cost of U.S $ 1
billion of which part cost will be paid by GOS and a major portion by the
investment company. A Karachi Urban Transit Corporation has been proposed to
be formed to take over this project.
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5.2.3 Parking Strategy:
Parking Authorities:
Purpose of Parking Authorities:

Parking authorities are charged with full responsibility for a city’s entire off-street
parking program. Through proper engineering, financial and administrative
techniques, space deficiencies are determined, suitable sites are selected and
prudently sound facilities are provided. Flexibility in manner of operation is a
prime asset of the parking authority. Its intent is not to exclude private enterprise
from the parking field. Rather, where substantial services are rendered by
privately developed facilities, parking authority activity is aimed at supplementing
such operation and stimulating extension of private installation.
In areas where private initiative in parking is ineffective or non-existent, authority

activities are directed toward coordinating city-sponsored facilities into a
comprehensive system. Merchant and businessman cooperation in the
development of attractive, serviceable parking areas is possible under authority
parking management.
Summarized, the purposes of parking authorities would provide an outline for the
development of a logical action program of authority activity.
1. Conduct detailed factual studies to locate sites and determine suitable size
and type parking facilities to meet requirements.
2. Make the results of these studies and conclusions available to private
individuals as a means of stimulating their interest and investment activity.
3. Assist organized groups, merchants, business men and others in any parking
activity they may undertake.
4. Acquire property, finance, construct and operate facilities.
5. Control the location, operation, servicing and maintenance of parking meters
at both curb and off-street locations.
6. Administer minimum operating regulations for both public and privately owned
parking installations.
7. Prepare a rational master plan of off-street facilities to meet present and
probable future parking needs.
8. Periodically re-evaluate parking needs to update the master plan in the light
of changing parking conditions.
Legal Aspects:
A Parking authority law shall be passed by the assembly which should illustrates
according to the language of the law,
“To conduct necessary research activity, to maintain current data leading to the
efficient operation of parking facilities, planning, designing, locating, acquiring,
holding, constructing, improving, maintaining and operating, owning, leasing
either in the capacity of leaser or lessee, land and facilities at reasonable rates to
be determined exclusively by it.”
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STRATEGY:
1 Short Term
a) Comprehensive Parking Needs Study
b) Identification of Potential sites for surface Parking
c) Feasibility study for critical locations
d) Preparation of development Plans for Critical Locations
e) Restoration of Parking as per building code
f) Regulation of Building Bye-laws (TCD’S role Parking Design approval)
g) Formation of Parking Advisory Committee
h) Formation of Parking Warden Squad
i) RFP for parking Garage Development
2 Immediate Action Strategy
o Phased initiation of on-street parking plaza on selected locations e.g.

Saddar, Tariq Road, I.I. Chundrigarh Road, Clifton etc.
o Phased initiation of surface parking lots and prohibition of adjacent on-
street parking.
o Initiate action of building Code Violation.
o Start a parking Stall. Marking program and installation of Traffic signs.
o Initiate study of parking generators.
o Co-ordination of special purpose and special event parking.
o Initiate Truck Terminal Management Plan (Off-street Truck facilities)
o Establish Loading zones (Curbs and Buildings)
o Rationalization of parking fee.
o Policy on school parking.
5.2.4 CBD Circulation Action Plan:
Traffic congestion in the central business district (CBD) cost money, causes
stress, waste gasoline, and pollute the air. Traffic congestion and the parking
remain acute problems in the Karachi CBD. With the growth in the Karachi in the
last decade, it is evident that several poly centres have now developed. The city
of the Karachi has grown both vertically and horizontally. With it, the growth of
the vehicles on the road has been phenomenal. The Saddar – Tower area
spreading east to west continues to be very important activity centre with multiple
commercial and the employment centres. Pressure is building in the Karachi to
“do something “to improve urban mobility. This demand joins the need for
improved and efficient Traffic management and the desire to clean up the air we
breath, reduce the noise we must endure, and the quality of the surroundings.
The Master Plan 2020 proposes a phase wise improvement plan of CBD in which
the plan is divided into three phases which are:
1. Immediate Action Program

2. Short Range Improvement Plan
3. Medium Range Improvement plan
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IMMEDIATE ACTION PROGRAM
This improvement plan is based on the following pre-requisites:
There is little or no cost involved.

They require action on continuous basis to ensure sustainability
Active participation of enforcement agencies
Relevant notifications to be issued
Must be supported by all agencies and accordingly published
There are 8 main categories of immediate action proposals:
i. Removal of encroachments
ii. Issues related to public transport in Saddar area
iii. Parking control
iv. Stopping of vehicles at stop line.
v. Restriction of left turn on red light.
vi. Restriction of animal driven carts.
vii. Traffic signal operation
viii. Removal of intersection (signal control) on Preedy street
SHORT RANGE IMPROVEMENT PROGRAM (SRIP)
The short range improvement plan has been designed exclusively to solve the
traffic congestion problem in CBD and its adjoining areas for at least 8 to 10
years. The underlying concept is to address the ever increasing
commercialization trend and corresponding changes with the trend and the high
growth rate of traffic.
The completion of Lyari Expressway will require better accessibility to CBD area
which will further extend the performance period of SRIP.
The salient features of SRIP are:

1. Change in directional movement of traffic
2. Conversion of two way movement into one way
3. Decentralization of public transport from Saddar area
Infrastructure involved
Major Arterials:
1. M.A Jinnah Road

2. I.I Chundrigar Road
3. Shahra-e-Liaquat
4. M.T Khan Road
5. Preedy Street Extension
6. Saddar Area Road linking Sh-e-Faisal to M.A. Jinnah Road
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Intersections:
Approximately 60 numbers of intersections are there in the study area i.e. in

CBD, in which 46 intersections are signalized (under UTC Plan), 6 intersections
are manually controlled and 9 intersections are self-regulatory.
Following are the primary objectives for the short range improvement plan:
• Reduction In Road Accidents

• Environmental Improvement
• Improved Access And Flow Of People & Goods
• Improved Traffic Flows On Primary And Distributor Roads
CRITICAL INTERSECTIONS:
The following critical intersections have been identified in the CBD area:
1. Khandawala building
2. Tibet centre
3. Eid Gah.
4. Saddar Dawa Khana.
5. Jehangir Park.
6. Court road.
7. Fresco Chowk.
8. Art council.
9. Sarwar Shaheed road/ Dawood Pota road.
10. Fleet club.
11. Musical fountain.
12. Masjid-e-Khizra
13. Empress market
The major reasons of congestion at the critical intersections are:
o Increased traffic volume decreases road level of service & increases

parking demand
o Rampant public transport movement.
o Road side and footpath encroachment.
o Parking at turning area of the junction.
o Widening at intersection restricted.
o Stopping of public transport at intersections.
o Abnormal increase in traffic volume during certain hours of day due to
number of schools and institutions.
o High pedestrian movement.
TRAFFIC IMPROVEMENT PLAN:
Two proposals were developed and presented to the Governor Sindh in 2005.
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SALIENT FEATURES OF PROPOSAL - I:
o Mostly the existing traffic flow pattern has been adopted

o One way system on M.A. Jinnah road, Shahrah-e-Liaquat & Sarwar
Shaheed road has been extended.
o New link has been created providing direct access from Saddar area to
Shahra-e-Quaideen.
o Four new junctions will be created as a signalized intersection.
o Number of conflict points & signal phases has been reduced at seventeen
intersections within study area. To provide extended green time period.
o The existing road way width has been utilized.
o Concentration of public transport from Saddar area has been
decongested.
o Sir Ghulam Hidayat-ullah road to be widened.
o Contra flow bus lane has been created near tower
o Public transport will be prohibited on I. I. Chundrigar road.
o Return journey of public transport towards north east will take place from
rotary Jinnah Bridge.
o Right turning movement at major intersections is prohibited to increased
intersection capacity.
o Five signalized intersections will be eliminated.
SALIENT FEATURES OF PROPOSAL – II:
o The existing road way width has been utilized.

o Major changes in traffic flow pattern is proposed on
M. A. Jinnah Road
Shahra-e-Liaquat
Dr. Ziauddin Ahmed Road
Strachen Road
Sarwar Shaheed road
M. Bin Qasim Road.
o Decongestion of public transport from Saddar area.

o Numbers of conflict points & signal phases have been reduced at critical
intersections within study area.
o Sir Ghulam Hidayat-ullah road need to be widened.
o Number of conflict points & signal phases has been reduced at 21
intersections thus providing extended green time.
o New link has been created providing direct access from Saddar area to
Shahra-e-Quaideen.
o Three new junctions will be created as a signalized intersection.
o Contra flow bus lane has been created near tower.
o Public transport will be prohibited on I. I. Chundrigar road.
o Return journey of public transport towards north east will take place from
rotary (Jinnah bridge).
o Right turn movement at major intersections is prohibited to increased
intersection capacity.
o Signalized intersections have been eliminated.
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MEDIUM RANGE IMPROVEMENT PLAN
Following actions are required for preparations towards a medium range

investment program:
i. Development of a long range urban transport (highway plan) plan for

Karachi city. Concept clearance for IDA participation pending with P & D,
Govt. of Sindh.
ii. UTC phase-ii also included in IDA discussions must be activated
iii. Feasibility study and engineering design of following projects to be initiated :

o linking of Mai Kolachi road and Moulvi Tameezuddin khan road with
I. I. Chundrigar road
o linking to Preedy street extension with FTC flyover
o linking of Lyari express way with the truck stand
o multi-storeyed car parking at KBX yard
o development of transport terminal
o implementation of road widening under KB&TP regulation 2002
o Widening of Shahra-e-Faisal from Metropole hotel to FTC
intersection.
o Grade separated facility on Sharae Faisal at hotel Mehran
intersection and hotel regent plaza intersection Or
o Elevated road from hotel Metropole up to hotel Regent plaza.
o Grade separated facility on M.A. Jinnah rd. From Capri cinema to
Tibet centre.
iv. Mass transit implementation must be finalized as soon as possible.
v. Implement road widening scheme as per details of KBCA commercial

corridors.
vi. Construction of missing link

o Preedy street extension to Shahra-e-Faisal (FTC)
o Preedy street extension to Shahra-e-Quaideen
o Linking of Nizami road with Shahra-e-Quaideen
5.2.5 Traffic System Management:
INTRODUCTION
The objective of Urban Traffic System Management is to make the most

productive use of existing (road based) transport system resources. It seeks to
adjust, adapt, manage and improve the existing transport system and meet
specified objectives. By maximizing the efficiency of existing facilities and
systems capital expenditure can be deferred or avoided, time gained in which to
develop longer term policies-measures, while at the same time improving traffic
safety and reducing the adverse impact of road traffic on the city environment.
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TRAFFIC MANAGEMENT:
Traffic Management is the process of adjusting or adapting use of existing road system
to meet specified objectives without resorting to substantial new road construction.
There is a strong need to implement proper Traffic system management scheme in

Karachi because the high growth rate of traffic which is twice as compared to population
growth has its great impact on traffic problems. The ever increasing commercialization
trend further aggravates the situation. Further lack of enforcement, absence of off-street
parking facilities reduces road carrying capacity which results in traffic congestion,
delays, accidents etc.
The major problems facing by Karachi are traffic congestion, overtaxed urban arterials,
land use services, clash additional facilities to separate functions very costly,
maximization of existing arterial capacity reduce friction, maintain some level of
conditions conducive to patronage of l.U.
GENERAL TRAFFIC FLOW IMPROVEMENT PROCEDURES
Following are the basic and general improvement procedures for the Traffic flow which
includes:
TRAFFIC CONTROL MEASURES
• Turning Movement Controls

At Intersections
• Turning Movement Controls
In corridors
• Parking Restrictions
• Unbalanced Lane Operation
• One-Way Street Operation
• Improved Signal Operation
• Through Street Systems
• Signs And Markings
• Simple Channelization
• Transit Operations
• Clearance Restrictions
• Street Lighting
• Pedestrian Controls
• Enforcement Of Regulations
MEASURES INVOLVING MODERATE EXPENDITURES AND / OR CONSTRUCITON
• Correction Of Specific Bottlenecks

• Upgrading Of Major Intersections
• Upgrading Of signalization
• Resurfacing Of Street Within Existing Basic Width
• Widening At Selected Mid block Locations
• Effective Night Lighting
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MEASURES INVOLVING MAJOR EXPENDITURES AND CONSTRUCITONS
• At-Grade Reconstruction Of Intersections

• Construction Of Grade Separations
• Widening Or Reconstruction Of Major Structures
• Widening And Reconstruction Of Entire Street
• Creation Of Additional Through Streets In The Corridor
Traffic Management System can be adopted or Undertaken on a small or large scale

to improve conditions in specified area where new transport infrastructure is not
envisaged. The system will be greatly works as an interim measure pending new
construction. It could be implemented as a temporary arrangement to accommodate
short term demands.
Traffic management system can also be undertaken in association with construction

of new Road constructions.
To implement the Traffic management scheme successfully, following problems

should be addressed immediately as Key points to the success of traffic
Management Schemes:
• Removal of encroachment
• Illegal Parking
• Illegal Stoppage of Public Transport Vehicle
• Signal Operation
• Completion of Missing-Links
• Preedy Street Extension
• Lines Area to FTC
• Mai Kolachi to I.I. Chundrigar Road
Although the Road system of Karachi comprises of defined network of major and
minor arterials but the traffic conditions are deteriorating. The major reasons for
the deterioration have been identified which are listed as follows:
• High level of motor vehicle growth

• High incidence of accidents
• Lack of pedestrian facilities
• Lack of road safety awareness
• Increasing number of traffic violations
• Enforcement difficulties
• Lack of traffic control devices (signs & road marking)
• Traffic signal maintenance / operation difficulties
• Inadequate public transport
• Un-controlled parking
• Road side / footpath encroachments
• Poor maintenance of road system
• Need for bye-pass roads
• Lack of coordination between agencies
• Financial constraints
• Lack of proper terminals
• Lack of will
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Road Network Circulation Improvement Plan
A Proper Transport Master Plan is always non-existent for the city of Karachi and
due to the absence of any Transport Master Plan, the development in the
transportation sector have always been undertaken on adhoc basis.
This Master Plan identifies various schemes / plans under the Road Network
circulation improvements plan so that road network has uniform operational and
geometric features.
The overall traffic circulation improvement requires attention for the following
actions:
1) Removal of encroachment on sustainable basis

2) Road widening & up gradation
3) Missing links
4) By passes
5) Construction of flyovers/under-passes/bridges
6) Local / intercity bus / minibus termini
7) Pedestrian facilities
8) UTC phase II
9) Drivers training institute
10) Motor vehicle inspection
11) Enforcement of traffic laws
12) Capacity buildings and fiscal support to TCD
13) Central business district (CBD) improvement scheme
Table 5.2.3 attached in Annexure 1 identifies a list of Traffic Management System

Projects to improve over all traffic circulation on major arterials in the city road
network.
5.2.6 Environmental Friendly Transport:
The subject that needs immediate attention is change in focus towards having a
fuel efficiency related transportation plan. Survival of the automobile as an
economically sound and viable transportation system is being put to stake with
ever increasing price of even the locally produced fuel. Survival of Fossil Fuel
driven automobiles will now on be possible only if better management practices
prevail on the waste of energy by reducing energy consumption and harmful
emission of greenhouse gases and other pollutants at source.
It has been shown by the surveys on status of pollution on roads that the critical
limits of sustenance with high NOx and PM as well as CO level have since been
reached. The impact of a reduced oxygen level on the roads is already apparent
from the blood picture of the people residing in or making a living at the
observation points. Any addition of a polluting system or technology that may
increase the concentration of the pollutant by a mere 1 µg/m3 is likely to be
catastrophic. Accordingly further addition of automobiles to the existing fleet of
vehicles should be stopped forth with.
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There is therefore an urgent need to:
• Improve fuel efficiency of the road transport vehicles all over the
metropolitan area,
• Monitor the performance of vehicles on road by emission related

testing/tuning procedures.
• Introduce a well managed transportation plan. Set up Workshops for

emission related tuning of all vehicles, old or new, should be allowed to
run on city roads after checking for their emission related efficiency.
• Initiate deletion of Old Public Transport Vehicles with replacement of

newer environmental friendly buses.
• Follow up the 2nd phase of the Transportation Control Plan to detail

control measures for implementation of bring Karachi in compliance to the
international standards of vehicular emission.
• Finalize and implement replacement of 2 stroke Para transit vehicles with

4 stroke engines or CNG/LPG based technologies.
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5.3 INFRASTRUCTURE SERVICES COMPONENT
5.3.1 Water Supply
Meeting the water supply challenges of Karachi city district over the next 15 years will
require a combination of demand management, enhanced water utility management, and
capital investment.
Demand Management
The first line of attack is demand management. Karachi’s water supply system is
inefficient and wasteful. Pumping more water into it will proportionally amplify the
technical and financial losses, increasing waste in absolute terms. The top priority is
therefore reducing consumption in order to reduce losses, energy use, and bulk water
supply requirements.
It is recommended that KW&SB simultaneously implement a series of different measures

designed to reduce water consumption by end users:
• Progressively meter all water supply customers. The utility will create incentives
for decreased water consumption through mandatory, phased installation of
water meters at all customer connections: domestic, industrial, government,
commercial, etc. The cost of the metering investment will be built into the water
tariff and spread out over a 3-5 year period. Pakistani firms will be encouraged to
produce water meters that meet government standards for flow measurement
accuracy and reliability. Review and revise block tariffs to ensure appropriate
incentives to limit water consumption.
• Educate the public on the need to conserve water. Prepare and implement
primary school teaching modules to teach young children about the value of
water and the need to conserve it in a dry southern Pakistan. Prepare and
implement education campaigns for the general public through radio,
newspapers, and/or television to raise awareness of the need to be more
conservative in water use in order to preserve existing supplies and improve
service levels and coverage in Karachi. (“If each of us uses less, existing supplies
will go farther.”)
• Develop (as required), make mandatory, and market the use of plumbing fitting
and fixtures that will reduce water consumption, especially for domestic users.
• Provide alternatives to piped water for uses that do not require drinking water
quality. Drill wells throughout the urban area to mobilize low-quality ground water
for fire protection. Re-use treated grey water for irrigation. Re-use treated
wastewater for watering plants and recharging the aquifer.
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2005 2010 2015 2020

Population 15.12 18.93 23.13 27.55
Domestic Water 414.0 518.0 633.0 752.0
Demand (MGD)
Other User Water 338.0 423.0 518.0 616.0
Demand (MGD)
Total Water 752.0 941.0 1151.0 1368.0
Demand(MGD)
Utility Management and Water System Operation
KW&SB can undertake a range of management improvements to increase the technical,

financial and administrative efficiency. The driving principle behind these improvements
is the operation of the utility like a business. KW&SB should operate on a commercial
basis, become attuned and responsive to customer demand, seek to improve relations
with customers and satisfy their needs, and operate increasingly on a cost recovery
basis.
Operational efficiency and cost reduction — To reduce costs, KW&SB should reduce
(or slow the increase of) technical losses by reducing the volume of water through
system. This involves water conservation measures, including customer meter
installation, as described above. The utility should also create water pressure zones to
regulate pressure on a zone-by-zone basis, thereby reducing very high pressure in some
mains that increases leakage and the likelihood of pipe breakages. At the same time,
KW&SB should implement a strategic pipe replacement program.
The Board should also reduce energy consumption by replacing or fine-tuning energy
inefficient equipment. In particular, replace pumps and motors in pump stations. Refine
the operation of water treatment facilities, where energy savings can be achieved.
KW&SB should strive to achieve 24/7 water supply service both to satisfy customer
preferences and to reduce contamination of the water supply and associated public
health risks.
Service pricing — A detailed study of customer ability-to-pay should be carried out to

determine how much tariffs could be raised and still be affordable to different income
groups. Then Karachi Water and Sewerage Board should carry out public education and
customer outreach activities to educate the public about the need to increase tariffs in
order to improve service coverage and quality. Tariff change options should be
presented to customers in public forums and through the press in packages along with
different service levels; customers should have a say in deciding how much more they
want to pay for what level of service improvement.
128
Customer relations — Service pricing and tariff collection initiatives must be carried out
in a participatory fashion in order to secure customer buy-in, reduce public opposition,
and increase willingness-to-pay. This is part of a larger effort to be responsive to
customers’ preferences and priorities, as would any private sector business in order to
increase sales, raise customer satisfaction, and expand its customer base. Admittedly,
there are limits to the comparison between a private firm selling a “substitutable” product
(like a cell phone) and a publicly owned utility enjoying a monopoly over provision of a
networked public service; but the more KW&SB acts like a business and treats its
customers as if it could lose them, the better its technical and financial performance is
likely to be.
Billing and collection — KW&SB loses a huge amount of revenue through non-
payment of bills. This greatly impacts the ability of the utility to maintain and expand the
system. The Board should move to increase its collection rate by (i) improving relations
with customers, (ii) raising public awareness of the need to collect fees in order to
provide services on a sustainable basis, (iii) simplify and streamline payment
procedures, and (iv) intensify direct contact with the highest debtors, including but not
limited to public sector institutions (v) study to put the bulk meter as well as reservoir in
each town. Billing should be recovered from the town administration, while the recovery
form the consumer should be the responsibility of the town administration.
Capital Investment:
In addition to the higher priority water supply proposals above (demand management,
enhanced utility management), substantial investment in the water supply system will be
required to support the envisioned growth of Karachi city district over the next 15 years.
This section identifies the major capital investments required to increase bulk water
supply, expand storage. Capital investment proposals set out here should be reviewed
and validated by the JICA team developing Karachi water supply and sanitation master
plan, as their data collection and analysis activities are being conducted in greater detail
than the preparation of this overall development plan (master plan) will allow.
While other local sources can be exploited more fully, the Indus represents the only
surface or ground water supplies that can meet the bulk of future demands of Karachi.
The main solution to the city district’s bulk water supply needs is therefore to implement
the K-IV project to double the amount of water that the Indus supplies to the metropolitan
area. Due consideration should be given to the proposal to bring a new water
transmission line along Super Highway in order to (more cost-effectively) serve new
expansion areas north and northeast through gravity flow.
New water storage and filtration facilities should be built and evenly distributed
throughout the existing and new urban fabric to improve water quality and security of
water provision (see Map 5.4). Rain water harvesting should also be carried out in the
vicinity of storage reservoirs in selected low-density areas.
129
A pipe replacement program should be prepared and implemented to reduce technical

losses. Prioritization of investments should be done on a financial rate of return basis,
taking into account investment cost and reduction of leakage. Corrosion-resistant pipe to
be laid at shallow depths and equipped required accessories, valves, and chambers.
New water disinfection stations should be installed at intermediate levels in distribution.
S. No. Water supply proposal

1 Water storage and filtration plant in all 18 towns.
2 Construction of new pumping station
3 Installation of injection well
4 Improve recharging measured
5 Leakage and loss reduction program
6 Development of new big reservoir
7 Development of interceptor drain to main Arterial Lyari and Malir at each town
Double line Water supply system is recommended for industrial and recreational
8
area and along medians of road where effluent is required
9 Zoning meters for Union Council and Towns
10 Upgradation of Water Supply System in 18 Towns
The benchmarks for service improvement in the water sector, by which progress will be
measured, are set out in the following table.
Table 21: Benchmarks for Water Supply System Performance, 2005-2020
2005
Indicator 2010 Target 2015 Target 2020 Target
Baseline
% households 60% 85% 100% 100%
connected to water
supply network
Hours of water 1 6 24 24
service per day
Tariff 60% 70% 80% 85%
collections/billings
Non-revenue 40% 35% 30% 25%
water
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5.3.2 Sewerage
The proposals for increasing the capacity and performance of the sewerage
system can be broken down into capital and non-capital measures.
Capital Investment
Capital investment proposals set out here should be reviewed and validated by
the JICA team developing Karachi water supply and sanitation master plan, as
their data collection and analysis activities are being conducted in greater detail
than the preparation of this overall development plan (master plan) will allow.
• Build more interceptors to link collection areas to treatment facilities. It is

proposed to construct trunk sewers on both sides of the Lyari River and Malir
River (see Map 5.5). These large sewer pipes will carry most of the city’s
wastewater to WWTPs; the rivers will be channelised for storm water
drainage. A new expressway is under construction in the Lyari River right-of-
way and another is under discussion along the Malir River. Sewage will be
detained for a few days on its way to the plants in order to induce maturation
and decrease contaminants in the wastewater prior to entry into the WWTP.
• Construct a network of new small/medium wastewater treatment plants. New

interceptors will transport wastewater to a series of small and medium-sized
WWTPs that serve a town or other urban area. The plants will be fed to the
extent possible through gravity mains, with pumping required only from
depressions. A larger network of more smaller plants (average capacity 25
MGD) will reduce wastewater transmission requirements and costs, thereby
resulting in greater overall economic efficiency than small set of very large
treatment plants. The risk of service interruption will also decrease, since it is
spread over more facilities.
• Rehabilitate existing plans to improve their operational efficiency and allow

them to function at or near their capacity.
• Prepare and implement a pipe replacement program to reduce wastewater

leakage. Prioritization of investments should be done on a financial rate of
return basis, taking into account investment cost and reduction of leakage.
• Industrial park managers and/or industrial firms to construct new industrial

waste pre-treatment facilities (see “trade waste policy” below).
131
S. NO Sewerage system proposal

1 Development of new sewerage treatment plants
2 Deep sea industrial Waste disposal scheme
3 Proposed Sewerage improvement Plan for Lyari and Malir River interceptor
4 Bitumen coated R.C.C pipe should be used in sewerage network
5 Pre cast manholes should be used in the sewerage network
Improvement of sewerage Treatment Plant for its efficient functioning
6
Desludging Sludge digestion and dry sludge bed need improvement
Thirty years old TrunkSewer should replaced by new Trunk Sewer because
7
design life of the system has been expired
8 Upgradation of Sewerage System in 18 Towns
9 Additional Sewage flow improvement works of STP-III & STP-IV
Non-Capital Measures:
• Formulate and implement a trade waste policy on the “user pays” principle.
Generators of industrial wastewater should be required to pre-treat before
introducing their waste into the municipal system. Construction of pre-treatment
facilities should be organized where possible at the level of the industrial zone in
order to take advantage of economies of scale and reduce costs per industrial
unit and per unit volume of wastewater. For example a 30 MGD wastewater
treatment plant could treat approximately 70% of industrial waste at SITE. SITE
administration is already planning to construct one such effluent treatment plant
incoming years.
• Make available treated wastewater for industry, car washing, watering lawns and
public green areas, and recharging the aquifer.
• Introduce a sewerage tariff and add it to the water bill.
• Undertake maintenance and repair of the existing wastewater network to seal it

off more tightly from (i) streets, public spaces and other inhabited areas, (ii)
ground water, and (iii) the water supply network.
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5.3.3 Solid Waste Management
The solid waste management phase of KMP 2020 has several aims:
• Rationalize the collection process and make transportation of waste more
efficient.
• Increase the capacity of landfill sites.
• Reduce the volume of waste through compacting.
Projected Solid Waste Generation
Estimates of solid waste generation indicate Karachi will produce 16 - 18

thousand tons of solid waste each day in the year 2020.
170 million cubic meters (0.17 cubic kilometers) space will be necessary to store
this waste in compacted form over the next 15 years (not including cover
materials.)
Demand Management: Waste Separation at Source
The project is studying the feasibility of distributing different colored garbage

receptacles to houses for storing recyclable waste in one, and all other materials
in another. This approach has many advantages in terms of reducing the volume
of waste and costs. However, it requires community acceptance and public
education; and pilot projects are necessary before a Karachi-wide program is
ready.
Proposed Collection and Transportation Improvements
KMP 2020 recommends an improved collection and removal system with more
efficient storage, transportation and treatment.
Compacting trucks will service neighbourhoods and remove wastes to a dozen or

more 5-acre (2 hectares) garbage transfer stations across Karachi. Compacting
trucks have the ability to squeeze and press solid waste into a more compressed
form at the time of collection. Vehicles can transport more compact waste in
compressed form, and a landfill site can store compressed waste more efficiently.
Karachi will have nine to fourteen, possibly even more, 5-acre (2 hectares)
garbage transfer stations by the year 2020. Compacting trucks will dump waste
from nearby neighbourhoods in such stations. Large trucks will move the
compacted waste from the garbage transfer station to existing and future landfill
sites.
133
New Landfill Site, Capacity, and Processing:
The project has identified two potential sites near the northern-most extents of the
Northern Bypass Road. Meanwhile, studies of the large Dhabeji site, east of
Karachi’s outskirts, continue. One of these sites will likely include a specialized
100-acre (40 hectare) site to treat industrial waste.
KMP 2020 proposes composting technologies to produce fertilizer. There is

interest in a methane generation process to produce gas for power generation,
but the investment may be too expensive. Special facilities for incinerating
hospital waste need to be expanded to include more of the city’s health
institutions.
S. NO Solid Waste Management

1 Development of Garbage Transfer Stations
2 One compacter for each 178 union council
3 30 Tons 40 long container vehicles.
4 Proposal of Railway means Transportation for Solid Waste Management
5 Development of Dhabeji landfill site.
The cost of landfill site clearance and preparation, bulldozers, and processing
facilities for and composting will be determined once the exact sites are chosen.
The costs is most likely more than 3 billion Rupees.
The above costs do not include the cost of collection vehicles, as private
contractors will bear that expense. The investments in landfill sites may be born
by CDKG, or the private sector, or both.
5.3.4 Electrical Power
To address the perennial shortfall of electrical power in Karachi and its negative
impact on economic growth, it is proposed to undertake a two-phased power
system development program as described below.
1. Immediate action plan (2006-2011)

2. Long-term plan (2011-2020)
Immediate Action Plan (2006-2011)
The objective is to close the 1628 MW gap between electrical power supply and
demand with the following fast-track approach to generation expansion.
134
Generation Expansion
• 1000 MW direct power source from Hubco Power Plant. A 500 kV / 220 kV
grid station was recently commissioned near Baldia for linking Hubco-
Jamshoro 500 kV transmission lines to this completed grid station which will
have a capacity of about 1000 MW as against present arrangement of 500
MW. Therefore import from WAPDA through Hubco-Jamshoro line, up to
1000 MW, can be expected, provided that WAPDA’s own power
requirement allows it.
• 80 MW, DHA Co-Generation Power Plant is under construction and is

expected to be commissioned in 2007 and shall feed KESC network. A
further extension of this plant by 80 MW is under consideration.
• 350 MW combined Cycle Power Plant by KESC is in planning stage for

commissioning in 2007 and another 350 MW plant in 2008 further an
additional (350 MW) plant is expected in 2011-12.
• 150 MW Western Electric Power Plant in North Karachi, in private sector, is

under consideration / negotiation.
• 150 MW Fauji Foundation Power Plant, in private sector, is under

consideration / negotiation.
• 240MW Abu-Dhabi Gas Turbine is expected in 2008.
• On conservation side, all hoardings / bill boards, should be powered by

solar power. This conservation will save 20 MW of energy in Karachi.
From the above it is clear that there would be shortage of power in years
2006 and 2007 if quantum of power as required by KESC is not made
available by NTDC (WAPDA). Shortage of power may be aggravated in case
construction of new power generation plants by KESC itself or by IPPs is not
started immediately.
Transmission System Expansion
The on-going transmission system projects includes establishment of the

following grid stations in the existing system which will enable KESC to meet the
above demand successfully:
• 220 kV - Surjani Town, Gulshan, Landhi

• 220 / 132 kV – Mauripur
• 132 kV West Wharf, Old Town, Korangi South, Gulshan-e-Maymar near
PRL, Memon Goth, Azizabad, Tipu Sultan Road, Jail Road, FTC and in DHA
(2 Nos.)
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Distribution System
In order to meet the load demand growth during 2006-2011, KESC will have to increase
by about 350 to 400 the number of 11 kV primary distribution feeders and will have to
establish about 4,000 11kV distribution substations.
A distribution system improvement and loss reduction program is already under

implementation by KESC. With the implementation of system improvement plan, the
existing system losses of 34% are expected to be reduced to 24%.
Long Term Plan (2011-2020)
The objective is to respond to the anticipated increase in power demand of 1,140 MW

over the period 2011-2015 and 1425 MW over the period 2015-2020.
Power Generation
As per the national power sector development policy, additional capacity requirements in
power generation would be made mainly from indigenous resources. Accelerated
program has been undertaken to increase hydro power generation capacity from 6,460
MW to 7,720 MW by 2010, 15,290 MW by 2015, 19,990 MW by 2020 and to 32,660 MW
by 2030 through construction of series of hydro power projects on all rivers, particularly
on the Indus.
Although inter-regional power development policy is outside the scope of this master
plan, future power development will have an important impact on Karachi’s growth. If
large sources of hydro-electric power become available, it will provide an alternative low
cost energy source for future employment growth in Karachi. Alternatively, if the current
reliance on thermal plants continues, Karachi’s energy costs are likely to continue to
increase making it a less favorable location for industries reliant on electrical energy.
Feasibility and detailed engineering work on major hydro power projects is already
underway and their construction is scheduled to start soon. These projects are poised to
make an important contribution to future supply of power. However, if further substantial
hydro-electric power increases prove infeasible, then future power generation in Karachi
will have to rely on lower cost nuclear generation. The alternative is to continue the
current pattern of reliance on higher cost fossil fuels. The higher cost pattern may tend to
discourage energy-intensive industries from locating in Karachi. It may also be a
constraining factor in the growth of service sector activities.
The national power sector development policy envisages increasing nuclear power
generation from the present 400 MW to 1,300 MW by 2015 and 2,800 MW by 2020.
KANUPP (Karachi nuclear power plant) will be retiring during this period; therefore,
PAEC must consider putting up 2 x 300 MW power plant in Karachi during 2010-2015. A
second nuclear power plant may be established in Bin Qasim Town where a large
industrial area will be developed. A parcel of land of about 3,000 Acres should therefore
be reserved now in Bin Qasim Coastal Area for a 1600/2000 MW Nuclear Power Plant to
meet the future load demand of Karachi and lower Sindh area.
The program of utilization of indigenous coal includes its use in generating 900 MW
additional power by the year 2010, 3,000 MW by 2015 and 4,200 MW by 2020 and 6,250
by 2030 as per the National Power Development Policy. KESC electric network is
interconnected with the national grid; therefore, power produced at Thar and Lakhra coal
fields, if found economical compared to existing thermal plants, may become available
for Karachi.
136
Large-scale development of new natural gas fields might also provide new energy supply
for KESC for establishing combined-cycle gas turbine units. which are more efficient than
conventional thermal plants.
The present KESC management has given high priority to consumer service. The new
management has affirmed that there is a clear understanding and recognition on the part
of the new management that without sustainable growth of industry of Karachi, for which
un-interrupted power supply is a fundamental pre-requisite, the macro-economic targets
set for national industrial growth can not be achieved.
It is assured by the new management of KESC that they would primarily focus on
rehabilitation of the existing de-rated generation capacity and that the planning to
establish new generating units of 1,000 to 1,300 MW would immediately be embarked
upon to meet the ever-growing power demand of Karachi City. Large quantities of
natural gas would be required for these plants.
GOP policy is to encourage the utilization of renewable energy (such as solar, wind and
biomass) especially for remote areas.
Transmission System
The transmission system

expansion plan beyond 2011
has yet to be prepared by
KESC. It is estimated that to
meet the growing power
demand of Karachi towns, grid
stations shall be required
mostly in North East and East
Karachi, where the population
and industrial load will be
growing at a faster rate
compared to other areas and in
South of Karachi due to
conversion of residential
buildings to commercial use.
The requirement of grid stations during 2011–2015 and 2015–2020 is estimated as

follows:
2011–2015 (Load Growth 1,140 MW)
• 220/132 kV Karachi East, Tunisia Lines

• 132 kV Deh Taisar, Gadap, Hawksbay, Boat Basin, Kashmir Road, PECHS.
Sindhi Muslim Housing Society, Malir East, KDA Scheme 33, NED.Karachi
University, Karsaz or any location off Shahrah-e-Faisal Agha Khan Hospital
137
2015–2020 (Load Growth 1,425 MW)
• 220 / 132 kV Gulistan-e-Jauher-II, Near Quaid-e-Azam Mazar, Bahadurabad.

• 132 kV Shah Latif Town, Lawrence Road, Malir West, KDA Scheme-33, Karachi
North East, Deh Khar Kharo, Hub-Dam, Deh Langheji, KHA
Distribution System
In order to meet the load demand growth during 2011-2020, KESC will have to increase
about 700 to 800 number of 11 kV primary distribution feeders and will have to establish
about 8000 numbers 11kV distribution substations during this period. The number of
consumers is expected to increase by about 1 million during 2011-2020, on an average
of about 100,000 consumers per year.
138
5.4 SOCIAL SERVICES COMPONENT
5.4.1 Health Services
Introduction
Analysis of the health care situation in Karachi showed that the majority of health
related problems are basic in nature and that there is a clear need to support,
bolster and maintain prevention programs against communicable disease.
Millennium Development Goals for the health sector also focus on reducing child
mortality, improving maternal health and combating HIV/AIDs, malaria and other
communicable disease.
Given limited government resources, public-private partnerships provide an

important opportunity for CDGK to undertake a broad range of health care
initiatives in collaboration with the private sector. These initiatives can include:
preventive health programs, health education, disease surveillance programs,
sharing of information for a National HMIS, and propagation of programs for
reproductive health. Financial partnerships can be used to stimulate private
sector investment in health care infrastructure by providing land and/or tax
holidays for the construction of much needed health facilities in newly developing
areas.
Facility Provision
Responding to the city’s future health service needs will require the construction
of new facilities at all levels of the health care system. In particular, it will require
a large number of new primary health care centers, the majority of which will be
located in newly developing areas of the city. Based on future population
projections, some 50 percent of these new facilities should be built in Gadap, 15
percent in Keamari, 15 percent in Bin Qasim and 20 percent in the already built-
up, older towns. New teaching and tertiary level hospitals also will need to be built
on the borders of these new towns in order to serve both older towns that do not
have the necessary land for new, large-scale facilities and newly developing
towns that have land available.
A low-cost solution to the establishment of primary health care centers would be

to place these facilities in existing or ready-to-use buildings that require a
minimum amount of modification and can be leased. Financial savings from this
approach could then be used to provide subsidies to needy people for certain
health care services.
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Given limited public sector resources, there should be a proactive plan to involve
the private sector in providing capital investment for the construction of new
medical colleges, nursing schools and medical training institutes. Hospital
restructuring is also needed in order to improve health services, make them more
efficient and sustainable, and reduce, or at least better target, government
subsidies. The private sector could be engaged to help manage public health
centers for the CDGK. Contributions to improving health service delivery by the
Sind Institute of Urology and Transplant, AO Clinic and Aga Khan University
should be documented, distributed and incorporated into the future provision of
services.
Staff Improvement
Preparing a large new health care staff for the future, while raising the
performance of current workers will require a significant training effort at all levels
of the system. While the repatriation of quality Pakistani professionals from
abroad can be considered as a means of supporting this effort, the use of
telemedicine and teleconferencing may prove more efficient in gaining the
necessary expertise to help improve the quality of services. Telemedicine at the
primary health care level may be an effective way to improve local services and
reduce the burden on tertiary hospitals. Computer literacy in Pakistan is growing
rapidly and it would be far easier to set up an excellent telecommunication
infrastructure within the Karachi area than to attempt to place a large number of
medical specialists throughout the city. A broader use of Lady Health Workers
and home-based outreach centers run by women could be incorporated into a
well-integrated approach. The telemedicine approach can be an excellent way to
bring quality medical services to the patient, rather than transporting the patient
to expensive and overburdened tertiary care centers. Teleconferencing can also
be an effective way to provide state of the art training and knowledge from a wide
range of sources to a large number of health care workers within the city.
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Health providers at the primary

level need to be reoriented
towards a preventive approach.
They should be able to provide
support and guidance for malaria
prevention, tuberculosis treatment,
HIV prevention, hepatitis
prevention and the immunization
of children. Because nurses and
paramedical staff are more in
touch with people, they can
educate and guide them well in
terms of preventive health related
issues. Primary level professionals
should be trained in areas of
preventive medicine and well
versed with required preventive
programs in order to make an
impact on the health of local
communities.
As a result, there should be a greater focus on preventive curriculum and attitude

in the medical colleges and training courses for health care professionals. New
training programs for health care administration are also needed that could be
conducted, for example, in collaboration with the College of Physicians and
Surgeons’ diploma for health services administration and/or with specialized
training centers in the existing and future teaching hospitals.
The budgets for general and preventive training in particular need to be drawn
from both the public and private sectors. Training should be provided at regular
intervals throughout the year and/or on-line in order to reach the maximum
number of health care workers.
CDGK should undertake a number of institutional actions to improve its

management control of the sector. These include:
• establishing Health Management Boards in all government hospital;

• creating an Accreditation Body that endorses licenses to open and run private
health facilities
• working with the National Commission for Career Structure of Health
Professionals to develop recommendations on suitable career structures,
salary packages and incentives for different cadres of health care
professionals; and
• developing a detailed plan of action with local governments to check the
clinical practice by unqualified doctors in the private sector.
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Access to Services
Access to and utilization of primary health care centers must be improved in order
to reduce the flow of unnecessary patients to tertiary hospitals for the treatment of
minor illnesses. Not only do primary health care centers need to be well located,
staffed and equipped, they also require a well-functioning outreach network to
support their disease prevention efforts, instill resident confidence in the overall
health care system and help manage an effective process of referrals. The
person-to-person approach of these outreach centers is particularly important for
the growing number of low-income households throughout the city.
Innovative public private partnerships are needed to increase private sector

investment in health care infrastructure. Government could also turn over the
management of large tertiary care hospitals to the private sector for extended
periods of time under a fixed budget agreed upon by both parties. This would
improve the management of these facilities, lower costs and free up government
funds for more needy activities.
The CDGK should create more opportunities for the private sector to invest in
healthcare facilities and their operation, not only in terms of curative services, but
also in undertaking preventive programs.
Primary health facilities must be able to provide proper guidance on the

reproductive health of women and family planning. Outreach and primary health
care centers must be able to guide people in their neighbourhood on how to
become more aware of their own health related issues and where to go for
treatment.
The government should establish a health related disaster preparedness program

with an organized action plan and triage system that is adequately rehearsed with
civil defense, policy and ambulatory services, and local government officials.
5.4.2 Education Facilities Proposals as per Densification Scenario
Existing and proposed educational facilities in Karachi are shown in table in

attached, which depict that at present the educational facilities in Karachi are
over and above National Standards of Educational Facilities.
These educational standards are as follow:

One primary school / 6000 persons
One secondary school / 25000 persons
One college for / 100000 persons
Although the educational facilities in Karachi at present are over and above the
National Standards of Educational Facilities but for the new settlement / scheme
in Gadap, Bin Qasim and Keamari Town additional educational facilities will be
required as shown in Table No. 22
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Table No. 22
Town wise Education Facilities Required as per Densification Scenario
2005 2010 2015 2020
Existing Requried Requried Requried
P.School
S.School
P.School
S.School
P.School
S.School
P.School
S.School
Town
College
College
College
College
Keamari 119 84 16 36 N.R N.R 61 N.R N.R 57 N.R N.R
S.I.T.E 107 159 10 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Baldia 141 287 32 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Orangi 269 261 6 N.R N.R 5 N.R N.R N.R N.R N.R 1
Lyari * 198 169 8 N.R N.R 1 N.R N.R N.R N.R N.R N.R
Saddar 198 278 28 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Jamsheed 190 249 54 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Gulshan-e-Iqbal 231 285 56 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Shah Faisal 146 206 17 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Landhi 263 255 13 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Korangi 271 180 9 N.R N.R N.R N.R N.R N.R N.R N.R N.R
North Nazimabad * 101 417 9 27 N.R N.R 2 N.R N.R 2 N.R N.R
New Karachi 252 228 11 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Gulberg 99 181 25 16 N.R N.R 19 N.R N.R 21 N.R N.R
Liaquatabad 244 164 16 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Malir 206 156 7 N.R N.R N.R N.R N.R N.R N.R N.R N.R
Bin Qasim 188 146 11 N.R N.R N.R 92 N.R 6 191 N.R 6
Gadap 227 188 31 333 N.R 3 487 63 29 489 117 29
Total 3,450 3,893 359 412 N.R 9 661 63 35 760 117 36

Source: * Includes data provided by Government Agencies only
Data provideded by UC's Nazim
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Following are the major recommendations for Master Plan-2020

Educational facilities in
Karachi Metropolitan area
are in excess due to
commercialization of
education and active role
of private sector. Private
organizations NGOs,
autonomous bodies have
all taken part in providing
sub standard educational
facilities, so the measure
should be taken to improve
standard & quality of
education.
• The schools and

college especially private schools and colleges should be evenly & spatially
spread all over the Metropolitan area. Townwise and U.Cs wise on neighbor
hood planning principles.
• Concentration of private school and college in certain area should be

discouraged by not allowing schools in private residential buildings.
• Tiers of education system should be minimized
• To provide specialized training to meet future manpower needs (craftsman,

technicians etc.)
• To achieve specialized training through co-ordination between industry and

technical training institutes.
5.4.3 Recreation
Proposals for recreational areas include the following:
• identify and protect any land available for active recreation within the different
towns;
• locate and share sports facilities between towns whenever appropriate;
• engage the private sector to run major parks and collect a nominal entrance
fee that will lead to higher level of maintenance, usage and security;
• establish a sports complex in Kemari Town;
• provide a sports complex and zoological garden in Bin Qasim Town out of
land reserved for the forest; and
• generally double the number of town parks, community parks, town stadiums
and community play grounds in each of the 18 towns by the year 2020.
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In terms of coastal recreation, proposals include the following:
• divide the area

from Cape Monze
to Port Qasim into
zones from A to G
and maintain a
500 meter wide
recreation belt
along beachfront
for the
development of
resorts, hotels
and water sport
activities;
• preserve the
existing
mangroves;
• develop Bundle Island, Buddo Island and Muchak Island for recreational,
commercial and residential use;
• build a vehicular bridge to provide a ground link to Bundle and Buddo Islands
and Kaprianwalla;
• provide public transport and facilities for low and middle income visitors;
• establish a system of parking fees to fund the maintenance of the beaches;
• redirect the dumping of waste water from the Malir and Lyari Rivers and set
up controls to enforce a ban on future dumping;
• provide trained lifeguards; and
• develop plans for marinas and water sport facilities.
5.4.4 Conservation Sites of Natural Archeological Importance
Historic resources provide a link to the past, as well as give a feeling of continuity
and a sense of history and place. These resources can consist of a single
building, such as a government building, a house or a mosque; a group of
buildings, such as a commercial block, or a neighborhood; a site, such as a burial
ground or an archaeological site; or a natural feature, such as a river.
In recent years, there has been a growing interest in preserving historic buildings
in Karachi. The passing of the 1994 Sindh Cultural Heritage Act law provided an
avenue to legally protect buildings that are deemed. Since the adoption of the
law, more than 600 buildings in Karachi have been identified for preservation due
to their historic value. Karachi clearly includes numerous additional resources that
could be qualified as historic. Some of important sites are as below.
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Places Year
Mohatta Palace 1933
Karachi Port Trust 1915
Mazaar Quaid-E-Azaim 1970
Merewether Memorial Tower 1892
Hindu Gymkhana 1925
Wazir Mansion 1860
New Sindh Assembly Buildings 1942
Clifton Promenade 1920
Flag staff House 1865
Maxdenso Hall 1886
Parsi Dare Mehar 1875
City Court (old Jail) 1868
KMC Head Office 1931
Victoria Museum 1987
Ghulam Husain Khlikdina hall 1906
Karachi Central Jail 1906
Empress Market 1889
St. Patrick,s Church 1845
Holy Trinity Church 1855
Frere Hall( Liaquat Hall ) 1865
Dayaram Jethmal Science 1887
College
Imperial Custom House 1917
Sindh Madressah-Tul-Islam 1885
Jaffar Faddoo Dispensary 1904
Khaliqdina Hall 1906
Dayaram Jethmal (D.J) Sindh 1893
College
Lady Dufferin Hospital 1898
Civil Hospital Karachi 1898
Sindh Club 1883
Sindh-Madressah-Tul-Islam 1885
Proposals:
The CDGK should expand its historical buildings program to include other historic
resources, as well as to pursue the following:
o Identify and designate historic resources in Karachi.
o Establish rehabilitation standards and preservation techniques that describe what
types of changes are allowed on historic resources.
o Monitor any work done on historic properties through the building permit process.
o Review, and promote compatible new design adjacent to historic buildings and in
historic neighborhoods.
o Set up a tax credit program to encourage private property owners to protect their
historic properties.
o Enforce the Sindh Cultural Heritage Act.
o Increase public awareness regarding Karachi’s history and historic assets.
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6.0 INITIAL ENVIRONMENTAL EXAMINATION
This section provides an overall initial examination of the environmental impacts,

both positive and negative, of the Karachi Master Plan 2020. The anticipated
impacts are presented by Plan components: Land Use and Housing, Transport,
and Infrastructure Services. At the time of subproject preparation, the need for a
more detailed Environmental Impact Assessment should be considered.
6.1 LAND USE AND HOUSING
Karachi’s environment will continue to experience increased stress as long as the

city continues to urbanize beyond the carrying capacity of its infrastructure
services and natural resources.
The Land Use and Housing proposals of the Karachi Master Plan 2020 will shift
some of the congestion and inefficient growth in the CBD/port area to more
managed new development areas at the urban periphery. The creation of such a
polycentric settlements will have a positive environmental impact to the extent
that it will reduce the growth of resource demand and pollution discharge on the
CBD/port area and redirect activities to planned areas with infrastructure to
mitigate these impacts. This will be far more positive than allowing the CBD/port
area to continue to follow current growth patterns.
That said, there will be negative environmental impacts in the proposed new
urban centers to the extent that they will experience increased resource demand
and pollution. The construction of new roads and building will increase impervious
surface area substantially, creating additional run-off that, if not channeled and
treated properly, will increase erosion and non-point source pollutants.
Impervious surfaces also reduce groundwater recharge and increase the
likelihood of flash-floods. By developing the proposed infrastructure services for
sewerage and sanitation these impacts can be substantially mitigated. Treated
sewerage and wastewater discharge will significantly reduce fecal coliform
bacteria and nutrient levels discharged into streams and waterways, benefiting
both public health and stream ecology. Environmental impacts of storm water
drainage can also be reduced by constructing retention and settlement chambers
at the release of storm water end pipes.
Where future housing requirements are accommodated by densification of

existing residential areas, there will be increased demand for natural resources
and discharge of waste. The environmental impacts of this can only be mitigated
by executing infrastructure system upgrades as proposed. Also, in areas where
flooding is experienced, additional secondary storm water drainage investments
may be necessary.
The proposed mix land uses in new development areas will reduce commute
times and congestion on roads.
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6.2 TRANSPORT
Roads – The main environmental impact of the proposed roads will be increased
storm water run-off. On both new and existing paved roads, the impervious
surface will displace storm water, causing erosion, accelerated discharge into
waterways, and increased pollution run-off.
Some of these impacts can be mitigated by constructing roadside drains and

catchments chambers at storm water end pipes to settle particulates and reduce
water pressure before releasing into streams. It will be important to ensure that
run-off is properly channeled from the roadside drains into secondary and primary
drains and final discharge areas. Improved management will also be required to
ensure that solid waste will not be dumped in drains resulting in blocked, non-
functioning systems.
The proposed transportation network improvements will have a positive

environmental impact to the extent that they will relieve congestion (or at least,
slow the rate of congestion increase) on the metropolitan road network and
reduce automobile emissions. Road upgrades, new expressways, radial and
circumference roads, over/under passes, and improved traffic signals will all help
improve traffic circulation and reduce idle time.
Negative environmental impacts of new roads will include the introduction of

traffic and automobile emissions to new areas of the city. However, as long as
these new roads are increasing traffic circulation and reducing idle times, overall
emission levels should improve. The simultaneous development of public transit
systems and improved traffic management will also improve overall air quality.
Bus Improvements – The environmental impact of the bus system

improvements is expected to be positive to the extent that they will result in the
replacement of private vehicle trips with public transit trips, since air pollution
levels per trip are lower. However, the overall environmental impact may be
negative if trip replacement does not occur, since bus services will simply add to
current exhaust emissions.
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6. 3 Infrastructure and Urban Services
Water Supply – To the extent that the proposed actions to manage water
demand are successful, the environmental impact of these actions will be positive
since they will reduce the overall burden on current water supplies and increase
its carrying capacity.
The progressive introduction of water meters will encourage customers to

conserve water use. Public education and marketing of water conservation
fixtures will also decrease waste of water, particularly among domestic users.
Utilizing non-potable water sources for fire protection, for example, will also
reduce demand on fresh water supplies. Where the increased supply of piped
water reduces the demand on ground wells and aquifers, there will be a positive
environmental impact. This will reduce the tainting and permanent ruin of aquifers
that occurs when wells are continually dug deeper to find dwindling freshwater,
only to hit saltwater and arsenic that can seep in.
Management improvements undertaken by KW&SB to increase the technical,

financial and administrative efficiency will also have a positive environmental
impact.
Capital investments to increase bulk water supply and storage for new and
existing urban areas will have little environmental impact themselves since they
are simply transporting water. The environmental impacts of the introduction and
increase of water supply to these areas however will depend on how it is
discharged. This is addressed below in sewerage.
Sewerage – Capital investments proposed for new and existing treatment

facilities will have a significant positive environment impact by reducing biological
pollution of ground and surface water. The current degradation of water supplies
and threats to public health caused by untreated sewerage are great as identified
by the surveys and assessments. Any capital investments in building interceptors,
new treated facilities or upgrading of existing facilities will help reduce
degradation from wastewater. Non-capital improvements will also improve the
overall wastewater management.
Solid waste – The construction of landfills will help contain solid waste and
decrease pollution. Leaching and other run-off into ground and surface water
supplies will also be reduced.
Electric power – The capital and non-capital investments proposed to increase

power generation will not have significant environmental impacts themselves.
Power sources and resulting pollution are of more concern. Proposed hydro-
electric, natural gas and nuclear power sources produce significantly less
emissions that fossil fuels and should be considered in reducing CO2 emission
levels. Increasing residential access to grid power will also reduce pollution from
domestic burning of cooking and heating fuels. This will help improve air quality in
the city.
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7.0 PLAN COST AND FINANCING
Karachi Master Plan 2020 lays out a plan to develop large areas of under-
serviced land in the east, west and north of Karachi during the next 15
years. The challenge of delivering the infrastructure necessary to support
this development is financial as much as it is technical.
The following pages discuss the large increase in capital investment

proposed in this Karachi Master Plan 2020 and the funding required to
carry out this investment. That leads to a discussion of proposals to
improve the financial position of union councils, towns and above all the
city district. The subsequent sections on affordability address household
affordability and financial sustainability of infrastructure service providers.
Many different actors will invest in different aspects of the proposed

development plan. City, Town and to a lesser extent union council
governments will raise the capital for roads and traffic management as well
as solid waste capital improvements. The government-owned KW&SB
utility will guide the investment in water and wastewater treatment,
distribution and transmission systems using its own revenue (while the city
subsidizes some of its expenditures.) Autonomous private sector utilities
such as KESC will be able to raise capital on the stock exchange to fund
expanded electrical power generation, transmission and distribution
systems. Smaller private operators will be able to finance much of the cost
of buses, parking garages, vehicles needed to haul solid waste, and even,
to a certain extent, the cost of preparing landfill sites. The real estate
sector can provide much of the capital for developing new land if the legal,
institutional and incentive framework are suitable. NGOs and charities can
be expected to provide some basic public services in katchi abadis,
although their ultimate reach is rarely extensive and any successes are to
some extent a reflection of inadequacy of the government and utilities to
deliver low-cost affordable services to low-income areas.
All of the public entities, private developers, and NGOs identified above
are by nature financial intermediaries in the delivery of infrastructure
services. Ultimately it is the Karachi residents, businesses and institutions
– the users of the system – who pay for the services, at least in part. The
long-run funding for local infrastructure depends upon end user payment
of service charges and taxes. Their payment will cover the cost of capital
over the long-term. End users’ taxation depends upon the design of the
taxation assessment, reasonable rates, and enforcement. The same end
users’ payments also depend upon the level of service and the
appropriateness of design, and households’ abilities to pay service
charges.
The financial plan is largely a matter of who raises the capital to invest in
infrastructure, and how they will recover their investment through taxes
and user charges. The most likely impediment to immediate
implementation of area development projects is the cost of infrastructure in
relation to local government revenues.
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7.1 CAPITAL DEVELOPMENT PLANS AND COSTS
Karachi Master Plan makes many recommendations to expand infrastructure and

services to a rapidly growing population. There are no precise estimates of the
costs at this point, but it is possible to describe the magnitude of these
investments and the capacity of different service providers to raise capital.
Water Supply and Sewerage
Karachi’s growth to the year 2020 will require the Karachi Water and Supply
Board (KW&SB) to press forward with an ambitious capital development program
as follows:
• New water transmission lines to double intake from the Indus river
• New water storage and filtration facilities
• Replace water pipes, pumps, chambers, valves, etc. to reduce technical
losses
• Install large interceptor sewer pipes to link collection areas to treatment
facilities
• Construct a series of small and medium wastewater treatment plants
• Rehabilitate existing treatment plants to improve operational efficiency
• Replace wastewater pipes, pumps, chambers, valves, etc. to reduce
technical losses
The cost of this development program will be high. The 2005-2020 sewerage
capital improvement program for Keamari, Gadap and Bin Qasim alone represent
several billion rupees.
In addition, industrial park managers will be expected to construct new industrial

waste pre-treatment facilities.
Alternative water and sewerage development approaches exist, but projects such
as desalination plants represent even greater cost.
The projects described above would seem to provide the best returns to the
public in terms of public health, quality of life, and employment prospects for the
poor. The intention of the replacement and rehabilitation programs mentioned
above are intended to reduce, if not eliminate, the KW&SB’s 25% technical loss.
More detailed analysis of each projects financial and economic rate of return
must be determined before they can proceed, but the initial indications are
favourable.
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Solid Waste Management:
The cost of compactors and garbage transfer stations will be almost 7 billion
Rupees. The cost of purchasing, clearing and preparing the landfill site, acquiring
bulldozers and installing treatment facilities for some of the waste is difficult to
estimate until the exact sites are selected, but will probably cost 3 or more billion
Rupees.
As with water and sanitation, solid waste removal contributes greatly to public
health by removing pests and unpleasant odors. The capital costs appear to be
modest when compared to other sectors, and the feasibility appears sound.
Private and public investors will perform an evaluation of the financial and
economic rates of return once studies are complete and costs can be better
quantified.
Roads:
The Karachi Master Plan 2020 envisions an ambitious program of road

transportation improvements, including:
• elevated roads
• signal free expressways
• underpasses
• road upgrading and widening
• Interchanges
• By passes
This is in addition to the construction of by-pass roads and an array of ring road
improvements, intersection improvements, arterial road upgrading, signals, and
traffic management improvements. The private sector will make additional bus
and parking improvements.
The transportation component of KMP 2020 is an ambitious. Grade-separated

interchanges, flyovers and underpasses can be expensive. On the other hand,
they will be placed at chief traffic bottlenecks in an effort to reduce congestion.
This ensures many vehicles will benefit every day from faster travel times and
lower vehicle operating costs, time saved, and higher productivity. A better
quantified calculation of the benefits and costs of such projects will be a part of
the evaluation of each specific project.
Public Transport:
The transit improvements envisioned in public transport are no less ambitious:

• Light rail mass transit system
• Bus terminals
• Multimodal Transportation Centre
• Bus bays
• KCR revitalization
The cost of the light rail system will be among Karachi’s largest investments ever.
Although a private operator has already expressed interest in a concession to run
the service, large capital is nonetheless required for track and yard. The cost of
rail, yard and rolling stock is likely to come to at least 30 billion rupees. If the city
152
chooses to build a tunnel beneath the CBD, the costs could rise into the hundreds
of billions of Rupees, depending upon the technology employed. This project
requires a major investment study.
Bus terminals represent quite substantial expense. Bus bays and other road
improvements are important and can have costs to the greater public in terms of
traffic disruption. All of these sorts of project would seem to have great benefits in
terms of improved transfer, time saved, and safety, and indicate good rates of
return.
The proposed KCR revitalization may cost as much as US$ 1 billion.
Electrical Power
Electrical power improvements can be divided into two phases. The first stage
covers years 2006-11 and envisions the following improvements:
• 1,050 MW increased power generation capacity

• Transmission and stations to purchase another 1,000 MW power over the
grid under a contract with WAPDA’s Hubco Power Plant
• Transmission improvements
• A dozen stations ranging from 132 – 200 kV
• 4 thousand 11kV distribution substations
The second stage covers 2011-20 and will rely upon the larger grid to sell Karachi
more power. Nonetheless, at least 350 MW capacity improvements are already
planned for that period, in addition to perhaps purchasing more power from other
producers on the larger grid.
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7.2 FINANCING PLAN
This section will first review the own-revenue base supporting CDGK’s finances
today and then discuss ways to augment the local revenue base or raise part of
the funds through public-private partnerships.
CDGK Improvement to Own Local Revenue Base
The challenge of providing infrastructure to existing urbanized and new expansion

areas will be to raise the necessary capital surplus from operations. Transfers can
provide much of the funds needed, but they are not reliable and often
unsustainable. Provincial Governments cannot incur debt. The only real option is
for local governments to raise their own revenues. Today CDGK only raises one-
eighth of its revenues, relying on higher levels of government to provide seven-
eighths through transfers. This is an untenable situation and a position of
weakness from which to finance the growth of the city.
The following analysis focuses upon the ability of CDGK to increase its own
revenue base – from taxes and fees – away from transfers so that the
government can draw upon and leverage a larger and more reliable source of
funds. In short, CDGK must expand its revenue base. The following table 23 is a
legally mandated sources of revenue available to local governments.
Table 23: Existing Sources of Revenue for Local Governments
Union Council Town Administration City District

• Fees for licensing of • Education tax • Education tax
professions and • Health tax • Health tax
vocations • Fees related to • Fees related to educational
• Fees for birth, marriage educational and health and health facilities
and death certificates facilities • Rents on land, buildings,
• Charges for specific • Rents on land, buildings, equipment
Union Council services equipment • Service fees
• Rate for remuneration of • Service fees • Tolls on roads, bridges, and
village and • Tolls on roads, bridges, ferries (other than national
neighbourhood guards and ferries (other than and provincial highways
• Charges for execution national and provincial and roads)
and maintenance of highways and roads) • Fees on advertisements
public works. • Fees for fairs, exhibitions hoardings
• Rents on land, buildings, and other public events • Fees for approval of
equipment… • Collection charges on building plans and
• Collection charges on taxes assessed by other construction permits
taxes assessed by other levels of government • Charges for execution and
levels of government • Any other tax authorized maintenance of public
by the government works.
• Collection charges on taxes
assessed by other levels of
government
• Any other tax authorized by
the government
154
The town and the city district options are almost the same, with a few additions at the city
district level. Some are less attractive and could generate public opposition. Service
fees, tolls, assessments on public events, and charges for building and construction
approval should all be easy enough to impose (as easy as those on advertisements),
although the natural desire to keep the rates low normally prevents these sources from
becoming significant contributions to the resource base.
The natural sources to explore further are those of property tax and motor vehicle tax.
Various forms of tax evasion exist in these areas, but there are ways to simplify the tax
while still being progressive. There are a rich number of options to select from:
• Contracting private sector valuation assessments would improve the property tax
rolls enormously. The current process of official inspection of properties suffers
from corruption and results in ludicrously low values on the most valuable
property. Contracting a new valuation survey of land and housing values to a
private-sector assessment team, given incentives to represent market values
accurately, could increase CDGK’s tax base enormously.
• The greatest potential probably lies in identifying commercial properties and

assessing them properly. If a small or medium business can operate from a
residential property, there is no disputing that the value of the home is greater
than that of a katchi abadi. A commercial building has a market value of 2, 5,
even 10 times that of a residential property in the same site. Karachi today looses
much property tax revenue by charging a low rate to dentists, consultants, and
other service business that establish operations in a residential home — an
increasingly common phenomenon in Karachi today. Cooperation with the
telephone company or electricity provider could help to quickly identify
commercial properties. Both companies have well-maintained databases that
could produce a list of commercial properties with minimal effort. This could
immediately yield a large increase in the property tax receipts.
• The “Mutation Tax” – a tax on transfer of property through inheritance or gift – is

largely unutilized. The process represents a large windfall to at least one party,
yet the government only charges for a very low-priced stamp on these
transactions. The modification from a stamp duty to a fee requires a change in
the provincial laws.
• Automatic property revaluation: presently, many older properties carry a small

value related to its original assessment when first constructed. CDGK should
consider the Punjab precedent of raising the property tax each year.
• General rate increases could increase revenues considerably. This does not,
however, address the problems of poor assessment and poor enforcement.
Identifying properties that are undervalued is politically more acceptable.
The motor vehicle tax is a lucrative and progressive form of taxation that is easy to
monitor as part of the mandatory vehicle registration process. The city discontinued
the tax a few years ago under an agreement whereby the province would collect the
tax and share it with the city; the dedicated transfer was later discontinued without
explanation. The city therefore appears to have the right to revive its motor vehicle
tax. It is common in many countries to dedicate taxes on vehicles and on fuel to road
maintenance and improvements.
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The motor vehicle tax could be the source of large and increasing value as Karachi’s
vehicle fleet grows rapidly. While having a smaller revenue-generating potential than
the property tax, the motor vehicle tax is easier to implement.
Local Area Development through Public-Private Real Estate Service Provision:

Local government should pursue public-private development opportunities through
partnerships that involve joint financing of infrastructure. This will require promotion of
this type of investment and lengthy negotiations with developers during the development
process of specific projects. It also involves fast-track permitting, assistance in resolving
land disputes, and often times trading land in return for the necessary infrastructure
investments.
Public private partnerships are also appropriate for the development of large
subdivisions. This is where the government’s gifting of greenfield land in exchange for
real estate developers’ investment in local infrastructure, and a share of trunk
infrastructure, becomes useful. Large developers of residential communities with some
local commercial activities should be able to make a financially viable project of serviced
land and housing, in exchange for land and participation in the planning process. Tax
waivers (especially if the larger taxation regime is well-enforced) or incentives may be
useful. The economies of dense development reduce the cost of distribution
infrastructure, lower service costs, and represent sound environmental planning. This is
an investment method many countries have tested, achieved good results from, and
applied extensively.
The public-private model is appropriate to zones within Karachi’s existing built-up area
today. The upgrading of transportation and transit infrastructure will make an area more
accessible for employers and shoppers, and thus enhance the value of land and property
within commercial centers. Retailers, and by extension landlords renting to them, gain
from the accessibility that such improvements provide. It is only reasonable that they
should pay for the increase in value those road and transit improvements provide. Likely
commercial developments to contribute finance include KMP 2020’s proposed mixed-use
urban centers offering retail services, commercial employment, and perhaps
entertainment and recreation as well.
A related notion popular in the United States is the establishment of business

improvement districts. Merchants in a designated commercial area (again, a mixed use
commercial and residential area such as KMP 2020 proposes, or older traditional
commercial centers) agree to pay an extra “betterment tax” in exchange for superior
services: parking, enhanced security, pedestrian amenities landscaping, diligent street
cleaning, perhaps an information booth. Such services help to make such a location
more appealing to customers, who patronize the commercial area more, thereby
increasing merchants’ revenues.
7.3 HOUSEHOLD AFFORDABILITY
The underlying premise for the pricing of urban infrastructure services should be
“user pays.” The person or organization consuming an infrastructure services
whether water supply, wastewater collection, electrical power, solid waste
collection, etc. should in principle pay the provider user fees that cover the cost of
capital investment, operations and maintenance. In practice, however, many end
users cannot afford to bear the full cost. And governments often bear some
responsibility for providing some basic services such as water supply and
garbage collection regardless of levels of affordability. In such cases, a number of
strategies can be adopted:
• Reduce the cost of service provision, for example by reducing service levels
156
• Employ cross-subsidies in the tariff that allow richer, larger consumers of services
to subsidize smaller, poorer consumers
• Lower the target for cost recovery to include only operations and maintenance,
while mobilizing other resources to cover the cost of investment
Many Karachi households face serious affordability constraints when it comes to

paying for urban services. First, on average 75% of the monthly household
expenditure is for food.1 Households participating in the KMP 2020 household survey
also reported that they spend 19% of their monthly income on utilities and 2% on
housing. This suggests that:
• Spending on basic needs is very high, leaving little financing available for
other expenditures
• Existing level of expenditures on urban utilities is high, and there is little room
for increasing charges
Analysis of electrical power charges as a percentage of household income supports

the latter finding. Monthly power charges for low income and upper middle income
households range from Rs 600-2,000, representing about 12% of average monthly
household income for those two groups (see table below). As KESC seeks to fill the
electrical power deficit in Karachi, it would be logical to look to customers to pay a
greater share of generation, transmission and distribution costs. At least in the case
of lower income domestic customers, however, it seems unlikely that a tariff increase
will be feasible. The possible of introducing more cross-subsidies between users or
between income groups in the form of steeper block tariffs can still be explored.
Table No. 24
Electrical Power Charges as Approximate Average % of Household Income
Average
Socio- Monthly Average Charges as %
Monthly Power
economic Household Monthly Power Household
Consumption
Group Income (Rs) Charges (Rs) Income
(units)
Lower income 5,000 150 600 12%
Upper middle
15,000 500 2000 13%
income
Source: KESC
KW&SB faces similar challenges in the water supply and sewerage sectors.
There is considerable additional revenue to be gained from improving collection
on existing tariffs. While it is also desirable from a financial feasibility perspective
that tariffs be increased to the point where user charges, the combined impact of
water supply, (proposed) sewerage, solid waste and electrical power charges
may be too burdensome on household budget to consider a rise in the near
future.
Using the principles set out in this section, urban services tariffs should be the
subject of a separate, detailed study in order to evaluate the feasibility of covering
a larger share of infrastructure O&M costs through user charges.
1
Household Survey, ECIL, 2005
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7.4 FINANCIAL SUSTAINABILITY OF INFRASTRUCTURE SERVICE PROVISION
This section reviews the financial performance of different service providers

including CDGK, but with special attention to utility and private sector providers.
Critique of CDGK Revenue Base
There is enormous room to increase local revenue generation. Although the

transfers CDGK receives from the province are robust and the federal
government transfers can be understood as replacement for local government’s
traditional Octroi revenues, the existing own local revenues – taxes and fees that
CDGK collects today – should be more than one-eighth of the total funds
available to any local government. Transfer formulas and general higher-level
government policy on distribution of funds to lower government will inevitably
change, and locally generated revenues must be strong if local governments are
to avoid crises. Changes in the transfer programs often involve matching the
transfer grant against locally generated resources.
The largest sources of locally generated revenue CDGK relies upon today are not
the elements of a strong financial base. Local governments usually rely on
property taxes for a large share of revenues: land and housing charges are
reliable, progressive, and usually not difficult to collect. It is encouraging to see
that the chief tax revenue is the property tax, but it should be higher than 3% of all
revenues or 16% of own-source revenues, as it is today. This is very low by
international standards. CDGK’s total own revenues are also quite low.
Advertisement and hoarding fees, and parking charges (which are classified as
taxes) are attractive in that they are born by the commercial sector and upper-
income individuals, but these are not normally a large source of revenue for a
city. The fact that the chief fee income sources derive from the sale of scrap and
surplus stores is simply not acceptable. Fees should be for services to the public,
not the sale of its assets (however worthless they may be.)
Water and Sewerage Company
The Karachi Water and Sewerage Board is overburdened by rising demands,

does not collect revenue on 40% of its water for technical and billing reasons, and
suffers from a poorly designed tariff structure.
The city currently uses the revenues KW&SB collects to invest in capital.
Operations and maintenance is subsidized by the city. This limits funding for
maintenance, which results in equipment breakage and requires capital
replacement earlier than would normally be the case.
The “Existing and Required Potable Water Supply for Karachi” study (see section
5.2) makes recommendations on raising the water tariff. These include
progressive increases; charging a 10% higher rate in low-income areas, and
100% increase in affluent neighbourhoods, charging commercial users 15 to
500% more depending upon the volume they consume. The motivation is to both
encourage conservation of the volume consumed, while achieving water
conservation.
Conservation methods would represent a change in the cost structure. For

example, supplying grey water to horticulture, agriculture, and private parks or
raw water to construction and manufacturing industries will conserve the volume
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of potable water and still provide revenue to KW&SB. Another example is

metering of customers and internal operations.
The KW&SB clearly must reform its rate structure and use price signals to ration
water to those with the ability to pay, reduce wastage, and improve collection.
The current situation of relying upon the city government for subsidies is
unsustainable.
Solid Waste Management:
Private operators manage most solid waste collection and disposal under CDGK
contracts whereby the city pays operators for each load moved and dumped. This
is a convenient arrangement at present because it reduces city and district capital
investment requirements in collection vehicles.
Nonetheless, there is a need to acquire more land for garbage transfer stations
and landfill sites, and to prepare those sites. The garbage transfer stations
require basic structures and loading equipment. The landfill site requires vehicles
to turn the waste. The towns and district governments will probably arrange most
of the finance for these investments, although Jam Chakro provides a precedent
for privatization of a large landfill site.
Ultimately, the city, towns and union councils must pay for solid waste removal
and dumping charges as they occur; and will likely make the investments in
garbage transfer stations and in large landfill sites. The best source of revenue for
this purpose is generally thought to be property taxes, as these should be
charged on each home, and thus be equitable.
Roads:
Roads are easily tolled, but the public normally uses roads for free. Today, the
money to support Karachi’s road building and maintenance program normally
derives from the general fund, supported by the tax base. In many cities this
would be property taxes, with perhaps a transfer from petrol taxes and other
expenses. In Karachi’s case, there is no dedicated fund. Instead, CDGK road
expenditures are budgeted from its overall revenue base, relying largely on
transfers from higher levels of government.
CDGK capital expenditures on roads and bridges are programmed for only 770
million Rupees in year 2006/07 for a portion of the construction of less ambitious
improvements than those of KMP 2020. The operations and maintenance budget
for “Works and Services.” which is to a large extent transportation, is 1,250 million
Rupees.
Karachi has an ambitious road program under KMP 2020, but the local own-
source revenue base is quite small (see Section 2.7). The solution to financial
backing for this ambitious plan most probably lies in expanding the tax base such
as motor vehicle registration taxes and property taxes (see below), but could also
in some financial innovations:
• A toll could be charged to people entering the CBD. This practice is borrowed
from the Singapore and London experience, where it has been quite
successful. A charge is placed on cars crossing lines delineating the
downtown area at certain times of day. The system works best when vehicles
are equipped with radio transponders, which allows them to cross the line into
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the city without stopping; and then pay after receiving a monthly bill. This
requires various technical and institutional arrangements that may not be
appropriate to Karachi. Above all, such congestion tolling requires suitable
transit alternatives allowing persons to travel into the CBD by other means
with minimal inconvenience.
• Intra-city toll roads have been quite successful in Bangkok and other East
Asian cities. The US has recently developed alternative allowing vehicles to
travel on the same road but pay a fee to travel in an uncontested lane. The
charge to travel in that lane depends upon the time of day and the number of
vehicles on the road at the time.
Tolling within the city is a traffic management measure that has proven to be quite
effective, and a good cash earner. Cities can raise funds to pay for the system
and to cover larger road improvements in this way. Political opposition proves to
be less than is anticipated at the planning stage.
Failing such tolling mechanisms, CDGK must draw down on its revenue base to
fund its ambitious transportation program. A motor vehicle tax is the most logical.
Public Transportation:
The age and poor condition of the private-sector transportation fleet indicates
there is little money for capital improvements on buses after operations are
complete.
Improvements such as bus terminals represent a service to bus operators and to

riders. It should be easy to charge buses a small fee at entry. The increase in
fares riders pay should be minimal and yet greatly improve their mobility.
KMP 2020 envisions mass transit improvements. An investment in a system such

as two light rail lines or the KCR will represent one of Karachi’s largest
investments ever and will require a special purpose transfer from the federal
government, a large loan backed by the federal government, or some other
financing mechanism. Either of these transit improvements will operate on a
subsidized basis, but the subsidy should be limited.
Electrical Power:
The Karachi Electrical Supply Corporation is a power generation, transmission

and distribution company and a publicly-traded private-sector corporation. No
local government body is directly involved in this power company’s operations or
finance.
Although historically profitable, KESC suffered a 7.2 billion Rupee loss on Rs 41.6
billion revenue (a 17% loss) in the fiscal year ending June 2006. (The loss would
have been almost twice as large, were it not for a subsidy from the government.)
The simple reason for this is that the increase in the cost of fuel and power
purchased from other energy producers was greater than the increase in revenue
from customers. If the conditions persist, KESC will have to either raise more
capital or cut back on its investment program. The capital might come from
government, but that turns on the revenue base of CDGK and higher-level
governments.
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8.0 INSTITUTIONAL ARRANGEMENTS FOR PLAN IMPLEMENTATION
8.1 PLANNING AND DEVELOPMENT CONTROL
As shown by previous attempts to plan more orderly and efficient development in

Karachi, the greatest challenges in plan implementation are:
• the concentration of sufficient planning and development control authority for

the entire metropolitan area in one institution, and
• the achievement and maintenance of high standards of institutional

performance in regulating, over time, the varied and complex set of real
estate transactions that will collectively constitute the growth of Karachi.
Recent regulatory and institutional changes in Karachi have made great progress
in the area of concentrating planning and development control. Prior to the
passage of the local government law of 2001, development control
responsibilities were fragmented into more than a dozen different agencies. Now
the City District Government Karachi (CDGK) is charged with managing and
guiding the growth of the entire city district. For the first time in the history of
independent Karachi, a single institution is clearly mandated to take a lead role in
planning and controlling the development of the city. The role of local government
has been upgraded from land development (as previously under Karachi
Development Authority) to overall management of the development process. The
Karachi Building Control Authority and the Karachi Water and Sewerage Board
have also come under the management of CDGK.
In some respects, however, CDGK still shares planning and development control
authority with other entities. This takes place vertically and horizontally. CDGK
vertically shares planning authority with other lower-level local governments (the
18 towns and 178 union councils), which are charged with preparing physical
plans that regulate the growth and redevelopment of the areas within their
jurisdiction. While the master plan, with its more macro-level land use and
primary infrastructure proposals, will be binding, once approved, on the
subordinate local government bodies, those entities can and should prepare local
and area plans that articulate more detailed development proposals. These “town
plans” and “local area plans” will specify such important physical development
parameters as building heights, floor-to-area ratios, setbacks, and land use mixes
on a block-to-block basis. For example, the master plan demarcates “Medium-
Density Mixed Use” development areas (land use type MU2) in neighbourhoods
such as North Nazimabad near the city centre. That land use type calls for the
redevelopment of selected existing arterial streets into mixed use, mid-rise
development corridors. But the master plan is silent on which streets should be
redeveloped, to what height, and with what land use mix. The town plans and/or
local area plans to be prepared in the future will provide the degree of detail
needed to actually implement the development proposals. This “vertical” sharing
of planning and growth management authority between CDGK and lower-level
local governments is consistent with the planning process.
161
At the same time, CDGK shares planning and development control responsibility
with higher-level government entities that own land or in some way participate in
the regulation of development in the city district. To these seven institutions have
been delegated, as well as to CDGK, the powers and duties associated with the
Karachi Building and Town Planning Regulations of 2002 (as amended in 2005):
Cantonment Boards of the Ministry of Defence, Karachi Port Trust, Pakistan
Railways, Ministry of Works (GOP), Sindh Industrial Trading Estate (Karachi),
Sindh Katchi Abadies Authority, and Sindh Board of Revenue.
There is at root a contradiction between shared responsibility for planning and

development control among the eight institutions and the conception of CDGK as
the agency with responsibility for guiding the development of Karachi. For the
Karachi Master Plan 2020 to be successful, the implementing arrangements must
grant CDGK this authority. To bring uniformity in zoning regulations i.e land use
zoning, height zoning and Building Control Regulations all the cantonments and
other land holding agencies like Karachi Port Trust, Port Qasim Authority,
Pakistan Steel, Pakistan Railways, SITE, Defence Housing Authority, Malir
Development Authority, Lyari Development Authority should come under the
Municipal jurisdiction of City District Government Karachi. Only defence
operational areas and operational areas of these land holding agencies should be
with them. All Municipal services like water supply, sewerage, solid waste
management should be under one umbrella of CDGK. Similarly all the municipal
rights of revenue collections should rest with City District Government. This does
not mean eliminating a role for the other seven entities in developing or
redeveloping the operational areas which they control; rather, it means
establishing CDGK as the lead agency with primary responsibility for
development planning and control in the City District. This will require both
regulatory changes to the development code and appropriate institutional
arrangements for plan implementation.
162
8.2 DEVELOPMENT CODE
Changes to the development code will help to vest necessary development

authority in CDGK and enable the types of mixed use, mid-rise and high-rise
development foreseen in the Master Plan.
It is proposed that the Karachi Building and Town Planning Regulations of 2002
be revised to establish a two-tier development control process. First, special
development authorities with specific geographical jurisdictions will review and
provide preliminary approval of proposed development projects. Then the
application will be submitted to CDGK for final approval. In this way, special
authorities will participate in the regulating the development of their areas, while
CDGK will be maintain its position as the final arbiter of development control
decisions.
The existing five categories in the Karachi Building and Town Planning
Regulations are not sufficiently articulated to enable the types of development
foreseen by KMP 2020.
• First, land uses need to be regulated on a zone-by-zone basis. This is not to

say that zones should include only one land use; rather, most zones should
be mixed use, and in many cases the predominant use should be identified.
These land uses need to be defined in text and represented on the land use
map of the city.
• Height regulations need to be more specific, providing minimum and

maximum values in feet and/or number of stories in order to facilitate mid-rise
development in high-density areas and along major arterial and some
secondary roads.
• High-rise development needs to be undertaken only in a few selected

locations in the city district. High-rise development will be prohibited in other
areas.
The following table 25 presents a preliminary descriptions of the proposed land

use types for Karachi City District. The land use areas are shown on the
Proposed Land Use 2020 map. It is recommended that these land use types are
defined in a detailed manner and included as an amendment to the Karachi
Building and Town Planning Regulations.
163
Table 25: Proposed Land Use Types

Land Use
Code Description Example Zones
Type
MU1 High-Density • Commercial, institutional, and/or residential development • CBD
Mixed Use • Predominantly party-wall, zero lot line construction • New urban center
• Buildings heights typically less than or equal to 0.75 times width at intersection
of street right-of-way Northern Bypass
• In selected zones, high-rise permitted. and RCD Highway
• Heights and setbacks specified in local plans
• Parking provided in separate multi-story structures, preferably
located in middle of block
• Sidewalks and pedestrian amenities provided
MU2 Medium-Density • Commercial, institutional, and/or residential development • Zone adjacent to
Mixed Use • Mid-rise (G+4 or G+6) along development corridors with CBD: Gulberg,
improved public transport services and traffic management. Liaquatabad,
Predominant use of corridors (residential, retail, office) to be North Nazimabad,
specified in local plans SW corner of
• Buildings heights along development corridors less than or equal Gulshan-E-Iqbal
to 0.75 times width of street right-of-way • New urban center
• Parking in development corridors provided separate multi-story in western
structures, preferably located in middle of block Keamari
• Sidewalks and pedestrian amenities provided along development
corridors
• Detached or semi-detached housing on local streets
RE1 Medium-Density • Predominantly residential, with commercial and institutional also New development
Residential permitted areas along Northern
• Plot sizes 80-240 square yards Bypass
• G+2, with G+4 on selected main roads to be specified in local
plans
RE2 Medium-Density • Predominantly residential, with commercial, institutional and New development
Residential Plus cottage industrial also permitted areas adjacent to
• G+2, with G+4 on selected main roads to be specified in local Gulberg/Taisar Town
plans industrial area
New development
areas adjacent to
new Textile City
RE3 Low-Density • Predominantly residential, with commercial and institutional also New development
Residential permitted areas in Keamari
• Plot sizes 240-800 square yards
• G+1 height limit
CO1 Retail Predominantly retail Along selected
development
corridors
CO2 Office Predominantly offices Along selected
development
corridors
CO3 Neighbourhood Retail, office, institutional and other uses in commercial centers At center of
Commercial located in residential neighbourhoods residential
neighbourhoods
CO4 Wholesaling Wholesaling and transport permitted At new decentralized
warehousing/transpor
t centers
The other land use types that should be included in the revised development code are as
follows:
IN1 Government OS3 Local Park
IN2 Educational OS4 Plaza
IN3 Healthcare OS5 Sports Facility
IS1 Heavy Industrial OS6 Cemetery
IS2 Light Industrial OS7 River Buffer Zone
IS3 Warehousing OS8 Green Reserve
T1 Transport AG1 Agricultural
OS1 Regional Park GR1 Grazing
OS2 City Park VI1 Village
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8.3 IMPLEMENTING ARRANGEMENTS FOR KMP 2020
It is proposed that the CDGK take the lead role in implementing the Karachi
Master Plan 2020.
To facilitate detailed physical planning, CDGK will, under the Mega City initiative,
provide technical assistance as required to towns and union councils for the
preparation of town plans and local area plans.
CDGK will be the final arbiter of development control decisions. Special

development agencies operating in the City District will review and approve
development projects within their jurisdiction prior to submission to CDGK. For
approval of large-scale development projects, CDGK will secure the participation
of other key national, provincial and local stakeholders in approval decisions.
A two-tiered structure composed of a Steering Committee and Development

Control Committee and with representation of all development major actors in
Karachi City District will carry out oversight, coordination and selected
implementation functions related to the Master Plan.
Mega City Steering Committee — This Committee will operate at the provincial
government level and be headed by the Governor or the Chief Minister of Sindh.
With representation of key stakeholders, this body will ensure that all decisions
pertaining to development, land grants, allocation of land for industries, tourism,
roads, infrastructure, etc, of the Provincial Government and its various
organizations, are made in consonance with the Master Plan. Coordination with
Federal Government and its agencies sponsoring and executing schemes in
Karachi will be made through the Steering Committee.
Karachi Planning and Development Control Committee — Chaired by the City

Nazim, this committee will review and provide final approval of large-scale
development projects, for example, greater than 50 acres in land area or greater
than 1 million square feet of built area. Key national, provincial, and local
stakeholders in the development of Karachi, such as the Cantonment Boards,
Malir Development Authority, Sindh Katchi Abadies Authority, Pakistan Railways,
etc., will sit on the committee to ensure their participation in approval of large
development projects. Projects presented for consideration will have received
preliminary approval from the development control department of CDGK. The
committee will also review and approve towns plans and local area plans
prepared by local governments or other public or private entities for specific
geographic sub-areas of the City District.
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8.4 PERFORMANCE MONITORING
One measure of the success of KMP 2020 will be the extent to which it achieves
its mission: “transforming Karachi into a world class city as an attractive economic
centre with a decent life for Karachites”. Within this mission lie a number of
objectives and target attributes:
• A “world class city” will tend to be large and cosmopolitan; influential in

terms of culture, religion or politics; and/or well-connected with other
financial or business capitals.
• An “attractive economic centre” should exert a strong pull on labor and
capital to locate in the city and engage in economic activity. The qualities
that contribute to this contraction are a good governance environment for
business (including respect for the rule of law, functional legal system,
respect for contracts, adequate labor rights, etc.), reliable infrastructure
services, good transport connections, and access to inputs and markets.
• A “decent life for Karachiites” would include economic opportunities, good
education and health services, a healthy and attractive urban
environment, and opportunities for recreation. Improvements in these
areas are particularly critical for low-income residents.
These qualities are translated in the table below to specific indicators.
Baseline Target Target Target

Indicator Unit
2006 2010 2015 2020
Job formation rate % change 5,675,146 3% 3% 3%
Unemployment rate % 18.44 14% 11% 8%
% drinking water treated MGD 530 947 1156 1377
Hours of water service per day hour 1 6 24 24
% population connected to % 57 75 100 100
sewerage system
% wastewater treated % 22 50 75 100
% population receiving solid % 56 70 100 100
waste collection services
Days with electrical power day 30 15 5 0
blackouts per year
Ratio of beds in healthcare ratio 1:1700 1:1400 1:1000 1:500
facilities to population
Primary school teachers per teacher 48 100 200 300
1,000 students
Acres of parkland per 1,000 acre 0.34 0.5 0.75 1
population
The planning department of CDGK will be responsible for monitoring the performance of
KMP 2020. The department will collect for and calculate the indicators once a year.
Findings will be presented to the Steering Committee for review; in the case that findings
are not being met, the Steering Committee will make recommendations for changes to
the implementation plan.
166
167
Table 5.2.3: Traffic System Management Projects List

S. No. Projects
1 Establish Drivers Training Institute.
2 Initiate Car Pool / Van Pool Programs (starting with some Model Schools).
3 High occupancy Vehicles Lanes on selected Arterials
4 Implementation of Transportation Control Measures as recommended by TCP.
5 Designate and notify Truck Routes on City arterials.
6 Revision, update and modernization of Motor Vehicle Ordinance and concurrent rules.
7 Initiate Saddar to Tower shuttle Bus
Undertake feasibility for Downtown people mover system such as a mono-Rail or Aero-
8
Movel linking east and west Bus Terminals.
Establish a 3C Planning process for Urban Transportation on a continuing,
9
comprehensive and cooperative basis.
10 Implement centralized Urban Traffic Control system phase-II (cost Rs.600 million).
11 Initiate institutionalized system of regulating Motor Training Schools in Karachi.
Initiate Traffic Operations programs to increase capacity and safety studies for 18
12
Towns of Karachi.
13 Establish Accident Reporting and Management System on a continuing basis.
Establish Traffic Management Team to develop Karachi Mobility Plan on a continuation
14 basis. The Team will also establish an emergency relief and accident management
system for each Town.
Develop a GIS Based Karachi Streets Inventory and Management System (KSIMS) to
15
produce a Capital Improvement Programming Tool for each year.
16 Implement Central Business District Circulation Action Plan
Implementation of Corrective Measures at all high accident locations in Karachi on
17
continuing and regular basis.
Undertake Intersection Improvement and Rehabilitation of intersections on a continuing
18
and regular basis after the construction of grade separated facilities.
Development of computerized Regional Transport Authority record and reporting
19
system.
Establishment of at least 2 Motor Vehicle Inspection and Testing Stations in the Private
20
Sector.
Institutional up-gradation and strengthening of Transport and Communication
21
Department of the City district Government Karachi.
22 Undertake an area wide signing and Pavement Marking Program in the City of Karachi.
Continue construction of Bus Shelters at 500 locations on BOT basis. The City to fund
23
locations not acceptable to Private Sector on financial grounds.
Review and take corrective measures to strengthen Urban Transport Scheme of
24
Karachi for large buses.
25 Develop a dynamic Traffic Incident Management Program to deal with Emergencies.
26 Introduce an emergency medical service system with fast and responsive medical care.
27 Construct and providing stairs on both sides of Liaquatabad Flyover
28 Improvement of 27 major roads in Saddar Town, costing Rs. 3 crores
Institute traffic regulation and enforcement plan to reduce the traffic congestion at
29
Liaquatabad Flyover and other flyovers in the city.
Improvement of main link road and internal streets in Malir Town, costing Rs. 23.30
30
millions
31 Installation of traffic signals in Korangi Town.
32 Construction and rehabilitation of internal road in Korangi Town.
33 Construction and rehabilitation of internal road in Gadap Town.
Under take improvement of Rd. 3000, Rd. 9000, Rd. 12000, Rd. 5000 in North Karachi
34 Town
35 Construction of pedestrian bridges at proposed locations

36 Removal of encroachments from major roads.
Reconstruction, rehabilitation and resurfacing of roads along Public Transport Routes
37
throughout the city.
Roadway restoration, resurfacing, reconstruction and rehabilitation of area wide
38
roadways (4R Program) in all 18 towns.
39 Re-alignment of Sharae Faisal at Sharae Faisal and Rashid Minhas Intersection.
168
Table 5.2.1: Proposed Long Range Project List
S.No. Area Wide Projects

1 Development and construction of Parking Plazas at various locations through the
city with concentration in the CBD Zone.
2 Undertake construction of Coastal highway and its linkage with National highway
3 Upgrade Karsaz, Estate Avenue, Sir Shah Mohammad Suleman Road, H.I.R.
Road, Shahrah-e-Faisal, Moulvi Tamizuddin Khan Road and Mauripur as a major
principal arterial with access control to form central ring road.
4 Provide connection of Lyari Expressway with Jail road at Tin Hatti and upgrade Jail
Road, Shaheed-e-Millat Road and Expressway, Korangi Road, Khayaban-e-
Roomi, Mai Kolachi Bypass, connecting with central ring road at M.T. Khan Road
to form inner ring road. Alternately Nishter road can be upgrade and included
instead of Lyari Expressway.
5 Construction of Interchanges or grade separated facilities on proposed ring roads.
(Proposed locations are shown in Figure 5.2.1)
6 Bridges over Railway lines and Nallahs on proposed ring roads (proposed locations
are shown in Figure 5.2.1
North-East Quadrant:
S.No. Long Range Projects

1 Extension of Lyari Expressway in North direction, with one interchange at Northern
By-pass and next at RCD Highway.
2 East end of Northern bypass to be extended southwards along Jinnah Avenue and
intersecting with National Highway, terminating at proposed Malir River Expressway.
3 Linking 200’ wide Road in New Karachi with Super Highway, costing Rs. 700 million
4 Up-gradation of entire Super Highway to Expressway standards.
5 Road connecting Malir Halt with Murad Memon Ghot extension following right bank
of Malir River to education city.
6 Construction of grade Separated Facilities at the proposed locations
• Gulshan Chowrangi
• Intersection opposite Drive-in-Cinema
• Johar More Intersection
• Fazal Mill
7 Construction of Underpasses at proposed locations
• Construct Underpass at Super Highway & Abul Hassan Isphahani Rd.
• Saba Cinema Intersection (New Karachi Town)
• Power House Chowrangi (New Karachi Town)
• Godhra Chowrangi (New Karachi Town)
169
North-West Quadrant:

1 Additional ramps on Lyari Expressway at Shaheed-e-Millat Road, Sarwar Shaheed
Road and Chakiwara Road.
2 Re-route Northern Bypass westwards across RCD Highway then southwards
terminating at Southern Bypass/ Coastal highway in Keemari Town.
3 Reconstruction of S.M. Taufeeq Road
4 Upgrade and connect road between Gulberg town and North Nazimabad town from
Saifi Poly Technic R/A to Shahrah-e-Pakistan.
• Nagan Chowrangi
• Daak Khana Roundabout
• Altaf Hussain Barelvi Road & Nawab Siddiq Ali Khan Road.
• Banaras Chowk
• Teen Hatti Intersection
• Ayesha Manzil Intersection
• Water Pump Intersection
• Bara Board Manghopir Road
• Habib Bank, SITE
South-East Quadrant:

1 Expressway at right bank along Malir River to connect Mehran Highway and
Shaheed-e-Millat Expressway.
2 East end of Northern bypass to be extended southwards along Jinnah Avenue and
intersecting with National Highway, terminating at proposed Malir River Expressway
3 Extend link road between Super highway & National highway southwards to connect
the Coastal highway immediately east of Steel Mill/ PQA.
4 Construction of Elevated Expressway from Quaidabad to Jinnah Bridge subject to
the finalization of feasibility by Malaysians.
5 Up-gradation / widening of National highway to Expressway standards
6 Connection of Mehran Highway with National highway around Korangi.
7 Continuation of Mehran Highway up to N-S Road at Pakistan Steel/PQA
8 Upgrade Rd 13000 to connect Shah Faisal Colony with Korangi Road via bridge
under construction
9 Reconstruct abandoned bridge across Malir River to connect Mehran Highway at
Shaheed-e-Millat Extension.
• Shahrah-e-Faisal & Jinnah Avenue
• Malir City Railway Crossing, Shahrah-e-Faisal
• Dawood Chowrangi Road Quaidabad Road
• Malir Kala Board, Shahrah-e-Faisal
• Future Colony at 8000 Road
170
South-West Quadrant:

1 Additional ramps on Lyari Expressway at Shaheed-e-Millat Road, Sarwar Shaheed
Road and Chakiwara Road.
2 Extension of Lyari Expressway westward to connect Hawksbay road.
3 Re-route Northern Bypass westwards across RCD Highway then southwards
terminating at Southern Bypass/ Coastal highway in Keemari Town.
4 Construction of Elevated Expressway from Quaidabad to Jinnah Bridge subject to
the finalization of feasibility by Malaysians.
5 Construct elevated road 45ft. wide, dual carriage way from I.I Chundrigar Road up to
Lea market
6 Extension of Jamshed road through Jail linking Nishtar road
7 Extension of Jamshed Road directly at Newtown Police Station connecting S.S.S.
Pir Pagara Road
8 Up-gradation, widening and improvement of existing Shaheed-e-Millat Expressway
9 Widening of Rafeequi Shaheed road from Sh-e-Faisal to Kalapul (3 lanes in each
direction).
10 Improvement of alternate access through Aisha Bawany and at Kalapul into Jinnah
Hospital
11 Connection between Moulvi Tamizuddin road and I.I Chundrigar road through KPT
land and up-gradation of Altaf Hussain Road to improve access to Lyari Town.
12 Complete Preedy Street ext. by removing encroachments
13 Connection from Preedy street extension with Shahrah-e-Faisal through Lines area.
14 Reconstruct Wallace Road Bridge to improve connection of M.T. Khan Road and I.I.
Chundrigar Road.
• Gurumandir
• Mehmoodabad, Shahrah-e-Faisal
• Mehran Hotel
• Metropole Hotel
• Intersection in front of KMC Head Office M.A. Jinnah Road.
• Zaibunnissa Street & Preedy Street
• Nishter Road & Business Recorder Road
• Aga Khan III Road & M.A. Jinnah Road
• Sea Breeze Plaza Near Capri Cinema
• I.I. Chundrigar Road & Dr. Ziauddin Road Intersection
• Boltan Market M.A. Jinnah Road
• Lee Market Chowk
• New Town Police Station
• Intersection opposite Ankelsarria Hospital
16 Construction of Underpasses at proposed locations
• Dr. Dawood Pota and M.A. Jinnah Rd Intersection
• Zaib-un-Nissa Street and M.A. Jinnah Rd. Intersection
• Muhammad Bin Qasim Road and M.A Jinnah Road Intersection
171
Table 5.2.2: Proposed Public Transport Capital Improvement Projects
S.No. Public Transport Projects

Establishment of Bus Terminals at Proposed Locations as per attached map. Figure
1
5.2.2
Construct Model Bus-way on one Principal Artery of Karachi in accordance with
2 Karachi Mass Transit Plan (proposal on Nawab Siddique Ali Khan Rd from Nagan to
Mazar-e-Quaid)
Undertake construction of Priority – I Corridor Light Rail Line in accordance with the
3
Karachi Mass Transit Plan
Introduction and Operation of CNG based Bus System in Stages in accordance with
4
the approved plan.
Undertake construction and development of Priority – II Corridor Light Rail Line in
5
accordance with Karachi Mass Transit Plan.
6 Introduce Bus Priority Scheme on a selected Arterial (Korangi Road)
7 Institute the Park & Ride philosophy in one of the Sub-Urban Areas of Karachi.
Operation of Express Park ‘n’ Ride Bus Service from Sohrab Ghot to Tower via Lyari
8
Expressway.
Construction of dedicated transit way for buses along University Road from Safoora
9
Ghot to Gurumandir.
10 Revitalization of Karachi Circular Railway.
11 Feasibility of Trams Service in Shah Faisal Town
172
S. No. Water supply proposal

1 Water storage and filtration plant in all 18 towns.
2 Construction of new pumping station
3 Installation of injection well
4 Improve recharging measured
5 Leakage and loss reduction program
6 Development of new big reservoir in Gadap near Kirthar National Park
7 Double line Water supply system is recommended for industrial and residential effluent
8 Zoning meters for Union Council and Towns
9 Up gradation of Water Supply System in 18 Towns
10 Development of K-IV
11 Direct line from Haleji and Hadero lake
12 Revamping of Hadero Lake
S. No. Sewerage system proposal

1 Development of new sewerage treatment plants
2 Deep sea industrial Waste disposal scheme
3 Development of interceptor drain to main Arterial Lyari and Malir at each town
4 Bitumen coated R.C.C pipe replacement in sewerage network
5 Pre cast manholes in new sewerage network
Improvement of sewerage Treatment Plant for its efficient functioning Dislodging Sludge
6
digestion and dry sludge bed improvemnet.
7 Thirty years old Trunk Sewer should replaced by new Trunk Sewer
8 Up gradation of Sewerage System in 18 Towns
9 Additional Sewage flow improvement works of STP-III & STP-IV
S. No. Solid Waste Management

1 Development of Garbage Transfer Stations.
2 5 Tons compacter for each 178 union council
3 30 Tons 40 long container vehicles.
4 Railway means of Transportation for Solid Waste Management
5 Development of Dhabeji landfill site.
S. No. Drainage System proposal

1 Creation of Weirs in Lyari and Malir River for recharging ground water
2 improvement of Drainage system
3 linking of Nallah to Malir interceptor 1& 2
4 linking of Nallah to Lyari interceptor up to north Karachi
5 linking of Frere and Railway Nallah to Nehe-e-Khayyam
6 Improvement of Kalri,Pitcher,Railway and Nehr-e-Khayyam Nallah
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
LIST OF PARTICIPANTS
CDGK Mr. Mustafa Kamal, City Nazim

Mr. Roshan Ali Shaikh, EDO Finance.
Mr.Saleh Ahmad Faruqui EDO Revenue
Mr.Haider Ali Navien EDO Education
Mr.Zaheer ul Islam DG KMTC
Syed Abid Ali Shah EDO Enterprise and Investment
Syed Ather Ali EDO Transport and Communication
Brig.Iftikhar Haider M.D. KW&SB
Mr. Shahid Saleem DMD KW&SB
Mrs. Rehana Shiekh EDO Community Development
Mr. Sarfaraz Khan E.D.O Works and Service
Mr. Mumtaz-ur-Rehman Khan Chief Controller KBCA
Dr. A.D.Sajnani EDO Health
MDA Mr. Ameer Zada Kohati Director General MDA

Mr. Hafiz Majid Director Town Planning
LDA Mr. Mohammad Sarfaraz Khan Director General LDA
MPGO Mr. Iftekhar Kaimkhani, EDO

Mr. Hafiz Muhammad Javeed, DO, Project Manager (MP)
Counterpart Staff Mr. S.M.Shah DO (planning)

from MPGO Mrs. Zareen F.Hussain Adl.DO (Urban Design)
Barrister Abdul Rehman (legal & Institutional)
Mr. Shahid Saleem (Water & Sewerage) DMD KW&SB
Mr. Khalid Malik DO (SWM)
Dr.Saif ur Rehman DO ( Revenue)
Mr. Khalid Iqbal Divisional Director Engg.KESC
Syed Haider Ali DO (TCD)
Mr. Irfan Ansari DO( Finance & Planning)
Mr. Akhtar Ali DDO (land Use)
Mr. Naved Zafar Ex. EDO (Environment)
DO Health
DO Education
191
ECIL Mr. Zaheer Mirza, Chairman, ECIL

Mr. Akhlaq Ahmed, C.E, ECIL
Mr. Naved Zaheer ,Project Director/Team Leader
Mr. Khalid Mirza, Transportation Specialist.
Mr. Afzal Ahmed Khan, Coordinator / Town Planner
Mr. Ashraf Sulimany, Civil Engineer
Mr. Jawed Shah, Infrastructure Specialist
Mr. Bux Ali Abro, Transportation Specialist
Mr. Babar Sani, Land Use / Modeling
Col. Siddiq, Coastal Development
Dr. Syed Ahmed, Socio Economic Specialist.
Dr. Shama, Socio Economic Specialist.
Dr. Uzair Ghani, Health Policies.
Mr. Fazal Noor, Housing & Urban Renewal Specialist
Mr. Fasihuddin Pasha, Oceanographer
Mr. Tanveer Ahmed, Marine Specialist
Mr. N.H. Burni, Power Engineer
Ad. Saadat Yar Khan, Legal / Legislative Specialist
Ms. Anjla Naved, Architect.
Mr. Ali Asghar, Sewerage Disposal Expert
Mr. Abdur Rahim, Solid Waste Management Expert
Dr. Shimail Daud Public Health Specialist
Mr. Zafar Ismail, Economist, ECIL
Mr. Abdul Wahid Sethi, Financial Analyst, AASR.
Mr. T.A. Jafri , Town Planner
Mr. Safiullah, Urban Designer
Ms. Saima Shaikh, Junior Town Planner
Ms. Qamar-un-Nisa, Junior Town Planner
Mr. Muhammad Iqbal, RS / GIS Specialist
Mr. Jamil Sabri, Statistician
192
Selected ECIL Support Mr. M. Javed Mehmood, GIS

Mr. Sharjeel Ahmed Khan, GIS
Mr. Sohaib bin Farhan, GIS
Mr. Sheeraz Ahmed, GIS
Mr. Rizwan Ghori, GIS
Mr. Ameer Azam, GIS
Mr. Kamran Khan,GIS
Ms. Ruqia Rehman, GIS
Ms. Nimra Mujeeb, GIS
Ms. Adeela Muneer, GIS
Mr. Jameel Nizamani, Software Engineer
Mr. Jawad Ahmed, Transport Engineer
Mr. Ejaz Khokhar, Solid Waste Engineer
Mr. Rehan Iqbal, IT Specialist
Mr. Kashif Amjadi, Logistics
Mr. Tariq Ahmed Siddiqi, Type Setting
PADCO Mr John Bachmann, Director Planning,

Urban Development Specialist.
Mr. Jerry Erbach, Social Specialist.
Mr. Douglas Lucius, Transport Economist.
Mr. Vitorio Pareto, Infrastructure Specialist.
Mr. Brain English, Town Planner.
Mr. Amit Prothi, Housing Specialist.
CDGK follow-up Brig. Iftikhar Haider, Managing Director KW&SB

Committee C.E.O, KESC
Director General Operation (South) PTCL Karachi
G.M Planning & Development SSGC
Mr. Sarfaraz Khan, E.D.O (W&S) CDGK
Mr. Haider Ali Navien, E.D.O (Education) CDGK
Dr. A.D. Sajnani, E.D.O (Health) CDGK
Mr. Zaheer-ul-Islam, D.G KMTC, CDGK
Mrs. Rehana Shaikh, E.D.O
(Community & Development) CDGK
Mr. Mohammed Ather Ali, E.D.O
(Transport & Communication)
193
ACKNOWLEDGEMENT
Dr. Ishrat-ul-Ibad Governor of Sindh

Engr.Dr.M.Akram Shiekh Deputy Chairman Planning Commission Of Pakistan
Syed Mustafa Kamal City Nazim Karachi
Mr. Fazal ur Rehman D.C.O, CDGK
Coordination Committee on Development & Management of Large Cities GOP
1. Deputy Chairman Planning Commission - Chairman

2. Secretary, Planning & Development Division - Member
3. Secretary, Economic Affairs Division - Member
4. Chief Secretaries of the Provinces - Members
5. Chief Economist, Planning Commission - Member
6. Member (Infrastructure) Planning Commission - Member
7. Advisor (Infrastructure) Planning Commission - Member
8. Registrar Pakistan Engineering Council - Member
9. Representative of the Pakistan Town Planner
Association (to be notified) - Member
10. Representative of Major Donor involved in
development programmes (to be notified) - Members
11. Chief (PP&H) Planning & Development Division - Member
194
Co-Ordination Committee for the Development of Mega City Affairs GOS
1. Governor Sindh Chairman
2. Chief Secretary Sindh Member
3. Additional Chief Secretary (Dev) Member/Secretary
4. Additional Chief Secretary Local Government, Member

Government of Sindh
5. City Nazim, Karachi Member
6. Secretary Finance, Government of Sindh Member
7. Secretary Law, Government of Sindh Member
8. Member (LU) Board of Revenue, Government Member

Of Sindh
9. Provincial Police Officer, Government of Member

Sindh
10. Chairman KPT Member
11. Chairman Port Qasim Authority Member
12. Chairperson, EPZA Member
13. Chairman EPB Member
14. Chairman Pakistan Steel Member
15. MD, KESC. Member
16. MD, SSGC. Member
17. Director General PTCL Member
18. Administrator, DHA Member
19. Director General MLC Member
20. Representative of HQ 5 Corps Member
21. Divisional Superintendent Railways Member
22. DCO, CDGK Member
195
Technical Committees for the Formulation of KMP 2020
A- Committee of Health:
1. Dr. Masood Hameed Khan Chairman

Vice Chancellor, Dow Medical University
2. Sher Shah Syed Secretary Member

General PM
3. Dr. A. D. Sajnani Member/Secretary

Executive District Officer (Health), CDGK
4. Dr. Samad Shera Member
5. Dr. F.U. Baqai

Chancellor Baqai Medical University Member
6. Prof. Mashkoor Alam

Rep. J.P.M.C Member
7. Mr. Javaid Sultan Coordinator

Addl. D.O, MPGO, CDGK
8. Dr. Irshad Waheed Member

Registrar College of Physicans & Surgeon
9. Representative of Member
Aga Khan University
B- Committee of Housing:
1. Prof. Dr. Noman Ahmed, Chairman

Department of Architecture & Planning
NED Univeristy.
2. Mr. Mumtaz Haider, Member/Secretary

D.O (Housing), MPGO
3. Secretary / Representative of Excise & Member

Taxation Department, Govt. of Sindh
4. Mr. Ali Ahmed Lund D.G Member

Sindh Katchi Abadis Authority
5. Mr. Zaigham M. Rizvi Chairman of HBFC Member
6. Representative of NGO, SAIBAN Member
196
7. Mr. Raees Ahmed Chairman Member

Association of Builders &
Developers (ABAD)
8. Arch. Arshad Abdullah Member
9. Ms. Nusrat Ahmed Coordinator

D.D.O, MPGO
C- Committee on Water Supply & Sanitation:
1. Brig. Iftikhar Haider MD Chairman

KW&SB
2. Mr. Shahid Saleem Member

Dy. Managing Director (Planning)
KW&SB
3. Mr. Malik Mohammed Fiaz Member

Town Nazim, Lyari
4. Mr. F.H. Mughal Member/Secretary

D.O (MPGO)
5. Chief Engineer (W) Member

KW&SB
6. Chief Engineer (S) Member

KW&SB
7. Mr. Mohammed Bux Soomro Member

Chief Engineer, SITE
8. Ms. Parveen Rehman Member

(Sanitation Expert-OPP, Karachi)
9. Dr. Fazal Haider Usmani Member

PCSIR
10. Mr. Yousuf Siddiqui Member

Ex-Chief Engineer, World Bank Project
(Defunct KDA)
11. Mr. Mohammed Aqib Member

Representative of World
Conservation Union (IUCN)
12. NGO (Working on desalination) Member

Names to be included later
13. Representative of Association of Korangi Member

Trade & Industry
197
D- Committee on Solid Waste:
1. Mr. Mohammed Aqib Chairman

Representative of IUCN
2. District Officer Member/Secretary

Solid Waste Management (W&S), CDGK
3. Mr. Fazal Haider D.G EPA Member
4. Mr. F.H. Mughal, DO, MPGO Member
5. Mr. Javaid Sultan, Addl.D.O, MPGO Coordinator
E- Committee on Environment:
1. Mr. Fazal Haider D.G Chairman

Environment Protection Agency
2. Dr. Ashfaq Member

Ex-Pro Vice Chancellor, Karachi University
3. Mr. F.H Mughal Member/Secretary

Ex.D.D.O MPGODr. Ashfaq
4. Prof. Saudullah Chairman Member

Department of Environment Studies
NED University
5. Dr. Badar Ghauri (SUPARCO) Member
6. Dr. Mirza Arshad Ali Baig Member

(Ex-D.G. PCSIR)
7. Mr. Mohammed Aqib IUCN Member
8. Dr. Ahsanullah, Ex-Principal, S.M. College Member
9. Mr. Naveed Zafar Member

Ex-Addl. District Officer, MPGO
198
F- Committee on Utilities:
1. Sameer A. Hoodbhoy Chairman
2. Mr. Iftikhar Ali Kaim Khani Member

Executive District Officer, MPGO
3. Managing Director, KESC Member
4. Managing Director, Sui Southern Gas Member
5. Mr. Nafees Ahmed Siddiqi Member

Director General, PTCL
6. Khawaja M. Iqbal Member

General Manager (Electricity) Pak. Steel Mill
7. Representative of Department of Member

Alternate Energy, Government of Sindh
8. Mr. Mohammed Bux Soomro Member

C.E. of SITE
9. Representative of HUBCO Member
10. Mr. Gulzar Alvi, DDO, MPGO Coordinator
11. Representative of Mobilink Member
12. Representative of Multinet Member
G. Committee on Recreation & Community Facilities:
1. Mrs. Rehana Sheikh Chairperson

Executive District Officer
(Community Development), CDGK
2. Mr. Mohammed Mansoor Qazi Member/Secretary

D.O, Parks & Horticulture, CDGK
3. Mr. Zaigham S. Jaffery Member

D. O, Design Bureau, MPGO
4. Mr. Akhtar Ahsan, Ex-Director, MP&EC Member
5. Mrs. Hurrah Javed, DDO, MPGO Coordinator
6. Curator, Zoological Garden Member
7. Representative of M/s Alladin Park Member
199
H. Committee on Coastal Recreation:
1. Managing Director Chairman

Sindh Tourism Development Corporation
2. Dr. Tariq Masood Member/Secretary

National Institute of Oceanography
3. Mr. Sarfaraz Khan Member

E.D.O (W&S), CDGK
4. Mr. Mohammed Sarfraz Khan Member

Director (Planning), Lyari Development Authority
5. Director General (Planning & Development) Member

Port Qasim Authority
6. Mr. Atta-ul-Islam Member

Manager Estates, Karachi Port Trust
7. Conservator Wild life, Member

Department of Forest & Wild life
Govt. of Sindh
8. Mr. Mohammed Aqib Member

Representative of IUCN
9. Secretary, Korangi Fish Harbour Authority Member
10. Syed Abu Hamid Naqvi Member

Ex-Addl. Director, MP&EC
11. Mrs. Zareen Fawad, DDo, MPGO Coordinator
I- Committee on Institutional Framework:
1. Syed Mustaffa Kamal Chairman

City Nazim Karachi
City District Government Karachi
2. Ms. Nasreen Jalil Member

City Naib Nazim
City District Government Karachi
3. Joint Secretary, Ministry of Member

Housing & Works, Govt. of Pakistan
4. District Coordination Officer, CDGK Member
5. Chairman, Pakistan Steel Member
6. Chairman, Karachi Port Trust Member
200
7. Chairman, Port Qasim Authority Member
8. Chairman, National Highway Authority Member
9. Mr. Z.A Nizami Member

Chancellor, Sir Syed University of
Engineering & Technology
10. Member, Land Revenue, BOR Sindh Member
11. Divisional Superintendent, Pakistan Railway Member
12. Conservator, Wild life, Govt. of Sindh Member
13. Chairman, Pakistan Council of Architects Member

And Town Planners
14. Mr. Iftikhiar Ali Kaim Khani Member

E.D.O, MPGO
15. Hafiz Muhammad Javed, DO, MPGO Member/Secretary
16. Mr. Rizwan Ahmed Hashmi, DDO, MPGO Coordinator
J- Proposed Technical Committee on Legal Framework:
1. Justice (R) Rasheed A. Rizvi Chairman
2. Executive District Officer (Law), CDGK Member/Secretary
3. Mr. Rahimuddin Member

Ex-Deputy Director (PLA)
MP&EC, Department KDA (Defunct)
4. Ms. Nighat Jabeen, DDO, MPGO, CDGK Member
5. Mr. Rizwan Hashmi, DDO, MPGO, CDGK Coordinator
6. Mr. Latif Chaudhry Member

Head, Corporate Law
Statelife Insurance Corporation (Rtd).
201
K- Committee on Education Facilities:
1. Mr. Peer Zada Qasim Chairman

Vice Chancellor or Pro Vice Chancellor,
University of Karachi
2. Mr. Sameer A. Hoodbhoy Member
3. E.D.O. Higher Education Member/Secretary
4. Mr. Haider Ali Naveen Member

E.D.O. Education
5. Registrar University of Karachi Member
6. Ms. Anita Ghulam Ali Member
7. Dr. Ehsanullah Member

Ex-Principal, S.M. College
8. Mir Mohammad Ali, Ex-Chairman Member

Board of Technical Education
Karachi
9. Syed Khalid Shah President, Member

Private Schools Owner Association, Karachi
10. Mrs. Yasmin Aqeel Regional Director Member

Beacon House School Systems
11. Mr. Siddique Shiekh Member

Chairman, FPCCI Education Committee
12. Mr. Shahab Afroz Alvi Member

Add. D.O. MPGO
202
L- Technical Committee on Transport
1. Malik Zaheer-ul-Islam Chairman

D.G KMPT
2. Mr. Iftikhar Ali Qaim Khani Member
3. Syed Ather Ali E.D.O Member

Transport & Communication
4. Arch. Aarif Hassan Member
5. Divisional Superintendant Member

Pak. Railway
6. Captain Falak Khursheed Member

D.I.G Traffic
7. Mr. Hafiz Mohammed Javed Member

D.O MPGO
8. Mr. Anwar Baig Member/Secretary

D.Director KMPTS
CDGK
9. President Karachi Bus Owner Association Member
203
KARACHI TOWN NAZIM’S
1. Mr. Hamayun Khan Nazim Kemari Town
2. Syed Badshah Nazim Site Town
3. Mr. Kamran Akhter Nazim Baldia Town
4. Mr. Abdul Haq Nazim Orangi Town
5. Mr. Malik Mohammed Fayaz Nazim Lyari Town
6. Mr. Mohammed Dilawar Nazim Saddar Town
7. Mr. Arif Aajakia Nazim Jamshed Town
8. Mr. Mohammed Wasay Jalil Nazim Gulshan-e-Iqbal Town
9. Mr. Mohammed Imran Nazim Shah Faisal Town
10. Mr. Mohammed Ismail Qureshi Nazim Landhi Town
11. Mr. Arif Khan Advocate Nazim Korangi Town
12. Mr. Mumtaz Hameed Nazim N. Nazimabad Town
13. Mr. Mohammed Hanif Surti Nazim New Karachi Town
14. Syed Maud Ahmed Hayat Nazim Gulberg Town
15. Mr. Usama Qadri Nazim Liaqatabad Town
16. Mr. Ansar Ahmed Shiekh Nazim Bin Qasim Town
17. Mr. Umer Jat Nazim Gadap Town
18. Mr. Ghulam Murtaza Baluch Nazim Malir Town
204

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KARACHI MASTER PLAN-2020 CV-03

FOREWORD AND ACKNOWLEDGEMENT

Thank you all.

List of Participants in Annexure III

1.1 BACKGROUND AND OBJECTIVES

City District Government Karachi (CDGK) has today an unparalleled opportunity

• The economy of Karachi is experiencing sustained growth, and

• Support the future growth of the metropolitan economy through

• Evaluate current infrastructure deficits, project future needs, and prepare

• Establish an institutional and financial paradigm that will ensure inclusion

1.2 DEFINITION OF THE PLAN AREA

Karachi District comprises of approximately 3600 sq km area and the internal 15

A number of additional analytical tools are employed in the preparation of the

An analysis of existing land use is carried out through a combination of satellite

Infrastructure conditions and trends were evaluated through key informant

1.4 STRUCTURE OF THE MAIN DOCUMENT

1. Land use and housing

Section 6 provides an initial examination of the anticipated impact of the plan on

2. SUMMARY OF MAIN FINDINGS OF SURVEYS AND ASSESSMENTS

2.1.1 Urban Economy

The structure of the Karachi economy is overwhelmingly service-oriented. The

Economies of scale support many large industries. Many foreign businesses

Traditional Karachi manufacturing industries are textiles, ready-made garments

Much of manufacturing occurs in seven major industrial areas: SITE, Korangi,

Karachi’s construction businesses tend to concentrate on up-market housing and

Retail is the essence of Karachi. It is a regional shopping center for consumer

Commerce is expected to continue growing as a regional trade, retail and

• The importance of commerce in general, and trade and retail in particular, in

• Manufacturing growth is encouraging, and the development of sites such as

• All large-scale manufacturing requires industrial land with water, wastewater

• Extending water, wastewater, and electricity to cottage industries in katchi

• Much of the public remains dependent on low-skilled labor-intensive

2.1.2 Household Survey

A socio-economic survey was conducted in late 2005 that covered a sample of

Some of the major findings of the survey are:

• participation of women in economic activities should be systematically

• roughly 83 percent are male and 17 percent female;

In terms of family characteristics:

• 44 percent earned between 5,000 and 10,000 rupees per month;

In terms of household residential stability:

In terms of property and family assets:

In terms of housing conditions:

Other characteristics included:

• 96 percent stated that madrasas were available, 87 percent stated

• 88 percent of survey respondents claimed that the general health of their

• 45 percent said they had time for recreation;

This socioeconomic survey shows the population of Karachi is relatively stable,

2.2 Land Use and Housing

Figure 2: Distribution of Existing Land Uses

Restricted Area Commercial

Broad Area (%) Included Land Uses

Mixed Land 5,899 acres U-8: Residential/Commercial, Industrial/Residential, Industrial/Commercial

Recreational 4,798 acres U-19: Recreational Facilities

GENERAL LAND USE TRENDS

• Increase in Commercial Activity: Primary and secondary arterial roads, and

• Expansion of Residential Development in Cantonment Areas: Areas such as

• Growth of Industrial Activities Including Formal Zones and Informal Cottage

• Conversion of Waterways to Open Sewers: Due to lack of an adequate

• Proliferation of Aggressive Signage: Across towns such as Saddar, Gulshan-