PC 1

Subject: Project Planning and Management.

Resource Person: Ar. M Salman

Assignment: “Build a PC-1 document on the sector of choice”

Submitted by: Ehsan Haider

Batch: V
ID: F2018214004

Estimated Cost PKR: 336 million

Estimated Cost USD: 3.2 million
Approval Forum: WCLA
Duration: 5 years
Name of the Project: Regeneration and Conservation Of walled city Lahore.

 Location: Lahore
 Authority Responsible For:
 Sponsoring UN, World Bank.
 Execution Walled City Lahore, Authority.
 Operation Maintenance: Walled City Lahore, Authority.

 Total Estimated Cost PKR 335 Million

 Duration of the Project 60 Months
Plan Provision:
If the project is included in the medium term/five-year plan, specify actual allocation.
If not included in the current plan, what warrants its inclusion and how is it now proposed to
be accommodated.
If the project is proposed to be financed out of block provision, indicate:
Project objectives and its relationship with Sectoral Objectives
The project aims to achieve the following objectives:

 Preventing the further erosion of the Walled City’s original building stock.
 Spatial reallocation of economic functions without impacting economic diversity.
 Tapping heritage as a catalyst for rehabilitation.
 Assisting the resident communities within the Walled City to participate in and
benefit from the area’s new development.
Preventing the further erosion of the Walled City’s original building stock.
It was observed that since an inventory of 2,800 notable historic buildings was developed in
1988, of which 1,400 were considered deserving of immediate protection, a large number of
historic structures had been lost to additional urban degradation by 2008. With the exception
of a few isolated locations, such as the Fort, the Walled City can become a mere footprint if
its remaining legacy is lost. The 'Strategic Framework' stated that a 'tipping point' is on the
horizon not too far ahead. As a result, the plan, like existing plans, placed a strong emphasis
on avoiding such a disastrous conclusion. External metropolitan pressures would be
mitigated, land uses would be reinterpreted, vehicular traffic would be contained/deflected,
public open space would be restored for enjoyment by residents and visitors, and remaining
residential use would be strengthened through building rehabilitation.
Spatial reallocation of economic functions without impacting economic diversity
Wholesale market services have already put undue strain on the Walled City's historic
framework as early as 1988. Since then, these functions have grown in strength and economic
power as a result of their specialized operations, many of which are unsuited for the area.
This procedure is still in progress. The 'Strategic Framework' of 2008 looked at ways to
address the problem through public and private remedial activities in specific industries.
Intervention in important surrounding urban districts to generate significant ensembles and
promoting/introducing retail activities compatible with tourism were among the options
proposed. A process of replacing and substituting semi-industrial/intensive retail and
wholesale businesses with more service and tourist-oriented functions needed to be firmly
established if the Walled City was to be a genuine, appealing cultural center.
Tapping heritage as a catalyst for rehabilitation.
While the Walled City is the end product of a sequence of development events spanning
several centuries, with an outstanding inventory of monuments and urban spaces, it could not
be argued in 2008 that the city's heritage had been a major influence in setting the city's urban
agenda. The Walled City had been in a state of relative 'disinvestment' for the previous half-
century, with more disagreeable uses displacing older ones with greater civic value. While
item 1 of the 'Strategic Framework' plan highlighted the creative use of heritage assets as
anchors of a more effective tourism and civil society strategy tied to the area's rich history,
item 3 of the plan emphasized the creative use of heritage assets as anchors of a more
effective tourism and civil society strategy tied to the area's rich history. The Walled City,
like other ancient cities, needs to showcase and present its past to its greatest advantage, since
it might be of interest and profit to both the public and private sectors. Preservation and
enhancement of the Walled City's cultural and built historical assets, as well as encouraging
private investment in tourism infrastructure, were among the options proposed.
Assisting the resident communities within the Walled City to participate in and benefit
from the area’s new development.
Residents must not be left behind as the Walled City experiences urban renewal. The Walled
City requires its residents to be active participants in and users of reforms in order for them to
serve as long-term custodians and guarantors. Without population, historic cities resemble
outdoor museums. The project was defined strategically in larger planning terms as well, and
it was described as having importance to many other interrelated areas of the re-planning and
redevelopment of the Walled City as a heritage and destination place from the beginning.

 urban planning;
  infrastructure development;
  socio-economic initiatives;
  conservation initiatives – heritage promotion and conservation of monuments;
  economic regeneration;
  tourism development;
  municipal services capacity building;
  conservation services capacity building;
  environmental improvement.
Broadly, the WCLA proposes the following interventions as part of its regeneration and conservation
program:

i. WCLA and peripheral organization process and linkage streamlining, as well as

related regulatory reforms to implement the new processes.
ii. Current processes relating to the issue of construction permits will be automated.
iii. Linking of GIS database of LRMIS with WCLA.
iv. Upgrading of inspection services
v. Capacity building
vi. Integrated public facilitation counters.
vii. Communication and community engagement.
viii. Complaints’ management and resolution.

Proposed Transformation Impact on

Team Establishment Time and Costs

Process reorganization and regulatory transformation Time, Procedures, Cost
Automation of Procedures Time, Procedures
Combined Public Enabling Counters Time, Procedures, Cost
Upgrading of Inspection Services Time, Cost, Building Control
Capacity Building
Communication and community engagement. Costs
Complaints’ management and resolution. Time and Costs

Business Continuity / Disaster Recovery Plan

Team Establishment
Cities, massive metropolitan areas like Lahore, are expanding as a result of urbanization.
WCLA is working to increase its capacity so it can fulfill future demands. With this in mind,
completing the tasks at hand necessitates collaboration with nine town municipal
administrations as well as other organizations such as TEPA, WASA, and utilities. To finish
the entire improvement project, WCLA will hire professionals in both the technical and
project management fields. Engineers, surveyors, project managers, human resource
specialists, and information technology specialists are one of the specialists to be employed.
Process reorganization and regulatory transformation
The recent construction permit process is complicated, time-consuming, and adds needless
cost and strain to the process of obtaining a permit. The entire process is based on ex-ante
criteria, and all investors are subjected to the same amount of paperwork and procedures,
regardless of the size of the investment or the specific risks involved with the business
activity. In addition, the rules and inspection surveys are unclear, prone to corruption and
secrecy, and have no obvious benefit in protecting the public interest.
Current procedures will be re-engineered/streamlined with the goal of increasing operational
efficiency and effectiveness, reducing the use of judgement, and identifying and eliminating
unnecessary steps that operate as a bottleneck in the permission process. This will entail
establishing and simplifying connections with the peripheral agencies/organizations involved
in the CP's issuance. The entire process inside WCLA, including coordination and follow-up
mechanisms, will be simplified in order to remove inefficiencies and save time and money.
Furthermore, legislation should be mapped against each process / procedure to ensure that
procedures and documentation meet legal requirements. This may also result in the
identification of legislative requirements that provide no value to the permission process or
are otherwise burdensome, necessitating their modification.
WCLA proposes holding consultation sessions with private stakeholders as a necessary
element of the process to identify true grey areas and redundancies in the permit procedure.
WCLA will make efforts to minimize redundancy and satisfy private stakeholders' concerns
by simplifying the permit procedure.
Automation of Procedures
The existing construction permit process relies on physical file moving from department to
department and does not utilize computer technology. Efforts should be made to use
computer technology to create a system that automates the entire permit application process,
including the submission of online applications. Due to a lack of error-free land ownership
records, excessive delays in processing and approval of cases, a weak institutional set-up, a
lack of cooperation among involved agencies, and a lack of dissemination strategies,
WCLA's capacity to perform at its best is hampered. These problems at the WCLA’s end
cause a slew of problems for the general public. Lack of easy and accurate information
frequently causes unnecessary delays in the CP certification process, and as a result, the
general public has a negative perception of the CP approval process.
The current business procedures as well as system can be improved by developing an
efficient, error-free, part of the software application that reflects the streamlined processes
and connecting all standalone procedures so that solutions from one department can be
electronically forwarded to the other, likely to result in electronic processing, digital
approvals, and construction permit issuance.
iv. Link up with GIS record of LRMIS

The applicant's land ownership is currently validated using the Fard (title document), and no
computer database exists that can verify ownership, nor does any database that describes
constructions with or without CP or CC.

CDGL proposes to integrate with Land Record Management Information System - LRMIS
(Board of Revenue) which is in the process of creating Geographic Information System (GIS)
maps and ownership record for Lahore. The LRMIS database will be used to validate the
owner and status of the land, allowing CDGL to reduce the number of days required for title
document verification while simultaneously increasing the verification process'
dependability. Additionally, during inspection and supervision, the inspections would be
linked to the GIS database.
v. Integrated public facilitation counters
The present CP process necessitates approvals/NOCs from a variety of agencies (WASA,
TEPA, EPA etc). Individuals seeking CP certification must essentially coordinate amongst
authorising agencies on their own because there are no defined coordination or information
sharing procedures. As a consequence of having external agencies involved in the process,
clients find themselves going back and forth between different agencies. This adds to both
temporal and monetary costs for clients.
CDGL proposes the establishment of facilitation counters for representatives of WASA,
TEPA, and EPA at the central office to allow for information sharing through a common
platform in order to increase information sharing and make it easier for the public to
coordinate between involved external agencies. Each TMA's counters will be linked to a
central one-stop shop where applications will be routed and coordination will take place.
Representatives of external agencies from the relevant department will accept the application
and communicate electronically to their respective head offices through a common
information sharing platform. After completing the requisite process, the external agency will
communicate its decision and information back to each OWC electronically whilst allowing
for time tracking of its process.
While information sharing will be electronically done on a common platform, back-end
processes for external agencies will remain unchanged.
This will be the first step in establishing a fully operational OSS (One Stop Shop) for the CP
process, and once one window operation and facilitation counters are in place, efforts will be
made to meet the requirement of a single application for obtaining a construction permit,
approvals / NOCs from relevant departments, and obtaining utility connections from LESCO,
WASA, and SNGPL. Additional efforts will be made to bring the payment procedure for all
collaborating agencies under one umbrella.
Individuals seeking CP approval will save time and money as a consequence of this, and
CDGL's primary audience will have a better view of the company.

ix. Communication and community engagement

Lack of freely available information was recognized as a major hindrance to improving

public attitudes in independent research commissioned by the World Bank. It stated that the
current information dissemination process is ineffective, and that information is frequently
unavailable and unreliable. This leads to rent seeking and involvement of third-party service
providers.
To improve information dissemination, CDGL will create a website that will include by-laws,
application forms, application requirements, a brief overview of the permit process, a
checklist for the documents required, a fee calculator to calculate the fee for a construction
permit based on the square feet of the covered area, call center information, and deeds. For
each application type, a sample filled application form can also be uploaded (residential,
commercial and industrial).
WCLA will also create booklets, pamphlets, and printouts that outline the fees, construction
permit process, projected timelines, and contact information. These papers will also include
information on how to resolve complaints. Printed materials will be placed at OWC and be
available for all persons involved. Visible signs and directions will also be placed at each
TMA and town hall office to direct the applicant to the One Window Cell.

7. Capital Cost Estimates

S. No Activities Cost Estimates Results by 2022
PKR
 Project completion with the
Building Project Management 2,668,210 achievement of the project's
Capacity goals.

This would entail hiring experts in project

management, engineering and surveys and
information technology to facilitate and coordinate
the reform program.

Streamlined processes and

Process streamlining and regulatory 20,000,000 mechanisms for coordination
reform throughout the value chain.
Processes, actions, and
This would require redesigning the processes and
requirements that are redundant
regulations for CP and CC through WCLA and
have been deleted from the
streamlining the coordination mechanism with the
regulations.
peripheral agencies, like LDA, WASA, TEPA, EPA
etc

Automation
Automation of internal processes at CDGL regarding By reducing reliance on human
CP processes, including provision of online 113,033,711 intervention, manual
application form. This entails development of processing, and paperwork,
software, procurement for hardware and digitization time was saved and
of manual record. This would also entail developing transparency was increased.
uplink facility with the GIS record of LRMIS. With the help of online filing
and verification of fee challans,
time and cost were reduced
accordingly (targets to be set at
the project initiation stage).

IT module developed to receive

IT based module for Inspections: 9,882,850 input from mobile-based
Capacity building of inspections services along with applications at time of
development of IT based system for increasing inspection. Improved and
efficiency of inspection services centralized recording daily site
inspections with help of
transport facilities.

Time is saved and there are

Capacity building at OWC 15,649,797 fewer complaints as a result of
Focus on development of soft skills of staff, increased efficiency.
especially those staff who are responsible for
interacting with the public in order to improve
current perceptions regarding the CDGL amongst
the public
Integrated Public facilitation
Overall time was reduced by
Counters: Separate counters for the 13,863,316 up to 50%, and efficiency was
representatives of TEPA, EPA, WASA etc. to be boosted.
created at OWC along with development of
information sharing platform to allow for seamless
information sharing, saving time and monetary costs
for customers
 Creating awareness and
Reduced time by 3-4 days
dissemination of information: 8,626,250 thanks to a well-functioning,
Increased awareness and transparency to make well-furnished, and well-
process effective and mitigate the possibilities of equipped OWC that made all
corruption / unofficial activities as noted through CP forms with serial numbers
stakeholder analysis. and fixed rates available to
a) Availability of application forms at OWC eliminate outside sellers selling
b) Availability of fee schedule for the construction forms. Reduced time by up to
permit on the website, along with other relevant 3-4 days with the use of well-
information to the process, such as placed signs that provided
complaints/dispute lodging, call centers details. complete information online/in
c) Visible signs and directions to be placed to direct leaflets to the public regarding
applicants to the public OWC and CP procedures.
counter at the WCLA.
d) Publication (such as brochures) of the fees
schedule and procedure to be
followed, would help enhance the understanding of
the process for users
and would bring transparency into the
process.
e) Awareness campaigns can be initiated for general
public awareness.
f) Redesign and reorganization of WCLA’s website
to allow for easier access to information.
g) Setting up of computer kiosks at OWC to allow
for easy and ready access to CP related information.

Other remaining to the staff according to their posts and work as well as on the basis of the
duration – on market rate.