City govts should reach out to the people they serve

In previous articles in this series, a number of faultlines within our local governance framework were identified, their causes highlighted and implications explained. Most of the factors are of such a nature that no early fix can be anticipated. However, instead of being tied down by such constraints, there are still areas that the incoming city managers can explore to improve civic governance.

One action that can make a huge difference will be the opening up of the local governance sphere to civil society and private sector engagement. Central to the new paradigms in urban governance that are now replacing the centrally controlled and ‘Master Plan’ school-of-thought of the past, globally, are  strategic innovations in developing sustainable models in public-private partnerships and community engagement initiatives. Karachi is the economic hub of Pakistan with a vibrant civil society as its distinguishing feature. Given that proper policy, administrative and regulatory framework gets enacted, there is no reason why the civil society and traders cannot join hands with the city government as committed allies.



What are some ways in which this outreach can be solicited and sustained? References are being taken from systems of public engagement embedded in the local governments of Los Angeles and New York. They are relevant since as is the case with Pakistan, the United States constitution mentions only two tiers of government - Federal and State. It is left to the discretion of the states to provide for local government in ways that would take into account the ground realities. Let’s leave the discussion on more significant ways that have been adopted to ensure strong autonomous local governments. For now let’s focus on what can be done in the present.

New Yorkers have several avenues to participate in the local government as members of advisory or operational special-purpose agencies, such as planning boards, environmental councils and recreation boards. These agencies offer local officials opportunities to enlist the talents, interests and concerns of the community in important aspects of local government. In addition, local executives and legislative bodies have the authority to establish and appoint ad hoc citizens advisory committees on various matters and if the municipality wishes, have a continuing citizen’s advisory committee to look into a variety of issues on an ongoing basis.

In the case of Los Angeles, through ordinances, free standing commissions have been established that are in-effect charged with being the city’s conscience, conducting research, holding hearings, organising programmes, and linking other agencies within and outside the city government - examples being the city ethics commission and commission for children, youth, and their families. Then there are the charter departments, such as the one for public works, being managed by full time citizen commissions or departments like fire and police that are managed by part-time citizen commissions or independent departments such as library, recreation and parks managed by citizen commissions.

Another innovative initiative was the setting up of a department of neighbourhood empowerment (DONE) and making it mandatory for setting up neighbourhood councils where memberships are open to everyone who lives, works or owns a property in the area. Members receive early warning on city planning decisions and get the opportunity to voice their concerns.

Similarly, area planning commissions have the power to hear appeals against neighbourhood-based land use decisions including violation of zoning regulations.  These are some models of participatory platforms that can become the vehicles for a more meaningful citizen engagement in local affairs.

The city government can gain much by facilitating collaborations between industry, academia, and community groups to come up with models that can be up-scaled and implemented. This is the age of entrepreneurship, of the evolving of startups offering exciting and innovative solutions for improved urban living. Following the economic slowdown in New York City in the wake of the 2008 financial crisis, the city decided to innovate to rejuvenate and catalyse growth. The New York City Economic Development Corporation (NYCEDC), a non-profit group working closely with the city government, started work on what was called the ‘game changer initiative’. They put their faith in the capacity of its residents and firms to innovate and the availability of a talented workforce to implement those innovations and come up with new ones. NYCEDC reached out to a number of corporate executives, community groups and dozens of city universities and asked them to envision pathways to economic, physical growth and roles of stakeholders. More than 100 ideas got shared on a diversity of urban growth challenges and implementation began.

It is about time our city government invested its trust and faith in its business and industry, community groups, universities, and artists to envision and roll out a process of sustained urban reform. This is something they can do, even with all the constraints. Nobody is stopping them from reaching out to the people they serve.

The writer is an urban planner and runs a non-profit organisation based in Karachi city focusing on urban sustainability issues. He can be reached at [e-mail]

Published in The Express Tribune, February 1^st,  2016.