SINDH

ORIGIN OF THE NAME

The province of Sindh has been designated after the river Sindh (Indus) which literally created it and has been also its sole means of sustenance. However, the importance of the river and close phonetical resemblance in nomenclature would make one consider Sindhu as the probable origin of the name of Sindh. Later phonetical changes transformed Sindhu into Hindu in Pahlavi and into Hoddu in Hebrew. The Greeks (who conquered Sindh in 125 BC under the command of the Alexander the great) rendered it into Indos, hence modern Indus.

PRE-HISTORIC PERIOD
The Indus valley civilization is the farthest visible outpost of archeology in the abyss of prehistoric times. The areas constituting Pakistan have had a historical individuality of their own and Sindh is the most important among such areas. The prehistoric site of Kot Diji in Sindh has furnished information of high significance for the reconstruction of a connected story which pushes back the history of Pakistan by at least another 300 years, from about 2,500 BC. Evidence of a new element of pre-Harappan culture has been traced here. When the primitive village communities in Baluchistan were still struggling against a difficult highland environment, a highly cultured people were trying to assert themselves at Kot Diji one of the most developed urban civilization of the ancient world that flourished between the year 25,00 BC and 1,500 BC in the Indus valley sites of Moenjodaro and Harappa. The people were endowed with a high standard of art and craftsmanship and well-developed system of quasi-pictographic writing which despite ceaseless efforts still remains un-deciphered. The remarkable ruins of the beautifully planned Moenjodaro and Harappa towns, the brick buildings of the common people, roads, public-baths and the covered drainage system envisage the life of a community living happily in an organized manner. The British had conquered Sindh from their bases in Bombay and Kutch and their supporters were Hindus. Therefore, Sindh was annexed to the Bombay Presidency in 1843 and a constant policy to subdue the Muslim majority and to lionize the Hindu minority in Sindh was followed. Trade and commerce, Services and education became monopolies in the hands of the minority whom with the support of the rulers wrought havoc on Muslims. Within a few years forty percent of the Muslim land holdings passed on to the Hindu creditors. It was after a long struggle that the cause of Sindh was supported by the Quaid-e-Azam Mohammad Ali Jinnah when he brought in his famous 14-points the demand of Sindh's separation from Bombay Presidency. H.H. Sir Agh Khan, G.M. Syed, Sir Abdul Qayyum Khan (NWFP) and many other Indian Muslim leaders also played their pivotal rule that was why the Muslims of Sindh succeeded in getting Sindh separated from the Bombay Presidency in 1936. 1

DEMOGRAPHICS & THE SOCIEY

Sindh has the 2nd highest Human Development Index out of all of Pakistan's provinces at 0.628.[7] The 1998 Census of Pakistan indicated a population of 35 million; the current population in 2009 is 51,337,129 using a compound growth in the range of 2% to 2.8% since then. Just under half of the population are urban dwellers, mainly found in Karachi, Hyderabad, Sukkur, Mirpurkhas, Nawabshah District, Umerkot and Larkana. Sindhi is the sole official language of Sindh since the 19th century. According to the 2008 Pakistan Statistical Year Book, [2] Sindhispeaking households make up 59.7% of Sindh's population; Urdu-speaking households make up 21.1%; Punjabi 7.0%; Pashto 4.2%; Balochi 2.1%; Saraiki 1.0% and other languages 4.9%. Other languages include Gujarati, Memoni, Kutchi (both dialects of Sindhi), Khowar, Thari, Persian/Dari, Luri and Brahui (may also identify themselves as Sindhi). Sindh's population is mainly Muslim (91.32%), and Sindh is also home to nearly all (93%) of Pakistan's Hindus, who form 7.5% of the province's population. A large number of Hindus migrated to India during the Partition of India in response to the influx of Muhajirs from India. The Sindhis as a whole are composed of original descendants of an ancient population known as Sammaat, various sub-groups related to the Seraiki or Baloch origin are found in interior Sindh and to a lesser extent Sindhis of Pashtun or Punjabi origins. Sindhis of Balochi and Seraiki origins make up about 60% of the total Sindhi population (they however speak Sindhi as their native tongue), while Urdu-speaking Muhajirs make little over 20% of the total population of the province. Also found in the province are groups of Sindhi tribes claiming descent from early Muslim settlers including Arabs, and Persian.

Sindh Demographic Indicators

Indicator Urban population Rural population Population growth rate Gender ratio (male per 100 female) Economically active population Statist ic 57.50% 42.50% 2.80% 112.24 22.75%

Historical populations
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Census 1961 1972 1981 1998 2010

Population Urban 8,367,065 37.85% 14,155,909 19,028,666 35,439,893 55,000,000 40.44% 43.31% 48.75% 57.5%

ECONOMY OF SINDH
Sindh has the 2nd largest economy in Pakistan. Historically, Sindh's contribution to Pakistan's GDP has been between 30% to 32.7%. Its share in the service sector has ranged from 21% to 27.8% and in the agriculture sector from 21.4% to 27.7%. Performance wise, its best sector is the manufacturing sector, where its share has ranged from 36.7% to 46.5%. Since 1972, Sindh's GDP has expanded by 3.6 times. Endowed with coastal access, Sindh is a major centre of economic activity in Pakistan and has a highly diversified economy ranging from heavy industry and finance centred in and around Karachi to a substantial agricultural base along the Indus. Manufacturing includes machine products, cement, plastics, and various other goods. Sindh is Pakistan's most natural gas producing province. Agriculture is very important in Sindh with cotton, rice, wheat, sugar cane, bananas, and mangoes as the most important crops. Sindh is the richest province in natural resources of gas, petrol, and coal.

PLANNING PROCESS IN PAKISTAN

Pakistan came into being in 1947, it was considered Economic Wasteland" and many had doubts about its economic survival. It was a rare spectacle of the birth of a new nation based on ideology composed of two geographical regions separated by 1000 miles of an alien hostile territory and 3000 miles of not too friendly Arabian Sea. The new "State" faced an "Identity Crisis" further compounded by diversity of languages and cultures. With the birth of a new state, every thing came to a grinding halt. The industrial base was virtually non existent, we were producers of some of the major items of raw material but did not have the processing facilities, the new state also woefully lacked in administrative, and entrepreneurial, business and financial expertise. Means of transport and communication were in shambles. Millions of unexpected refugees swarmed the new state and required rehabilitation at an enormous cost. These were some of those formidable challenges in the face of an extra ordinary situation, which could only be met through planned development of the economy. Before independence, the colonial rulers were merely interested in prolongation of their rule and any development that took place, was incidental to this objective. Construction of roads, harbours, bridges, barrages, railways etc., can all be viewed in this perspective. Keeping in view the above realities, the leadership immediately took up the task of amending the economic neglect of the past. "Development Board" was established in 1948 under the Minister for Economic Affairs, with Secretaries of development ministries as members. D.B was directly answerable to the Cabinet or the "Economic Committee of the Cabinet". A '"Planning Advisory Committee" was also established to render advice, review progress and to arouse public enthusiasm for planned economic development. D.B could not play its role effectively due to the resentment of the Ministry of Finance who considered it an intruder into its territories. The D.B was looked up on with suspension and mistrust. Its guidelines were flouted both by the borrowers and lenders. Its directives were spurned and it was by-passed in crucial economic decisions. 4

The "Colombo Plan" (1950), a regional plan formulated for member countries of the "Common Wealth" belonging to the South and South East Asia, was however put into effect under the aegis of the Development Board, The Colombo Plan infact had followed formulation of a, "Commonwealth Consultative Committee" that had been assigned the task of accelerating the pace of economic and social development in the region. Each member state had submitted a list of development schemes for consideration of the "Consultative Committee", and was incorporated into a comprehensive regional plan called the "Colombo Plan". Colombo Plan was conceived for implementation for a period of six years (195157). The size of Colombo Plan or Pakistan schemes was estimated at Rs. 3.05 billion with an FPA of Rs. 1.20 billion. The projects included in the Colombo Plan were prepared in haste and without proper homework. The implementation coincided with an outbreak of the Korean war, and hence necessitG1ted revision/downsizing of the Plan in 1951, carving of a "Two year Priority Plan" and execution of certain vital projects on priority basis. Due to the Korean war, there was a drastic negative impact on the economic scene in the region including Pakistan and the meagre foreign exchange resources had to be diverted for import of food grains etc. All this resulted in revising and recasting the ongoing projects and shifting in emphasis of the policies. Due to failure, to deliver the goods, "The Development Board" was replaced by a new economic organ, The National Planning Board" in July 1953. Working under various constraints viz. Poor database, shortage of trained manpower, lack of clear demarcation of its rights and responsibilities in the power hierarchy, continued opposition and resentment of other financial organs and institutions and absence of a close rapport with the operating agencies, the National Planning Board, among other assignments was given the task of preparing a medium term National Plan starting April 1954. The above factors obviously had their toll and the draft plan could not see the light of the day until May 1956. Its approval and sanction by the government was further delayed due to political turmoil and quick changes of the governments (five governments changed in quick succession between 1955 to 1958). The draft Plan was finally approved in May 1958, when three years of the Plan had already elapsed. The military coup in 1958 imparted a semblance of political stability and the new government also undertook a drastic reorientation an revitalisation of the planning agency. The National Planning Board was renamed as the 'Planning Commission' and important structural changes were brought about to make it more effective and viable. Concrete steps were also taken to institutionalise the whole planning process at both federal and provincial levels. Its status was raised as it became a 5

division in the Presidential Secretariat. In order to impart an added measure of responsibility to the Planning Commission, the Chief Executive was made its exofficio Chairman and a full-time operational head was also appointed as Deputy Chairman, with the status of a full Cabinet Minister. Other important steps included: the establishment of Planning Cells in important ministries and departments, representation of the Commission on all important, economic decision-making organs such as the National Economic Council (NEC), the Executive Committee of the National Economic Council (ECNEC), Industrial Investment Schedules (1IS), Foreign Exchange Control Committee (FECC) etc. The Commission was also solely responsible for the preparation of the Annual Development Plan (ADP). The Second Plan (1960-65) was prepared and implemented in the backdrop of these favourable developments, which greatly contributed to its success. This period (1960-65) was also characterised by internal peace and political stability and the planning process received unstinted support of the Government. It was therefore no wonder that Pakistan came to be looked upon as a model of planned development. The Third Plan (1965-70) was thus launched on an optimistic note in the background of credible performance of the economy during the Second Plan. The Third Plan had an inauspicious and disastrous start. First, skirmishes between armies of India and Pakistan in Rann of Kutch in early 1956 led to general conflagration in September 1965 due to which resources were diverted from development to organisation of war efforts. The plan also suffered on account of stoppage of economic assistance by its major partner in development i.e. USA. The Third Plan (1965-70), although well-conceived and launched on the heels of the successful conclusion of the Second Plan, was thus only a partial success which too was largely attributable to the growth momentum achieved by the economy in the Second Plan. The transformation of the political conditions from one of relative stability to that of complete chaos and uncertainty also had an adverse impact on the fortunes of the planning agency. The period was also marked by further sharpening of difference between the Eastern and Western regions of the country. The situation remained very fluid and unpredictable amidst major developments such as breakup of the One-Unit, restoration of the principle of parity and preparations for the holding of the first ever general elections. The Fourth Plan (1970- 75) was therefore launched a mid great uncertainties and lacked vital support and commitment of the government which was preoccupied with the tackling of the tangled political scenario. The rejection of the 'growth philosophy' relentlessly pursued by the Planning Commission, which was the primary vehicle for concreting the philosophy into a solid shape. The Planning Commission was therefore obliged to keep a low profile with its image badly tarnished and the Government was also obliged to keep it at a distance. The political conditions deteriorated after the elections, which sprang many surprises, and the Fourth Plan, which was almost a non-starter from the very beginning, became absolutely irrelevant under the dramatically changed political 6

landscape. The Plan was thus buried in the debris of the United Pakistan without any formal ceremonial rites. This followed a difficult period of distress for the Planning Commission as professional economists and other highly skilled personnel left its ranks in utter frustration. The Government which took over reins of power in the remaining or 'New Pakistan' also did not look upon the Commission's past in a favourable light due to its close proximity with the Ayubian economic policies. The Planning Commission was also greatly immobilised, as the new Government altogether abandoned medium-term planning and switched over to short-term planning. The annual development plans became the main instrument of planned development. Perhaps this was the only realistic course in view of the deepening. Political and economic uncertainties .The period 1972- 77 was marked by' ad- hoc planning' with major reliance on annual plans. The period was also characterised by a major shift in the economic strategy followed thus far. The 'GNP growth' strategy, which stood discredited, was replaced by that of 'Social Justice, which also brought in its trail nationalisation of basic industries with a view to enabling the government to control 'the commanding heights' of the economy. The history and evolution of the Planning Agency in Pakistan is so inter-twined with the political developments that one cannot be viewed in isolation from the other. The period of 'ad-hoc' planning ended in July 1977 and the new government immediately reverted back to medium-term planning. The Planning Commission was dusted off after a fairly long period of relative inactivity and was asked to formulate a new five year plan-fifth in sequence covering the period from 1978 to 1983. A full time Deputy Chairman of the Planning Commission was appointed after a lapse of many years. The Planning commission was also reconstitued ensuring better regional representation and professionalism. Later in the day, a full-fledged and independent Ministry of Planning & Development was created and made incharge of the affairs of the Planning Commission. Another development of even greater importance was the subsequent merger of the Ministry of Finance and the Ministry of Planning & Development. This was perhaps a good resolution of the simmering friction between the two powerful ministries. The merger was however short-lived and was abolished with the coming into power of a yet new government as a result of the 1985 general elections. The Fifth Plan (1978-83) also remained handicapped due to political unrest, Afghan war and the refugee influx, adverse developments in the World economy such as oil crisis (1979), economic recession in the West (1980) and increase in interest rates (1981), while the continued large inflows of remittances and a number of policy measures aimed at reviving the confidence of the business community, helped to achieve a growth rate of 6.7% during the plan period. The Sixth Plan (1983-88) which was turned into a rolling plan during the last two 7

years of its life, can be regarded only a partial success. The Sixth Five-Year Plan (1983-88) represented a significant shift toward the private sector. It was designed to tackle some of the major problems of the economy: low investment and savings ratios; low agricultural productivity; heavy reliance on imported energy; and low spending on health and education. The economy grew at the targeted average of 6.5 percent during the plan period and would have exceeded the target if it had not been for severe droughts in 1986 and 1987. The Seventh Plan (1988-93) was conceived as first, in a chain of three consecutive medium term plans or to be more precise within the frame work of the second perspective plan of Pakistan (1988-93) Launched simultaneously with the Seventh Plan. Therefore the Plan entailed a long term vision of the society and vowed to work for the realisation of the broad socio-economic objectives spelt out in the Perspective Plan. The Eighth Plan: The Eighth Five Year Plan (1993-98) was launched at a crucial period. While the overall objectives of planning were pivoted around the enhancement of social and economic welfare of he people, they were pursued at a time of fundamental change in domestic and global economies; most notably the redefinition of the government's role in, the economy. This warranted a reorientation of the planning process. The conventional approaches to planning reflected in a large public sector investment programme, detailed sectoral planning, elaborate controls on imports and domestic credit, highly differentiated tax and tariff regimes, and exclusive reliance of the government for the provision of social and physical infrastructure, needed a change. The often neglected areas of equity and economic environmental stability were required to be brought under sharper focus. The readjustments in economic management included privatization, decontrol, deregulation, liberalization, market orientation, community involvement and conservation physical environment. At the policy level, there was a parallel shift towards the use of incentives, inducements and deterrents in preference to direct controls. Public investment increasingly focused on physical and social infrastructure. And even in these areas the private investment was encouraged. Legal instruments, institutions and monitoring mechanisms were being developed to ensure the effective functioning of the new policies. It was anticipated that initiatives will alter the nature of planning. In contrast to earlier approaches. Which saw the government as a catalyst, a manager, and a motivator. The objective of policy was no longer what the government could accomplish on its own, but how it could induce other economic agents to act in concert for the pursuit of the collective interest. These agents included business managers, workers, investors (both local and foreign). NGOs and common households. Inducing them require the use of economic incentives, institutions for engendering cooperation, training and skill development, monitoring. Information and dissemination, I provision of infrastructure, proper maintenance of assets, stability of systems and policies, and the removal of obstacles. The exercise of economic planning helped the government step into its new role. This transformation marked a shift from allocative planning to indicative planning, from 8

direct intervention to market signals. Fiscal, monetary, trade and sectoral policies became more relevant. Apart from addressing these basic concerns, the Eighth Plan aimed at redressal of certain imbalances, which had tended to distort the developmental process. The Plan aimed to achieve five basic balances: Balance between planning for the public and private sectors: i.e. a balance between planning and policy. Inter and intra-Sectoral balance: Balance between growth in GDP and progress of the social sectors and physical infrastructure. Balance between new investment and use of existing capital stock: improve the utilization of capacity, the quality of output and more generally the productivity of capital and labour. Balance between project preparation and implementation: serious and growing weaknesses in implementation capacity affect the efficacy of public expenditures. An improvement would lower incremental capital output ratios and raise the growth rate from a given level of investment. If the neglect of implementation issues continues, wastages would multiply, gestation time would be longer and the aid pipeline would remain clogged. The Eighth Plan was not therefore aimed to be simply a summation of public sector expenditures or a list of schemes drawn up by ministries, departments and agencies and put together within a financial framework. It aimed at breaking new grounds. It was to be more releant to the pressing problems of today, and the awesome challenges of tomorrow. It must be more balanced in content and style. It was to reflect architecture and not merely a mosaic of micro level proposals. It was not to be restricted to the creation of physical assets but encompassing sustained improvement in the productive capacity of the people. It aimed at synthesising dynamism with stability, creativity with discipline and encouragement linear economic advancement, but a total transformation, so that Pakistan's polity could fulfil its appointed destiny in the more challenging world of the twenty first century. The Ninth Plan (1998-2003) The Planning Commission engaged in this task of making 9th Five Year Plan which was to be made in the second half of 1990s. But the document of the 9th Five Year Plan was not launched until the year 2000 and was subsequently abandoned due to the changing socio-economic and global scenario. However the background and salient features of the plan are provided below. The Ninth Plan was to be prepared in the background of profound trends towards globalization in the international economy and a rapid pace of marketization and deregulation in the national economy. The first element in the approach to the Ninth Plan was the maintenance of fiscal deficit at a sustainable level. The second element of the approach was to achieve potential growth and to enhance the potential itself. To move forward on a rapid and steady path, the economy must enter the 21st century with a GOP growth of 7 percent, rather than 9

the traditional 6 percent. The third element in the approach to the Ninth Plan was to put a ratchet behind the investment in physical infrastructure. In composition, this investment will have to move forward from energy to ports, railways, pipelines, roads and telecommunications. The fourth element in the approach to the Ninth Plan was the export led industrialization and growth. The fifth element in the approach to the Ninth Plan was the end of agriculturewater dichotomy. Water management and agriculture must come to terms and with each other. An efficient water market shall have to be created and its -dictates accepted by the cultivators. The sixth element in the approach was the continued investment in people, especially women and children. Enhancing capabilities of the people to exploit economic opportunities is the fair as well as the efficient way of reducing poverty and improving income distribution. Social Action Programme will continue. The seventh element in the approach to the Ninth Plan was the respect for environmental concerns in public sector projects and programmes, economic policies private investment and in the internationally traded goods and services The eighth element in the approach to the Ninth Plan was to discover regional comparative advantages and encourage private sector to go after these opportunities. Family has been the traditional support system for those who are either handicapped to participate in, or are bypassed by, growth and opportunities. In this respect to build an integrated social security system was to constitute the ninth element in the approach to the Ninth Plan.

GOVERNMENT OF SINDH
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The Provincial Assembly of Sindh is unicameral and consists of 168 seats, of which 5% are reserved for non-Muslims and 17% for women. The provincial capital of Sindh is Karachi. The government is presided over by the Chief Minister of Sindh.

Sindh
Flag of Sindh

Capital Coordinates Population (2008) Density Area Time zone Main language(s)

Status Districts Towns Union Councils Established Governor/Commissioner Chief Minister Legislature (seats) Website

Karachi 24.52 N 67.03 E 46,378,000 (Estimate) [1] 216/km 140914 km PST (UTC+5) Urdu (national) English (national) Sindhi (official) Balochi Pashto Punjabi Province 23 160 1094[1] established = 1970-07-01 {{{established}}} Dr. Ishrat-ul-Ibad Khan Syed Qaim Ali Shah Provincial Assembly (168) Government of Sindh

SINDH CABINET
Dr. ISHRAT UL EBAD KHAN (Governor Sindh) 11

SYED QAIM ALI SHAH MR. MANZOOR HUSSAIN WASSAN JAM MEHTAB HUSSAIN DAHAR (Excluding L.U) JAM SAIFULLAH KHAN DHAREJO MS.SHAZIA MARRI PIR MAZHARUL HAQ SYED MURAD ALI SHAH MR. DAYA RAM ESSARANI NAWABZADA MIR NADIR ALI KHAN MAGSI MS. SHAZIA ATTA MARI MS. SASSUI PALEJO MR. MUKESH KUMAR MR. RAFIQUE ENGINEER Special Development SYED ALI NAWAZ SHAH MR. MUHAMMAD SAJID JOKHIO Religious Affairs SYED ALI MARDAN SHAH Resources DR. MOHAN LAL MRS. NARGIS N.D. MR. AMIR NAWAB SHEIKH MUHAMMAD AFZAL ALIAS Alternate Energy MR. NISAR AHMED PANHWAR MINISTER MR. ZUBAIR AHMED KHAN MR. KHALID BIN WILAYAT MAKHDOOM JAMIL-UZ-ZAMAN MR. MUHAMMED ADIL SIDDIQUI Engineering

(Chief Minister Sindh) Minister for Works and Services Minister for Revenue and Relief Minister for Irrigation & Power Minister for Electric Power Minister for Education and Literacy Minister for Finance Minister for Wild Life Minister for Food Minister for Tourism Minister for Culture Minister for Excise and Taxation Minister for Katchi Abadies & Minister for Agriculture Minister for Zakat, Usher and Minister for Population & Human Minister for Minority Affairs KHAN Minister for Social Welfare Minister for Labour Minister for Environment & (WITH OUT PORTFOLIO) Minister for Rural Development Minister (without portfolio) Minister for Inter Provincial Coordination Minister for Public Health

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MR. MUHAMMAD AYAZ SOOMRO SYED SARDAR AHMED Minister SYED SHOAIB AHMED BUKHARI Prices DR. SAGHIR AHMED MR. ABDUL HASEEB KHAN MR. ABDUL RAUF SIDDIQUI MR. ABDUL HAQ BHURT Anticorruption MS. NADIA K. GABOL DR. SYED MUHAMMED ALI SHAH SYED FAISAL ALI SUBZWARI AGHA SIRAJ KHAN DURRANI MR. AKHTAR HUSSAIN JADOON MR. ZAHID HUSSAIN BHURGARI MR. ZULFIQAR ALI MIRZA AGHA TAIMOOR KHAN MR. MOHAMMAD RAZA HAROON SYED ALI NAWAZ SHAH RIZVI Bonded Labour MR. ABID HUSSAIN KHAN JATOI MS. TAUQEER FATIMA BHUTTO MR. HAJI MUZAFFAR H.SHUJRAH MR. ABDUL SALAM THAHIM

Minister for Law, Parliamentary Affairs & Criminal Prosecution Service (without portfolio) Minister for Bureau of Supply & Minister for Health Minister for Auqaf Minister for Industries & Commerce Minister for Enquiries & Minister for Human Rights Minister for Sports Minister for Youth Affairs Minister for Local Government Minister for Transport Minister for Fisheries Minister for Home,Prison & Forest Minister for Housing , Narcotics Control & Illegal immigrants Affairs Minister for Information Technology Minister for Special Education and Minister for Live Stock Minister for Women Development Minister for Rehabilitation Minister for Technical Education & Vocational Training Authority

LIST OF ADVISORS WITH PORTFOLIO

MR. RASHID HUSSAIN RABBANI Advisor to Chief Minister Sindh (Status of Provincial Minster) 13

MR. KHAWAJA IZHAR-UL-HASSAN MR. IMMAMUDIN SHAUQEEN MR. QAISER BANGALI Development MR. ZUBAIR AHMED MOTIWALA investment)

Advisor to Chief Minister Sindh Advisor to CM Sindh ( status of provincial minister) mines & minerals Advisor to CM on Planning & Advisor to CM on (provincial

LIST OF SPECIAL ASSISTANTS

Imtiaz Hussain Mallah Ghulam Hyder Raho Syed Waqar Mehdi & MediaSalman Abdullah Murad Muhammad Ismail Dahiri Zia-Ul-Islam Housing for Poor. Ms. Noor Jehan Mr. Pehlja Rai MR.SHAMSHAD AHMED QURESHI MR.ANWAR LALDIN MR. MUHAMMAD AMIN MENGAL MR. PERVEZ AHMED ANSARI MR. ABDUL RAZZAK AGAR MR. SARFARAZ RAJAR Special Assistant to C.M Special Assistant to C.M Special Assistant to C.M Special Assistant to C.M Special Assistant to C.M for Special Assistant to C.M Special Assistant to C.M Special Assistant to C.M for Press

ADVISOR TO GOVERNTMENT OF SINDH

Mr. Fazal-ur-Rahman Advisor to Government of Sindh on Special Initiatives

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List Of Departments Of Government Of Sindh

Agriculture Board of Revenue Culture & Tourism Education & Literature Environmental & Alternate Energy Excise & Taxation Finance Food Forest & Wild Life Health Information & Archives Provincial Ombudsman Women Development Wild Life Information Technology Inter-Provincial Coordination Irrigation & Power Labor, Transport Industry Law,& Human Rights Live Stock & Fisheries Local Govt, Katchi Abadies & Special Develoment Mines & Mineral Planning & Devevelpopment Population & Welfare Services General Admin Works & Services Zakat & Ushar Sindh Police

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Planning & Development Department Government of Sindh

Planning & Development Department, Government of Sindh came into existence on 1st July 1970 with a staff of 82 including gazetted and non-gazetted personnel. This number continued to expand with increasing challenges and responsibilities. At present, the Department is manned by about 200 officers and staff working in various technical and administration section. The Department plays a vital role in the process of socio-economic development of the Province. In an economy where public and private sectors co-exist, development proceeds along a well charted course with targets of growth emanating from direct investment by both public and private sectors. This requires careful identification and selection of projects for various nations building departments and providing direction for private sector investment through incentives and appropriate monetary, fiscal and trade policies. Designing policies for the private sector is primarily a federal subject and the role of Planning and Development Department is mainly confined to the public sector development. Plan formulation, identified as development projects for each sector in accordance with targets of growth as envisioned in the National Plan, is the main function of the Department. FUNCTIONS 1. Planning, including policy and development. 2. Coordination of foreign aid and technical assistance from abroad through Economic Affairs Division. 3. Conducting economic research. 4. Coordination of statistics in general, and all matters relating to Bureau of Statistics. 5. Processing of all development schemes, programs and proposals submitted by other Departments and making recommendations to the government thereon. 6. Monitoring the progress and evaluation of development schemes and writing their critical appraisal. 16

7. Maintaining liaison with the National Planning Agencies. 8. Initiating measures for giving suitable publicity to the Development Plans and educating the public on the results achieved from time to time. 9. Co-ordination of foreign training programs officers working with Sindh Government. 10. Dealing with service matters of the Department except those entrusted to the Services and General Administration Department.

ADMINISTRATIVE SECTION This Section headed by a Deputy Secretary (Admin) deals with matters related to the administration of Planning & Development Department, Bureau of Statistics, Sindh Regional Plan Organization, Sindh Arid Zone Development Authority and Monitoring and Evaluation Cell. Its specific concerns are: * * * * * * * Appointment / promotion / confirmation Grant of leave Grant of advance increments Determination of seniority Service rules and regulations Local training Miscellaneous administrative matters

The Section comes into contact with the Services & General Administration Department, Government of Sindh for establishment matters but for matters related to training within the country it deals with the relevant provincial departments.

General Section
This section looks after the following matters: * * * * * * * All budget and accounts matters Public accounts committee Store and local purchase Cleanliness of the premises Payment of telephone bills Inward and outward Photo-stating and cyclo-styling 17

Coordination Section
The following subjects are in the purview of this Section: Directives from President, Prime Minister, Governor and Chief Minister and miscellaneous petitions received through them. Coordination work of the department including Assembly business. ATTACHED OFFICES Bureau of Statistics Sindh Regional Plan Organization Social Action Programme Section Rural Water Supply & Sanitation National Drainage Programme, Sindh Coastal Development Authority, sindh DERA (Draught Emergency Relief Assistance)

TECHNICAL SECTIONS Physical Planning and Housing Section Transport and Communication Section Coordination and Development Section Education Section Health Section Agriculture Section Water and Power Section Industries Section Environment Section Foreign Aid Section Monitoring and Evaluation Cell Foreign Training Section Science and Technology Section Livestock & Fisheries Section World Trade Organization (WTO)

MAJOR SCHEMES/PROJECTS
Major Local Schemes Agriculture Livestock & Fisheries Forest, Wildlife & CDA Industries Mines & Minerals Water and Power Foreign Aided Projects Reproductive Health Project Sindh Road Sector Development Project Program Support Unit Devolved Social Services Program Karachi Mega City Development Project Sindh Rural Development Project Decentralized Elementary Education 18

Physical Planning & Housing Transport and Communication Rural Road Construction Project - II Education Health Science & Information Technology Statistics and Economics Environment and Alternative Energy Matching Allocation

Project Sindh Coastal Community Development Project Water Sector Improvement Project (WSIP) Sindh On-Farm Water Management Project Enhanced HIV/AIDS Control Program Sindh Education Reforms Program (SERP)

MONITORING & EVALUATION CELL This Cell deals with the following subjects: Monitoring the progress and evaluation I examination of provincial development schemes. Identifying bottlenecks in financial and physical progress of schemes included in the ADP. Monitoring of plans. Preparing annual document on review of ADP. Preparing working papers for the provincial cabinet on the review of ADP on monthly / quarterly basis. Verification of physical and financial progress of development schemes through field visits.

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