Johar Family Park: A Case Study by zahra.mukhi

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Johar Family Park: A Case Study Zahra Sohail Mukhi 18th December 2017

Project Overview

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My childhood was spent playing in a park two-minutes away from my home, with my grandfather and brother. Over the years, as my brother and I got older we stopped going there. The park, Johar Park, located on Johar Road Off Tipu Sultan Road, started depleting over the years until the local Union Council decided to renovate it in 2015. However, with this renovation came a plaque that said ‘Johar Family Park’. They had closed the park for all the regular visitors and kept it open for families who did not come. Among the regulars were children from the madrassa across the park as well as underprivileged families and children. When they closed off the park, particularly for unaccompanied boys, there was an obvious decline in the number of people in the park. In fact almost nobody went there anymore. Another factor was its location. It sits right next to a PSO petrol pump and in immediate vicinity of the Abdul Razzak Tabba Chowrangi. There is traffic at all times of the day, with roadblocks on Fridays for prayers in the Makkah Masjid (where the madrassa is). Moreover, after the renovation the door had been kept shut even when it was time to open the park. The official timings for the park are from 7 am to 10 am and then from 4 pm to 10 pm. During both times, my partner and I saw no one in the park save for the one guard and once, a few children (boys) who had jumped over the grills. One section of the park is always in complete darkness while the other has working light posts. Since the park timings go on till 10 pm, lights were also an issue. My mother had wanted to go for walks and relaxation. She would complain about how she could never tell whether the park was open or not, whether she could go in or not. There were several working and non-working mothers and their children who had expressed a desire to go to Johar Park.I also wanted a place away from home and university where I could take some time off. In Karachi, there aren’t many spaces where people can relax and have fun except for the beach and restaurants. I decided on working on this park because I wanted a space where people, who sit cooped up in their homes can have a change of environment every now and then.

Mapping the Problem Initially when I chose to work with Johar Park in order to understand the wickedness of the problem, I wanted to also look at Bangalore Town Park and Kamal Park (both located on Map A). So, my scale then included four major residential areas: Shabbirabad Block A, Shabbirabad Block B, Adamjee Nagar, and C.P. & Berar Society. All come under UC-12 of District East. It was important for me to understand why parks located at a seven-minute distance (on foot) from Johar Park attract hordes of people while Johar Park fails to do so. Moreover, Johar Park does not charge a ticketing fee as the other two parks do. We (my partner and I) went to both parks to see what the people who use have to say about Johar Park. Everyone that we spoke to said that its main problem is its location. Parents with little Image C children felt Johar Park was unsafe due to it being on the main road with a steady flow of traffic at all times. Another problem identified was the lack of a play area with usable swings. Later on in my research, I narrowed down my area to primarily Shabbirabad Block B, and the commercial area on Tipu Sultan Road. In Map B I have included the four societies (or the four corners) situated around the chowrangi mainly because Johar Park is easily accessible to all of them. However, my focus is only the residential area I have marked out with a block profile i.e. Shabbirabad Block B. I chose this residential area because for the simple reason that I live here. I know the people and they know me. Moreover Johar Park is a two-minute walk away from my home. It is also where the park is located. The neighborhood is primarily middle to upper-middle income, economically with the area around the commercial strip being primarily lower to middle income. It is Bohra dominated with the Yousufi Masjid situated behind the park. The masjid complex holds the madrassa and the MSB School, which overlook the park. The PSO Petrol Pump is right next to it, which causes a lot of noise and air pollution.

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Shayaan Aijaz & Zahra Mukhi

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Our problem is simple: no one is coming to our park. In the midst of a traffic heavy chowrangi sits Johar Park, one of many public parks in and around Tipu Sultan. Much like the others, it is a family park, but unlike Kamal Park and Bangalore Town Park, it is the only one which doesn't charge a ticketing fee, has fruit and flower stalls which have been attached to the park for over 30 years, and has a UC office sitting right next to it. Despite all these positives, Johar Park is the only one where no residents come to relax at any time of day. One of these reasons could be the fact that there is a petrol pump situated right next to the park. Another reason is that unlike the other parks, Johar Park is not situated within a safe residential area. Rather it is placed right in front of a main road, and thus suffers from both car and sound pollution, which adds to its unattractiveness.

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Our problem is simple: no one is coming to our park. Nestled to the side of Tabba Chowrange sits Johar Park, one of 15-16 family parks in the vicinity. Unlike other parks close by, Johar Park is the only one that does not charge a ticketing fee. Unfortunately, it is alsothe only one where no residents come to relax at any time of day. Our aim with this project was to find the reasons why residents chose to stop venturing into the public space, and with the help of all stakeholders, propose possible solutions to our wicked problem.

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Before speaking to the people and to the government, I had made the assumption that the petrol pump is one of the reasons for the park’s underuse. However, that was not the case as the petrol pump gave a lot of security to the park in the form of the traffic it handled and the guards it kept. There are a few hawkers who stand right outside the park. There are two constants; the fruitwallah (fruit seller) and the phoolwallah (flower seller). Come winter, the phalliwalla (peanut seller) and the shakarkandiwallah (sweet potato seller) set up shop as well. There used to be a chaiwallah (tea stall) on the footpath right at the gate of the park. One of the residents we spoke to, Mrs. Asema Pishori, said that the chaiwallah was a spy. “He had the yummiest chai I have ever had. And he had the best gossip!” Regardless of the fact that whether he was a spy or not, the tea shack also provided security in the form of the numerous people who sat there and kept a lookout. It was removed by the government apparently because of complaints by the residents about it being not aesthetically pleasing. Right next to the park, on its left are residential buildings above the commercial area on main Tipu Sultan Road. Balconies overlook the park with the odd resident standing there. Also on its left is t he Union Council office where Muhammad Junaid Mukati, the UC Chairman, sits. The location of the UC Office is ideal as it gives immediate access to the park. Across the park is the main road with hawkers on the opposite road. There are bhuttawallahs (corn seller), a person who sells coconuts and a few others who come and go. The area is not particularly politically active. However, there is some religious dominance in the form of the Bohra jamat and the presence of Makkah Masjid’s madrassa. The whole area (four corners of the chowrangi) is comprised of various ethnic and religious communities including the Kathiawar Memon Jamat, the Dawoodi Bohra Community, the Chinioti Community and a few families from the Punjabi community.

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Gul Hasan Government Institutions

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Hakim Khan (fruit seller)

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Residents Hasnain Paliwala

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Stakeholder Map

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Shayaan Aijaz & Zahra Mukhi

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Listening to Stakeholders Junaid Mukati As the Chairman for UC-12, Mr. Mukati has played a crucial

role during the course of our project. He is a parliamentary leader for Jamat-i-Islami in his mid-50’s. He has wanted the people from Shabbirabad Block B and Adamjee Nagar use the park. He is also very eager for actitvites to take place daily if that would attract more people to Johar Park. When we went to him initially regarding the park, he did not admit that the closed gate was in any way a problem. It was only after multiple conversations that he agreed to this. He also feels that if the boys from the madrassa come in the park, it will ruin the atmosphere and stop families from coming in. This is mainly because he feels that the boys, with their topis and kurta shalwar portray the image of the Taliban (not to him but to the residents). This is why he thinks keeping the ‘family’ in Johar Family Park is crucial.

Shabahat Hussain Siddique He is the Director of Parks and

Horticulture for District East. A government employee in his 60’s, Mr. Siddique has been in the department for 30+ years and feels that the people own the park. His favorite Image D thing about parks is the walking space they provide. He was in charge of the 2015 renovation of the park and narrated how the walls were crumbling and the condition was growing worse each year. He also mentioned that water was an issue and so they switched to sewage water to water the park. There is a lack of civic stewardship, which is why Johar Park isn’t as busy as Banaglore Town and Kamal Park. He didn’t show a lot of enthusiasm in regards to the future of Johar Park but he encouraged us to make a community committee, as this would create community ownership.

Asema Pishori Mrs. Pishori, a schoolteacher in her mid-40’s, has been a resident of Shabbirbad Block B for her whole life. She

used to visit the park before it was renovated, when her children were younger as well. She remembers when the park was ﬁlled with hustle and bustle of people. There was a chaiwallah (tea stall) in front of the park who, according to her, was a spy. One aspect that she was concerned about was the fact that now, the park has become exclusive to more aﬄuent members of the area while previously, people from all social classes used to visit the park. Her main suggestion was to involve grandparents with park as they have more free time than working parents.

Gul Hasan The one guard in Johar Park comes and goes in between the two opening and closing times. During the time when the park

is closed to people, Gul Hasan is not present. A shy young man in his early 20’s, Gul Hasan was hired as a guard through the Muhaﬁz Company. He carries no weapon and his duties basically involve opening the gate of the park and making sure no unwanted person comes in. However, after the park is open, he does not sit inside instead he sits outside with the coconut vendor. He started working here after the renovation and so does not know much about the parks condition before. He waters the grass on the weekends when the gardener is not there even though he is not paid for it.

Mohammad Bhai A shopkeeper in his mid-50’s, Mohammad Bhai sells ration in the commercial area next to the park. He rarely

leaves his shop and expressed no desire to use the park on any occasion. However, he does remember a time when the park was full throughout the day. My partner and I assumed that the shopkeepers on the commercial strip would frequent the park once in a while. However everyone we spoke to either came from the opposite part of the city or they just didn’t have the time. People like Mohammad Bhai prefer to go to parks around where they live rather than taking a break from their shops and businesses and going to Johar Park.

Ahmed Bhai: A coconut vendor who sets up shop adjacent to the park, Ahmed Bhai is in his mid-30’s and keeps the spare key for the

park incase the guard is away. Gul Hasan has given him the key, as he ‘trusts’ him. Ahmed Bhai’s sole purpose in life is to protect females from the male gaze and so believes that the grills around the park are unsafe. He thinks that all the other parks are ‘VIP’ as they are all located within residential areas, whereas Johar Park is on the main road. He thinks its location and the fact that it does not have solid walls is the reason for families avoiding Johar Park.

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In the beginning, my partner and I assumed the problem. We thought it was a simple case where the only problem was the gate being kept shut. As we delved further, we discovered that it is actually much more complex. One thing was certain; nobody was coming to the park. In order to ‘solve’ this, we tried to understand why. And as we kept going on trying to figure out the exact problem, we came up with multiple solutions as well. This is Rittel and Webbers first property of a wicked problem: There is no definitive formulation of a wicked problem, “The information needed to understand the problem depends upon one’s idea for solving it. […] Problem understanding and problem resolution are concomitant to each other” (161). The next category of a wicked problem states that there is no stopping rule; a wicked problem can only be re-solved. What makes our park so wicked is mainly its location on the main road and its (now) exclusivity to more affluent members of the area. The first cannot be helped. The second can in a way be re-solved by allowing everyone into the park. However, on that front the government institutions (the Union Council) are not willing to bring any change. The residents are all for allowing people of all kinds, not just families to access the park. Mr. Mukati, the Chairman of UC-12 particularly mentioned that he did not want unaccompanied boys in the park as that would make it ‘unsafe’. Thus, the emphasis on ‘family’ in Johar Family Park. Before the renovation, boys from the madrassa in Makkah Masjid used to frequent this park. After the renovation, once they had added ‘family’ and barred any unwanted people from venturing in, the park became deserted. It has been this way to this date. Every solution that we try to bring up is either thwarted by the narratives presented by the Union Council and other people or just by the lack of interest of the residents.

We realize that there can never be a true/false solution. Everything that we try to do will either by good or bad for the park and the residents. Either the park will be filled with people and it will no longer be a wasted space or it’ll remain as it is. The park physically will not be affected. However, the solutions we have implemented (or tried to) cannot as yet be categorized as good/bad as they haven’t been there for long. Moreover, we don’t even know if this solution will work or not. This is the fourth property Rittel and Weber talk about. We can’t do a trial and error of each solution that we come up with. Looking at the park as a problem with various structural problems surrounding it, we can’t implement a solution and expect it to produce results in a specific time. Within a social issue, problems as well as solutions take time to formulate. If one solution does not work all we can do is learn from it and start again from scratch. Johar Park has been handled mainly by the Union Council with no involvement from the communities living around the area. The solutions to problems were always concrete. A is a problem, B is the solution. There was seldom an overarching picture taken into account. For instance, Mr. Mukati claimed that he installed washrooms inside the park at his own expense, with no help from the government. This was done at the behest of a few individuals (who complained but did not frequent the park). What Mr. Mukati did not take into consideration was the involvement of these individuals with the park. Now there are washrooms that nobody uses because nobody uses the park. He has not tried to understand the problem deeply, only doing what the people ask of him. Hence, there weren’t any attempts to figure out further solutions. But even this takes time. The implementation of every solution is a tedious and time-consuming process. Which is why each trial counts as much as the next. But this is a never-ending loop, as the problem can never be solved, only re-solved. A number of my colleagues are also working on parks in their specific neighborhoods. However, although the space is the same, none of us can claim that our problems are similar. Hence provingthe seventh property of a wicked problem, each problem is unique. Image F

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When renovating the park, the decision to add ‘family’ to Johar Family Park also meant that only a certain class of people were allowed to enter. They thought this would be a solution to the ‘class problem’ (where all kinds of people came to the park). Instead, this resulted in another problem of nobody coming in at all. The ‘wicked problem’ created another wicked problem, leaving the park deserted. “…members of an organization tend to see the problems on a level below their own level” (Rittel & Webber 165). Moreover, there is no one way that I can explain the wickedness of Johar Park. There isn’t a set hypothesis I can use that will perfectly explain the problem. There are more ways than one to explain it and to understand it. Working on a wicked problem, which is essentially a social problem, I can’t be wrong. My analysis of the problem has to be thorough, the solution I propose has to be the right one. There is no room for sorry’s and excuses. That is why after two months of research, I have only now begun to formulate my solution. “Here the aim is not to ﬁnd the truth, but to improve some characteristics of the world where people live. Planners are liable for the consequences of the actions they generate; the eﬀects can matter a great deal to those people that are touched by those actions” (Rittel & Weber 167).

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According to Donella Meadows’ framework for system traps and failures, our park was caught in ‘Seeking the Wrong Goal’. “The goal is the direction-setter of the system…If the goal is defined badly, if it doesn’t measure what its supposed to measure, if it doesn’t reflect the real welfare of the system, then the system can’t possibly produce a desirable result” (Meadows 138). In the three years since it was revamped, Johar Park has rarely seen anyone in its vicinity. Once a large part of society was barred from accessing the park, nobody came. The government institutions that were in charge of the renovation had the goal of making this into a ‘nice’ park where only families from ‘nice’ households come. Now, the way out from this is, as Meadows defines it is “Specify indicators and goals that reflect the real welfare of the system. Be especially careful not to confuse effort with result or you will end up with a system that is producing effort, not result” (140). This happened before, after the renovation. Every ‘solution’ that the Union Council comes up with does show the effort but not the result. Our goal with the intervention is to get this system out of the trap by creating solutions that ask and answer the right questions.

Design Intervention

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Our design intervention/workshop was a booklet with photographs of the park, highlighting the specific problems we had identified. The idea for the picture booklet came to be because we realized that in order for this intervention to be successful, we couldn’t overtly offend anyone. We showed them the booklet and asked for possible solutions to these problems. The problems we identified in the booklet were of things like the closed gate, the lack of lighting at night, the lack of a sign that reads the timings of the park, and the dilapidated children’s play area. We went to each stakeholder individually, choosing not to gather them in one place as that would be inconvenient for everyone. We went to the Union Council Chairman Mr. Mukati, the Director for Parks and Horticulture Mr. Siddique as well as a few residents asking for possible s olutions to the problems we had identified and for them to point out any problems we had missed. Gathering all the stakeholders would’ve meant catering to each ones time constraints and considering our own hectic schedules we decided this was the best way to do out intervention.

Mr. Mukati and Mr. Siddique, although eager to discuss this issue with us, kept on asking for our solutions to the problem. Mr. Mukati, towards the end drew up a few solutions that he was willing to work on and implement. Some of these solutions included keeping the gate open, installing lights that work, getting new swing sets for children, keeping yoga and aerobics classes to attract more people, keeping a mini zoo to attract children and adding a sign that is readable from a moving car. Mr. Siddique discussed the problem with us in great length but eventually just pointed to one thing about the park that bothered him the most, the wild grass. He claimed that this wild grass would grow over the ‘nice’ grass and ruin the park. Other than that, he didn’t have much in the way of solutions. The residents however, proposed a number of ways that could get the park active and engaging. Among those suggestions was to involve the grandparents of the neighborhood to create activities for the children since they have the most time on their hands. Another suggestion was to keep workshops where children, through planting, get to learn about the plants. Considering all of these suggestions, we decided to create a community committee that would take care of the park and keep the people involved, we called them ‘Friends of Johar Park’. Anyone we spoke to about this committee felt it was something that was needed and very doable, but nobody wanted to be a part of it. Our design strategy was to create a communication model that convinced the residents to be a part of the committee and convinced them in a way that made them believe there was nothing better than this. Unfortunately, we could not prototype in time. The people were hard to reach and a general indiﬀerence in their attitude towards the park made us rethink our strategy several times. In the end, our time ran out. I will explain our communication strategy in the next section. We do intend to take this project forward and so this strategy still holds.

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Way Forward Almost a week ago, we noticed changes in Johar Park when we went for our site visit. The local Union Council was taking us seriously and had actually delivered on their promise of helping us where they could. The silver plaque, invisible from the main road, was removed and the wall was painted in big bold letters. There was a new colorful swing set inside the park rather than in a section isolated from it. The gate was being kept fully open during the times the park was open. Since it hasnâ&#x20AC;&#x2122;t been long at all, there werenâ&#x20AC;&#x2122;t any changes that we could see. However, Mr. Mukati is enthusiastic that the turnout to the park will increase as people start noticing it more.

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Creating a prototype that not only starts the conversation but also keeps the park functioning for a longer period is our next goal. The community committee we have proposed to design will act as group that engages the rest of the community with the park by an environment that is inclusive to everyone. The ‘Friends of Johar Park’ will be comprised of a diverse group of people who are committed to the project. People of all ages, including grandparents and young adults, will be welcome to join the committee. The two of us on our own cannot bring about the social innovation needed to make Johar Park inclusive. We need the support of the communities living around it. Manzini deﬁnes social innovation as “a process of change emerging from the creative re-combination of existing assets (from social capital to historical heritage, from traditional craftsmanship to accessible advanced technology), which aims to achieve goals that are socially recognized” (6). Social innovation has two aspects that are important from a design perspective, “social innovation is a combinatory action, and it must be socially recognized from the beginning” (Manzini & Tassinari 6). If the people of the area take responsibility of the park, there will be more chances to innovate and collaborate. The park will not deplete after we are done with our project. There will be someone to take care of it at least for some time. This committee will be sustainable in its essence, as it will be created of members from the area. “Creative communities and their supporting partners recognise some features that are better than the ones proposed by the mainstream unsustainable production and consumption system: they choose solutions permitting them to live a higher quality of life (i.e., a way of life that they perceive to be of a higher quality, to be better than the mainstream alternative), and to consume less (i.e., fewer products and less occupancy of space). That is, they compensate for the reduction in consumption with an increase in something else that they consider more valuable” (Manzini & Tassinari 8). It is because this committee will be for the people, created of the people, that it will form deeper relationships with the area and place and work in a way that the government could not. They will be able to build deeper relationships with the general community at large over time, as they are part of the community themselves. An ‘ecology of time’, as Manzini calls it, can already be seen with how long it took to bring about the small changes in the park already mentioned above. “Deep relationships, ecology of time, meaningful work, collaboration by choice, human scale, cosmopolitan localism and enriching complexity, are qualities we have been able to discern so far as sustainable qualities emerging from qualitative frameworks” (Manzini & Tassinari 10). We are hoping for the committee to have each one of these qualities to make it sustainable. Some of them will already by present as the committee is stemming from the community. A sustainable community committee will be able to work for longer and provide solutions to the already fading Johar Family Park.

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Appendix Images Image A Johar Road from the gate of Johar Park Image B Johar Park Image C Fumes from the petrol pump, trickling into the park Image D Muhammad Junaid Mukati, Chairman UC-12 Image E Image from the footpath of the park, with the Union Council oﬃce on the right and the Abdul Razzak Tabba Chowrangi ahead Image F Locked gate during opening time Image G Dumpster and trash in the play area Images H and I The dilapidated children’s play area Image J Plaque which reads ‘Johar Family Park’ Images K, L, M, and N Picture booklet used for design intervention Image O Painted wall replacing the plaque Image P, Q, R, S New swing set inside the park. Old play area can be seen behind it Image T Signboard put up in the last week

Maps Map A Map made initially, which shows the larger boundary as well as Bangalore Town and Kamal Parks Map B Revised map, with a smaller boundary. Map C Screenshot from Google Earth

Bibliography Manzini, Ezio, and Virginia Tassinari. “Sustainable qualities: powerful drivers of social change.” 2012. Meadows, Donella, and Diana Wright. “System Traps...and Opportunities.” Thinking in Systems: A Primer, Chelsea Green Publishing, 2008, pp. 111–141. Rittel, Horst W. J., and Melvin M. Weber. “Dilemmas in a General Theory of Planning.” Policy Sciences, vol. 4, 1973, pp. 159–166.