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ORANGI PILOT PROJECTPROGRESS REPORTSApril 1980 -June 1983

FC i' . - l i t VV/A I L..1 \ L ' u l '

All the reports have been written by Dr. Akhter Hameed Khan,Director OPP. However, Part II of report no. 13 is written by Ms.Perween Rahman, Joint Director (Technical), Mr. Anwar Rashid (Eco-nomist) and Ms. Zareen Majeed, Manager, women's programme. Part IIof report no. 14 is written by Ms. Perween Rahman, Ms. Zareen Majeedand Moulvi Mahmood Vernalvi, Manager youth club.

These reports were originally cyclostyled and produced every threemonths in limited quantity for distribution among professionals,government departments and interested individuals. Except for theaddition of the Introduction and pictures, no other changes have beenmade in the present report from the original Quarterly reports.

Photos by Shahid Ahmad Khan and Sami Mustafa. Cover photo by ArifHasan.

Orangi Pilot Projectl-D/26 Daulat HouseOrangi Town, Karachi

Telephone: 618628July 1983

Produced byPRESS SYNDICATE Karachi

Phone: 213151

contents

Introduction

1st progress report (1st April i960)

Proposal for a projectOrangi Pilot ProjectCollaboration with NIPA, KarachiField officeEducation of directorProblems and effortsFirst contactsManifold problemsMany institutional effortsMany activitiesSelection for further studySmall experimentsPurpose of this report

2nd progress report (May - J u n e 1980) ; 13

The first reportThe second reportThree decisionsSupport of the All Orangi United FederationUrdu pamphlet on Orangi FederationField office and workers for OPPDetails of the supportProgress during JuneConsolidationAn example

3rd progress report (July — August 1980) J5

HighlightsWork of Orangi FederationEmerging functional patternFormation of research unitCore workers of the OPPTentative annual plan and budget

4th progress report (September — October 1980) 1 7

Visit by ICIC directorsFinancial statementFour objectives of OPPProposed annual budget

Cost of developmentSurvey of activitiesWork of engineering consultantsExperimental modelsEducative bookletsFour point programme of imamsE.P.I, trainingThe Orangi Gazette

5th progress report (April 1981) 20

DelayRecord of progressConclusionsCore workersThe Orangi GazetteFirst year's workNeed for consolidationFinancial statement 1 st April 1980 — 31st March 1981

6th progress report (April —June 1981) 23

Year of consolidationRecord of failureResponse from councillorsCoordination with KDAThree months' activitiesLobbyingOrangi GazetteMohalla tanzeemsAligarh society — a modelImams ' programmeDoctors' programmeResearch and documentationTraining

7th progress report (July — September 1981) 26

Mr. Burney's visitWellsFirst economic programmeImpact of sanitation adviceMosque committeesConference and slide showsOrangi GazetteSeminarsResearchAudit report

8th progress report (October — December 1981) 29

Pattern for planning tow cost sanitationA seminar on people's planningHope of integrated participatory planningLow cost tubewellsEconomic programmeCollapse of the imams'programmeHome schools and first aid centresA school works programme

Conferences and slide showsFinancial statement

9th progress report (January — March 1982) 33

End of two years — a reviewFour programmes of the second year; consolidationProspects of expansionEmphasis onR&D and evaluationProgress since the last reportLow cost lane sanitationLow cost septic tank latrineAssembly of drilling rigHome schools and first aid centresProblems of a model dye house

10th progress report (April —June 1982) 36

OPP Phase IIManagerial arrangementsOPP's roleMonitoringProgramme's progress — lane sanitation: planningLane sanitation: executionWater drillingBenarasi weavers' programmeThe dark tunnelHome schools and first aid centresFinancial statementHeads of expenditureCapital expenditure

11th progress report (July — September 1982) 4 I

Reorganization and expansionImprovement of low cost sanitationImprovement of tubewell drillingImprovement of model dye houseExpansion of home schools and first aid centresNew activities for girl teachersWomen's groupYouth clubsTeachers'study circleOPP phase IIPublic noticeAudit and financial statements

12th progress report (October — December 1982) 46

Low cost lane sanitationSewage work in 30 mohallasSanitation IICost and benefitNeed for coordinationSuspension of tubewell drillingHome schools and first aid centresRe-thinkingBenarasi weavers'programmeFinancial statementAudit report

III

13th progress report (January-March 1983) . . . 52

Part I:Director's reportEnd of third yearNature of OPP's workWork during the 4th yearEconomic groups and cooperative housingManagement and programmesSupporting teamsReportingSeparation from the UNCHSChanges in economic programmeSanitation and women's programmeFinancial statement

Part II

Report by Joint Director (Technical) and Manager, women's programmeResearchExtensionNew organizationProgress of workProblemsGood and bad work in the lanesHaudi in place of manholes (diagram)Home schools and first aid centresNew approach: Women's programme

14th progress report (April — June 1983) 64

Part IDirector's reportRestricted areaTermination of cooperative housing projectOPP's areaSelection and postponementFour levels in OrangiRisk at higher levelsImprovement at the house levelSocial and technical support for improvementsPublications and video tapesOrangi Project CommitteeBudget for 1983-84

Part II

Low cost sanitation, women's programme and youth clubsSetbackAn experiment cut shortNew division of areaNew planningSurveys and reportsSample investigations and case studiesImprovement of mohalla drainsProgress of workResearchPeople's participationWomen's programmeTree plantation and kitchen gardens

IV

Appendix I ? 3

A note on welfare workby Akh 1er Hameed Khan

Appendix II 75

Memorandum from Mr. N. Houghton to President BCCIand comments by Director OPP on Mr. Houghton's memorandum

Appendix III 82

Drawing of OPP's low-cost sewerage system

introduction

Orangi is a katchi abadi, a squatter town inhabiting 800,000 peoplein an area of app. 5,000 acres. In Karachi division alone there are 362 suchkatchi abadis with a total population of 2 million.

For a long time the existence of such large numbers of people livingin katchi abadis was not recognized by the government. As if these peopledid not exist. The government felt no obligation to their developmentalneeds and no attention was paid accordingly until a Directorate of KatchiAbadis was created in order to look into the possibility of providing thekatchi abadis the basic services such as water supply and sewerage, etc.

The improvement of katchi abadis in terms of providing water supplyand sewerage has involved large sums of money. The government agenciesresponsible for this task, first the Karachi Development Authority (KDA)and since July 1981 the Karachi Metropolitan Corporation (KMC), havefaced difficulties with regards to funding of these improvement projects.

There have been two possible sources of funding available to them.Either through foreign borrowing (from the World Bank, the United Nations,or the like), or by raising the required amount, running in hundreds ofmillions of rupees, from the local residents in the form of development andimprovement charges.

As for the first option, the difficulty has been not so much in findinga lender as much as in finding the ways and means of recovering the loanmoney for repayment. The government would have to either repay the loanfrom its own resources or recover it through the beneficiaries (local residentsof katchi abadis). When large sums are involved none of this seems to havebeen easily possible. Experience from Baldia Improvement Project of Karachishows that recoveries from lease charges lag behind expenditure. In thefirst 3 years KMC spent Rs. 30 million but it recovered only 33% of thisamount from the residents who are reluctant to pay lease charges so longas they do not see improvement works actually carried out.

1 These are also known as sub-standard urban areas (SUA).

2 According to a rough cost estimate, Rs. 1,650 million is required for the initialdevelopment of katchi abadis. (Katchi Abadies in Sind: Challenges and ActionPlan, May 198 2: Department of Housing, Town Planning and Local Govern-ment, Government of Sind; p.25)

3 Katchi Abadies in Sind: Department of Housing, Town Planning and LocalGovernment, Government of Sind; 31st January 1983, p.40.

The problems involved with foreign borrowing has been best illus-trated in the case of Lyari, another katchi abadi of Karachi. In 1974 theWorld Bank through the IDA was approached for financial assistance forthe Lyari Early Action Project (LEAP) which involved essentially the cons-truction of sewerage and drainage systems. A foreign consulting companywas retained by the World Bank to review the Lyari sanitary sewerage systemprepared for KMC by a Karachi firm. Large sums were spent for the manymissions that came from the World Bank for preparation and appraisal ofthe project. In August 1976 the appraisal report was approved by the IDAloan committee. The World Bank proposed an IDA credit of app. 36 million(US) dollars or about Rs. 400 million,4 and a team of Pakistani expertsand officials were invited to come to Washington fo.r settling the termsof the credit.

The question arose as to how the loan money would be recovered.The proposal suggested recovery from the beneficiaries in the form of leaseand development charges. Eventually, the problems of repayment made itimpossible to accommodate the credit in the Annual Development Plan(ADP) of the government. The plan had to be abandoned indicating thedilemma and the near impossibility of improving a low-income communitythrough borrowed resources. All the money, energy and time spent onpreparing a very fine integrated improvement plan seemed to have beenwasted.

As for raising the necessary funds from the local residents of Orangi inthe form of development charges, the major obstacle has been the prohibi-tive rates charged by the KMC or KDA planners, engineers and contractors.If a house is built on 80 or 100 sq. yds. for 15 or 20,000 rupees, and thattoo on an incremental basis spread over many years, then the owners ofthese houses find it impossible to pay 3 or 4,000 rupees per house for thedevelopment or improvement of drains, sewerage, etc.

The residents also feel that it is the duty of the local councillors orthe KMC or KDA to provide these basic facilities for them. The KMC, onthe other hand, being unable to recover the development charges from theresidents of these low-income areas leaves things as they are. Neglect, to thatextent, becomes the government's official policy, and the result is furtherdeterioration of the sub-standard and unhygienic conditions in the lanes andin the area as whole.

Under these difficult conditions, some people have themselves madeseveral attempts at improving their lanes including constructing elementarysewerage facilities in a few areas. They have tried to lay pipes for the disposalof water and sewerage from the lanes into the big nallas (natural drains).A few people who can afford the cost have even made their own septictanks. However, given the lack of technical support many such effortshave been unsuccessful. The level of the pipes has not been properly main-tained. Manholes are often not made. Or the pipes have not been laid atsufficient depth to be able to bear the weight of vehicular traffic.

"Critical Review of World Bank Lyari Early Action Project Appraisal Report,"by KMC/LIPT: 23 September 1976. Letter of Mr. J.H. Collier of the WorldBank to Mr. Mazhar Rafi, Secretary Housing, Town Planning and Local Govern-ment, Government of Sind, dated August 9, 1976.

. » * .

Technically inadequate solutions: Attempts by people to solve their sewerageproblem before OPP's assistance was available.

It seems that despite good intentions and some investment the govern-ment authorities have not been able to bring about any substantial change inthe katchi abadis. The main impediment is said to be lack of resources.Because of limitations mentioned earlier foreign credits cannot be imple-mented, and the KMC or KDA or the Government of Sind have no organi-zational mechanism to successfully and effectively mobilize local resourceson a large scale from low-income areas. Whatever may be the reason, thereseems to be two sets of rules operating, one for the affluent sections of thesociety who need and get all the facilities of a healthy living, and the otherfor the poor who have been made to live without the basic facilities ofrunning water, sanitation, drainage system, roads, electricity, etc.

Search for a methodThe problem was, therefore, quite clear. Given the inability of

the government how does one find a method of improving the katchi abadis.When Dr. Akhter Hameed Khan, the Director of the Orangi Pilot Projectbegan to explore the possibilities of finding a solution to this problem,he first thought that the government could be persuaded to pay more atten-tion to the needs of the people of Orangi by effective lobbying. In otherwords, a solution within the structure of a conventional approach — develop-ment from above through contractors and government agencies — was stillconsidered plausible. Organizing the local councillors, mobilizing the exist-ing local organizations, in particular the All Orangi United Federation,and the publication of a quarterly paper in Urdu became part of OPP's earlystrategy for carrying out effective lobbying. At the same time Dr. Khanstarted meeting the high officials of KMC, KDA, Local Government in orderto draw their attention to the plight of the people of Orangi.

But soon it was discovered that the problem is not the lack of effec-tive lobbying but of constraints of a very different nature. First, the coun-cillors just refused to hold meetings, saying that there was no need forit. It was more in their interest to be on their own rather than be united.They wanted favours and patronage individually not collectively. Second,

I the various associations and organizations in Orangi which have been ostensi-bly designed for lobbying have, in fact, been used by politically ambitiouspeople for their own personal gains. Third, in meetings with the KDA orKMC officials, one would find these officials polite who would listen atten-tively and even show a willingness to cooperate with the project. But noconcrete cooperation was ever extended.

In view of these circumstances, it became apparent that there is abottleneck. On the one hand the KDA and KMC charges are far beyond thereach of the people of Orangi. And on the other hand, because of unknownreasons the KDA or the KMC is either not willing to or not able to reducethe cost of providing basic facilities to the common people.

Consequently, a solution had to be found without having to dependentirely on external assistance. The approach of development from above —the conventional approach — had shown to hold very little promise forsolving the problems of Orangi.

Ç The broad outline of the alternative strategy had been envisaged by\ Dr.Khan: That it had to be development from below in which local residentsI would be organized and their resources would be mobilized. By this method,

the creation of effective local organization and dissemination of technicalskills among local people would be the key to the improvement of Orangi.And above all, the success of the methodology would depend on a soundlow-cost technology, technical competence, and professional approach of its

\ workers which OPP has now acquired through much time and effort.

Here we shall discuss the experience of sanitation to explain how OPPhas managed to make a breakthrough in a self-managed people's programmewithout subsidizing the actual cost of work being done. The OPP subsidyhas been only in research and extension; the construction has been carriedout entirely through local resources. It is this fact of working throughlocal resources which makes the OPP a significant project. It is significantnot only in terms of mobilizing local resources but also for having shownthe way to an improvement strategy based on a collective and self-helpapproach.

Sanitation

Given its acute and urgent need, and the fact that it gave quick andconcrete results to a long outstanding problem, low cost sanitation has beenone of the most effective programmes of OPP. The problem has been ap-proached by Dr. Khan in the following manner:

There seems to have been three barriers preventing the improvementof Orangi on a self-help basis. First, there has been the psychological barrierboth at the top and at the bottom. At the top the psychological barrier hasbeen with the government departments who perhaps feel that the problem ofkatchi abadis cannot be solved with any significant results in view of the fact

that they do not have sufficient resources. Psychological barrier at thebottom refers to the attitude of some people in Orangi who still expect theKMC or the KDA to do the work for them. They also feel that in any casethe work of sanitation, water supply, drainage, and so on, is beyond theirown abilities and resources.

The second barrier, and connected with the first, is the cost barrier.As pointed out earlier the cost of constructing a proper sanitation systemthrough conventional methods involving government departments, vestedinterests, corruption, etc., has been excessively high for the people to afford.

And the third barrier has been the technical or technological barrier.This means that where residents have been interested and motivated inconstructing a sewerage system, they have lacked the technical know-how todo it competently and satisfactorily. The result has invariably led to failuressooner or later.

As a first step, the OPP has attempted to try to remove the threebarriers. With regards to the sanitation programme the experiment has been(a) to persuade the residents that if they do not organize themselves toimprove their living conditions, nobody will do it for them, and they willface greater hardships; (b) to try to reduce the cost of a standard seweragesystem; and (c) to provide the interested residents with a low-cost techno-logy and the technical guidance and assistance for constructing it, and totrain them in its maintenance and upkeep.

The people of Orangi know that collective effort is perhaps the onlyeffective solution to their needs. The problem, among others, is one of trust.In their past experience all such efforts at organizing them has invariablyresulted in either incompetence and waste or in their being cheated out oftheir money. Accountability has been difficult and corruption rampant evenamong fellow residents.

In order to eliminate the problem of mistrust, Dr. Khan startedwith the lane as the unit of organization. On an average there are between20 to 30 houses in each lane. The heads of these households get together,discuss the problem of sewerage and the need to rectify it. When they allagree that work on sewerage should be done and that they are willing tocontribute their share of the cost, then they make a formal applicationto the OPP office. The OPP office sends its technical team which surveys thelane and gives the design and cost estimate. Then the residents collect andgive the money to elected lane managers. The managers then buy the ma-terial and organize the work. Full account of expenses is maintained and acopy is submitted to the OPP office.

By making lane as the unit of arganiiation as opposed to mohallas(neighbourhood) or sectors, the problem of trust has been solved, thus mak-ing it possible to organize people within a small and therefore effectivestructure of collective action.

The task of removing the psychological barrier became possible byreducing the cost of construction. By eliminating kickbacks and profiteeringthe cost has been brought down to less than a third of prevalent rates. Insome cases the cost has been reduced to as low as Rs. 12.60 per rft ( report

5

i

13, table II) as compared to the prevalent rate of Rs. 45 per rft of drainageline.5

This drastic reduction has been possible by improving the design ofthe manholes and septic tanks. By changing the design of the manholesfrom block construction to cast in-situ the need for expensive skilled ma-sons has also been eliminated. Steel shutterings are provided to the residentswho use it to construct the manholes themselves under OPP supervisionif needed.

It is fully realized that the reduction in cost should at no stage com-promise the quality of work. By improving the design of the manhole (byeliminating waste in material, simplifying construction, etc.) and also bysimplifying the system by putting a T ' in a haudi (interceptor chamber)rather than building an expensive waffle chamber, it has been possible tofurther reduce the cost (see appendix III). It took many months of experi-mentation with various designs of haudis and manholes before a satisfac-tory solution was found.

The task of extension work involved considerable time and effort.After having arrived at a successful design of haudi with aT-pipe connection,we found that the residents were often not following the OPP instructions.When the technical staff surveyed the lanes constructed with OPP assistanceit was found that a number of houses had given direct connection with themain line (see 10th progress report, item 6). They had either not built thehaudis with T-pipe connection or in some places misunderstood the instruc-tion and made direct connections with an oversized T-pipe as shown in thepicture. This naturally threatened with choking and failure of the system.

5 Lowest figure quoted by Irani & Co., Constructors and Consultants (Karachi)for a 9" dia RCC pipe and for 2' x 2' x 3' manholes to be placed at every 30feet.

When technical instructions aremisunderstood, people makemistakes. The picture shows adirect connection made to themain line through an oversizedT-pipe,

Consequently OPP had to instruct all its managers and technicalstaff to make sure that no future direct connections were made and thosemade were rectified. Our extension method — that is, how to deliver a designfor successful implementation by the people — had to be improved. Plasticmodels to scale have been made to demonstrate visually how the systemworks, from the commode (toilet) to the haudi to the main line.

A people-oriented developmental strategy

OPP is aware that it cannot immediately build a fully integratedand complete sewerage system. The purpose is to organize the people tolearn how to do it themselves. Deviance and error of judgment is part of theprocess of developing local organizations and local skills and expertise whichwill eventually eliminate the need to depend on the extravagantly expensiveservices of outside institutions and professionals.

The demonstrative effect of this self-help programme has been signi-ficant. When the programme first started in September 1981 it took threemonths for Dr. Khan and his social motivators to convince the residentsof one lane only that the proposal was not another political gimmickery,that it would work and work well. Today the demand from lane residentskeep pouring in and the OPP office is unable to keep up with the requests.

If social mobilization is the main springboard of development thenthe distinct roles of social mobilization and technical expertise must be fullyrecognized. Otherwise one is likely to make the error of measuring anunconventional approach through narrowly "professional" yardsticks. This iswhat seems to have been at the root of the conflict between the OPP and theUN Centre for Human Settlement (UNCHS or Habitat). Mr.Nicholas Hough-ton sent by the UNCHS to assist the OPP felt that the approach of OPP andthat of UNCHS are "irreconcilable One open ended, exploratory andevolutionary with emphasis on sociological particularities . . . the other,target oriented, systematic, with a professional and technical focus . . . "(see appendix II).

This conflict has been unnecessary and unfortunate because theUNCHS, "uniquely equipped to provide specialized support for undertak-ing large-scale projects in low-income urban areas", became an adversaryof a project it had come to assist. It insisted that it would assist only onits own terms or not assist at all.

As a result of this conflict with the UNCHS, OPP suddenly finds itselffaced with a unique challenge: Must it depend on the foreign agencieslike the UNCHS and their professionals and experts to provide an effectiveand viable strategy for the improvement of low-income areas, or can thework be done just as well or better by Pakistani technical and social scienceexperts who are competent and who have an interest and. commitment tothe people of low-income groups. This challenge has implications not onlyfor the OPP but for low-income people in virtually every part of the thirdworld.

Tlie project has now been bifurcated, one part remaining with the Of P and theother going to BCCI—Community Development Programme of which Mt.N.Houghton is the Chief Technical Advisor.

Answering the critics

There have been a number of criticisms raised against the OPP app-roach. The most common of these is the criticism that since the main drainsare not being built by the KMC, the sewerage system as being presentlyconstructed in the OPP areas simply shifts the problem of sewage disposalfrom the lanes to the open nallas. In such a situation it has often beensuggested that leach-pits may be a better solution to the problem of dispos-ing human excreta because they seal the excreta rather than removingit to the open nallas.

There are two problems with this. First, proper leach-pits are consider-ably more expensive and difficult to maintain. Besides, leach-pits at bestsolve the problem of human excreta. The waste water from the housesstill flows into the lanes creating pools of dirty and stagnant water andgiving rise to bacterial infections and health hazards.

The second point is that leach-pits would have been a desirable optionif one were to assume that the main drains would not be developed for manyyears to come. The fact of the matter is that lane organizations in Orangihave already improved their lanes through collective efforts and are nowbringing pressure on councillors and government departments to developthe main drains so that dirty water from the lanes does not flow in the open.The councillors are receptive to the needs of the people and with sufficientorganized pressure government assistance can be successfully mobilized.

The point that has to be appreciated in order to understand the app-roach of OPP is that neither the OPP has the resources to provide for afinal and completely integrated sewerage system in the immediate future,nor can the KMC provide it to the people of Orangi given its own financiallimitations. An integrated work plan is undoubtedly most desirable andthere can be no debate on the issue. But now since this is not possible, theonly viable option left is to build the system incrementally, together withlocal and government resources. The first step, under the circumstances,will have to be thé mobilization of local resources which would then bringabout both organization and pressure for the mobilization of governmentfunds. OPP's approach is only a first step in the transition to a system inwhich eventually sewage will not be left in the open nallas but carried awayinto the sea or to treatment plants. The immediate advantages, however,must be appreciated. For one thing the cost is considerably less than buil-ding a proper (15'-20f deep) leach-pit. More importantly the underground

7 Leach-pits consist of two pits generally 3' in diameter and of a depth of notless than 12', connected to a latrine by a covered channel or pipe. The pitscan be covered by a stone or timber cover. The connection of the second pitremains disconnected with the latrine. After the first pit is full, it is discon-nected and the second pit is connected with the latrine. The first pit meanwhiledries up and the excreta becomes non-pathogenic. It can then be dug up andused as manure. The cycle is repeated.

8 Mr, Syed Sharnim Ahmed, councillor of circle 98 had requested the OPP tosurvey his entire circle and prepare plans and estimates for its big drains, whichhe could then take to the KMC for implementation. After three months ofhard work the first draft was prepared in May 1983 but just then the UNCHSgot circle 98 under the bifurcation agreement. However we have similar re-quests from two more councillors, Mr. Mohammad Ali Siddiqui and Dr. Mtaza whose areas are in the OPP jurisdiction.

8

sewerage system in the lanes removes human excreta as well as all waste waterfrom the houses and lanes to the nallas. This has been a major step forward.

The next step, of course, will be that people bring pressure on thegovernment to construct the main drains. As mentioned earlier the responsefrom some councillors to build the main drains has been encouraging.There are good reasons to assume that after the next local bodies' electionsbefore the end of the year this matter will receive full attention.

The second criticism points to the fact that not having an overallor integrated plan and working through lane as the unit will lead to diffi-culties at a later stage. This may be correct to some extent but the pointis that this is being done not as a matter of choice or as a matter of bettertechnical alternative, but simply because it is a system which is sound andunder the circumstances the only viable alternative. Apart from that, inOrangi there are natural slopes in the main nallas which will cause no impe-diment in the flow of sewage now or later. The main disadvantage of nothaving an integrated plan is the fact that there may be some duplication andextra expense which could have been economized with an integrated plan.But the choices for the people of Orangi is either to wait indefinitely for anintegrated plan or to get the work started on a lane basis now with a designwhich has shown to be technically sound in more than 300 lanes which havealready been improved.

Another criticism with regards to technical details deals with the sizeof pipes and the need for manholes. It is correct that the function of haudisis to intercept the solid matter and allow only sewage water to flow into thelines. That being the case, some foreign experts pointed out that then oneneed not use a 6" or 9" RCC pipe, and instead use a 3" pvc pipe to reducethe cost even further. By the same token since only water flows in thesewage lines, there is no need to build manholes at all. Elimination of man-holes and replacement of RCC pipes with inexpensive 3" pvc pipes wouldbring the cost down considerably.

When Mr. Arif Hasan discussed this proposal with the residents of thelanes it was told to him that very soon Orangi will have a regular supplyof water from the Hub. Once that happens, as already some have started tohave direct water connections to their houses, then to change the no-man-hole pvc-pipe system to a proper flushing system would entail diggingup the lines, laying new RCC pipes, and building manholes which would beboth costly and inconvenient. It is better, they insisted, that they pay extranow and have a system which can be converted to a proper flushing systemwithout any extra cost or inconvenience. It made sense, and the OPP re-commended to continue the construction of proper manholes and use of6" and 9" RCC pipes.

Another criticism is the size of the haudi. It has been pointed out thatthe haudis are small and therefore will fill up within 3—4 months. First ofall, the haudis which were built 8 months ago have yet to be filled up. Andsecondly, the constraint on size has been the unwillingness or inability onthe part of the residents to spend more than a certain amount in the cons-truction of these haudis. Besides, as mentioned earlier, the work that OPP isdoing now is by way of a transition towards the construction of a full-fledged flushing system in which the need for haudis will be altogether elimi-

9

nated. Water has started coming into Orangi and when the change takesplace from the present T-pipe/ftaudi arrangement to a proper flushing systemthen the haudis would have become superfluous.

Concluding remarks

The Orangi Pilot Project is by definition an experimental exercise,concerned and executed in response to the inability of official agenciesto improve the lot of the low-income people. The substandard condition ofany katchi abadi is an expression of the failure of conventional institutionsand approaches, and therefore the OPP experiment has been to find viablealternatives.

It would not have been possible to make people understand theefficacy of OPP's self-help and self-financed programme had it not been forthe community involvement and leadership abilities of OPP's social orga-nizers. They are all themselves residents of Orangi who understand the prob-lems firsthand and feel committed to its improvement and well-being. Dr.Akhter Hameed Khan's life-long commitment to non-elitist developmentalstrategy has been the guiding principle of the project. He has the vision andcourage to challenge conventional approaches and has unwavering faith inthe ingenuity of national expertise and local activists.

The breakthrough in the technology of low-cost sanitation has beenpossible largely due to the efforts and ingenuity of Mr. Arif Hasan, consult-ing architect and a Visiting Professor at the Dawood Engineering College,Karachi who works with the OPP as its chief technical consultant. He hasbeen assisted by architect Parween Rahman, OPP's Joint Director (Tech-nical).

The search for alternatives for the improvement of katchi abadis isa difficult task. It needs competence and patience; it needs commitmentand dedication; it needs vision, ingenuity and experimentation. The endresult, we hope, will be success in evolving an effective and viable strategyfor improving low-income areas which have been traditionally neglected.

Sami MustafaConsultant, research and evaluation

10

1st progress report

l Proposal for a project

Last January, Mr. I. H. Burney, Director, ICICinvited me to undertake welfare work in Orangi.Afterwards Mr. Agha Hasan Abedi, President, BCCI,on 15th February and again on 3rd March furtherdiscussed the proposal. For the last meeting I wrote ashort note summarizing some ideas, which wereaccepted by Mr. Abedi and Mr. Bumey. (Appendix I)

research assistant, Mumtaz Ahmad Khan, to be mycompanion and guide. Besides an old friend, Mr.Abdur Rauf Khan, Reader, Geography Department,Karachi University, consented to be my teacher. Heprocured maps and aerial photographs and explainedon the maps and in the course of several trips, on theground, the geology and geography of Orangi. A greatdeal more remains to be learnt, and is being learntgradually from KDA planners and Orangi residents.

2 Orangi Pilot Project (OPP)

On 2nd April 1980, I received a letter fromMr. Burney appointing me as Director for startingthe Orangi Pilot Project along the lines suggested inthe note.

3 Collaboration with NIP A Karachi

At the same time Mr. I. A. Khan, Director,National Institute of Public Administration (NIPA)agreed to locate the research office of the OPP at theNIP A, and provide one room and part-time services ofresearch assistants. His generosity saved the OPP frommany administrative vexations and expenditures andenabled it to go to work at once. And when on 5thApril the BCCI allocated an old jeep, frequent visitsto Orangi also became feasible.

4 Field office

The collaboration with NIP A is intended, for thesake of research and documentation, to be a longterm arrangement. It may prove to be mutuallybeneficial in several ways. However, OPP will alsomaintain as soon as possible a field office in Qrangi.

5 Education of the Director

The first task before me as director was to edu-cate myself. My ignorance of Orangi was total. I havelived only a short while in Karachi and never seenOrangi. NIPÂ's Director assigned a bright young

6 Problems and efforts

As indicated in the note ( appendix I), from theorganizational point of view, the social problems andthe efforts to solve them were far more significantthan the geography and the envisaged town plans.Therefore the former became the focus of our atten-tion. We began to observe the institutions and associa-tions, thriving or otherwise, in Orangi. And as theirquality depends on their promoters we observed moreclosely the promoters themselves.

7 First contacts

Of course three weeks is too short a period tojump to conclusions. As yet we have made only a fewcontacts which have to be further extended andstrengthened. Upto 30th April we visited Orangitwelve times, in the day as well as in the evening. Asthe activities are at home mostly after sunset, it seemsthat the working hour of OPP will have to be stret.ched into the night.

8 Manifold problems

The problems in Orangi are manifold and diffi-cult, some almost intractable. Evidently the funda-mental problem is its accelerating expansion. A floodof immigrants from all over Pakistan is pouring intoOrangi. Within a few years, while KDA was wrestlingwith the enormous task of developing a township of1300 acres, the human flood has already coveredanother 3000 acres or more, and the high tide mark

11

has not yet been reached for what are popularlycalled katchi abadis, but which the town plannersregard with horror as 'slums' or squatter colonies.The problem is compounded by speculation in landand a fierce competition for its possession. Theenergy for the mushrooming settlements is suppliedby private enterprise, resourceful and tenacious aswell as selfish and greedy. There is a distressing neg-lect of common facilities. The peripheral areas cons-tantly complain about the scarcity of water, roads,sewerage, transport, schools and clinics.

9 Many institutional efforts

While the problems are too obvious, furtherobservation reveals that remedial efforts, institutionalor individual are no less impressive. First, the speedwith which the habitations are spreading over water-less lands and barren hills is astonishing. Secondly,everywhere institutions and associations, official andnon-official are busily engaged, adequately or inadeq-uately. Foremost among these, of course, are thedepartments of KDA, planning settlements, distribu-ting water, building roads and drains. Next in impor-tance, specially on account of the recent emphasis onlocal government, are the councillors, who just noware the pivots of a frantic whirl. Since 1971 thedepartment of Social Welfare has been promoting theformation of voluntary groups, seven of which areregistered. Besides there are other philanthropicagencies, rich and poor, large and small, runningschools or hospitals or looking after other commonneeds or emergencies. One remarkable indigenousexample is the National Foundation of the BenarasiCloth Weavers and Traders. Another striking exampleis the All Orangi Federation which is reported to havethirty-three units in different sectors of Orangi.

10 Many activists

In the short period of three weeks we have comeacross many activists whose experience, energy andpublic spirit is quite significant. Among these aresome councillors, some voluntary group leaders andorganizers of the Orangi Federation. Although ourcontacts as yet are too short and narrow, and must be

extended and deepened, our first impressions are byno means discouraging. Apparently these activistsinstead of being submerged by their problems arewilling to face them with determination. Their attit-ude is not of passive resignation or cynicism, but ofconfidence and hope. They generally display notbitterness but tolerance, and their dominant desire isfor cooperation not confrontation.

11 Selection for further study

We have selected for further study, during thenext month, the functioning of councillors and theOrangi Federation. In order to acquire a correct pers-pective we will also meet the officials of local govern-ment, KDA and KMC. It may be possible after sometime to be helpful to the councillors and Federationorganizers by supplying specialist information, andarranging a regular forum for conferences and meet-ings.

12 Small experiments

We will also explore the possibility of conductingone or two small experiments in connection with theacute problem of water distribution in the remote un-planned settlements. One experiment might becooperative ownership of a tanker by a small locality]to prevent the abuses practiced by private carriers.Another experiment may consist in discovering sour-ces of sweet water in the sandstone ridge passingthrough Orangi, and developing a method of decent-ralised self distribution to a limited locality. Muchmore investigation is required concerning the severalfactors of these experiments.

13 Purpose of this report

The purpose of this report is not publicity asobviously there is nothing to publicize. Its main pur-pose is continuous recording of thoughts and actions,their careful documentation. It will be circulated to afew interested observers in order to keep them in-formed of the project's progress, and to invite theircomments.

12

2nd progress report

1 The first report

Hie first progress report of the Orangi Pilot Pro-ject was written at the end of April 1980. It gave thebackground of the project and described the earlyimpressions gathered and contacts made in Orangi. Itpointed out that the project's attention would befocussed not so much on individual problems as onthe prevalent organizational efforts and activists ofOrgangi town. It acknowledged our initial ignoranceand outlined the method of learning by prolongedassociation. No quick results were promised and fan-fare was excluded. Institution building was predictedto be a slow, arduous process.

2 The second report

This second report summarizes what was doneduring the last two months, May and June. Unfortun-ately, as the jeep was being overhauled, touring inOrangi had to be suspended and could not be re-sumed till the 20th of May. However, the interveningperiod was utilized for contacting some importantagencies responsible for the improvement of Orangitownship : the Department of Local Self-Govern-ment, the KDA, the KMC, the Directorate of SocialWelfare and Directorate of Katchi Abadis. Muchinformation as well as encouragement was receivedfrom the officials who granted these interviews,specially the Secretary LSG, the Director GeneralKDA and the Director LSG, Karachi. Their kindnessis deeply appreciated by the project. After 20th May,to make amends, the Director OPP visited Orangi23 times, mostly at noon, and often in the evening.

3 Three decisions

By the end of May, i.e. after two months of sim-ple observation the Director felt that he could nowtake three decisions :

(a) support the All Orangi United Federation;(b) engage three whole-time workers for OPP; and(c) establish a field office in Orangi.

By nature of circumstances the decisions were inter-linked.

4 Support of the All Orangi United Fede-ration

After a month of observation and after numerousinterviews, the Orangi Federation seemed, from theproject's point of view, eminently suitable for prom-otional support. In the first place it was an oldorganization which was started entirely by local initi-ative in response to deeply felt needs, and it has con-tinued to function as a living, though not very power-ful, institution since 1972. Secondly, the Federationhas more than thirty member organizations spread iout in different quarters of the township, and enga-Iged, some weakly and others strongly, in some kindof collective endeavour. Thirdly, the Federation andits members have gained nearly a decade's experienceof lobbying for civic demands with departments andauthorities. Further, their experience is not confinedmerely to demanding and petitioning. On many occas-ions they provided valuable community cooperationand assistance to the official agencies. Finally, theFederation possesses a core of seasoned workers,whose public spirit and talent has been thoroughlytested over many years.

5 Urdu pamphlet on Orangi Federation

On the basis of investigation a little pamphlet hasbeen written on the Orangi Federation. It will serve asa bench-mark.

6 Field office and workers for OPP

When the decision was taken to begin OPP'saction involvement by first supporting the OrangiFederation, it became easier to implement the othertwo decisions, viz., establishment of the field officeand the appointment of three whole-time workers. Inthe house hired for the Orangi Federation, the firstroom was turned into a forum for the Orangi council-lors, the second for the Federation, while the third

13

served as an office for the OPP. Thus the observationand documentation of institutional growth can becarried out effectively. The OPP also engaged two ve-teran workers of the Federation as advisors. For thepresent they will devote most of their time to expan-ding and improving the Federation's activities.Besides the OPP has appointed from 1st July awhole-time secretary in order to compile systematicrecords of meetings, interviews and programme andprepare accurate reports. The OPP's symbioticrelationship with the Federation will be retained onlyas long as it is mutually useful. Of course it is notdesigned to be permanent.

7 Details of the support

As indicated above, the Orangi Federation hasbeen provided with office accommodation and theservices of three whole-time workers of OPP. Thefinancial cost is as follows:

ANNUAL EXPENDITURE

(a) Rent

(b) Caretaker

(c) Maintenance

(d) Contingencies

Rs.

6,000

6,000

6,000

4,000

Total 22,000

Purchase of furniture and equipment 10,000

Advance payment for possession of house 25,000

The OPP has given this amount (Rs. 57,000) as agrant to the Orangi Federation after consultationswith the Federation's executive committee. TheFederation will keep proper accounts for audit andpublication. The whole-time workers have beenplaced on the payroll of the OPP, whose accountsalso will be audited and open to scrutiny.

8 Progress during June

The Orangi office was inaugurated on 10th June.

About fifty representatives of member organizationsgathered together. The Director OPP gave an introdu-ctory speech and answered several questions. Fromthe very next day the office building became a thriv-ing centre, frequented by old workers, curious visitorsdisputants and needy persons. With a definite loca-tion and whole-time workers it became easier torenew old contacts and enlarge the scope of theFederation's activities.

9 Consolidation

In the first report a tentative suggestion wasmade that one or two experimental efforts may bestarted in connection with the decentralized supplyof water. Although during the month of June severalsprings and wells were visited and discussions wereheld with the neighbouring residents, it appearedpremature to make any investments. Obviously morediscussion and investigation was required. In themeanwhile it is preferable to concentrate on thestrengthening of the Federation in the followingways:

(a) To publish a monthly or bi-monthly report(in Urdu) for wide circulation.

(b) To hold regular meetings for review andsuggestions.

(c) To call a special convention of veteran work-ers for formulating future programmes.

(d) To expand and intensify the work of mem-ber units.

(e) To regularize and improve the coordinationwith official and unofficial agencies as wellas community cooperation in their work.

10 An example

A good example was presented by the Federationin June when it helped Mr. Wasif of the BCCI to sec-ure quick possession of land for the masjid and mad-rassah sponsored by the Darwesh Trust. Within a fewdays construction work could be started, and whensome interested parties tried to misguide the people,the old workers of the Federation came forward toexplain the true situation.

3rd progress report u*.August m

1 Highlights

The progress of OPP from its inception in April1980 till the end of June has been outlined in twoprevious reports. The highlights of July and Augustare given below :

(a) Work of the Orangi Federation

(b) Emerging functional pattern

(c) Research and documentation

(d) Core workers of OPP

(e) Tentative plan and budget estimates

2 Work of Orangi Federation

During the last two months the project's maintask was to promote the Orangi Federation. AnotherUrdu report, second in succession, published forcirculation in Orangi, describes the Federation'swork in some detail. It would be tedious to describeeverything again in English. However, the main pointscan be mentioned briefly.

(a) The Federation was registered as a Trust on26th July 1980.

(b) Its office received numerous visits from coun-cillors, workers, disputants, complainantsand the curious.

(c) The Federation, as previously, did a gooddeal of lobbying, forwarded many compla-ints and made several representations.

(d) It also settled several disputes and held sever-al meetings and literary and social get-toget-hers.

(e) The Federation tried to strengthen mohallaorganizations. Although the effort slackenedduring Ramzan it would be resumed with

vigour. Evidently mohalla organizations aregoing to be the real base of the Federation.

(f) The first steps were taken for regular co-ordination with KDA and the District Heal-th Office. More follow-up remains to bedone in respect of KDA. But the collabora-tion with the DHO has resulted in very pro-mising cooperative action for control ofepidemic intestinal disorders. The Federa-tion has persuaded the Orangi Doctors'Association to undertake preventive inocu-lation as well as public health education.Besides workers of the Federation havedistributed water purifying tablets to severalhundred households.

(g) Contact has also been made with other agen-cies, e.g., the UNICEF for guidance in constr-uction of sanitary latrines and child care,and the Japanese consul for display of educ-ational films.

(h) Some experts have given useful suggestionse.g., standard designs for houses, incineratorsfor garbage disposal, cheap home-madewater filters, and solar stills for distilling sal-ine water.

(i) The federation is negotiating with StudentUnions, and Association of Orangi Imams.

3 Emerging functional pattern

After three months (June, July, August) a func-tional pattern for the Federation seems to be emerg-ing. As yet its main features are :

(a) To serve as forum and lobby for the resid-ents of Orangi.

(b) To promote collective cooperation and assoc-iations.

(c) To establish regular coordination with offic-

16

ial and non-official agencies.

(d) To collect and disseminate educative infor-mation.

(e) To arrange appropriate training for workers.

(f) To introduce useful innovations suggestedby experts.

4 Formation of research unit

Besides advancing the Federation's work, anotherconcern of the OPP was to build up the capacity forsocial research and documentation. For this purpose,Mr. Fakhrul Huda Siddiqui, who has a first classMasters degree in Social Work, has been appointed asResearch Secretary. Moreover, the Vice Chancellor ofKarachi University is being requested to permitMr. Omar Laeeque Azam, Lecturer, Social Work Dep-artment, to serve as a consultant to the OPP. BothMr. Azam and his student, Mr. Siddiqui, possess sever-al years' experience of social work in Orangi andother katchi abadis. The first assignment of the res-earch team is to document the many excellent projectscompleted through indigenous cooperative action.These projects can very well serve as models for lessorganized mohallas. Our Orangi case studies will haveeducative value for the Orangi mohallas. Besides thesestudies may also provide insights concerning the soci-ology, the technology and the economics of indige-nous, self-managed, self-financed cooperative develop-ment efforts. Perhaps such insights may be helpful to

our public planners.

5 Core workers of OPP

There are now, including myself, six core work-ers of the OPP. Of these, three are engaged exclusiv-ely in the activities of the Federation, and the otherthree in research and documentation. We feel theneed for a whole-time engineer to prepare and guideplans for cooperative sanitation and cooperativehouse-building. Moreover, there is much need for alady organizer to promote women's programmes.Dr. Tariq Siddiqui, Addl. Secretary, Women's Divis-ion, Government of Pakistan indicated his willingnessto finance women's programmes in Orangi. But werequire a little more time for consolidating ourposition before inviting the engineer and lady orga-nizer to join us.

6 Tentative annual plan and budget

Having completed five months of observationand three months of participation, we are now readyto propose a tentative annual plan and budget.

But in order to do it in an intelligent and realisticmanner, we must first have an exchange of views withthe sponsors, the directors of 1CIC. They must, there-fore, visit the project, see Orangi with their own eyes,hold talks with the Federation's and OPP's workers,and let us know their frank and firm opinions. Thenwe will proceed accordingly.

16

4th (September- October 1982)

1 Visit by ICIC directors

On 6th October Mr. Bumey and Mr. Pirbhaireviewed the progress of our organizational research.The Director of OPP gave them a financial statement,a provisional annual budget estimate, an outlineof future pattern of work, and a description ofcurrent activities. Next day they went to Orangi,talked with the Federation's workers, saw examplesof improved and unimproved sewerage, house-building, a newly completed mosque well, met someimams, and at the end drove through some katchiabadis, and a metroville. After two days of discus-sions Mr. Bumey and Mr. Pirbhai indicated approvalof the project's approach, the financial statement andthe provisional budget estimates.

2 Financial statement

TypistContingencies

Rs. 4,000Rs. 27,000

Receipts from ICIC

Expenditures

I Capital expenses

(a) OPP4 motor cycles1 cycle

(b) Orangi Fed.Advance for officeTelephoneFurniture

II Staff and contingencies

(a) OPPupto December 19802 organizers1 secretary3 consultantsContingencies

(b) O. Fed. upto June 1981Secretary

Rs.Rs.Rs.

Rs.Rs.Rs.Rs.

Rs.Rs.Rs.Rs.Rs.

Rs.Rs.

Rs. 494,220

Rs. 192,646

Rs. 92,500

37,40036,500

900

55,10025,00020,10010,000

Rs 75,146

36,14618,0009,3008,000

846

39,0008,000

III Publications upto June 1981

IV Advance for exp. models

Balance in bank

Rs. 15,000

Rs. 10,000

Rs. 301,574

3 Four objectives of OPP

At the end of six months the programme's objec-tives can now be defined clearly. The first objective isto strengthen local organizations and institutions. 'Providing social and technical advice for that purpose «,is the second objective. At present the first objectiveis being pursued mainly through supporting theOrangi Federation, and the second by placing socialorganizers and technical consultants at their disposal.The third objective is the continuous training of localworkers and the fourth the demonstration of experi-mental models of useful appliances.

4 Proposed annual budget

The expenditures that have been incurred haveprepared the ground, to a certain extent, for fulfillingthe above objectives. The Orangi Federation and itsoffice are serving as a good base of operations. Threesocial organizers and three consultants are locatedhere to impart social and technical advice. Series ofeducative booklets are being written, and soon sometraining programmes will be undertaken. Experi-mental models of domestic water filters, solar stills,incinerators, etc., are under construction. The follow-ing annual budget outline was proposed to' Mr.Bumey and Mr. Pirbhai :

Organizational and advisory servicesa. OPP Rs. 100,000

b. Orangi Federation Rs. 100,000

Training and publications Rs. 150,000

Experimental demonstrations Rs. 150,000

17

5 Cost of development workAt this stage the OPP does not intend to sub-

sidize any constructions or buildings or services. It isconfining itself to increasing, as much as it can,organizational and technical skills of Orangi activists.One reason for this self-limiting decision is the factthat the colossal task of subsidizing construction orservices is far beyond the project's capacity. Butthere is another good reason for exclusive attentionto organization and training : viz., the fact that thesemain springs of development have been generallyneglected. We hope that with the growth of organiz-ational and technical skills, abundant resources willbecome accessible which are inaccessible at present.

6 Survey of activities

We will now present a brief survey of twomonths' activities. While the Federation spent muchtime on forwarding demands and complaints andsettling disputes, OPP concentrated on promotion ofOrganization and training. Uptil September threesocial organizers and one social work consultant werealready engaged. In October part-time services of twoengineers were obtained as consultants. Thus not onlysocial but also technical advice is available for Orangimohallas.

7 Work of engineering consultants

Mr. Buland Akhter, a civil engineer, carefullystudied the construction of five private small housesin Millatabad and wrote a booklet which points outways of reducing costs and improving efficiency.

In collaboration with Mr. Fakhrul Huda and

I Mr. Laeeq Azam, three case studies were completedof lanes where the residents, on their own initiative,have built septic tank latrines inside their houses, andlaid underground gutter pipe lines in the lanes. Twobooklets have been written in Urdu, one describes themethod of work in these lanes, and the other thedesign of septic latrines and sewerage pipe lines.

8 Experimental models

(a) The model of a cheap domestic water filterwhich can be made quite easily, has been placed fordemonstration in the Federation's office. It has exci-ted interest, and a few residents are reported to haveinstalled it in their homes, while many more areplanning to do so.

(b) A solar still for distilling brackish well waterhas been fabricated in an Orangi workshop. It's opera-tion is being tried on the office roof. As yet the out-put is too little, and some improvements are beingconsidered to make it more practical.

18

(c) Another filter for softening hard waterchemically is being made under the direction ofProfessor Salam of Karachi University.

(d) An incinerator is being erected in sector 5to find out whether with its use garbage can bedisposed off more effectively.

9 Educative booklets

As a preparation for the task of enhancingorganizational and technical skills and starting train-ing conferences, educative booklets are being comp-iled and printed (in Urdu).

The following booklets are in the press :

(a) Case study of construction of five privatehouses with instructions on reducing costs.

(b) Summary and conclusions of three case stud-ies of construction of underground RCCgutter lines and septic latrines.

(c) Design of gutter lines.

(d) Construction of domestic water filter.

(e) Construction of garbage incinerator.

(f) First aid instructions.

10 Four point programme of imams

It is reported that there are more than one hun-dred and fifty mosques in Orangi township. Therealso exists an association of imams. Nearly thirtyimams have joined the association and others are will-ing to join. After several meetings between the imamassociation and the Orangi Federation, the followingfour point programme has been adopted :

(a) The Federation will arrange teachers trainingfor imams so that they can teach competen-tly the syllabus of primary class one and twoalong with the Quran. A trained teacherimam can render an important service to thecommunity, specially in the katchi abadis.

(b) The Federation with the help of the Doctors'Association will also arrange first aid trainingfor imams, so that in addition to theirpresent practice of spiritual healing, theymay also learn some elementary physicalhealing.

(c) A small library has been set up in the imamassociation's office from which the imamswill borrow books for their own reading andfor reading to groups of adult namazis.

(d) With the help of two generous industrialists,Mr. Gulzar Ahmad and Mr. Aftab Ahmad,the Federation is constructing wells in sixmosques for the convenience of the namazisin the katchi abattis.

i l EPI training

After two months delay the health officers invi-ted the first batch of Orangi trainees on 29 Octoberfor the Extended Preventive Immunization program-me (EPI). It consisted of only two volunteers, butthe next batches will be more numerous. It is hoped

that in a few months large numbers of EPI trainedvolunteers will spread the programme in many sectorsof Orangi town.

12 The Orangi Gazette

From November the Federation is going to pub-lish a bimonthly newspaper called the Orangi Ga-zette. Its purpose will be informative as well aseducative. It will highlight the news and needs of thetown. It will provide a forum for fruitful discussions,and also a medium for the poets and Writers ofOrangi.

19

V

5th progress report

1 Delay

The fourth report on the progress of the OrangiPilot Project was sent out last November. The fifthreport should have been written in January, but earlyin that month my right eye was injured and a surgicaloperation kept me in hospital for ten days. Althoughthe surgery was successful I was advised to avoidphysical strain for several weeks. Consequently I couldnot visit the project or write reports for two months.And even in March my Orangi visits were not asfrequent as before. However now that I have regainedmy health, I am hoping to carry a normal work load.Of course, I as well as my sponsors should be awareof the hazards of old age.

2 Record of progress

During the months in which I was withdrawn theproject continued to proceed at its own pace. In factmy forced withdrawl was a good test of its non-dependence on one old man. The January and Marchissues of the Orangi Gazette describe how the workershad been engaged in lobbying, organization andtraining. Now that this bi-monthly newspaper isrecording the Orangi activities in ample details, itseems redundant to describe them again in a progressreport. Instead the readers are referred to copies ofthe Orangi Gazette which are being widely circulated.In future the progress report in English will becompiled on a quarterly basis and will contain onlybroad conclusions, questions of policy, and financialstatements.

3 Conclusions

On 31st March 1981 the first year of the OPPcame to an end. It is therefore appropriate to give themain conclusions arrived at during this initial periodof search and investigation. In view of our acknow-ledged initial ignorance of the area and its residents,we were not in a hurry to introduce big program-mes. Gradually, after several months, the objectiveswere clearly defined. These were as follows :

(a) To promote and strengthen local organiz-ations and institutions.

(b) To provide social and technical advice forthat purpose.

(c) To provide useful training for workers.

(d) To arrange some experimental demons-trations.

Some progress in this direction was made bystrengthening the Orangi Federation and the OrangiImams' Association. Contacts were also made with theOrangi Councillors' Association, the Orangi Doctors'Association, and several mohalla and youth organiz-ations. Some ground has been prepared for ins-titutional growth in the first year. More perceptibleresults may be seen in the second year,

4 Core workers

The main spring of a programme of organiza-tional development is a central group of workers, notofficers and clerks, but organizers and consultants. Tocollect such a group is a difficult and uncertain task.In our first year a small core has been graduallyassembled. Their mettle will be tested in the secondyear and their number may be increased. At presentthey are as follows :

Research Secretary of the OPP, an MA inSocial Work.

Two whole-time organizers for the OrangiFederation, both veteran local workers.

An editor for the Orangi Gazette, a veteranlocal journalist.

A whole-time organizer for the Imams'Anjuman, a veteran local imam.

Three part-time consultants.

20

(a) An experienced engineer

(b) A lecturer in Social Work

(c) An experienced cooperative manager

5 The Orangi Gazette

A very promising development in support oforganizational and educational efforts, since lastNovember has been the publication of a bi-monthlynewspaper, the Orangi Gazette. It has focussed atten-tion not only on urgent problems but also on thescattered attempts at their solution. It is attractingmore and more readers. In the coming year it is to beseen whether it remains mainly a vehicle of grievancesand demands, or whether it also becomes an instru-ment of constructive thought and action. In any case,the Orangi Gazette is, and will remain, a faithfulrecord of the progress or regress of the project inOrangi town.

6 First year's work

While the readers are referred for details to thefour previous reports and the three issues of theOrangi Gazette, we will just enumerate what has beendone in the first year in respect of organization, train-ing and demonstration.

I Organization

(a) Establishment of the OPP office.

(b) And the office of the Orangi Federa-tion.

(c) Appointment of organizers and consul-tants.

(d) Expansion of the Federation's activi-ties.

(e) Expansion of the activities of theOrangi Imams' Anjuman.

(f) Expansion of the activities of the OrangiDoctors' Association.

(g) Contacts with Orangi Councillors' Associ-ation.

(h) Contacts with several mohalla organiz-ations.

(i) Contact with youth associations.

II Training

(a) Of a few health workers.

(b) Of imams.

III Educative publications

(a) Pamphlets on construction of septiclatrines, gutter lines, domestic filters,garbage incinerators.

(b) On first aid and prevention of someepidemic diseases.

(c) A bi-monthly newspaper, the OrangiGazette.

IV Experimental demonstrations

(a) Digging of 13 wells for supplementary'water supply.

(b) Construction of a mode] garbage incine-rator.

(c) Construction of a domestic filter.

(d) A biogas plant.

(e) Attempts (unsuccessful as yet) to makea solar still for distilling brackish wellwater.

7 Need for consolidation

Whatever has been done in the first year shouldbe regarded merely as a commencement. It is tooearly to make a real evaluation. That would be possi-ble later on the basis of the elaborate records thatare being maintained. However, even at this stage itcan be said that there are reasons both for some satis-faction and also for much disappointment. Most ofthe prevalent attitudes are negative and it would beunrealistic to expect a quick change. In the secondyear we should promote the consolidation of thecurrent programmes and hope for an improvementin the quantity and quality of response. The secondyear may prove to be a turning point or perhaps wemay have to wait longer. We should remember thatinstitutional growth is a slow and gradual process,and in our evaluation we should be neither compla-cent nor impatient.

21

8 Financial statement1st April 1980-31st March 1981.

Summary

I Receipts from ICIC 494,220

II Disbursement 349,896Capital expenditure

(a) OPP(b) Orangi Federation

Staff and contingencies(a) OPP(b) Orangi Federation

Training and publication

103,54547,54556,000

125,75186,75139,000

34,600

Experimental demonstrations 86,000(a) Wells(b) Others

HI Balance in bank 144

Details

1 Capital expenditure(a) OPPt&motorcycles—1

for research secretary,2 for organizers, 2 forconsultants

76,00010,000

,324

47,545

2 Staff(a) OPP

1 research secretary2 organizers1 editor2 consultants

(See para 4)

(b) Orangi Federation - Staff1 caretaker1 accountant1 typist

ContingenciesRent and maintenanceStationery, postage and telephoneMiscellaneous

3 Budget for 1981-82

I Receipts 500,000

II DisbursementsOrganization 200,000

(a) OPP 100,000

;b) Orangi FederationFurniture 10,000Advance rent 25,000Telephone 20,100Cycle 900

(b) Orangi Fed. 100,000

Training and publication 150,000

HI Experimentaldemonstrations 150,000

22

6th progress report (April -June 1981)

1 Year of consolidation

We said in our last report that while the first yearof the OPP could be a period of investigation, thisyear, the second one, should be a period of consolid-ation. Often it is easier to start new programmes thanto make them grow. This report is an outline of thoseactivities which we have been trying to consolidateduring the last three months.

2 Record of failure

But first let us record our failures. For manymonths we spent a good deal of time and money onwhat we called experimental demonstrations. By nowit is obvious that apart from well-digging none of

> these has been fruitful. The sample of cheap domesticI water filter has served no other purpose than togather dust in the Federation's office. The attempt todistil saltish water by solar heat came to nothing, asdid our hope that university professors could make achemical filter. Two garbage incinerators, constructedas samples, have not attracted any attention. Neitherthe gobar gas plant built by us at considerable ex-pense has proved to be an attractive investment.Reluctantly we conclude that our technical compet-ence is inadequate, and the people of Orangi are noteager for innovations. So little return for so muchtime and money should teach us to be more prudentin our experiments.

3 Response from councillors

Another disappointment is our inability topersuade the majority of the Orangi councillors toutilize either the Federation's office or the social andtechnical services located there. Undoubtedly todaythe councillors are the most visible public leaders.They are occupied, to an overwhelming extent, withmany functions : presenting grievances, supervisingservices, settling disputes etc. And, as good politicians,they are extremely jealous of their own territory andof their colleagues. Living in a state of agitation andcrisis, they cannot, quite naturally, appreciate thelong term view of promoting autonomous mohalla

tameems (neighbourhood/lane groups) with self-managed programmes of sanitation, education andhealth. Most of our councillors are perfectly satisfiedwith their VIP role as intermediaries, spokesmen, andarbitrators. Perhaps sooner or later, harassed by theevergrowing clamour around them, they will realizethai they cannot indefinitely neglect the role oforganizer. In the meanwhile social and technicalservices located at the Federation's office are avail-able to those councillors who are aware of the needfor creating more social discipline in the mohallas.

4 Coordination with KDA

After many case studies, and after prolonged dis-cussions with mohalla tameems as well as with theDirector General of KDA, we saw the possibility ofgradually working out a model of integrated planningin some sectors of Orangi. For this model the plans ofboth external and internal development were to beprepared simultaneously, with complete local parti-cipation, under the guidance of a KDA engineer. Withhis technical assistance internal plans of mohalla lanesand gutters were to be self-financed and self-managedby mohalla tanzeems, and managers and masons wereto be trained. Moreover, the estimates of externalwork were to be presented to the beneficiaries, invi-ting them not only to pay for but also to participatein the execution. Mr. Nizami, Director General KDAwas pleased with these suggestions and sanctionedthe appointment of an engineer specially for theproject of integrated planning, and agreed thatthe engineer will work in close cooperation withthe Orangi Federation. Alas, just as we were gettingready to leap forward, Orangi was taken away fromKDA and handed over to KMC. So the concept ofintegrated planning must undergo the scrutiny ofKMC, and we do not know whether they will acceptit or discard it or just keep it hanging. Nevertheless,our mohalla planning will go on.

5 Three months' activities

Having narrated the tale of failure and disap-pointment, we proceed to summarize the activities

23

which we have been trying to consolidate during thelast three months. These are :

(a) Lobbying

(b) Orangi Gazette

(c) Mohalla tanzeem

(d) AHgarh housing cooperative

(e) Imams' programme

(f) Doctors' programme

(g) Documentation and research

(h) Training

6 Lobbying

If there is one activity which does not requireany encouragement it is lobbying. The urge to stokedemands and ventilate grievances is a popular passionof surpassing strength, an obsession. Under thepresent circumstances the passion is indeed natural,even necessary. Still, for the sake of progressiveaction it requires some moderation. At some stagethere must be a comprehension of the basic divisionof functions, of the fact that while it is reasonable todemand certain things, it is equally reasonable todispose other things ourselves. The shift from ademanding, grumbling, paranoiac mentality, to aresponsible organizing mentality is hard to achieve.But it must take place and we are trying to promoteit as far as we can. As yet we can perceive only a fewfaint and rare signs in a few places.

7 Orangi Gazette

The Orangi Gazette is now being published everymonth. It may soon have an official declaration of itsown instead of coming out with borrowed feathers. Itis the main vehicle of information as well as educa-tion. It is highlighting, along with grievances, someexamples of responsible constructive work. More andmore it will focus attention on good organizers, menof integrity, who have honestly managed projects intheir mohallas — mosques, schools, drains, culvertsetc. — without seeking fame or profit for themselves.Besides the Gazette will continue to provide muchsocial and technical advice as it has been doing in thepast issues.

8 Mohalla tanzeem

We must admit that the efforts to spread mohallatanzeems have been painfully slow. Of course manytanzeems do exist and a good deal of constructive

work has been done in many places. But our aspira-tion is to make each tanzeem regular and systematicin order that it can, in a fully responsible manner,undertake four primary functions in its mohalla, viz.,sanitation, arbitration, education and health. Thisaspiration, it seems, far from being readily accepted,is not even easily understood. Patiently we must goon repeating it till it is implemented in a few mohallaswhich would then serve as demonstration centres.Along with this educative effort, a survey is beingmade to find out the condition of tanzeems and cons-tructive activity or non-activity in circle 95,

9 Aligarh society — a model

We are also making a detailed study of the 22acre residential area of the Aligarh Cooperative Soci-ety. This old cooperative has been eminently success-ful in distributing and developing several hundredplots, and its mohallas have shown initiative inmaking lanes and gutters. Some services, like distri-bution of water, electricity and gas, are managedcooperatively. There are some fine leaders in themohallas. We have met these leaders and proposed tothem that they should come forward to teach theworkers of backward mohallas, who may want to dosimilar work. Their meetings will be convened in theFederation's office. We have further proposed thatthe Aligarh leaders should, with the assistance of ourengineer and our social experts, make plans forfurther improvement of their mohallas. We arehopeful that in the next few months the AligarhCooperative will become a good training model.

10 Imams' programme

In the last three months it is the imams' prog-ramme which has shown perceptible signs of growth.By now 20 imams have taken teachers training, ofwhich some have also taken first aid training. Fiveschools have been started and more will be startedafter Ramzan. And more imams are ready for train-ing, When the mosque committees were contacted,and informed about the imams' school and first aidprogramme, their response in most cases was enthus-iastic. If the same trend persists, Orangi may have, incourse of time, a numerous cadre of enlightenedimams who could, if God wills, make their mosquesnot simply places of worship but also centres ofeducation and health. And these schools would be aboon chiefly to the children of poor homes, the drop-outs, and save them from ignorance and delinquency,

11 The doctors' programme

Like the imams' programme, the doctors' prog-ramme has also shown encouraging progress. Theirassociation has offered to start parttime clinics at theinvitation of mohalla tanzeems. The tanzeem willprovide accommodation. A fixed fee will be charged.

24

Three such clinics set up in collaboration withmohalla tanzeems are already in operation andnegotiations are going on for more. Thus the residentsof organized mohallas can have, if they wish, medicalattention at their doorstep. Besides the Doctors'Association has rendered valuable services, bothpreventive and curative, during the recent epidemicsof intestinal and eye diseases.

12 Research and documentation

From the very beginning we have emphasized theimportance of searching for and understanding exis-ting local organizations and their activists. Conse-quently many case studies have been made and muchdocumentation is being done. The search continues.Its aim, in the first place, is to discover viable modelsand their originators, and, secondly, using them asteachers to transplant the model in unorganized areas.

Last May OPP entered into an agreement with theDepartment of Social Work, Karachi University, tosupport, and in part guide, research along the abovelines by three M.Phil, students in Orangi and Baldia

: township.

13 Training

We are getting ready to train the emerging work-ers in the above manner, i.e., by showing them livingdemonstrations, and by bringing the inexperiencedinto the presence of the experienced. Equipment forthe preparation and display of audiovisual materials,specially slides of actual work, has been assembled.Mr. Laeeq Azam of the Social Work Department hasundertaken this task, like the other tasks of researchand survey, with singular devotion. We hope to seesome tangible results shortly.

An unimproved lane in the planned area ofOrangi '

25

7th progress report my- September «82)

1 Mr. Burney's visit

Mr. I. H. Burney, Director ICIC and sponsor ofOrangi Pilot Project, spent two days with us inAugust. This was his second visit. He had first lookedat the project last November, nine months ago. On18th August, in a conference held at NIP A, he liste-ned for three hours as Orangi workers explained theirapproach and its results. At the end some slide:, wereshown and a simple friendly lunch was served. Nextday he went to the Orangi office for further discuss-ions. During these two days there was a good ex-change of views, and Mr. Burney spoke words ofencouragement and gave assurance of continuedsupport which was much appreciated by the workers.Mr. Bumey specially approved the programme ofdigging wells, and advised its expansion. He furtherurged that in addition to the programmes of sanita-tion, education and health, some economic program-mes, e.g., artisans' cooperatives should also be prom-oted.

2 Wells

Scarcity of water is by far the most distressfulcondition specially of the katchi abadis of Orangi.There are several KDA schemes to alleviate this dis-tress. We too are trying to make a marginal contri-bution by sinking a few wells in the precincts ofmosques. At first we engaged a contractor. After hehad constructed fifteen wells, we discovered certainweak points. In the first place the contractor's tech-nique was not quite sound, while the cost was high.

| Secondly, the fact that the well was an entirely free(gift, led in some cases to its neglect. Consequently wehave revised our strategy. In future wells will be sunkunder the direct supervision of project's engineer, andsink only for those mosques whose managing commi-ttees are willing to bear part of the expenses andguarantee proper maintenance. Three wells recentlycompleted in this'manner are efficient, cheaper andnow lovingly cared for. As our contacts with themosque committees are increasing, more requests arecoming in. We scrutinize these requests very thorou-ghly and start the digging after being convinced that

the mosque organization is strong and dedicated. Inthe coming months, if there are no severe disappoint-ments, we may expand the well digging programme.It would undoubtedly be a most beneficial invest-ment.

3 First economic programme

Until Mr. Burney's visit we had confined ourattention to welfare activities—sanitation, educationand health. But his suggestion that we should also beconcerned with economic activities stimulated us tomake a first contact with groups of artisans. Wefound in Haryana colony blacksmiths and mechanics.Several meetings were held to discuss the prospectsof joint purchase of raw materials and later on somejoint marketing. Tentatively a small group has pooledsome capital and made the first purchase coopera-tively. The project's accountant is teaching theirmanager to keep proper accounts. We will carefullyanalyze their transactions. If these tentative attemptsat cooperation succeed, we will have a model forother groups. Besides we will have valuable data inan important field—viz., cottage industry. Fortunatelyexpert advice of two veterans of engineering andcooperative management is available. Our producers'cooperatives will have as advisors first Mr. GhulamKibria, the highly experienced exponent of appropri-ate technology, and secondly, my brother, AkhterHamid, the skilful manager of the Mohajir Coopera-tive Karkhana at Comilla.

4 Impact of sanitation adviceIn this quarter the impact of sanitation advice

became visible. The engineer's office set up in Juneis now receiving many requests from mohallas forplans of underground sewerage in their lanes. Thefirst of such plans has just been completed in Hanif-abad. It has six significant features :

(a) A plan and estimate was prepared by theengineer.

(b) Open meetings of the residents examined

26

and approved it. 6 Conferences and slide shows

(c) They appointed four managers who collec-ted funds and purchased pipes, cement,gravel etc. at concessional rates,

(d) Accounts were kept meticulously and shownfrequently to everyone.

(e) While a plumber and a mason did the skilledwork some labour was also done by the resi-dents.

(f) Of the twenty resident families three weretoo poor to contribute. Their share of thecost was paid by the remaining seventeenfamilies, thus providing a living example ofneighbourly charity.

We have prepared a case study and slides of thisproject for the instruction of other mohalla tanzeems.The case study indicates the sociology, the tech-nology and the economics of what may be called anexample of self-managed people's low-cost planning.It may be compared and contrasted with contractormanaged official planning. The cost of the Hanifabadmohalla - managed project is highly instructive. 288feet of underground gutter line constructed with 6"cement pipes, 11 manholes, and connecting pipes toevery house, has cost a little more than four thousandrupees, 200 rupees per house, or 2 rupees per squareyard. We will publish this case study both in Englishand Urdu.

5 Mosque committees

In connection with the imams' programme,Maulvi Mahmood Vemalvi and Mr. Saleh Qaiser havegot in touch with fifty-two mosque committees andcompiled a remarkable table of information. Evident-

] ly mosque committees are the most active organi-I zations of Orangi. They meet fairly regularly, raisefunds, build and maintain mosques and madrassahs,employ imams, and generally accept the principle ofdemocratic control and accountability. When con-tacted the committees have shown keen interest notonly in the imams' programme but also in welldigging and gutter building. Their office bearers haveeagerly attended our monthly conferences andexpressed their appreciation for getting the oppor-tunity through such meetings, for exchanging viewsand becoming acquainted with imams from differentneighbourhoods. They have asked for more con-ferences. It appears that in the mosque committees

I we have at long last discovered living organisms whichI have the capacity to grow and to assume morecollective responsibilities. We will arrange furthertraining courses for imams, meet other mosquecommittees and hold frequent conferences.

As connection is established with various kindsof social leaders — imams, doctors, mohalla managers,mosque managers—many conferences are being held atthe Federation's office. These conferences are obvi-ously promoting close relations between workers ofdifferent localities, and also gradually increasing theirsocial skills. After much effort educational slides arenow ready, and when shown at the conferences, aremuch appreciated by the participants. At present wehave slides of good and bad lanes, of wells, incinera-tors, construction of underground sewerage, mosqueschools, mohalla dispensaries and group meetings.More are under preparation to record the planningand execution of on-going projects. Many mohallasare inviting the Federation to hold meetings and showthe slides in their premises. We find that crowds of kchildren assemble at these meetings. For their benefit Iwe should procure suitable slides on flies, mosquitoes,sanitation and hygiene. Surely our children deserve tobe better informed than their parents.

7 Orangi Gazette

A new issue has come out in September withimproved format and better contents. Full details ofOrangi activities, including lobbying and importantmeeting with KMC officials, will be found there. Thenext issue will contain interviews with Orangi coun-cillors and the new managers of Orangi, the KMCofficials.

8 Seminars

During this quarter the OPP approach and a re-view of its first year was presented in two seminarshosted by the Director of Katchi Abadis (KMC) andthe Chief of Agricultural Division (SRPO) respectively.The first seminar was attended by Orangi workerswho addressed the audience and answered their ques-tions. Slides were also shown. Thus the OPP, whilescrupulously avoiding cheap publicity, is presentingits findings to appropriate gatherings.

9 Research

The compilation of case studies of mohalla-man-aged low cost planning and construction ' of wells isproceeding steadily. An M.Com. has been added tothe team composed of the engineer and trained socialworker in order to comprehend thoroughly all threeaspects involved in the case studies, viz., sociological,technical and financial. The M. Phil, research prog-ramme sponsored by the university's Social Workdepartment is also proceeding, with one candidatestationed in Orangi and the other in Baldia. Thedepartment has included OPP's progress reports in thereading assignment of its students. Mr. Omar Laeeq

27

Azam, who was helping us as a consultant has depart-ed for higher studies in London. But ProfessorAdhami, Chairman of the department has assured usthat the collaborative research will not be neglected/

10 Audit report

Messrs. Hyder and Co., chartered accountants,were engaged to audit the accounts of OPP and the

Orangi Federation. They have prepared a certifiedStatement of Accounts from April 1980 till 31stMay 1981. One copy of this audit report was handedover to Mr. Burney for ICIC files, and other copieshave been placed in the Federation's office in Orangi.The last progress report contained an analysis of theexpenses incurred till the end of the first year. An-other analytical financial statement will be presentedin the next progress report.

The problem of sewage disposal: In theabsence of an underground system thelane is full of excreta and sullage

Lanes in the planned area also suffer fromthe absence of a sewage disposal system.

28

8th progress report (October- December 1981)

1 Pattern for planning low-cost sanitation

(a) After groping for many months we can nowclaim that a pattern for planning of low costlane sanitation has emerged clearly. Duringthe last three months residents of more thanthirty lanes, with the assistance of our en-gineer have made plans for laying under-ground R.C. gutter pipe lines, work has beencompleted in half of these lanes and progre-ssing rapidly in others. (A statistical tablewill be presented in the next report ). Morerequests are coming in. The demonstrationeffect is evident. As one lane succeeds inthe disposal of sewerage, it raises keeninterest in the adjoining lane.

(b) Disposal of sewerage, or lane sanitation, is acrying need of katchi abadis. Houses arebuilt quickly through private initiative, butthe public or social initiative which alonecan build the lane sanitation is usually miss-ing, because the prevailing climate of attitu-des and opinions inhibits its growth. Theresidents cannot but be aware of the needfor proper disposal of filth. And indeedthere is no lack of awareness or grumbling.Unfortunately, in most places the ways andmeans are not properly understood.

(c) We found that for effective understandingthe residents required both social advice andtechnical guidance. The main theme of socialadvice was to explain that lane sanitation de-pends upon lane organization which can beachieved by neighbourly goodwill and co-operation. The technical guidance consistedin surveying, drawing a plan, training themanagers in supervision and account keepingand convincing them that the constructionwas neither too difficult nor too expensive.

(d) Reduction in cost has been a key factor inthe acceptance and spread of the pattern.

Cost has been reduced for the followingreasons :

(i) Free supply of plans, estimates and tech-nical guidance.

(ii) Self-management by lane residents-elimination of contractors' profiteeringand cheating.

(iii) Careful purchase and use of materials.

(iv) Free contribution of work supervision,account keeping, and some unskilledlabour by the residents.

Often the cost has been as low as two or threerupees per sq. yard of plot area, or two to three hun-

A lane developed by the people with OPP'stechnical assistance.

29

dred rupees per house — a glaring contrast to officialor contractors, prevalent rates.

2 A seminar on people's planning

We are collecting and compiling the data on thesesewerage schemes which are real examples of people'splanning, financed by themselves and managed bythemselves. We are also making slides showing the var-ious stages of work. Before long there would be suffi-cient material for a seminar on people's planning oflow-cost sanitation, not in a few rare or exceptionalcases, but in substantial numbers and in widely scat-tered places.

3 Hope for integrated participatory planning

Here a disclaimer is necessary. We are far fromsuggesting that the problem of sewerage disposal canbe solved simply by a programme of so-called self-help. Such total faith in the "self-help" gospel can beprofessed only by fools or hypocrites. The problemcan be solved only through close partnership betweenpublic agencies and the residents. We have been advo-cating, and will continue to advocate, the concept ofintegrated planning, viz., the public authorities (KDAor K MC) should assume and fulfil the responsibilityin respect of external development, while the resi-dents should assume and fulfil the responsibility inrespect of internal development. But the external andinternal plans should be completely coordinated andintegrated. Even in external development the publicauthorities should obtain the participation of theresident beneficiaries through consultation and publi-city, and the public authorities should provide socialadvice and technical guidance for internal develop-ment.

We are happy that the concept of integrated andparticipatory planning is being sympathetically consi-dered :

(a) According to a recent decision Orangi town-ship will be managed, in the near future, byan autonomous board. Decentralized auto-nomy will make the task of participatoryplanning much easier.

(b) We have explained the first encouragingexamples of people's planning to the Mayorof Karachi, the Commissioner of Karachi,the Municipal Commissioner, and the KMCengineers. They have shown sympatheticinterest.

4. Low-cost tubewells

Along with sanitation another crying need isshortage of water. Any additional supply, even ofhard or brackish water, would be welcome, not of

course for drinking but for other purposes-flushing,washing, sprinkling etc. We have tried, in a small way,to tackle this enormous problem. At first we engageda contractor who proved both expensive and ineffic-ient. During the last six months our engineer has sunksix more wells under his direct supervision. We havesucceeded in reducing the cost and improving thequality. However, if the cost can be further lowered,and lowered substantially, then we can hope for thesame results in respect of spread of low-cost watersupply as are being obtained in the case of low-costsanitation. Ve have been told that a big reduction incost is possible if instead of digging six feet diameterwells, drilling is done for two inches diameter tube

No cess pools and no exposed excreta.Another lane with an underground seweragesystem built by the people.

30

wells. Presently, we are collecting information aboutdrilling rigs. It appears that we must own a full rangeof equipment for cheap and quick drilling and thismay require a large initial investment. If we are con-vinced, after a thorough investigation, that the invest-ment will enable us to demonstrate the possibility oflow-cost tubewells, we will inform Mr. Burney, oursponsor, and ask for his approval.

5. Economic programme

Our first attempt to organize a group of artisansin Haryana colony for joint purchase of their rawmaterial soon came to nothing. Inspite of being closerelatives the artisans obstinately rejected, after aninitial deceiving display of willingness, any kind of co-operative action, demanded assistance on a purelyindividual basis. It was a false start.

In November we contacted a group of Benarascloth weavers, many thousand of whom live in Orangi.We discovered that at present they are facing a severecrisis. Fifteen years ago there was a big demand fortheir products at home and abroad. But during thelast few years the export market has dwindled andnow even the home market is being flooded withIndian saris. As a consequence many looms are be-coming idle, prices and incomes are falling and theweavers are bewildered.

Obviously this tragic decline has been caused bylack of quality control. The weavers themselves ad-mitted that compared to Indian products, the colourof our saris is not fast, and the zari (lacquered meta-llic yam) soon loses its lustre. Through lack of re-search, training, quality control etc., we have beenbeaten in a highly competitive market.

We took the first problem, i.e., the poor quality ofcolours, to Mr. Sanaullah Qureishy, a director of ICI,and Dr. Sabir Ali Syed, their marketing manager. Hesent Mr. Shamsuddin, the technical services expert, toinvestigate. He arranged a training programme in hislaboratory and our trainees prepared perfectly fastcolour samples without any difficulty. Apparentlytwo factors were responsible for the defective coloursof Orangi dyers : 1) adulterated dyes, and 2) inade-

' quate techniques and equipment.Mr. Shamsuddin helped us to set up a model dye

house. It is just being completed and will go intooperation in the first week of the new year. The wea-vers of Benaras colony are now full of excitement andso are we. We will relate the next instalment of thisexciting story in our 9th report.

6 Collapse of the imams' programme

Readers of our reports may remember how wehave laboured over atom-point imams' programme. It

proposed that 1) imams should take teachers* trainingand start preprimary schools specially for children ofpoor families ; 2) take first aid training and give firstaid along with amulets ; 3) organize reading circles foradult namazis, with the help of books borrowed fromour library ; 4) take mechanical training for maintain-ing the mosque well and pump.

At first their response appeared to be veryencouraging. Thirty imams, in several groups, camefor training and proudly carried away our gift ofbooks and first aid boxes. We entertained high hopes.Our sixth report said, "If the same trend persists,Orangi may have in course of time, a cadre of enlight-ened imams who could, if God wills, make their mos-ques not simply places of worship, but also centres ofeducation and health." Mr. Burney gave us a pat onthe back.

Now we must admit that we were indulging inwishful thinking. We were deceived by a false show ofenthusiasm, a common experience of social workers.At the end of six months our survey shows that none iof the trained imams is running any school, or first 'aid centre, or reading circle. In fact most of themhave departed from the mosques they came from, andtaken away the first aid boxes and books with them.Of course the wells we dug are still there, but theimams paid no attention to them. We have lost a lotof money and time and faith.

The cause of the collapse, as ascertained by us, isextremely significant. The fact is that most of theimams are not permanent residents of Orangi, butneedy transients from the depressed areas of Pakistan.They are not respected. They are paid low wages andtreated arbitrarily by the mosque committees. Hencethey circulate from mosque to mosque like casuallabourers. I have worked with the imams in Comilla(Bengal) and in Daudzai (Peshawer). Their positionand calibre was quite different. They were deeplyrooted in the community, committed to its welfare,kindly advisors, worthy of respect. Are the mosquecommittees of Orangi promoting the cause of Islamby demoting imamship into a low-caste profession ?

Disappointed with the imams we approachedthe mosque committees. They were polite, they weresympathetic, they were in full agreement. Some ofthem even came to attend our meetings. But it wasall mere lip service. Except the demand for wells, notone committee has shown any active interest inmaking the mosque a centre for primary schooliijtgor first aid. That the mosque is centre for ritualprayer is more than enough for them.

7 Home schools and first aid centresA social worker, like a cat, should have nine lives.

31

Rejected by the imams we devised another programmeto advance basic education and health. We turned to-wards the class of educated women and girls who aresitting half idle in their homes, hoping that theywould undertake the running of preprimary schoolsand first aid centres.

The first training programme was arranged inNovember and the second in December in Aligarhcolony and Qasbah respectively. Altogether fifty girlscame for first aid and teachers training. Many moreare on the waiting list.

Our latest survey shows that nineteen homeschools have already been started, teaching more thanfour hundred children. (A statistical table will begiven in the next report). In several places two ormore trained girls are ingeniously running a homeschool in tandem.

We will now help in consolidation of these homeschools and hold monthly conferences of the teachersto upgrade their skills. May be we will find in themthat enlightened cadre of workers who would cater tothe elementary health and education needs of theirmohallas.

It may be pointed out that the OPP provides onlytraining and a few teaching aids. Otherwise the homeschools will be self-supporting. We have learnt, withagreeable surprise from the girl teachers that in al-most every case the parents of the school childrenhave gladly agreed to pay a monthly fee, while theteachers themselves have made the required con-cession for a truly destitute family.

8 A school works programme

Faran High School is a rare example of the crea-tion and successful management of a large institution

by a small group of dedicated teachers themselves.Recently they have agreed to oganize a school worksprogramme. OPP has provided a few sets of masonsand carpenters' tools. Mr. Nurul Huda, Science tea-cher, has selected a group of sixteen students, whowill work under the supervision of a skilled masonand a carpenter on the construction of the schoolbuilding and furniture. Our engineer will give plansand technical guidance.

The experiment is progressing very well. Studentgroups have collected stones, made cement-concreteblocks, paved floors and built walls. They are paidby the hour.

In the next report we will give an analytical tableshowing the work done, the wages earned and thesaving effected. If successful, this would be an exce-llent model for other high schools.

9 Conferences and slide shows

We have now numerous workers who have succe-ssfully organized lane sanitation. Their number growevery month. Then there are the home school tea-chers. We are planning to hold monthly conferencesof the workers to discuss the scope of future activitiesand spread them to other areas.

Our projector is giving good service. More slideshave been prepared to show the construction of sewe-rage lines, wells, running of home schools, schoolworks and dye house. Recently Mr. Bumey has sentslides from London. These would be useful teachingaids for our workers and the Orangi Doctors'Associa-tion.

10 Financial statement

The last statement was given six months ago.Here is the current statement showing the positionupto 1st December 1981.

Receipts

Disbursements

I Capital Expenditure: OPPOrangi Federation

II Organization; OPPOrangi Federation

III Training and publicationIV Demonstration and experiment: Wells

OthersV Research

Balance

Apr. 1980-May 1981

494,220

48,43966,59589,90039,00050,13084,57025,600

Jun. 1981-Nov. 1981

400,000

13,5246,630

136,20031,55043,430

7,9313,5289,000

Total

894,220

656,027

61,96373,225

226,10070,55093,56092,50129,1289,000

233,193

32

9th (January-March 1982)

1 End of two years — a Teview

Our Pilot Project is now two years old. At thebeginning we had frankly admitted our lack of know-ledge and the absence of a blueprint plan of action.We only vaguely knew that our main purpose shouldbe to promote organization, and realized that itwill take time to make ourselves familiar with prevai-ling conditions and improvement efforts. Conse-quently the early months were mainly a period ofinvestigation and of preliminary work of establishingan office and recruiting core workers, social orga-nizers and technical consultants. After six months wewere engaged in the following activities :

(a) Support to the Orangi Federation.

(b) Publication of an Urdu quarterly.

(c) Experimental demonstration — wells, sanita-tion.

(d) Training, e.g., of the imams*

(e) Conferences e.g., with councillors, associa-tion leaders, mosque committees, mohallatanzeems, etc.

It became obvious that for improvement inOrangi the act of lobbying i.e., the presentation of de-mands and grievances to public agencies was as essen-tial as organization itself. It was hoped that the sup-port to the Federation, the publication of the Urduquarterly, developing the Orangi office as a base fortraining in organizational skills, and as a forum forhealthy discussions, will promote both rational lobby-ing and useful organization.

2 Four programmes of the second year —consolidation

By the end of first year, through trial and error,some working knowledge was acquired about thepriorities and needs of organizational training. Earlyhopes often proved too optimistic. The trial anderror approach was painful and expensive. Butgradually, apart from the aim of coordinated and ra-tional lobbying, four programmes emerged whichseemed suitable for consolidation:

(a) Low-cost lane sanitation, self-financed andself-managed.

(b) Research for low-cost underground watersupply for non-drinking purposes.

(c) Introduction of home schools and first aidcentres.

(d) Rehabilitation of Benarasi silk weaving cot-tage craft.

The slow and arduous manner in which theseprogrammes are being consolidated has been des-cribed in previous reports. The process is far fromcomplete and will continue during the third year andbeyond. However, the third year will be not onlya period of further consolidation but also of ex-pansion.

3 Prospects of expansion

There are three prospects of expansion.

(i) United Nations Centre for Human Settle-ments (UNCHS) has made an offer to BCCIto collaborate in the further developmentof the Orangi Pilot Project. The BCCIhas accepted this offer and a 3-year plan,jointly sponsored by UNCHS and BCCIhas been submitted to the Government ofPakistan through the Governor of Sind.If it is approved UN experts may arriveto give technical guidance in seweragetreatment, tubewell drilling, desalination,health, education and monitoring and eva-luation.

(ii) In any case this year the scope and areaof OPP will be expanded. We intend to startsome important activities with the helpof Orangi Education Foundation. This Foun-dation is running several schools in differentsectors of Orangi. Its young and energeticorganizers intend to make these schoolscentres for training of the neighbourhoodresidents to fulfil some of their urgentneeds on a do-it-yourself basis. For instanceselected teachers will learn the construction

33

of septic latrines and sewerage lines fromqualified architects and engineers, Havinglearnt themselves the teachers will train theresidents. Tools, blueprint, shutterings etc.will be lent to the residents from the schoolcentres. Other teachers can specialize inother fields like public health, nutrition,consumer and producer cooperatives, andorganize community teaching. The Foun-dation is specially interested in the creationof home schools and first aid centres. Theyintend to affiliate these home schools totheir regular schools and arrange for theirsupervision and guidance.

(iii) The ongoing effort for the improvement ofBenarasi silk craft will be further enlargedwith the assistance of the Sind Small Indust-ries Corporation. Besides the possibilities ofcooperative development of other arti-sans will also be explored.

5 Progress since the last report

Having reviewed the past and the future, let usnow relate the progress since the last report.

(a) Planning of lane sanitation.

(b) Design of low-cost septic latrine.

(c) Assembly of tubewell drilling rig.

(d) Home schools and first aid centres.

(e) Benaras silk weavers' programme.

Here we can give the barest outline of our mainefforts. Interested readers are referred Jo the Urduquarterly for detailed reports and case studies.

6 Low-cost lane sanitation

The following table shows the growing accep-tance of our pattern of low-cost lane sanitation.

Months 1981-82

No. of mohallas

No. of lanes

Length (rft)

Estimated cost (Rs.)

Cost per rft (Rs.)

Sept.

2

11

3096

47768

15.42

Oct.

2

5

2486

37872

15.23

Nov.

1

4

700

11076

15.82

Dec.

3

14

6904

107685

15.59

Jan.

3

13

5309

81248

15.30

Feb.

9

43

21318

378076

17.73

Total

20

90

34504

663725

19.23

4 Emphasis on research, development andevaluation

Practical experience has revealed many weaklinks in our technical competence and our social con-cepts. We must now pay much more attention toR & D for refining techniques. The need for R & Dhas been impressed upon us by the difficultiesencountered in introducing low-cost sanitation orlow-cost tubewell drilling. Similar difficulties havebeen faced in the case of the model dye-house. Todiscover techniques which are efficient, economical,and easy to operate seems to be our foremost task.If we fail to perform it our message will be withoutsubstance. It will turn into the customary verbal ser-mons. Secondly we are still enveloped in the cocoonof our social assumptions which often delude us intowishful thinking. We need a truer understandingbased on real insights which can be gained onlythrough prolonged and detached observation andcareful monitoring. The time has come to set up asensitive system of monitoring and evaluation.

34

Let us point out that work has not been comple-ted in all the lanes. In fact in some lanes it has noteven started. Planning based on popular participationand self-financing proceeds at its own pace whichcannot be forced. Some dropouts may also be expec-ted. However we are monitoring the execution ofwork and we will present its analysis in future reports.The construction of lane sewerage is by no meansa smooth task. How tedious and complicated it isto presuade all the lane families to cooperate, to con-tribute the funds, to settle disputes and satisfy grie-vances, can be judged from the case studies of sewe-rage work in Aligarh and Mujahid colonies publishedin our Urdu quarterly's February issue.

7 Low-cost septic latrine

Underground sewerage requires the construc-tion of a septic tank latrine in every house. Onceagain we found that the contractor's charges are high,while the work done is of poor quality. We havetherefore approached our architect friends and

engineers to design a family size septic latrine andgive us a simplified blueprint and shutterings so thatwe could train the house owner to make it on ado-it-yourself job. If the owners could borrow theimplements, make joint purchases of materials,and themselves do the labour, the cost would be sub-stantially reduced. The first latrine built in this man-ner cost eight hundred rupees. We hope to bring thecost down to five or six hundred rupees with a betterdesign.

8 Assembly of drilling rig

When Mr. Bumey approved the proposal for drill-ing research and sent one lakh rupees, we began theassembly of a drilling rig. It proved to be a difficultand time consuming task. After three months of per-sistent effort our engineer has succeeded in manu-facturing and testing a mechanical percussion rigwhich is expected to bore an 8" diameter 50 feetdeep hole in two or three days. This should provide inmany places a source of underground water supply atlow cost. However, as yet we do not know with anycertainty the efficiency, the financial cost or popularacceptance of our operation. Much testing remainsto be done of the technical, economical and socialfactors involved. The R & D of low-cost water sup-ply is going to take several more months, but we areconvinced that the toil and expense will be worth-while.

9 Home schools and first aid centres

From December 1981 till March 1982 fourgroups of girl teachers joined the training for runninghome schools and first aid centres. The followingtable shows the position in March 1982.

the teachers. Although the dropout rate of teachersand students is rather high, tt ere are signs that thehome schools are popular and viable. Monthly feesare paid willingly by most parents. Many children,specially girls, who were not going to any schoolare coming to the home schools. Even school-goingchildren are coming for coaching. There is frequentuse of the first aid skills of the girl teachers. Weare getting many requests for similar training fromother areas. An investment of twenty thousandrupees in training and teaching aids has yieldedample results. We can say with some confidence thatthis programme shows a high ratio of benefits tocost.

10 Problems of a model dye house

The support programme for Benarasi silk wea-vers which the OPP initiated three months ago, atfirst appeared to be a simple affair of setting up amodel dye house and demonstrating the technique offast colours. After two months' operation what wassupposed to be simple has turned out to be quitecomplicated. Unexpected difficulties have croppedup. In the first place reliable dyes are not available inthe Karachi market and perforce arrangements haveto be made for importing, which requires a biginvestment. Secondly, the workers at the dye househave proved to be poor learners. They have neglectedaccuracy and measurement and made scant use of thetesting laboratory. Thirdly, the management hasbeen marred by squabbles and incompetence. We areaccepting all these as teething problems, the unavoid-able hurdles in the path of technical and social R & D.Fortunately the Chairman of the Sind Small Indus-tries Corporation has come forward to help theproject by importing inputs like dyes, chemical, silk

Home Schools

GroupI

GroupII

GroupIII

GroupIV

Total

Date of training 22-11-81 16-12-81 14-2-82 14-2-82

No. of girl teachers

Home schools

Girl teachers engaged

Children in schools

Girl students

20

6

9

55

20

5

12

133

76

20

16

19

206

109

20

12

12

186

90

80

39

52

663

330

A conference of girl teachers is being held andalmost every school is being visited once every month.Useful data is being collected about the children and

and zari. And my friend Ghulam Kibria, and mybrother Hamid have undertaken to provide thetechnical and managerial guidance at this crucial stage.

35

10th progress report

1 OPP phase II

An agreement between the Government ofPakistan, UNCHS, and BCCI was signed in June 1982for OPP Phase II. The period of the agreement isthree years. For the next three years BCCI wil!donate two million dollars, of which one milliondollars will be handed over to UNCHS for providingthe services of experts for improvement of sanitation,water drilling, public health, programme monitoringetc. Besides an experienced settlement planner willbe posted as joint director. He is expected to arrivenext month. Let us hope that assistance of a UNagency obtained at high cost will upgrade the techni-cal competence of OPP and increase the scope ofcoordination with our own official agencies. Wemust now work harder to create neighbourhoodorganizations capable of using the technical and socialadvice offered to them.

2 Managerial arrangements

To get ready for harder and systematic effortsnew managerial arrangements have been made. OPP'swork has been divided into ten sections, and eachsection has been placed under a manager as follows:

Budget and accounts

Administration and training

Low-cost sanitation

Water drilling

Club and home schools

Benarasi weavers' programme

Mohalla tanzeems

Women's programme

Publications and Orangi Quarterly

Library and documentation

Each manager is being encouraged to assumeresponsibility and take the initiative. He is preparinga monthly report, tabulating the progress, pointingthe good and bad aspects, making suggestions andfixing targets. Every Thursday there is a general meet-ing of OPP staff in which the managers present aweekly review of their section. We are trying vigo-rously to establish these procedures as regular rou-tines. As most of the managers have already gonethrough a year's probation, we hope that they will beable to perform their difficult organizational taskswith growing technical and social competence.

3 OPP's role

Two years ago when I began to observe theOrangi social scene, I was impressed by the ubiquityand exuberance of multifarious local organizations—anjumans, associations, foundations, societies, com-mittees, schools, mosques and councils. I was encou-raged by the presence of activists everywhere. Aftera few months of further acquaintance I began to be-lieve that OPP's main role should be to promotethe growth of these organizations, to increase theirvitality by providing the relevant technical and socialtraining to their activists. Consequently a few organi-zations were selected for collaboration. Graduallywe were disappointed by the meagre results. We donot doubt that these organizations are importantand necessary. But it seems that they want to proceedalong their own old ways and reject our suggestionsfor training, or assumption of new responsibilities, orany change in attitudes of methods. Thus we foundthat the imams' anjuman was unwilling or unable tomake the mosques centres for community educationor health. The councillors were not enthusiasticabout mohalla tameems or the school teacherswith training the lane residents about sanitation.We offered them what we thought was bread, butthey regarded it as stone. And finally after prolongedcollaboration, we have been disillusioned with the AllOrangi Federation. From 30th June 1982 OPP hasended its close relationship with the Federation. Ofcourse OPP will continue to provide whatever services

36

it can to any group that shows a sincere desire forsuch services. But it will discharge its duties as a socialand technical educator directly.

4 Monitoring

In the last two months we have not only res-tructured our management, we have also developed asystem of monitoring our programmes. Figures arebeing collected regularly which clearly indicate theiremerging pattern, their strong as well as their weakpoints. The accounting methods have also beenstreamlined. It is now possible to show the develop-ment and consolidation of programmes like low-costsanitation, water drilling, home schools, first aidcentres, Benarasi weavers, in tabular form. Simulta-neously by collating the progress tables with thefinancial tables it will be possible to calculate, where-ver necessary, the cost benefit ratios. More analyti-cal tables will be designed shortly.

5 Programme's progress

Low-cost lane sanitation. Let us look at this tablegiving the cumulative position on 30th June 1982.

Lane sanitation plans — August 1981 to June1982.

Mohallas

Lanes

Mouses

House plot area

Total length RCCpipe gutter line.

No. of manholes

Total estimated cost

Average cost per rft

31

227

5091

668,130 sq. yds.

90,874 ft.

1,874

Rs. 1,701,809

Rs. 18.72

Average house plot area 131.23 sq. yd.

Average cost per house Rs. 334.28

Average cost per sq. yd. Rs.2.54

The following conclusions can be drawn fromthese figures:

(a) Low-cost lane sanitation is popularly accept-able.

(b) The number of participating houses andlanes is impressive.

(c) The extent of the work planned is massive.

(d) The average cost per rft for undergroundRCC pipe sewerage lines is less than l/3rdof contractors' rates.

(e) The average cost per house (Rs. 334) can beeasily afforded by the lane residents.

(f) Popularly planned lane sanitation canbe constructed at an average cost of Rs. 2.54per square yard of plot area.

6 Lane sanitation — Execution

If we were not faithful to the spirit of a pilotproject, to the principles of close scrutiny and criticalevaluation, we could rejoice at the above rosy pictureof planning. However, we have decided, as far as pos-sible, not to deceive ourselves. Therefore a survey isbeing arranged of the actual work done in the lanes.Fortunately a dedicated lady architect, PerweenRahman, has undertaken this arduous task and visitedseveral mohallas. Several weeks are required to com-plete the survey. But preliminary visits have revealedsome disturbing weaknesses:

(i) In some cases our technical advice has beenfaulty. For instance in some lanes the levelwas not properly ascertained. The manholeshutterings provided by us are defective.

(ii) The importance of constructing septic tanklatrines inside the houses before connectingthem to the underground gutter line was notimpressed upon the residents.

(iii) In some places popular participation hasbeen abandoned and powerful individualshave assumed the role of contractors.

(iv) In many places the keeping and publicizingof accounts has been sadly neglected.

These delinquencies have upset the programme'sprogress. However the most serious obstacle is the ab-sence of planning for the main external drains.We were hoping first that the KDA, and later theKMC, will join hand with the lane residents whoconstructed the internal sewage lines and constructthe external drains for them. We are still hoping thatwhat is at present a ludicrous hopping on one leg mayat last become a walk on two legs, i.e., a coordinatedinternal and external sewerage development. Perhapsafter his arrival, the UN settlement expert may beable to persuade our official agencies to be more

37

receptive towards the concept of integrated plann-ing and popular participation. Perhaps I am toounimportant, too old and also too busy otherwise toaccomplish this labour of Hercules.

7 Water drilling programme

Our technical incompetence was most fully ex-posed in the water drilling programme. The decisionto assemble a machine rig was taken in December.It was assembled in three months in an Orangi work-shop for the sake of cheapness. We forgot the Persianwarning — Aman ba Mat — cheap may be rotten.As both the workshop and ourselves were inex-perienced the rig proved not only rotten but alsovery costly. It broke down again and again. Onlyfour holes could be bored in three months. Finallywe took it to an expert workshop for an overhaul.Thus much precious time and a lot of money waswasted, and a bitter lesson was learnt. Now at last itis working properly and two good holes have beenbored in 14 days. We hope to present a table of drill-ing in the next report. In the meanwhile we havedecided to purchase another rig from the best work-shop in Karachi. It is imperative to expand the drill-ing programme and make it work efficiently, becausethere is a most distressing scarcity of water and weare receiving urgent requests from many quarters,including the Baloch gothes or villages located manykilometers away from Orangi.

8 Benarasi weavers' programme

The ordeal continues. The model dye house wasset up in January 1982. After three months it was dis-covered that its success depends on substantial in-vestment for import of ICI dyes directly from Lon-don. The local market supplied to the small crafts-men only adulterated dyes. Being eager to prove thatquality control is possible we ordered the supply ofa small consignment by air on 24th April. We wereassured that the dyes will be in our hands within aweek. Instead we got them exactly two months later,on 24th June. For 18 days, from 6th June to 24thJune the airlifted drums were lying at the Karachiairport. Now at last shade cards have been preparedand the weavers are being assured of guaranteed fastcolours. One big problem has been solved, but onlytechnically not economically. Because in the last sixmonths the dye house has incurred much loss. Onehope is that with the arrival of dyes by sea, and withthe increase in number of customers, the loss wouldbe gradually reduced. In the meanwhile our conso-lation is that the managers and workers of the dyehouse have acquired rare and invaluable skills. Thenext report will contain tables and trading accounts.

However, we have learnt that quality controlof colour is only one of the problems for the cottage

weavers. Another major problem is the traders'stranglehold on the price of silk. We succeeded inconvincing the Secretary of Industries, who is alsothe Chairman of the Small Industries Corporation(SIC) that the corporation should import silk,dyes and zari for the Orangi group of weavers whomthe OPP will organize into a cooperative aroundthe model dye house. The Secretary after thoroughinvestigation and many discussion meetings, sent ascheme for the approval of the minister, which wasaccorded after ten weeks. Now we have to waitfor another two or three months for the consum-mation of the import process.

9 The dark tunnel

Our own crippling incompetence, the unwarran-ted delays imposed on us, the oppressive economicenvironment, and general apathy — we seem to betravelling in a very dark tunnel indeed. PersonallyI find refuge in the Buddha's teaching that our worldlylife is surrounded by dukha and our only option is toplod patiently on towards the light at the end. Totranslate this into the language of development,we can say that slowly, painfully, at heavy cost weare trying to create managerial and technical skills,and habits of collective efforts and institutionalcooperation, which will ultimately overcome thepresent difficulties, and we will, in cource of time,begin to see the light at the end of the tunnel —Imhallah.

10 Home schools and first aid centres

The position on 30th June is shown in the fol-lowing table:

Home schools ~ 30th June 1982

Girl teachers trained — 5 groupssince December 1981

Girl teachers working

No. of home schools

Total no, of children

Boys

Girls

First aid cases (cumulative)

100

61

46

879

467

412

3,317

This programme is proceeding smoothly, thanksmainly to the unrelenting efforts of Quratul Ain. Inthe next three months additional supervisory andtraining staff, lady health visitors and lady socialworkers will be appointed to improve the quality of

38

training, Two more groups will be recruited andtrained. If possible some ladies' clubs will be orga-nized in some lanes. Requests for training are pendingfrom several mohallas. OPP has spent 31 thousandrupees on training these girl teachers and supplyingthem with first aid boxes and teaching aids. No salaryis paid. The schools are sustained by fees paid by theparents.

Some interesting calculations are given below:

Rs. 310

Rs. 508

Rs. 674

Cost per child 31,000879

Rs. 35

Cost of training ateacher and first -aider

Cost per workingteacher

Cost per school

31,000100

31,00061

31,00046

There are no recurrent liabilities except thosewhich may be incurred for further training of the girlteachers and first-aiders.

11 Financial statement

As stated in para 1 we have redesigned both ourmanagement and «accounting systems. A completestatement (12 pages) of receipts and disbursementsfrom April 1980 to 31st May 1982 has been prepared.It contains abstracts as well as detailed sheets of eachhead of expenditure. Two abstracts are reproducedbelow.

OPP receipt and disbursement - April 1980 to 31 May 1982

Receipts : From BCCIRefund, of loan from dye houseContributions for wells

total of receipts

Disbursement (See detail sheet)Balance in bank-31 May 1982

Apr. 1980-May 1981

594,220

45,000639,220

430,820BCCIN.B. Acct. 256N.B. Acct. 280N.B. Acct. 282

Jun. 1981-May 1982

800,00016,9219,000

825,921

694,373

Cumulative

1,394,22016,92154,000

1,465,141

1,125,193101,384

14,01021,590

200,485

Total bank balance

Cash in hand 31 May 1982

Engineering sectionEconomic sectionTraining sectionTotal of cash in handTotal bank balance and cash in hand

337,479

1,3561,099

202,475

339,947

39

12 Financial statement —Heads of expenditure

Abstract disbursement April 1980 to 31 May 1982

HeadsApril 1980

toMay 1981

June 1981to

31 May 1982

Cumulative

OPP staff and contingencyOPP consultantsResearch and evaluationMeetings and conferencesTrainingOrangi QuarterlyOther publicationsAudio visualDemonstration and experimentEngineering —sanitationWater drillingEconomic programmeGrantsCapital expenditureWellsLoans — dye bouseLibrary and documentation

62,90027,500

341_

18,900830_

25,600——

4,50039,000

121,664129,570

157,80540,550

4,65641,88047,20016,70812,16011,96914,17315,49375,22753,000

128,38422,87052,295

220,72068,050

4,99741,88066,10017,53812,16037,56914,17315,49379,72792,000250,048152,44052,295

Total 430,820 694,373 1,125,193

13 Financial statement — Capital expenditure

Abstract of capital expenditure

I OPP office: motor cycles, furniture, telephone, advance rent e t c

II Audio visual: taperecorder, projector, generator, etc.

HI Engineering sanitation : tools and equipment

IV Water drilling rigs

V Dye house: building and equipment

VI Dye house loans

VII Wells

Total expenditure

Capital expenditure

Non-capital expenditure

% of capital expenditure

Grand total

April 1980 - May 1982

137,838

16,275

19,933

76,003

30,147

52,295

152,440

484,931

1,125,193

484,931

640,262

43.09

40

11th (July-September 1982)

1 Reorganization and expansion

In our tenth report we described somberly thedifficulties encountered and the weaknesses dis-covered in our programmes of low-cost sanitation,water drilling and model dye house. During the lastthree months our main concern was to overcome thedifficulties and to reorganize and improve theseprogrammes. Besides we were also engaged, morehappily, in the expansion of programme of homeschools and first aid centres and of youth clubs andwomen's groups.

2 Improvement of low-cost sanitation

(a) Low-cost sanitation is evidently our mostimportant programme. As indicated in previous re-ports many neighbourhoods were keenly interested.Till the end of June 1982 plans and estimates hadbeen supplied to 31 mohattas tor 227 lanes. We werevery pleased by this response. However, an evaluationby architect Perween Rahman revealed that OPP'stechnical service was less than competent. Whileplanning was promoted hastily, the execution of theplans was neglected and not properly guided. Asa result there was much dissatisfaction and very fewfresh requests were being received.

(b) After this painful evaluation we began toreorganize both the technical and social side of theprogramme. The technical staff has been strengthen-ed. Ms. Perween Rahman has agreed to become aconsultant. Mr. Mobin Qureishy, an instructor atthe Polytechnic Institute, has agreed to supervisethe surveying and to train the mohalla organizers.A whole-time draughtsman has been engaged. Andthe number of social organizers has been increasedfrom one to three.

(c) Thus much more attention will be paidto the actual construction. The social organizerswill have more technical knowledge and will givemore guidance. Each of them is being provided withnecessary tools and implements, e.g.,trolleys, shovels,

picks, manhole and septic tank shutterings. Byborrowing these the lane managers will be able tolower the cost of construction and avoid the exorbi-tant charges of contractors.

(d) It seems that the confidence of the mohallaswhich was shaken by our delinquences has beenrestored. New requests began to arrive again in Augustand September. At present nine requests are pendingand survey work is being done in several mohallas.

In future we will monitor the construction workas carefully as we have monitored the planning andprepare comparative tables.

3 Improvement of tubewell drilling(a) During the last three months we think we

have understood the causes of the inefficiency of ourdrilling programme. They were twofold. In the firstplace the equipment was faulty and incomplete,and secondly the drillers were lacking in skill. Conse-quently there were frequent breakdowns and losses.But gradually both the equipment and the skill hasbeen improved. The tables given below indicate theloss of time and money suffered in the process oflearning. We hope that the initial cost of research anddevelopment has now been paid and henceforth thedrilling will proceed more economically. The tablesgiven below should serve as a bench mark.

(b) Tubwell drilling — cost

Capital expenditure

1st drilling rig2nd drilling rigOther equipment

Total

Rs. 76,380Rs. 138,937Rs. 53,713Rs. 269,030

Operational cost March to September 1982

Staff Rs. 33,573Operation Rs. 24,848

Total Rs. 58,421

41

Tubewell drilling — bores

Number Started Finished Remarks

ExperimentalMujahid colony

Aligarh colonyIslamnagarIslamnagarMaynoori GothMominabadislamnagar

March 198213.4.8221.4.82

5.5.8211.5.826.6,82

28.6.8226.7.8220.8.825.9.82

20.9.82

12.4.8220.4.824.5.82

10.5.8231.5.8227.6.8221.7.8216.8.825.9.82

16.9.8227.9.82

71 ft61 ft65 ft60 ft75 ft46 ft

107 ft72 ft45 ft70 ft50 ft

Successful *Successful *WorkingWorkingNo waterWorkingSuccessful *Successful *WorkingNo waterWorking

*Note 1. Successful in reaching good water level, but collapsed on account of delay and mis-management.

Note 2. Thus out of 11 bores, 5 are in operation, two proved dry and four collapsed due tomismanagement.

(c) Average cost per bore - 1st 6 months

Total boresOperational costAverage cost per bore

Average time per bore

11Rs. 58,421Rs. 5,311

- 5 - month - .54 - 15 days approx.

Dry holesMismanagedOperational wellsLoss for dry holesLoss for 4 mismanaged holesAverage cost of each operational well

245

Rs. 10,622Rs. 21,244Rs. 11,684

Let us admit our dismal performance, and hope to achieve better averages in the next six months.

42

4 Improvement of model dye house

(a) The model dye house in its first phase suf-fered from the same disabilities as tubewell drillingviz., inexperienced management, lack of skill andgood dyes. Customers were disappointed whenthey found that the work of the model dye housewas no better than that of the local dyers. We madestrenuous efforts to procure good dyes and raisethe standard of skill. During the last two months thedye house, after six months of trial and error, seemsto be establishing itself as a useful institution. Thegoodwill which was lost in May and June has beenregained. The old customers have returned and newcustomers are coming in increasing numbers. Ma-nagement and technical skills have improved andample stocks of good dyes have been acquired.' Wepresent the cumulative figures of cost, work, custo-mers, income and loss upto August 1982 as a benchmark for measuring future progress. Having conso-lidated the working of the model dye house we hopeto proceed with the improvement of zari and theprocurement and distribution of silk, and if possiblethe formation of a sound cooperative of Benarasiartisans.

(b) Model dye house — January 1982 to August 1982

I Capital expenditure

Building Rs. 19,706Equipment Rs. 11,155Loan for stocks of dyes etc. Rs. 79,662

II

III

IV

V

VI

Total

Operational cost

StaffOperation

Tout

Number of hanks dyed

Number of customers

Income

Loss

Rs.

Rs.Rs.

Rs.

Rs.

Rs.

110,524

35,87026,152

62,022

467

167

25,118

36,904

5 Expansion of home schools and first aidcentres

(a) Unlike the troubles and setbacks of the threeprogrammes described above, our programme ofhome schools and first aid centres continued to worksatisfactorily. Encouraged by the steady work of thegirl teachers, and by many requests from other neigh-

bourhoods for similar home schools and first aidcentres, we decided to expand the programme. Thefirst necessary step was to recruit OPP's own staff oflady workers, Uptil July we had depended mainly onpart time help from Quratul Ain who is communityorganizer of UNICEF's project in Baldia township.In July Ms. Zareen Majeed who has an MA degreein social work from Karachi University, joinedthe OPP as manager of women's programme. Thedepartment of Population Welfare placed the ser-vices of two lady health visitors at our disposal. Wealso appointed a trained lady teacher. A Suzuki pick-up was made available for these lady trainers' team.

a in. .'(b) After meeting all the girl teachers and

visiting all the home schools and first aid centres, theteam decided to arrange refresher training coursesboth for first aid and the teaching of children, for allthe five groups of girl teachers.

(c) The Research Training Institute of Popula-tion Welfare department was approached for pre-paring an authentic booklet on first aid and a safefirst aid box. The booklet was translated into Urduand printed for distribution to the girl teachers. Theywere given a fresh supply of medicines as specified inthe booklet.

(d) These courses generated fresh enthusiasm.The number of girl teachers running home schoolsincreased from 60 to 70 and the number of schoolsrose to 50.

(e) Then in September 1982 a new trainingcourse was started for a 6th group of 20 girls, thistime in a Bihari area. Another course for the 7thgroup will be started in October. We have now withus a long list of requests for such training of girlteachers.

6 New activities for girl teachers

Having established home schools and first aidcentres, the girl teachers were ready to start new acti-vities. They have arranged for the inoculation by]the lady health visitors of more than two thousandchildren. For themselves the girl teachers have taken itraining in home gardening. OPP has supplied them!with seeds and manure and some of them are growingvegetables. They have also shown keen interest insanitation, the construction of septic tank latrines,!and underground sewage liae^ and the control ofmosquitoes and flies by spraying. Again OPP hasstocked sprayers and insecticides. The teachers canborrow sprayers and purchase the insecticides at costprice. Some of them have already done so. InHaryana colony when our lady trainers explained theimportance of sanitation to a women's meeting andshowed slides of diseases caused by filth, the resultwas quite surprising. We were told by the lane

43

managers that they had tried in vain to collect themoney for gutter lines. Although the maps and planswere prepared many months ago, construction workwas postponed in many lanes because the residentswithheld their contributions. But, say the managers,the day after the Haryana women had seen theslides, the contributions poured in and the workis now in full swing in lane after lane.

7 Women's groups

The girl teachers forming voluntary and non-official cadre for basic education and health in everyneighbourhood may become effective agents ofchange. Recently our lady trainers' team has usedthem for convening meetings of family women, spe-cially the mothers of the children attending homeschools. Uptil now only a few meetings have beenheld. We will try to organize on a neighbourhoodor even lane basis, khwateen tanzeems (women'sgroups). If these groups become stable, if each groupis able to throw up a good organizer, if weeklymeetings are regularly held, then it may be possible toserve the health interests of the groups through amobile clinic, and provide useful information aboutchild care, maternity, and family welfare. Thesepossibilities will be explored in the coming months.Very active assistance will be needed from PopulationWelfare department for providing the necessaryservices to women's groups.

8 Youth clubs

There are many youth clubs in Orangi neighbour-hood. We had believed that our male teen-agers .areinterested only in indoor and outdoor sports. As theOPP does not consider the promotion of sports

g ,,among its duties, we did not approach the youngsters.o II But now they have approached us. It seems that we

were mistaken in assuming that our boys are in-different to the serious problems of their neighbour-hood. Members of several youth clubs are quite eager

I to take training in sanitation, home gardening, flyI and mosquito control and first aid. Two groups havebeen trained and more are ready. These young menwith their strong bodies, keen minds, and freshidealism can greatly improve the condition of theirlanes. They can assist the lane residents to construct,cheaply and quickly, with their own hands septictank latrines in their homes. They can assist in themaintenance of sewage lines, in tree planting , homegardening , mosquito control etc. And then, with ahappy conscience they may also play cricket andcarrom. Incidentally, it was the example of the home

t schools and first aid centres of the girl teachers whichstimulated the youth clubs to get involved.

9 Teachers' study circle

Previously we had tried to involve the teachers

44

of secondary schools in our community programmes.We had suggested to the trustees of Orangi SchoolFoundation that each of their schools should becomea centre for teaching the neighbouring communitieshow to organize sanitation, home schools and first aidcentres. We had offered to train selected teachers inthese fields. The response to these suggestions wasrather ambiguous. But we are aware of the significantrole which teachers can play and we are anxious tokeep in touch with them. Therefore, recently wehave made a different proposal to which the responsehas been quite positive. The proposal is to establisha study circle. Mr, Reaz Ahmad, who is now our lib-rarian, has called two well-attended meetings ofteachers who are willing to become members of thiscircle. They will read English journals and booksprocured by the OPP library and review and discussthem in group meetings.

10 OPP phase II

(a) OPP has now officially begun its secondphase. In July Mr. Burney came from BCCI Londonon His third visit to the project. He gave assuranceof support during the next three years in accordancewithfthe agreement signed between BCCI, UNCHSand the Government of Pakistan. He was satisfiedwitr* the direction and pace of progress of the project.However, he wished that other cottage industries, e.g.,shoe making, should , be supprted ; like the Benarasiweavers.

(b) Mr. Houghton arrived on 10th September1982 to work as Chief Technical Advisor on behalf ofUNCHS. He is familiarising himself with variousaspects of the project. His first concern will be toimprove its technological component and to intro-duce closer coordination with the planning of officialagencies.

11 Public notice

The project has attracted some public attention.Our foremost English daily, Dawn, has expressedvery generous appreciation in several editorials.Sanitation, water drilling and home school prog-rammes have been shown by Pakistan Television.Many visitors are coming . The director has been in-vited to speak in several seminars. He has also beengiven an award by the Rotarians for community ser-vice. This public approval is gratifying, but it shouldnot make us forget that our real job is the workon the ground in Orangi, the promotion of neighbour-hood organization, the development of models of lowcost sanitation, of voluntary cadres for basic educa-tion and health etc. The priority of home workshould always be kept in view.

12 Audit and financial statementA firm of chartered accountants has completed the audit ol OPP's accounts. The f'm vacia.\ statements

are given below :

I Receipts

From BCCIOthers

Total

II Disbursements

III Balance 31st August 1982

Heads of disbursement

OPP staff and contingencyOPP officeBudget and accountsTraining and administrationConsultantsMeeting and conferenceTrainingOrangi QuarterlyOther publicationsAudio visualLibrary and researchDemonstration and experimentSanitationWater drillingMohalla tanzeemWomen's programmeEconomic programmeGrant

Total

Capital expenditure

OPP officeSanitationWater drillingAudio visualOthers

Total

WellsLoan

April 1980to

May 1982

670,400

June, July,August 1982

210,620

Cumulative

1,394,22070,921

1,465,141

1,125,193

200,00021,916

221,916

450,756

111,108

1,594,22092,837

1,687,057

1,575,949

111,108

120,720———

68,050

4,997

41,880

66,10017,538

12,160—

37,569

14,173

15,493——

79,727

92,000

—36,597

5,900

5,400

6,150

1,769

13,912

14,754

8,998

357,144

2,027

18,051

37,80611,1254,605

34,845

1,500

220,72036,597

5,9005,400

74,200

6,766

55,7?"*

80,r ;•26,b Ô

12,1 èb7,.44

39 5963?,2255 i,229'1,125

4,605

114,572

93,500

881,030

137,83819,932

76,00216,275

250,048

152,440

52,295

28,9299,452

174,90825

213,314

_

26,821

166,76729,385s

2*0,910

16,300

463,363

152,440

79,116

GRAND TOTAL 1,125,193 450,755 1,575.949

45

12th (October-December 1982)

1 Low-cost lane sanitation

We had described in the eleventh progress reportour efforts to improve the low-cost lane sanitationprogramme. A preliminary evaluation by our consul-tant, architect Perween Rahman, had revealed sometechnical and social weaknesses. These have engagedour attention during the last six months and willcontinue to do so for many more months to come.The problems are indeed very complex, but the popu-lar response indicated by the increasing number ofrequests from new mohallas for surveys and estimatesis also apparent. The following table gives the figuresupto 31st December 1982.

Low-cost lane sanitationOctober 1981 to December 1982

Table I

2 Sewerage work in 30 mohallas

A quick tour of the 30 mohallas last monthrevealed the interesting fact that while work has beendone in 148 lanes according to the plans supplied byOPP, the people of another 149 lanes have followedtheir own design, being either too eager to waitor too confident of their own skill. We intend tomake a careful study of the sewerage work in these297 lanes and analyze its technology, its economicsand its sociology. Evidently many residents of Orangiare willing to make substantial investment for im-provement of lanes. This willingness can be the foun-dation of a new approach to the development ofkatchi abadis, an approach based on popular partici-pation, financing and management.

Table II - Sewage lines in 30 mohallas

Key

I

II

m

IV

Request for survey and estimates:

MohallasLanes

Survey completed;

MohaUasLanes

Plans and estimates supplied:

MohallasLanesLength rftNo. of housesEstimated cost

Averages:

House areaCost per houseCost per sq. yd.Cost per rft

30377

30314

30264

97,6345,499

Rs. 1,810,675

sq. yd 129Rs. 330.00

Rs. 2.50Rs. 18.50

1 Mohalla2 Total lanes3 Work according4 Work according

to OPP planto own

5 Total sewage line lanes6 Unimproved lanes

1

Agror colonyHanifabadHaryana colonyAl-Sadaf colonyAl-Mustafa colonyMujahid colonyDarulsalamNoor mohallaAzadnagarJhelum colonyKhyber colony1-CAligarh colonySector 5/EMohammadnagar

2

16794628

838

513

59

1642323118

plan

3

164

1124

385449

—411

4

_

25—

9—

———

—3629

2—

5

16291111

438

5449—

4030

3

6

0503517

400910022

2816

46

1

MominabadSector 10AlinagarBijlinagarIslamnagarUsmania mohallaAl-Fatah colonyQaide Azam ColonyMecca BastiMadina BastiBismillah colonySector 11/AGharib Nawaz colonySector 14/CNoorani mohalla

Total

2527412242315355017NA8

3012NA60

796

387

—8

——

131

7——————

148

4

435———_

6_

3-—————

149

51242—

8——

73110—————,—

297

6403212162315271910—

83012—60

499

IV Averages:

It is quite obvious that the majority of the lanes,more than 60%, have yet to be improved. But thereare signs that they are stirring themselves. OPP hassupplied plans and estimates for 164 lanes and it ishoped that inspite of delay, at least some if not allof the outstanding 115 plans will be implemented.Meanwhile new requests are coming every week.

3 Sanitation II

In view of the increasing number of requestsfrom widely scattered mohaUas and lanes, we decidedto set up another small office in the Bihari area. Thusafter October 1982 there are now two teams for thesanitation programme. Each team consists of a mana-ger, a surveyor, a draughtsman, and assistants. Thefirst team has been working since July 1982 in30 mohallas (named sanitation I) and the secondteam has started working in th Bihari areas from 15thOctober 1982 (named sanitation II). The progress inSanitation II is given below:

House area (total 60,040 sq.yds.)Average 107 sq.yd.Cost per house Rs. 218.00Cost per sq.yd. Rs. 2.02Cost per rft Rs. 13.8

4 Cost and benefit

Our financial statement shows that the totalexpenditure on organizing the sanitation programme,both its social and technical side, has been as follows:

Sanitation IUpto May 1982

June to 31st Dec. 1982Total

Sanitation IIOct. 1982 to 31st Dec. 1982

Capital expenditure — Instrumentsand equipment

Sanitation ISanitation II

Rs. 14,174Rs. 32,053Rs. 46,227

Rs.

Rs. 32,565Rs. 13,875

Here a question may well be raised: What hasbeen achieved by the expenditure of 1.1 lakh rupees?For a truthful answer a careful study is required ofthe work that has been done or is being done by thepeople in the lanes. We need to know the changesin attitudes and opinions, the quality of popularmanagement, and the volume of local resources mobi-lized in the comparatively short period of a fewmonths. Therefore we are planning to prepare thefirst annual report of the low-cost sanitation prog-ramme which would contain a detailed evaluation ofthe sociology, the economics and technology of it.

Table: Progress in sanitation II15th Oetober 1982 to 31st December 1982

I Request for plans:

MohallasLanes

II Survey completed

[II Plans and estimates supplied :

LanesLength in rftNo. of housesEstimated cost Rs.

335

28 lanes

288803

558121,415

5 Need for coordination

While planning at the lane level is spreadingaround, no progress could be made in coordinating itwith the improvement of external drains which are ina deplorable condition — meandering, stagnant,encroached upon, and dumped with garbage. Theexpectation that the Orangi Board, set up last year,will make and implement master plans remains tobe fulfilled. Very few meetings have been held andoverall planning has not even been discussed. Onlysome surface drains are being constructed on anadhoc basis. We have contacted the KMC authori-ties, but they are so busy with crisis managementthat meetings and visits fixed before hand are abruptlypostponed. We have no alternative except to wait till

47

1 ey can find time to introduce the necessary co-ordination between the internal development of lanesanitation and the external development of the largedrains.

6 Suspension of tubewell drilling

Thus we are consolidating and expanding thesanitation programme. However we have decided tosuspend the tubewell drilling programme for a veryfortunate reason: water from the Hub dam hasarrived in Oran^i, Or almost arrived. People aresuddenly convinced that they would soon have amplesupplies of clean, soft Hub water and no one caresanymore for the brackish trickle from a tubewell.The demand which previously was quite urgentdisappeared suddenly in October. Now no request fordrilling is forthcoming. Let us hope that the people ofOrangi are • ot being too optimistic, and that oursuggestion .hat river water still needs to be supple-mented by tubewell water will prove superfluous.

Below is a review of two years of well diggingand tubewell drilling.

(a) Contractors' wells: From December 1980 toJune 1981, thirteen wells were constructedfor use in mosques at a total of Rs. 129,570.

(b) Engineers' wells: From July 1981 to March1982 eight more wells were dug or improvedunder the direct supervision of OPP engineerat a cost of Rs. 22,870.

(c) From March 1982 to December 1982,fifteen bores were drilled by OPP rigs at atotal cost of Rs. 117,034 — staff salariesRs. 69,953, operation Rs. 47,081.

(d) Of the 36 wells, five proved dry, five or sixhave inadequate water, and some weretoo salty. But approximately half werein regular use.

(e) OPP has complete equipment for two drill-ing rigs, including a trolly and a jeep — totalcost Rs. 305,104, which we suppose canbe sold without loss.

(f) A good team of drillers, foreman and mana-ger has been trained at considerable expenseand their services are available for drillingelsewhere, specially in rural areas.

(g) Total expenditure Rs.

13 contractors' wells8 engineers' wells

15 drilled tubewells36 wells total expenditure

2 drilling rigs andequipment

Total investment

129,57022,870

117,034269,474

305,104

574,578

Although the experiment has come to an abruptend, the experience gained in two years may be usedlater on, or in rural areas.

7 Home schools — Teachers and students : The position on 31st December is indicated below:

GroupTeachersSchoolsStudents

111

8

242

31613

41010

513

9

61713

710

7

Total8162

152 84 165 137 124 186 95 943

These figures arc based on a careful survey,They indicate th«t the numbers fluctuate frommoith to month. J here is a high rate of dropouts.Thus only 81 of the 130 girls trained are working as

teachers. Many students left after attending for a fewweeks as their parents were unwilling to pay even atoken fee. But there were also some new enrolment.The position with regard to fees is as follows:

Payment of fees

Group Total

Total évidentsFee-paying studentsFree

if>;;,182

20

846024

165149

16

137120

17

124114

10

186131

55

9593

2

943799144

43

It is encouraging to note that 84% of the childrenare willing to pay fees, and it is even more encourag-ing to note that the girl teachers are willing to edu-cate 16% without any fees.

On enquiry as to how many of the studentsare boys and how many girls, and further how manyof these were not going to any school previously,the following picture has emerged:

Groups Total

Total studentsBoysGirtsSchool-goingNon school-going

15283699161

8433511074

He trends are

16582837689

13766718057

124556924

100

186978933

153

9554413461

943470473348595

Though the sample is small and the trends arestill uncertain, the above figures may indicate thatthe informal home schools and part-time girl teacherscould enable low-income families to provide elemen-tary education to their children who were not goingto school. The fact that 348 school-going children(36% of the total) are also coming for coaching to theinformal home schools, is a sad commentary on thequality of teaching in the formal schools.

Ill Number of hanks dyed 811

IV Number of permanent customers 147

Income

VI Loss

Rs. 43,888

Rs. 75,544

8 Rethinking

In our last report we had mentioned two new| programmes, women's clubs and teachers' studyI circle. During the last three months the responseto these programmes was far from satisfactory.Women who were contacted showed little interestin learning about prevention of disease. They onlywanted medical service at their homes. They seemed

I allergic to the concept of group meetings and asso-ciations. Teachers' meetings could not be convenedfor other reasons. We are doing some fresh thinkingabout women's programme and about extensionprogrammes through schools. If this thinking be-comes fruitful, it wiB be presented in the next report.

9 Benarasi weavers' programme

Position on 31st December 1982January 1982 - December 1982

I Capital investmentBuildingEquipmentStock of dyes etc.

Total

II OperationStaffOperation

Total

Rs.Rs.Rs.Rs.

Rs.Rs.Rs.

19,70711,202

178,209209,118

68,44550,978

119,423

Obviously the model dye house has incurreda big loss. Should it be regarded as a necessary cost ofresearch, training and organization? What is the re-compense for the loss? If we are not deceiving our-selves, perhaps the following:

(a) At hut the colours are fast and attractive,definitely superior in quality to the coloursof the smuggled Indian «ait.

(b) There are now 147 regular customers whosequality products win soon make an impacton the market.

(c) The goodwill of the dye house is increasingas proved by the number of banks broughtby customers. Their number rose to 102during December, compard to about SO inprevious months.

(d) Some attempts are being made to arrangefor marketing of quality products. Manymeetings are being held.

As yet, however, even the regular customersare indifferent to any kind of cooperative effort.For us it is a great disappointment. It is by no meansour intention to provide a permanent subsidy to agroup of Benarasi weavers. Perhaps a way out of thisimpasse may be found in the next few months.We are quite worried by the present situation;.

I ! ^ ? - ' A R Y • • • • • " • 4 9

SUPFL

10 Financial statement

Balance sheet on 31st December 1982(From April 1980 to Decembet

Heads

I Receipt

BCCIPublic contnbution — WellOrangi QuarterlyRefund of loanOther refundsOthers

Total

DISBURSEMENT

I Non-capital expenditure

OPP office and contingencyOPP officeBudget and accountingTraining and administrationConsultantMeeting and conferenceTrainingOrangi QuarterlyOther publicationAudio visualLibrary and documentationDemonstration and experimentSanitation ISanitation IIWater drillingMohalla tanzeemWomen's programmeEconomic programmeInsuranceGrantsUNCHSYouth Club

II Capital expenditure

OPP officeSanitation ISanitation IIWater drillingAudio visualWellsUNCHS

HI LoansIV Advances

Grand Total II+H+HI+IVI

1982) "

Amount

Rs.

2,394,220

61,0003,904 III

35,8791,3743,500

2,499,877

Apr. 1980-May

220,720_——

68,0504,997

41,88066,10017,53812,160

—37,56914,173

15,493——

79,727— •

92,000—

Total 670,409

137,83819,932

—76,00216,275

152,440—

Total 402,48852,295

-

1,125,193

Disbursement

Non-capital expenditureCapital expenditureLoansAdvances

Total

Bank and cash balances

BankImprest

Total

1982 Jun. 1982-Decl982

70,73713,10012,60046,950

3,88922,97231,51520,886

70114,09719,41832,05317,430

117,03331,77517,60576,6564,520

10,1501,809

—565,893

105,11012,63213,875

229,10278,235

1715,200

444,325123,191

2,118

1,135,528

1,236,303846,814175,486

2,11.8

2,260,721

229,9819,174

239,155

Total

220,72070,73713,10012,600

115,0008,886

64,85297,61538,42412,86114,09756,98846,22717,430

132,52631,77517,605

156,3834,520

102,1501,809

-1.236,303

242,94832,565,13,875

305,10494,510

152,6115,200

846,814175,486

2,1182,260,721

50

11 Audit report

Messrs. Hyder & Company have audited OPPaccounts from the beginning in April 1980 to 3lstMay 1982. Copies of the auditor's report are avail-able in the OPP office for public inspection. Astatement of receipts and payments as prepared bythe auditors for the two years, April 1980 to 3lstMay 1981 and June 1981 to 3lst May 1982 is repro-duced below. Detailed sheets can be inspected inthe office.

M hoqei 32eigoiq rlî8î

Heads

R e c e i p t s ':'^-\l> •'••• ^^ï<> * •••»

Donation from BCCIRefund loan from dye houseContribution for wells

Total

1981

494,220

45,000

539,220 •y.O'.t;

1982

900,00016,921

925,921

Balance

b ^ l n i o q i , , ; ';•;:.' X îe tè l ;^ 1 ] ' ; -:,.;i.J ;;,! 'I*

Payments jr.» i:);;i;;-:i

Contingencies and staffOPP consultantsMeeting and conference .Training i:0(ti'[' i!r^ .'h!SiS":'; WJ

O r a n g V Q u a r i & t y rff:i0:. '"*' 'Other publication ' ;' :';;::-;

Audio visualDemonstration and experimentEngineering: SanitationWater drillingEconomic programmeGrantCapital expensesWellsLoan dye houseCash in handCash at bank BCCICash at banJ^NBP (256) .7

'':'; "Ca ijjiibiu , N^| i^; . ; ' ' , ,"!•• ' ;."C^at^Dank1f^(282r; ;;

Total

'62;915

•^uc-Vi ^ ^ • ^ ' • • • | *

it1) !'!'f8j>goo'_)'w;!';(.•.«liGffi i n ^ i i i . e . ; ;

• • ' • • ' —

25,600—

—51,060

121,664129,570

• ' . • , ' ! •'• • > • - :

.J / , ' ' ' • . .—' ' '. 1,','

439,000

•! - fd , !

; • ! ! !

•st!..pfb;.- '!

!Vi5 .iA V:-

:9^-}<}f:'4O,556'Jir!"

41,250b/is b47-;200>i-'' »'

,i£ •.••i*ri2jJ80''1':J>ii-'

11,96914,17315,49379,72740,950

128,38422,871

•'"•?; 'i-• * •• ( . S S ^ S O B * J •'•* •'! :'1 '••'••• ; " ' ! j ' 2 v i 7 4 - - i ' J J -L' - < : - - 1 0 1 ' 3 É f r ? > * • " ' =• '•

14,010 • '21,590

200,485 ^ »

| ^ 0 ^ i « T - •••••

b-r.v.tfL'ÊH ASÏÎ Ji 220,720jKJm'i'jBj bcjsj 68,050

tea UiWfirraTKn 4,99741,880

•>r!;!iKfi.i 'i «ail J! , $ 6 , 1 0 0

^ bn:: ,-;^:;f'o.3 17,538-••: '•>'«; = ' ^ ' * t ^ i 1 2 , 1 6 0

- ! 37,56914,173

• 79,72792,000

250,048152,441

.,•:.- U::'T,:: ' ' , ••'.';. ; : i ' : ^ ^ 2 9 5••::r-< •-.•.:••• '••'){) r v m 2 4 7 4

;;i.: ;>rii-.::jf: " ^ ^ ' ' ^ 1 0 I ] Q 8 6

21^590

: -..,. ;•; •••.i1".',i:,';;.'--;>f! V=';.v

: > ••.•••.••• ^ ' . i , 1 . . i ' , I . V i l . - i 1 . ï ' > , 1 ! l i l . i ' ! 1 S ; . . " :

51

13th (January-March «83)

1 End of third year

On 31st March 1983 OPP has completed threeyears. Looking back we can say that the first year wasspent mainly in observation and investigation; thesecond year in selection and experimentation; and thethird year in consolidation and expansion. Twomonths ago, giving my assessment of the presentposition of OPP to the President of BCCI, I pointedout its four assets:

(i) It has built a strong base of operation.

(ii) It has gathered a group of workers, socialand technical, whose competence andcommitment is increasing steadily.

(iii) It has established widespread and growingcontacts and goodwill among the Orangiresidents and activists, specially at the lanelevel.

(iv) Through long and attentive association withthe local people, it has acquired a realisticunderstanding of some problems and theirviable solutions.

I further pointed out that, in my judgment, withthese assets OPP can work very effectively if adequa-tely supported during the next few years. The Presi-dent gave assurance of support.

2 Nature of OPP's work

What would be the nature of this work? At thevery beginning it was recognized that OPP, as anon-government organization without any power orauthority, shou'.d not compete with official agencies.It could not provide parallel services, municipal, clini-cal or educational. It should not prented to be a settle-ment agency, a mini-KDA or KMC. Its main purposewas to promote voluntary association, non-officialorganization, popular participation, which wouldsupplement and enlarge the development efforts of

official agencies. Its designation as a pilot projectemphasized its research approach to discover viablepatterns of popular organization. After three yearsof actual experience, the project's objectives as wellas its methods and functions are now seen moreclearly.

3 Work during the 4th year

The broad perspective will be twofold: to pro-mote mohaUa tanzeem (lane/neighbourhood groups)and cooperative groups for economic activities.

More specifically the mohatta tanzeem will startwith the construction of low-cost sanitation by thelane residents and will include the training ofwomen's groups for hygiene, prevention of disease,nutrition and child care. Youth clubs will be giventraining in maintenance of sanitation and home gar-dening. Training will also be provided to educatedgirls or housewives to set up non-formal home schoolsand first aid centres in the organized lanes. Thus themohatta will endeavour to build a self-sustainedsystem to fulfil some basic requirements which atpresent are sadly neglected in the katchi abadis. Thesystem while encouraging neighbourly collaborationwill also supplement and reinforce official services.

In the third year the pattern of mohalla tan-zeem, with its components of lane sanitation,women's programmes, home schools and first aidcentres, has grown quite popular. The message hasbecome quite clear. It will now be taken to more andmore mohallas and lanes.

4 Economic groups and cooperative housing

Along with mohalla tanzeem, OPP in its fourthyear will try to promote the formation of cooperativegroups for economic activities. Uptil now we havegiven only marginal attention to this important field,and our efforts have not shown much results. Butduring the coming months, following our small-scaleexperimental method, we will start organizing a few

52

economic groups. We think that the bitter experienceof working with the Haryana ironmongers and theBenarasi weavers has taught us some useful lessons.We hope that our future promotional attempts willbe more fruitful. We also want to undertake, again asan experiment, a small project of cooperative housingin Mansqornagar where one hundred families newlyarrived from Bangladesh are living in improvisedjhuggis.

5 Management and programmes

We have defined the objectives and goals for thefourth year. Now let us outline the management andprogrammes. OPP will have the following:

I — General sections

Budget and accountsTraining and administrationDocumentationResearch and evaluationPublication and Orangi Quarterly

II — Special programmes I

Mohalla tanzeemLow-cost sanitationWomen's groupsHome schools andYouth dubs

first aid centres

III — Special programmes II

Economic cooperative groupsCooperative housing projects

6 Supporting teams

Lane groups — sanitation managers, women'sgroups, youth clubs, home schools, first aid centres— or cooperative economic groups require supportfrom a central organization for sustained growth andvitality. In the fourth year OPP is properly qualifiedto extend that support with its teams of social orga-nizers and technical experts. OPP's managers ofmohalla tanzeems, of sanitation etc. have learnt tocommunicate with the lane residents, to understandtheir problems and to persuade and mobilize them.OPP's technical experts, working closely with socialorganizers, have concentrated on research for findingacceptable solutions for local problems and pro-pagating these findings through numerous extensionleaflets. For low-cost sanitation OPP is extremelyfortunate in having Professor Arif Hasan as consul-tant. He gives a* lot of his time to research in designand implementation, and also constantly trains andguides our architect Perween Rahman, and the surve-yors and draughtsmen. The supporting team for

women's programmes will soon become quite strong.

7 Reporting

In the fourth year OPP's reporting will be moredetailed. Our documentation section as well as theresearch and evaluation section has been enlarged andstrengthened. More and more case histories of actualwork by lane groups and economic groups and theprofiles of the chief workers will be prepared, Thequarterly English report, which uptil now has beensummarily written by the Director only, will in futureconsist of several parts. The low-cost sanitationreport, for instance, will be written by the architectand contain professional details. Mr. Sami Mustafahas agreed to work as a consultant to guide the OPP'smonitoring and reporting. Orangi Quarterly, whichnow has a circulation of two thousand copies, willbecome more interesting on account of the sociolo-gical significance of case histories and profiles and theeconomic significance of low-cost sanitation andcooperative groups and cooperative housing projects.

8 Separation from UNCHS

The United Nations Centre for Human Settle-ments (Habitat) had signed an agreement with BCCIto collaborate with OPP. Mr. Houghton arrived inSeptember 1982 as Chief Technical Advisor. Heclaimed that henceforth UNCHS was the executiveagency and OPP's director should follow the instruc-tions of the CTA. In January 1983 he wrote anappraisal of the OPP's approach and requested theBCCI's President to let the UNCHS set up a project inOrangi separately from OPP. I gave my comments onthis appraisal. The President then arranged the separa-tion. There will now be two projects in Orangi spon-sored by BCCI: the three year old OPP which willfollow its own approach, and a new project withUNCHS as the executive agency. The new project willreceive two million dollars from the BCCI in threeyears, while OPP will receive a small annual allocationin rupees. OPP will be a purely Pakistani project,characterized by Pakistani austerity and guided byPakistani experts. Simultaneously the people ofOrangi will also have the benefit of another project,characterized by UN magnificence and guided byforeign experts.

9 Change in economic programme

(i) Handing over of model dye house

Another highlight of the last quarter was ourdecision to hand over the model dye house to theBenarasi weavers. OPP has demonstrated, after inves-ting much time, labour and money how qualitycontrol of colours can be ensured. But the Benara-si weavers showed not the least inclination towards

53

self-supporting cooperative action. The model dyehouse was in danger of becoming a permanently sub-sidized institution, a parasite on OPP. We thereforehanded it over to the five weavers who had beenoperating it for a year and were thoroughly trained.We must acknowledge our failure. Although wesucceeded technically, we failed miserably in achiev-ing the social and economic objective of cooperativegroup action.

(ii) New cooperative groups '

In the light of our experience with the Benarasiweavers, we have changed our approach. We stillintend to promote cooperative economic groups butin a different manner. Three such groups have alreadybeen organized:

(a) Cooperative consumer goods purchase groupof OPP's employees. They are using a por-tion of their provident fund for monthlypurchases at wholesale prices of itemslike flour, rice, lentils, tea, milk powder,soap etc.

(b) A women's cooperative group for makinggarments. These women are mostly recentimmigrants from Bangladesh.

(c) A leather workers' cooperative gtoupeonsisiting of five small workshop townert'Whotoavepooled their capital fo» joint purdiiasebrraw materials. ' " '"''•• . . •'•'• :'iJ

> •*.'/ .ii./ . • ' n .Ki i •«!

The working of these groups will be described indetail in the next report and in the Orangi Quarterly.

10 Sanitation and women's programme

During the last three months thé iow-cost sanita-tion programme had expanded in scope and area.Designs of septic latrines and manholes have beenimproved and their costs lowered. Plans and estimatesfor some external drains have been prepared at therequest of the circle's councillors. One new centrewas opened in Faisal Chawk. Members of youth clubswere trained for survey work of their mohalla underthe able guidance of Mr. Mobin Qureishy. A greatdeal of voluntary work is being undertaken by laneresidents. The women's programme and home schoolsand first aid centres are being integrated with thesanitation. These developments are described in part

11 of this report by Perween Rahman, now OPP'sJoint Director (Technical) and Zareen Majeed,Manager, women's programme.

11

I

II

ni

Financial statementBalance sheet on 31st March 1983

Apr.

Opening balance

BankCash

Sub-total

Receipt BCCIPublic contribution for wellsOrangi QuarterlyRefund of loanOther refundsOthers

Sub-total

Disbursement Non-capital expenditureCapital expenditureLoansAdvances

Sub-total

1980-May 1982

———

1,394,22054,000

_16,921

—,—

1,465,141

670,409402,488

52,295—

1,125,193

Jun. 1982-Mar. 1983

337,4722,475

339,947

1,400,0003,0006,098

32,4291,3743,500

1,446,401

885,275644,185123,191

2631,652,915

Total

———

2,794,22057,0006,098

49,3501,3743,500

2,911,542

1,555,6861,046,674

175,486263

2,778,109

IV Bank and cash balances

BankCash

Sub-total

337,4712,475

339,947

129,4363t99o

133,433

129,4363,996

133,433

54

DISBURSEMENT Apr. 1980-Mfcy 1982 Jun. 1982-Mar. 1983 CumulativeNon-capital

OPP office and contingenciesOPP officeBudget and accountsTraining and administrationResearch and evaluationLibrary and documentationMeeting and conferencesOPP consultantDemonstration and experimentTrainingOther publicationsOrangi QuarterlyAudio visualSanitation ISanitation IISanitation HIMohalla tanzeemWomen's programmeYouth clubWater drillingEconomic programme

(a) Haryana motor parts manufacturers(b) Benarasi weavers' programme(c) Women's worker cooperative group(d) Leather worker cooperative group(e) Fret work

Grant

(a) All Orangi United Federation(b) Social work department(c) Bazam Arbab Sukhan

UNCHSInsurance

Grand total

Capital expenditure

OPP officeSanitation ISanitation IISanitation HIWater drillingAudio visualUNCHSWells

LoansAdvances

Total

220,720

————

4,99868,05037,56941,88017,53866,10012,16014,173

—————

15,49379,7274,500

75,227—

—

92,000

80,3009,0002,700

——

670,409

137,83819,932

——

76,00216,275

_152,440

52,295—

454,783

• —

129,19535,50046,0006,800

20,0256,087

53,55047,58926,34527,33045,991

2,50860,64138,009

3,00049,77525,555

1,853126,941118,146

—92,14610,00010,0006,000

6,000

_6,000

2,0096,421

885,275

214,83216,19020,080

1,215226,887159,610

5,200171

123,191263

767,640

220,720129,19535,50046,0006,800

20,02511,085

121,60085,15868,22544,868

112,09114,66874,81538,0093,000

49,77525,555

1,853142,434197,873

4,500167,373

10,00010,0006,000

98,000

80,3009,0008,700

2,0096,421

1,555,685

352,67036,12320,080

1,215302,889175,885

5,200152,611175,486

263

1,222,424

Part II

1 Low-cost lane sanitation programme:

Research

(a) pie-cast manholes

Since February this year we had been involved inthe production of precast manhole and septic tank,but we had to abandon the experiment of pre-castelements due to the following reasons: The transporta-tion of pre-cast manhole from thalh (casting yard)to site involved risk of breakage. Storage at thalh wasnot available immediately and the thallawaUas wereapprehensive to run the system on a minimum profitbasis.

As a result of the failure of pre-cast manholes wehave decided to cast manholes at site. By makingconcrete septic tanksfrnanholes we would eliminatethe role of masons. For quality, even if a mix of 1:8is used in the cast in-situ manholes, it would besuperior to block masonary work, plus the costwould be far less. OPP supplies the shutterings forthese on-site casting.

(b) Manhole/septic tank cast at site (in-situ)

Therefore, we are now advocating the construc-tion of concrete cast in-situ septic tanks. Shutteringshave already been supplied to the lane managers intwo areas, viz., Mujahid colony and Husainabad. 5septic tanks as per OPP design have been cast inHusainabad whereas in Mujahid colony 9 septic tankshave been made, 7 of block masonary and 2 ofconcrete (1:8 mix). The cost that has recurred isapproximately Rs. 160.00 complete with cover (seetable I).

(c) Use of septic tanks in place of manholes

This is a new system. The need for it has arisendue to some lanes in sanitation II being very narrow,about 4' to 8' wide. The space is tight for the cons-truction of the main line together with individualseptic tanks.

The idea of having only the septic tank and con-necting it through T-plpes was initially put forward

Human excreta flowing down the side wallof the house into the lane.

A main thorough-fare in Orangi,

by sanitation II manager Mr. Riaz Ahmed and ap-proved by our technical consultant Mr. Arif Hasan.

2 Extension

(a) Models of integrated system

We have now got plastic models showing thetotal integrated system — from latrine to the mainline—in order to make our extension work moreeffective. The complete set of models is to be dis-tributed to each social worker in all three centres foron-site demonstration. In four meetings in Husain-abad, Bihari area, Faisal Chawk and Mujahid colony,the integrated models have been demonstrated. Theresult has been that the people have come to under-stand the working of the underground seweragesystem better.

(b) Exchange visits — Friday campaigns

To see something that has already been imple-mented is the best means of understanding its needsand functioning. Therefore we have started a prog-ramme of exchange visits between various areas ofOrangi. The people of different areas are taken tolanes in which sanitation work has been done as perour design and are functioning well. Here throughon-site demonstration of work already done anddiscussion with our social workers as well as people ofthe respective lanes who have done the work, thevisitors are motivated. This programme is known asJuma muhim (Friday compaign) and already 4 suchcompaign's have taken place. The results are encourag-ing.

(c) Integration with women's programme

In the past, women's programme was in isolationto sanitation. The response was not encouraging andit would have taken quite some time to organizeand sink in the purpose of our programme. We feltthat since sanitation programme in lanes were beingimplemented quite successfully, the people havebecome aware of the practicality of the programme.Thus introducing another programme in the samelanes seemed logical from the point of view of accept-ability.

In two areas women's programme has com-menced this month, integrated with the sanitationprogramme. There has been an encouraging response,the organization has been easy, and this has been dueto the fact that the women have the support of theirmen. The programme of sanitation in areas wherewomen's programme has commenced is expectedto accelerate as far as the aspect of individual houseconnection is concerned. This is due to the basictraining given to the women with regards to theimportance of the septic tank and T-pipe connec-tion.

(d) And youth clubs

This programme, too, has been integrated withthe sanitation programme to give it further strengthand viability. In areas where our lane sanitationsystem has been successful, the youth are impartedbasic training on gardening, cleanliness, etc.

Contacts are being made. As yet no organizedgroup has been formed, but we hope to have someconcrete results by next month.

3 New organization: Community centres

In sanitation II the area is very large. Due tothis a lot of problems are being faced in terms ofcontacts with people. Therefore, the idea of decentra-lization has been put forth and the area has beendivided into three centres: (1) at MakhdoomiaSecondary School; (2) at Faran High School; and(3) at Azad Sporting Club. The functions of thesecentres are to provide contact place for people;provision of information and tools to the peoplein connection with OPP programmes,- training ofpeople for relevant programmes; receiving of appli-cations from people for laying sewage lines in theirlanes; and finally, for directing these cases to sani-tation II office for further action. The followingdiagram gives an idea of the decentralization of func-tions of sanitation II.

57

OPPHead office

SanitationII

Head office

Centre 1

Centre 2

Centre 3

4 Progress of work

(a) Supervision and feedback

Development work in the lanes is going onat an increasing rate. The standard is improving; strictand close supervision and monitoring of work isbeing kept.

Table III shows the amount of work done andthrough report on progress one can get an idea of thequality of work and social and economic factorsinvolved.

The process of feedback through maintainingup-to-date record of reports and results of site ins-

pection, interviews of managers for actual estimate isbeing strengthened and made systematic by meansof charts, files and slides.

(b) Acceptance of septic tank

Some new developments have taken place,e.g., the construction of septic tanks with T-pipe.Finally we have been able to satisfy the people as tothe importance of the interceptor chamber and theT-pipe connection. € septic tanks have been cons-tructed in Mujahid colony with T-pipe connection,2 septic tanks with T-pipe in Haryana, 2 soakpitswith T-pipe in Haryana, and 5 septic tanks withT-pipe in Husainabad.

(c) TABLE I: Cost of septic tank (February-March 1983)

Size—With blocks Blocks Cement Bajri and sand T-pipe(R«) (Rs) (Rs) (Rs)

Labour Total(Rs) (Rs)

2%"x l'6"x 4*6"2'x l'6"x 4'6"l'5"x 2'7"x 4'3"3'x l'7"x 4'8"3'x IT'x 41 4"Not available

50506060505050

60656065656065

25252525252525

21212121212121

5055505050

self done50

206216216221221156221

Cast with shutterings

2'x 2'x4'3'x l'7"x 4'8"2'4"x l'5"x 2' 10"2'x 2'x 3'2'x 2'x 3'

6565656565

5050505050

2121212121

30self done

tt

it

166136136136136

58

(d) As we had indicated in our previous progressreport, we have been putting great efforts in im-proving our sanitation system by emphasizing uponthe lane residents that they should follow our ins-

tructions carefully. The response and the resultshave been very encouraging. The following tableII reflects the large number of requests that havebeen coming to our office.

TABLE II; Low-cost sanitation

HeadsOctober 1981

toDecember 1982

January 1983to

March 1983 Cumulative

Sanitation I1 Requests for survv and estimates:

MohallasLanes

II Survey completed:

MohallasLanes

III Plans and estimates supplied:

MohallasLanesLength rftNo. of housesEstimated cost (Rs)

IV Averages:

House area (sq. yd.)Cost per house (Rs)Cost per sq. yd. (Rs)Cost per rft (Rs)

30377

30314

30264

97,6345,499

1,810,675

129330.02.5

18.5

1136

42

634

9,749576

175,742

111.62321.32

2.918.63

41413

356

36298

107,3836,076

1,986,417

120.31325.66

2.718.56

Sanitation II

I Requests for survey and estimates:

MohallasLanes

II Survey completed:

MohallasLanes

HI Plans and estimates supplied

MohallasLanesLength rftNo. of housesEstimated cost (Rs)

335

28

32 67

288803558

121,415

207257270

91,456

4816,060828

212,871

59

HeadsOctober 1981

toDecember 1982

January 1983to

March 1983 Cumulative

IV Averages:

House area (sq. yd.)Cost per house (Rs)Cost per sq. yd. (Rs)Cost per rft (Rs)

1072182.0213.8

1203392.8

12.6

1132782.4113.2

TABLE III: Work in lanes under constructionJanuary 1983-March 1983

Lane Mohalla Date

Sanitation I

Main lineNo. 2No. 3No. 7No. 1Nos. 2 and 6Nos. 1, 2 ,14 and 15Nos. 6,8 and 7aNo. 1Main line, and Nos. 2,3,4No. 9No. 1

Sanitation II

No. 3No. 4No. 1

Ghazinagar

HanifabadAzadnagarKhawaja GaribnawazHaryana colonyHanifabadGhausla colony

HanifabadHusainabad

Rehmat chawk

Block 'L'

7.1.8325.1.83

7.1.8330.1.83

January 1983

February 1983

1.3.831.3.83

13.3.83

1.3.8331.3.8327.3.83

July 1981 - December 1982

Work done in lanes

MohallaLanes

33163

(e) Big drain

Last month we- received requests from twocouncillors for preparing a plan and estimate for thenala development in their areas, viz., sector 95 and98. The work started on an integrated plan and esti-mate of sector 98 this month. Its survey and mappingis complete. Now only the design and estimate is left.It is hoped that till the middle of April we will havethe scheme ready, so that it may be taken to theKMC by the councillors. After the design of sector 98is complete we will take up the request of sector 95.We hope that our efforts will bring fruitful resuitein terms of cooperation of authorities concerned.

5 Problems

(a) Problems solved

Successful designing and manufacturing of shut-terings for in-situ concrete septic tanks and thereduction in cost of septic tank construction as aresult of our research and supplying of shutteringshave been a major step forward for our low-costsanitation programme.

In recent works, i.e., in Ghazinagar (lane 2 andmain line) and Husainabad (lane 1), we have beensuccessful in constructing manholes with properchannels. This has been possible due to the accep-tance by people of the idea of septic tank as an inter-ceptor chamber.

(b) Problems pending

(i) AU house connections to the manholesmust pass through a septic tank (T-haudi or interceptor chamber).

(ii) Streamlining and record-keeping of asystem of constant work feed-back,i.e., social, technical and economicaspects of each lane.

(iii) Rectification of defective work,

(iv) Construction of big drains.

6 Good and bad work in the lanes

We have indicated earlier that a major defectin our system had been that in some cases laneresidents were not following our instructions to maketheir house connections to the manholes via a septictank (i.e.,T-Aaud/'/soakpit or interceptor chamber).In the last 2-3 months our major effort has been tosolve this problem. We realize that this problem hasoccurred as a result of (a) ineffective communicationwith the lane residents; (b) absence of a supply line;and (c) absence of close supervision.

The above problem has begun to be eliminatedby our conceited efforts and instances of direct con-nections are gradually decreasing. In work started onlanes in February this year, the houses which havegiven connection to the manholes have done sothrough a septic tank (T-haudi or T-soakpit). Onlywhen all houses in a particular lane have given houseconnections to the manhole through a septic tank,will we be able to call it a 'good lane'. Otherwise in alane even if one house gives direct house connectionto the manhole or to the main line, then the wholelane could suffer as a result of choking. Satisfactoryprogress is being made in this direction, and in thenext report we will be giving the percentage of'good lanes'.

7 Home schools — First aid and women'sprogramme

The position of home schools and first aidcentres as of 31st March 1983 is shown in table 1.

(a) Slight increase in numbers

The figures in table 1 when compared with thefigures of December 1982 show that while thenumbers of schools and teachers have not increased,in the last three months the number of students hasincreased from 943 to 965. Given the general lackof interest in education, even a slight increase isencouraging.

(b) Payment of fees

The picture with regards to payment of feesis much more encouraging (table 2).

The number of students paying fees at the end ofDecember 1982 had been 799 out of 943 studentsenrolled. That is, while in December 84% were payingfees, by the end of March the figure had gone up to91%.

(c) Boys and girls

The figures with regards to boys and girls attend-ing these home schools, and further, how many ofthese were not going to any school previously, is indi-cated in table 3,

8 New approach — Women's programme

In several places where the lane managers haveconstructed underground sewerage, the response fortraining women has been encouraging. Generally, thelane women have participated in substantial numbersand have shown interest in matters of basic hygieneand education.

61

(a) New approach

As indicated in the last report, a new approach isbeing followed. While the old home schools and firstaid centres are being maintained, the programme isnow being restricted to. those lanes where the resi-dents have constructed the sanitation and seweragesystem. The purpose is to achieve integration. As the

f male residents have improved the lane, the women are"being invited to learn the importance of sanitation,the measures to be taken for prevention of disease,need for proper nutrition and child care. Meetings arebeing held and training organized accordingly.Where necessary the home schools and first aid centresare also being established.

(b) Lane meetings

Meetings were held at Hanifabad, Faisal Chawkand at Mujahid colony. Twenty ladies attended thefirst meeting at Hanifabad. It is observed that atHanifabad women are taking interest in the laneorganization programme. Children here were vacci-nated for measles. Home schools and first aid centreswould be set up in two lanes here. In addition tohome schools the women here want to know aboutfamily planning, female diseases and child care.

During the month of March two meetings wereheld at Faisal Chawk. Attendance in the first meeting

was poor, while in the second meeting it was better.In the second meeting they were introduced to Ms.Farhana who runs a home school. The ladies at themeeting appreciated the working of the home school.

At Mujahid colony two meetings were heldduring one month. Sanitation work has alreadybeen carried out in many lanes of Mujahid colony.The ladies were made to understand the importanceof septic tanks and T-pipes. Majority of womenat Mujahid colony want to be instructed on healthand the home school programme. There is an oldlady known as dadi amman who has been very coope-rative and helpful in our efforts in the area. Ten moregirls at Mujahid colony have requested to be trainedfor running home schools.

(c) Lane organization

Out of the six different places approached forestablishing lane organizations, positive results wereachieved at Hanifabad (7 lanes), Faisal Chawk (2lanes) and Mujahid colony (12 lanes). In the meetingsthe ladies were acquainted with the women's pro-gramme and slides were shown to them to explain thediseases caused by uncleanliness and filth. Besides,they were informed about the sewerage system, theseptic tanks and the significance and usefulness of T-pipes. A sense of responsibility in this respect hasbeen aroused in women.

TABLE I

Group

TeachersSchoolsStudents

Group

1

139

181

2

4296

TABLE 2

1

3

1512173

4

1010

117

: (Payment of fees)

2 3

5

1611

142

4 5

6

1712169

6

7

7587

7

Total

8261965

Total

Total studentsFee-paying studentsFree (Defaulters)

18117011

967620

1731649

11710314

1421348

16915118

87825

96588085

TABLE 3

Group Total

Total studentsBoysGirlsSchool-goingNon school-going

181958612655

9644521284

17.3858853120

11751665958

142707226116

169898030139

8744433651

965478487342623

62

TABLE 4

Heads No. DETAILS

Areas contacted

Lane organization

Defaulting lanes

Establishment of home schools

Vaccine centres

Monthly meeting with home schools

6 Hanifabad, Haiyana, Faisal chawk, Muja-hid colony, Rehmat chawk and Ghazi-nagar.

3 Hanifabad, Faisal chawk Mujahid colony.

3 Haryana, Ghazinagar, Rehmat chawk

4 2 in Hanifabad, 1 in Faisal chawk and 1in Mujahid colony

11 496 children vaccinated

3 Group nos. 2, 3 & 7

TABLE 5: Lane meetings

Name of Lane No. of houses Attendance Progress Naof Establishmentthe area meeting in of women in lane families of home

each lane in contacted schoolseach lane

Hanifabad

Faisal chawk

Mujahid colony

4

2

3

20

20

14

3

5

3

7

2

12

21

10

36

2

1

1

63

14th progress report (April-June 1983)

1 Restricted areaDuring the first quarter of our fourth year, we

have been forced to rearrange our project. Mr. Burneyhas directed the OPP to confine its activities to theplanned areas and to withdraw from the unplannedareas, which he has assigned to the UNCHS project.Since September 1982 we had been working inten-sively in these latter areas, mostly inhabited by"Biharis". Our sanitation II and sanitation III unitswere set up for these areas in October and December1982. We had recruited local organizers, and con-tacted the residents of over 200 lanes. Requests hadalready been received for the survey of about 100lanes and work was in progress in many places. AfterMr. Burney decided to send OPP away from theseareas in May 1983, the process of closing down twounits, discharging local workers, and cutting ofrelationship with the lane leaders, whose goodwill hadbeen acquired with great effort, was a very painfulaffair. However, after five sad, embarrassing andturbulent weeks, it had been dutifully completed.OPP has withdrawn from the areas reserved forUNCHS. It is a severe loss for OPP of much time andmoney that was invested in vain. It is also a setbackbecause a mobilization has been stopped just as it wasgathering momentum. And it is embarrassing becauseseveral lane leaders are still using OPP's plans, designsand implements, and approaching it for advice andguidance.

2 Termination of cooperative housingproject

Another consequence of the withdrawal has beenthe termination of a cooperative housing project inMansoomagar. OPP began the investigation lastJanuary. I held several meetings with Syed AfzalHusain of the Majlis Ittehad, who were assisting thenewly arrived settlers. Professor Arif Hasan and Ms.Perween Rahman visited the new colony of jhuggisseveral times. The site was surveyed, simple designsfor houses were prepared, and discussions were goingon about the method of construction. To begin withtwo teams of the settlers were formed and each team

was supplied with tools and trolleys to start thework of levelling and collection of stones. But Man-soornagar is located in the UNCHS area, so in MayOPP ended its association, and kept quiet whenthe settlers expressed unpleasant disapproval of itsbizarre behaviour.

3 OPP's area

OPP's area consists of three complete councillor'scircles 94, 95 and 102 and portions of three morecircles, 96(half), lOO(two-thirds), lOl(three-quarters).It has been divided as follows:

Sanitation I — Circles 95 and 102Sanitation II — Circles 96 ,100 and 101Sanitation III - Circle*94

The offices of sanitation II and HI, which werepreviously located in what is now the UNCHS terri-tory, have been shifted to the head office and newmanagers have been put in charge. In order to intensifythe work in our area the teams have been strengthened,each team having its own surveyor and set of equip-ments. For the sake of better supervision of cons-truction work in the lanes Ms. Perween Rahman haskept a mobile team of a plumber and a mason underher direct control. As her report shows the work ofall the three units, inspite of the reshuffling andinspite of the month of fasting, is proceedingsmoothly.

4 Selection and postponement

We have decided to concentrate during the nextmonths on three programmes, viz, low-cost sanita-tion, training of women's groups (including homeschools and first aid centres) and youth clubs (inclu-ding tree plantation and kitchen gardening). We willpostpone till next year two other programmes whichwere engaging our attention, viz., cooperative housingproject and formation of economic cooperativegroups. Unfortunately these were located in thesectors which have been assigned to UNCHS. We havedecided to conserve our energy as well as to improve

64

the quality of our work in our restricted area.

5 Four levels in Orangi

After three years of first hand experience, wesee that there are four levels in Orangi where improve-ments can be introduced, viz., the house, the lane, themohalla, and the circle. Nearly two years ago webegan to organize the lanes. Gradually, after muchfumbling, a viable pattern emerged which is nowquite popular. In the last six months we tried tenta-tively to climb from the lane level to the mohallaand circle levels. Mr. Syed Shamim Ahmed, councillorof circle 98, invited the OPP to survey his entire circleand prepare plans and estimates for its big drains.This proved to be a laborious task which requiredthree months, and numerous site visits by ProfessorArif Hasan and Ms. Perween Rahman. The first draftswere ready in May and were handed over to Mr.Shamim at the time of OPP's withdrawal from hiscircle, which is situated in UNCHS area. To supervisethe implementation of these plans would have beenvery instructive for OPP. However, we have similarrequests from two councillors of our area, Mr. Mu-hammad Ahmed Siddiqui and Dr. Murtaza andsurveying is being done.

6 Risk at higher levels

Unlike the sewage lines in the lanes, the im-provement of the mohalla drains depends upon theKMC, its financial allocations, its rules and regula-tions, and its engineers and contractors. We have notyet discovered a way through these thickets, butwe will continue our search, especially as the resi-dents who have improved the lane drains are insistingon the improvement of mohalla drains. We areaware that OPP will have to go through the samestages for the mohalla drains as it had to go throughfor the lane drains, viz., design research, eliminationof kickbacks and profiteering, and participation ofthe residents. Only by going through these stagescosts can be lowered and work done quickly andhonestly. We are fully aware that the task of improv-ing the mohalla drains would be far more difficultthan the task of improving the lane drains. It mayeven be impossible.

7 Improvements at the house levelWhile climbing apprehensively to the higher

levels of the mohalla and the circle, and facing therisk of being kicked in the teeth, we are also descen-ding happily to the lower level of the house. Thepattern of an improved lane is a lane with an under-ground sewage pipe line with manholes for every twoor four houses, with a closed haudi (septic interceptorchamber), with a PVC T-outlet to the manhole foreach house. On both sides of the lane should be shadeand fruit trees, planted by the house owners andlooked after by the youth club. The suggested pattern

of lane improvement has now gained popular accep-tance. The time has come to develop a pattern ofhouse improvement which may acquire similarpopularity. The pattern we are suggesting at presentis as follows. Every house should have:

(a) A sanitary latrine with a water seal and aclosed haudi or soakpit connected to themanhole and sewage line in the lane.

(b) A kitchen garden cultivated by women andchildren of the family.

(c) A compost pit.

(d) A closed concrete haudi for waste waterfrom the bathroom for use in the kitchengarden.

(e) One or two shade and fruit trees, and squashand petha vines for cooling the roof.

(f) An improved stove in the kitchen to conservefuel.

Professor Arif Hasan with the help of one of hisstudents will soon try to design a cheap and con-venient solar heater and cooker. If water could beheated for washing and boiled for drinking withsolar energy in every homes many stomach and skindiseases can be prevented.

S Social and technical support for improve-mentIt is surprising how much social education and

technical and organizational support these little in-novations and improvements require at the initialstage.

The improvements in the lane began after num-berless visits by social organizers and meetings in thelanes. The actual construction became possible onaccount of surveying, mapping, estimating and super-vising by competent OPP technicians. Similarly im-provements in the houses are beginning to take placeafter the formation of women's groups and youthclubs. The formation of these groups and clubs hasproved to be as hard a task, or even a harder task,than the organization of the first lane groups eighteenmonths ago. However, during the last two months,there are signs that the home improvement prog-ramme, through women's groups and youth clubs,has begun to establish itself. As yet the responseis slow and the numbers are small, but we think thatthe practicability of the pattern has been tested, andgradually, like the lane pattern, it will be adoptedmore widely.

9 Publications and video tapesApart from consolidating and enhancing our

65

basic programmes — low. cost sanitation, women'sgroups, youth clubs, home schools, first aid centres,and tnohalla tanzeem — we are concentrating onimproving the quality of Orangi Quarterly. It is beingread by a growing number of interested persons bothin Orangi and outside Orangi. It offers authentic casestudies which have sociological as well as technologi-cal significance. We are also planning to make videotapes of the work in the lanes and the houses, asit is acquiring significant proportions. These tapeswould be very useful for the monthly conferencesof lane managers, women's groups and youth clubs.Besides the tapes could be used to give to outsidersa visual idea of OPP's activities in Orangi.

10 Orangi Project CommitteeThe following letter has been received from

Mr. I.H. Bumey:

Our Ref: IHB/10714th June 1983

Dr. Akhter Hameed KhanDirector,Orangi Pilot Projectl-D/26 Daulat HouseOrangi,Karachi

Dear Doctor Khan Saheb,

-1 am sorry that I could not confirm so far the deci-sions taken in the meeting held with you on 21stMarch 1983 as I had not been able to find out fromMr. Agha Hasan Abedi the names of the membersof Orangi Project Committee to be formed to super-vise the work of OPP on behalf of the Foundation.

The members of the committee are as under :

Dr. Akhter Hameed KhanMr. Agha Hasan AbediMr. M.A. WasayMr. I. H. Burney

ChairmanMemberMemberMember

As suggested by you, the functions of this Committeewill be as under:

(a) To formulate policies;

(b) to supervise and guide the project;

(c) to sanction annual or supplementary orrevised budgets;

(d) to receive and consider quarterly progressreports and financial statements;

(e) to arrange audits and evaluations;

(f) to delegate or resume powers;

(g) to appoint senior officers or terminatetheir appointments; and

(h) to exercise any other function according toits discretion;

It is also confirmed that OPP will be grantedadequate funds for its operation and the fundsavailable for 1983—84 will be upto Rs. 2,000,000(Rupees two million). It is hoped that OPP willcontinue to maintain strict control over its financesand the amounts will be requisitioned on quarterlybasis and spent according to the actual require-ments of the programmes in hand.

Kind regards,

Yours sincerely

I.H. Bumey

It is good that the management of OPP is nowbeing put on a formal basis. We hope that regularmeetings of the Commitee will be held once everyquarter to consider the progress report and financialstatement and to give clear guidance in respect ofpolicies. The agenda for the first meeting in Julyis ready.

11 Budget for 1983-84

A detailed financial statement of receipts anddisbursement for the years 1980—81—82-83 ( threeyears) has been prepared and sent to BCCI. The de-tailed budget for 1983—84 has also been preparedand sent to BCCI.

BCCI has sanctioned Rs 2 million for 1983—84.An abstract of the disbursement budget is givenbelow:

1st June 1983 to 31st May 1984

A— Non-capital expenditure

I General 834,000

II Publication and audio visual 133,000

III Consultants 100,000

IV Special programmes 464,200

V Economic programmes 121,000

VI Grants 10,000

Total 1,662,200

66

B — Capital expenditure

C — Loan and advances

337,800

Total (A+B+C) 2,000,000

Budget 1983-84

Heads

Non-capital expenditure

I General

OPP office and contingenciesOPP office and transportBudget and accountsTraining and administrationResearch and evaluationLibrary and documentationMeetings and conferencesDemonstration and

experimentTraining

Total

II Publication and audio visual

Orangi QuarterlyOther publicationsAudio visual

Total

III Consultants

IV Special programmes

Low-cost sanitation—ILow-cost sanitation—IILow-cost sanitation—IIIMohalla tanzeemWomen's programmeYouth clubWater drilling

Total

Rs.

—467,160

99,00073,84086,00030,00013,000

40,00025,000

834,000

93,00025,00015,000

133,000

100,000

137,00091,00018,000

103,20056,56058,440

—

464,200

V Economic programme

Haryana motor partsmanufacturer

Benarasi weavers programmeWomen workers cooperative

groupLeather workers cooperative

groupsFret workCooperative housing projectEmployee's cooperativeOthers

Total

VI Grants

Orangi FederationSocial Work DepartmentBazam Arbab Sukhan

Total

Capital expenditure

OPP office and transportSanitation ISanitation IISanitation IIIWomen's programmeWater drillingAudio-visualWells

Total

——

————

121,000

121,000

4,0006,000

10,000

2Q2,80010,00010,0005,000

10,000—

100,000—

337,800

67

12 Financial statement 1980' - 1 9 8 3

Balance sheet on 31st May 1983(From April 1980 to May 1983)

Heads

I Opening balance

BankCash

II Receipt

BCCIPublic contribution for wellOrangi QuarterlyRefund-LoanOther refunds

m Disbursement

Non-capital expenditureCapital expenditureLoansAdvanees

Closing balances

IV Bank and cash balances

BankCash

Disbursement

Non-capital

OPP office and contingenciesOPP office and transportBudget and accountsTraining and administrationResearch and evaluationLibrary and documentationMeetings and conferencesOPP consultantsDemonstration and expérimente

Sub-total

Sub-total

Sub-total

Total

April 1980to

May 1982

—

1,394,22054,000

—16,921

—

1,465,141

670,409402,490

52,295—

1,125,194

On 31-5-82

337,4712,474

339,946

220,720———

_4,998

68,05037,569

June 1982to

May 1983

337,4722,474

339,946

1,800,0003,0008,998

34,7994,874

1,885,167

1,139,015752,814123,191

459

2,015,479

On 31-5-83

173,0163,121

176,138

_198,812

49,10063,60023,50623,352

7,81259,05087,899

April 1980to

May 1983

3,194,22057,0008,998

51,7204,874

3,316,812

1,809,4241,155,304

175,486458

3,140,674

On 31-5-83

173,0163,121

176,138

220,720198,81249,10063,60023,50623,35212,810

127,100125,468

68

TrainingOther publicationsOrangi QuarterlyAudio visualSanitation ISanitation IISanitation IIIMohalla tanzeemWomen's programmeYouth clubWater drilling

Economic programmeI Haryana motor parts manufacturers

II Benarasi weaversHI Women's worker

cooperative group*IV Leather workers

cooperative groupsV Fretwork

VI Cooperative housing project

Grant

All Orangi United FederationSocial Work DepartmentBazam Arbab Sukhan

Capital expenditure

OPP office and transportSanitation ISanitation IISanitation IIIWater drillingAudio visualWomen's programmeWells

Total

Total

41,88017,53866,10012,16014,173—————

15,493

4,50075,227

—

—

—,—

80,3009,0002,700

670,409

137,83819,932

• —

—

76,00216,275

—162,441

403,490

28,14130,67557,545

4,16180,81257,2506,000

59,37530.1055.728

126,941

—92,14610,000

10,000

6,00015,000

——

6,000

1,139,015

320,03216,19021,209

1,215226,887159,610

7,500171

752,814

70,02148,213

123,64516,32294,98557,2506,000

59,37530,105

5,728142,434

4,500167,373

10,000

10,000

6,00015,000

80,3009,0008,700

1,809,424

457,87036,12321,209

1.215302,889175,885

7,500152,612

1,155,304

Loans and adr

LoansAdvances

Total

Grand total

52,296

52,295

1,125,194

123,191

458

123,650

2,015,479

175,486458

175,945

3,140,674

69

Part II

1 Setback

As indicated in the Director's report the last threemonths were very disturbing for the low-cost sanita-tion programme. AU of a sudden we were asked torestrict our area of operation and to withdraw fromsectors where we had already worked for severalmonths. The task of social education, as our ex-perience shows, is specially tedious and slow in thebeginning. Lane residents can be mobilized for theimprovement of their lanes only after prolongedefforts. Just when our educational and extensionefforts were rousing widespread interest, and result-ing in numerous requests for surveys, and construc-tion was starting in several lanes, OPP was directedto pack up and go away. We were given a monthstime for departure. So in June we closed down sani-tation II and sanitation III offices in Rahmat Chawkand Faisal Chawk and informed the lane managersthat henceforth they would be guided by UNCHS.

2 An experiment cut short

Our sanitation II and HI units were workingmainly in the so-called Bihari areas. As the Biharishave generally an urban rather than a rural back-ground, and moreover they have a larger number ofeducated people among them, we were trying adifferent extension approach in sanitation II and III.We were trying to involve the educated class moreintimately in the programme. We were trying topersuade the secondary schools, set up by popularcontributions, to become community centres. Wewere also trying to persuade young men's clubs andassociations to promote the sanitation programme.Training was provided to a large number of educatedyoung men both by sanitation II and HI. Almostall of them came from the sectors which were takenaway from us in May. In June we bade good-bye tothe managers of sanitation I and II and to the numer-ous persons we had trained, and to the communitycentres we had started in the schools. We do not wantto contemplate what our erstwhile friends are think-ing about the OPP.

3 New division of area

Our restricted area has been divided as follows:

Sanitation I Councillors' circles 95 and 102

Manager: Ramzan QureishyJt. Manager: Syed Sohail AhmedSurveyor: Iqbal MajeediAssistant: Jafar Rahman

Sanitation II Circles 96(1/2), 100(1/3), 101(3/4)

Manager:Surveyor:Assistant:

Sanitation III Circle 94

Manager:Surveyor:Assistant:

4 N e w planning

Hafeez ArainNadeem UsmaniFaizur Rahman

AbrarKhanMobin QureishiMuhammed Rafiq

We will now begin to plan systematically for theimprovement of our areas. The planning will be, asindicated in the Director's report, at four levels — thehouse, the lane, the mohalla, and the circle. Webelieve that the people of our area are now ready forsystematic planning. Besides we also believe that theimprovements which are being suggested are realisticand acceptable.

5 Surveys and reports

From the 1st of July we will also redesign ourtables and the methods of reporting. Of course wehave carefully preserved the previous data. In thenext three months a survey will be carried out in allthe three sanitation divisions which will include thefollowing information:

Area and populationMohallas

70

LanesHousesImproved lanesUnimproved lanesImproved lanes needing rectificationLarge drains

This information will serve as the bench mark. Prog-ress will be indicated on a monthly basis:

New request/mo/za//as/lanes/housesSurvey maps suppliedWork started/new rectificationOld work completedWork continuing

6 Sample investigations and case studies

Each month the construction in a few lanes willbe selected for thorough study of all three aspects:technological, sociological, and economic. Thesewould serve as test samples. Besides the practice ofpreparing case studies of work and the profiles ofgood lane managers would be made more systematic.

7 Improvement of mohalla drains

At the request of councillor Mr. Syed ShamimAhmad, a rough survey of his entire circle was con-ducted and plans and estimates were prepared forsome of the large drains. These have been handedover to him. We cannot advise him anymore as hiscircle is outside our new area of operation. But asimilar survey is being done for circle 95. We will givean outline of the survey of circle 95 and 98 in ournext report.

8 Progress of work

Progress of our low-cost sanitation work wasdisturbed in sanitation II and III, but it proceededsmoothly in sanitation I. We are refraining fromgiving the figures as we intend to present them inour next report after redesigning the reportingtables, from which the monthly progress will beclearly seen. The figures for the new sanitation IIand III begin from July. But for sanitation I we willinclude the figures for April, May and June.

9 Research

We have before us a continuing programme ofresearch :

For the lanes

(a) Further testing of the septic tank haudis.

(b) Improvement of the designs of manholes andtheir shutterings.

(c) Organization of maintenance.

For the mohalla drains

(a) Preparation of inexpensive designs and plans.

(b) Research about methods of execution andfinancing.

(c) Research about methods of cleaning andmaintenance.

For the houses(a) Design of compost pits and waste water

haudis.

(b) Improved cooking stoves.

(c) Solar heaters and cookers.

Tree plantation

(a) Selection of trees for lanes and houses.

(b) Use of creeping vines for cooling of roofs.

10 People's participation

The most encouraging feature during the lastthree months has been the evidence of growingpopular participation. One striking example has beenthe large number of water lines and stand posts which Iare being constructed in the lanes. The residentsinstead of waiting for the KMC to do this work,have, after obtaining permission from the KMCthrough their councillors, proceeded to collect thefunds from each house and lay the pipe lines. Inmany cases they approached the OPP for technicalassistance in the shape of levels, designs, and theplumber's supervision. Thus we can see that theexperience of constructing the sewage line is havinga spill-over effect. Having learnt to fulfil one need,people are ready to fulfil another need as it arises. Adetailed account of the lane-managed and lane-financed water connections will be given in the nextreport.

11 Women's programme

Progress has been slow. But in a few mohallas,specially in Mujahid colony, good groups have formedand good activists have emerged. These women areinterested in learning about child care and preventionof diseases as well as in kitchen gardens and compostpits. Some of them have started the gardens in theirhomes. We hope that their example will be followedby others. We are doing our best by explaining theseideas orally in meetings, and through leaflets (ongardening, clean water, balanced food, commondiseases etc.) which are being widely distributed.

I IBPARY71

- P . CENTRE•••' A M D

These leaflets are published in our Urdu quarterly,Orangi which also contains other details aboutwomen's meetings, home schools and first aid centres.It seems that some of the young girls who have beenrunning the home schools and first aid centres aregetting "bored". They are asking for help in gettingbetter employment, or for the initiation of "moreinteresting" kinds of training. This is the usual hazardof programmes depending on young people.

12 Tree plantation and kitchen gardens

In the month of May we strengthened thetraining team for youth clubs by appointing Mï.

Inamullah Khan, who has several years' experience asa forester. The proposal that youth club membersshould grow vegetables in their homes, and planttrees in their lanes is being accepted with enthusiasm.The manager of the youth club programme, MoulviMahmood Vernalvi, is himself growing an excellentkitchen garden, and so are many other families. InJune 1983 after training by the team, about onehundred pits were prepared in the lanes and treeswere planted. We will give accurate statistics in thenext reports. Urdu leaflets on gardening and treeplanting can be read in Orangi Quarterly.

Children play an important role in the maintenance of their physical environ-ment. Here Dr. Akhter Hameed Khan is Been talking to children who haveplanted trees in their lanes.

72

appendix I

A NOTE ON WELFARE WORK

(25th February 1980)

by Akhter Hameed Khan

1 Conventional philanthropy

In Pakistan philanthropic intentions have usuallyflowed in two channels : either the erection of sub-sidized superb institutes, or the distribution of doles.While the utility of superb institutes and charitabledoles cannot be denied, their limitations are quiteobvious. For instance elitist schools or clinics canserve only a small clientele and similarly the clienteleof doles, although different, is not really large. Inboth cases, the main majority, the common people,are left out.

2 Scope for a wider perspective

For a newcomer to the field of philanthropy, it iseasy and tempting to climb on this two wheeled band-wagon. However, it may be worthwhile to acquire,after an attentive look, a wider perspective of thosecommon needs which can be appropriately fulfilledby benevolent assistance. The nature and scope ofsuch assistance also requires close attention.

3 No instant blueprint

It must be admitted that a blueprint is not avail-able for immediate implementation, although manyinstructive models do exist in other countries. Thosewho want to go beyond the conventional waysshould patiently go through the process of investi-gation, local consultation, experiment and evaluation.

4 General direction : Institutionalorganization

Before starting, let us say, in Orangi, we mayreasonably assume that a primary, and probably themost neglected aspect of the local situation, wouldbe the need for institutional organization. We are allliving through a period of social dislocation, but forthe Biharis in Oranjp, or for that matter the Pathans

in Orangi, both uprooted from their old familiarenvironments, the dislocation is specially acute. Theyhave to re-establish the sense of belonging, the comm-unity feeling, the conventions of mutual help and co-operative action. That can be done chiefly throughthe creation of many kinds of organizations, socialand economic. Without such organizations chaos andconfusion will prevail. On the other hand, if socialand economic organizations grow and become strong,services and material conditions, sanitation, schools,clinics, training, employment, will also begin toimprove.

5 Guidelines: Core workers andautonomous unitsThe promotion, guidance and evaluation of social

and economic organizations could be the chief task ofa trust or foundation. For that purpose, gradually, acore of full-time workers should be put together.

However, each individual organization should bedesigned to be autonomous, and ultimately self-supporting. Of course, in the initial stage, it will behelped by training of its staff and evaluation of itswork.

6 Collaboration with established agencies

To provide specialized training or evaluation or inthe case of economic organizations, financial assis-tance, the trust would secure the collaboration ofestablished agencies, government departments, uni-versities and banks.

7 Avoidance of haste : A timetable

The development of social and economic organiz-ation cannot be done quickly. Undue haste in thiscase will surely result in waste. Enough time shouldbe spent on careful investigation of and acquaintancewith the local people, their conditions and institu-tions. A rough timetable may be suggested : Severalmonths' preliminary investigation (3 to 6 months)followed by a tentative plan for the first year, follow-ed by an evaluation based on the analysis of detaileddocumentation. The process to be repeated till theemergence of a successful pattern.

73

8 Main types of organizationsTentatively it may be pointed out that the main

organizations selected for promotion would be localcouncils, various kinds of cooperatives and associa-tions, schools and clinics. As already indicated theemphasis would be community action and autono-my. The aim would be to promote not the exclusivedevelopment of one special school or hospital, but ofinstitutions who may be willing to upgrade them-selves by staff training and community organization.

9 Two fundamental principles

Two fundamental principles should be scrup-ulously followed:

(a) The avoidance of any political or sectarianbias ; and

(b) the observance of a populist point of view,

the preference for the needs of the comm-on people.

10 A model for subsequent expansion

Let us hope that, not immediately, but in a fewyears this approach of social and economic institu-tion building may begin to produce some good results.Then we may also hope that it may serve as a modelfor other similar areas of Karachi, and without muchdifficulty projected into those areas.

11 Avoidance of publicity and fanfare

In the beginning all publicity must be strictlyavoided. The consequences of a premature publicityor any kind of early fanfare are likely to be as unfor-tunate as the consequences of hasty and grandioseplanning. As the project grows intelligent publicwill be informed by means of accurate and well-documented reports by impartial evaluators.

74

The bucket latrine is now being replaced byOPP'a low-coat underground tewengeâyêtem.

appendix II

To: Mr. Agha Hasan AbediPresident, BCCI

From: Nicholas Houghtan

Subject: Status of BCCI-Orangi Pilot Project SecondPhase, Pak/82/FO 1.

Please find attached for your review thefollowing documents:

(a) An appraisal of the Orangi Pilot Project andthe approved project document BCC—OPPSecond Phase, PAK/82/F0 1

This document assesses the methodologies atvariance over the implementation of thesecond phase of OPP four months after thearrival of the UNCHS Chief TechnicalAdvisor.

(b) Scheduled implementation and actual im-plementation — September-December 1982dollar component.

A comparative chart showing actual expen-ditures on international inputs against thoseestimated in the approved project document,accompanied by a chart showing whatshould have been achieved during thefirst four months and what was actuallycarried out.

(c) Scheduled implementation and actual im-plementation — September-December 1982rupees component

A comparative chart of actual rupee expen-ditures and those estimated in the approvedproject document.

An appraisal of the Orangi Pilot Project and theapproved project document BCC—OPP SecondPhase, PAK/82/FO1.

The Orangi Pilot Project is a highly personalresearch and extension initiative into low-cost urban technology and social services forlow-income communities. It is subject total-ly to the perceptions, intellectual specula-tions and will of its originator and directorDr. Akhter Hameed Khan, a very able manwith a well established reputation as a dedi-cated social educator.

Whatever plan or overall scheme exists isin the project director's mind, and he doesnot share his mental perambulations and ref-lexions until his ideas have coalesced. Hearrives at decisions in an evolutionary andexploratory manner and steers the projectaccordingly. It is, therefore very much a per-sonal journey into the dynamics of low-income settlements.

The project, consequently, does H t set itselfquantifiable targets within measureabletarget areas that respond to an overall plan.The methodology adopted is fundamentallyexploratory and does not draw on otherexperiences in the urban field. The projectis seen as a process of contact and responsewith the community. It does not aim tocover ground or achieve quantitative targets.It unfolds, as it were, by way of ad-hocactions. Its purpose is to serve. Its inspira-tion a belief in the sense and energy of thecommon people which can be kindled into aprocess of communal self-reliance and sobreak free from the incompetence andcorruption of local government and thenarrow, specialized and insensitive assertionsof the professionals. Thus the project seeksto identify how people perceive their needs,what their capabilities and priorities are,and then assist and advise in attaining solu-tions. If a project initiative does not takeroot it is abandoned, little time is takenup in recriminations and evaluation. Bythe same token the project only works with

75

those groups that respond to the project.Thus there can be no fixed target areas. Inthe end, through this process, the projecthopes to discover a harmonious whole ofneed, viability and self propagated replicabi-lity. The right information and technicalimprovements will be those that are incor-porated into the shared culture of the com-munity. This assimilation, it is assumed, willlead to further development and self-reliance.

4 While one might dispute the premises onwhich it is founded, the methodology justdescribed is perfectly valid for a researchproject. Moreover, much of the extensionwork is extremely interesting and is givingpositive returns and could be adopted togreat advantage by the official urban autho-rities. In short, Dr. A.H. Khan's activitiesare most stimulating and should continue toTeceive all the support they require accord-ing to the terms of reference he lays down.

5 It must be stated, however, that as mattersstand, four months after the arrival of theUNCHS Chief Technical Advisor, that theexpectations for an integrated urban reha-bilitation démonstration project in Orangi,as described in the project document whichhas engaged the commitment of the Govern-ment of Pakistan, the BCCI and UNCHS,are far from being realized.

6 The expectations of UNCHS, described inthe project document as the ExecutingAgency, do not so far carry any weight.The arrival of the CTA, who under other cir-cumstances would be a management andtechnical executive officer concerned withassisting and advising the Project Directorin the implementation of the approved pro-ject document, has no authority or status inthe project. At best he is an exploratoryliaison man with the urban authorities andoccasional technical participant in the pro-ject, but more often he is in the position ofinterested observer. In any event he is notprivy to the decision making process of theproject. This situation has rendered everyagreement between the CTA and the ProjectDirector as provisional and every actionopen to revision. It must be emphasized thatthere is no hostility or personal antipathyinvolved. Relations are most cordial and civi-lized all round. But, under the circumstances,it is practically impossible to draw up aschedule of requirements and inputs or toprogramme the recruitment of high levelconsultants and experts. To all intents andpurposes the approved project document is a

dead letter.

The implementation of the approved projectdocument hinges on the following:

•Deployment of a core of full-time nationalprofessional staff with their supportservices under the direction of the ProjectDirector, to be responsible for all thetechnical inputs and recording and trainingactivities envisaged by the project. Theywill, in addition, organize, direct and assistthe national and international expert whowill be called upon for specific specializedtasks.

* Structuring of the project to performfour basic functions:

(i) Direct social and technical assis-tance.

(ii) Special studies and field experi-ments,

(iii) Training,(iv) Analysis and documentation.

*FoHMllation of a draft outline IntegratedUrban Development Programme.

* Identification of beneficiaries and targetareas.

The scope and time and constraints aredearly stated, and while subject to modi-fication constitute the basic frameworkfor project activity as approved by all par-ties. With the notable exception of thecontinuation of the social and technicalassistance activities evolved since its incep-tion, OPP has not incorporated or otherwiseadopted any of the above.

Clearly there are two apparently irreconci-lable approaches to project execution. One,open ended, exploratory and evolutionarywith emphasis on sociological particularities,unconstrained by time and cost. The other,target oriented, systematic, with a professio-nal and technical focus, constrained by timeand costs.

The project still has the potential that moti-vated the formulation of the project docu-ment. It may be that Dr. A.H. Khan willeventually conclude that OPP is readyto adopt a more structured and plannedapproach. It may be that such an approachis intrinsically incompatible with his metho-dology. But for the present, the project isstill feeling its way and keeping its options

76

open, with no clear indication as to what itexpects from a UNCHS CTA or fromUNCHS participation in general,

10 There should be no doubt at all that UNCHSis uniquely equipped to provide specializedsupport for undertaking large-scale projectsin low-income urban areas, and that itis extremely anxious to establish a soundand fruitful working relationship with theBCCI Foundation. Now that the BCCIFoundation in Pakistan has finally beenconstituted perhaps all parties will be betterplaced to jointly identify the most approp-riate UNCHS support for OPP and themost appropriate joint BCCI—UNCHS con-tribution to improving the condition of low-income communities in Pakistan.

Nicholas HoughtonCTA.PAK/82/FO1

1 September to 31 December 1982Scheduled implementation

1 Formulation of work plan.2 Implementation of project office.3 Draft outline Urban Development Programme.4 Target areas and beneficiaries.5 Coordinated programme all components.6 Recruitment of national and international ex-

perts and consultancies.

7 Induction of experts.8 Fielding of consultants.9 Equipment purchases.

10 Technical field tests.11 Organization of documentation.12 Study tours.13 Staff training.14 UNCHS backstopping.

1 September to 31 December 1982Actual implementation

1 Pending, subject to firm clarification on natureand scope of implementation of approvedprodoc.

2 In abeyance-3 Collection of some primary data; liaison with

KDA and KMC: further action pending on defini-tion scope project.

4 Pending agreement on scope of Urban Develop-ment Programme.

5 Subject to 1,2,3, and 4.6 National experts in abeyance; international candi-

dates identified, further expediting subjectto clarification on national core personnel recruit-ment.

7 Pending agreement on 1 and 3 and recruitmentof national core personnel.

8 Water and sanitation consultant 4 days; otherspending on 1 and 6.

9 Pending to clarification CTA role and 1,2 and 6.10 In abeyance.11 Pending subject to 1,3 and 6.12 CTA mission Bangkok and India.13 Pending subject to 1.14 11 days mission by UNCHS Sanitation Engineer.

Country: PAKISTANProject no : PAK/82/FO1Project title : BCCI-ORANGI PILOT PROJECT

BUDGET REVISION A (DOLLARS COMPONENT):

l o f 2.Annexe B12.-1-1983

1 September to December 1982SCHEDULED IMPLEMENTATION

10.00 PROJECT PERSONNEL m/m

11.00 EXPERTS

11.01 Chief Technical Advisor11.02 Low-cost sanitation expert11.03 Well-drilling expert

422

28,00014,00014,000

77

10.00 PROJECT PERSONNEL m/m Rupees

11.0411.0516.0032.0042.00

99.00

Filtration and desalinationLow-cost healthy care expertOther costs (HQ missions)Study toursNon-expandable equipment

GRAND TOTAL

22

14,00014,000

3,00016,20029,135

273,335

1 September to 31 December 1982ACTUAL IMPLEMENTATION

11.01 Chief Technical Advisor

CANCELLEDCANCELLED

11.07 A Water and sanitation consultant16.00 Other costs (HQ missions)32.00 Study tours

28,000

1,5203,0004,000

99.00 GRAND TOTAL 36,520

Country: PAKISTANProject no: PAK/82/FO1Project tit» I : BCC-ORANGI PILOT PROJECT

BUDGET REVISION A RUPEES COMPONENT (PROVISION FOR LEAVE, HEALTH ANDSEVERANCE NOT INCLUDED):

1 September to 31 December 1982SCHEDULED IMPLEMENTATION

Annexe C12-1-1983

10.00

11.00

11.0111.0211.0311.0411.0611.0711.08

PROJECT PERSONNEL

EXPERTS

Project DirectorJt. Director organization, training and social programmeJt. Director engineering and technicalCivil engineer (sanitation)SociologistHealth visitorCooperatives consultant (p/t)

tn/m

444444

Rupees

48,00048,00048,00016,00016,0008,0004,000

78

TECHNICAL SUPPORT STAFF m/m Rupees

11.10

11.1311.14

11.99

Draughtsmen

FIELD STAFF

Social organizersDrilling team 1

SUB-TOTAL

16

3,200

16,00012,000

219,200

1 September to 31 December 1982ACTUAL IMPLEMENTATION

10.00 PROJECT PERSONNEL m/m Rupees

11.00

11.0111.07

11.0911.0911.0911.0911.09

ABCDE

EXPERTS

Project DirectorHealth visitors (2)Jt. Director administration and managementConsultant sanitation (p/t)Consultant surveying (p/t)Consultant women's programme (p/t)Consultant documentation - unpaidConsultant technical - unpaid

484

28,0003,600

28,0004,0006,0006,000

TECHNICAL SUPPORT STAFF

11.1011.12

11.1311.1411.1511.161117

11.99

DraughtsmenSurveyor

FIELD STAFF

Social organizersDrilling team 1Social workersDye house workersSur'ovors assistants

SUB-TOTAL

6.52.5

33

8

10

8,9004,000

35,75048,24027,20025,6007,770

233,060

79

Comments by Director OFF

January 20,1983

1 Mr. N. Houghton has come to the conclusionthat since his arrival in September 1982 he has beenof no use to the OPP, and under the prevailingcircumstances, he can be of no use. His reason for thissad conclusion is that the Director of OPP followsone approach ("open ended, exploratory and evolu-tionary with emphasis on sociological particularities,"his words) while Mr. Houghton desires an oppositeapproach ("target-oriented, systematic, with a profes-sional and technical focus"). Mr. Houghton thinksthat these approaches are irreconcilable. Since theDirector refuses to renounce his own approach andadopt Mr. Houghton's approach, Mr. Houghton hasdecided that he is redundant. If Mr. Houghton'sassertion that the two so-called opposite approachescannot be reconciled is correct and if he insiststhat I must follow his approach like an obedientpupil then indeed I fully agree with Mr. Houghton'ssad conclusion.

2 In para 10 Mr. Houghton suggests that theBCCI should make a new arrangement with UNCHS.While he charitably does not recommend the dis-missal of the director and the disbandment of OPP,but magnanimously allows them to continue alongtheir haphazard and uncertain course, he is readyhimself to organize a large scale project in a lowincome urban area on behalf of the UNCHS. I haveno comments on this suggestion as it is a matter fordecision by the President of BCCI.

3 But I have a few comments on the strange state-ments of Mr. Houghton regarding the project docu-ment. I was closely associated with the writing ofthis document and my perception of the agreementwith UNCHS is quite different.

4 The Orangi Pilot Project was sponsored by BCCIin April 1980. When the UNCHS mission arrived inDecember 1981 the project was 21 months old. Nineprogress reports had been written, which repeatedlyclarified the experimental (open ended, exploratory,evolutionary) approach. These reports pointed outagain and rrgain:

(a) that there was no blueprint, no masterplanto be imposed;

(b) that OPP was a non-government organization,not equipped or designed to snatch theplanning, regulating or servicing functionsof official agencies like the KDA, KMC orthe departments of education and health. Anon-govemment organization could not bea parallel agency, as the Governor of Sind

rightly warned in the presentation meetingin February 1981;

(c) that OPP's main concern was to promoteself-supporting people's organization; and

(d) that OPP's research was designed to discovertechnological, sociological and economicmodels which were based on popular parti*cipation, management and funding etc.

5 When the UNCHS, at its own initiative, agreedto collaborate with the OPP, we naturally believedthat their mission having read the report and seen thefield work, approved the above approach. I cannotagree with Mr. Houghton's interpretation that whenwe signed the agreement we accepted the UNCHS asthe "executive agency" , that we surrendered ourpolicy making authority, that we renounced our oldapproach, and adopted a "target-oriented" approachto be prescribed and "managed" by a Chief TechnicalAdvisor, and that Phase H of the Orangi Pilot Projectwas no longer to be a non-govemment experimentalproject but, as Mr. Houghton puts it, it was to be"anintegrated urban rehabilitation demonstration projectin Orangi". In other words, according to him, wereally signed the death warrant of the old OPP andwere transformed into a mini-KMC. How could we dothat?

6 The "target-oriented, integrated, urban rehabili-tation demonstration" approach may be suitablefor an official agency like the KMC or KDA, althoughprevious efforts in katchi abadis along these lineshave shown poor results. Such plans involve hugeinvestments (not 2 million dollars, but hundreds ofmillions) besides the exercise of regulatory powerswhich are beyond the reach of a non-governmentorganization,

7 Mr. Houghton's claim that the UNCHS is the"executive agency" of the Orangi Pilot Project andthe CTA should be a "management and technicalexecutive officer for the implementation of theapproved project document" is exceedingly strange.Instead of being an advisor he claims to be a precep-tor, a super director. My perception of the agreementis that the OPP is a uniquely Pakistani project, guidedby an old experienced Pakistani director, financed bya Pakistani foundation. The UNCHS has been invitedto provide such technical expertise as may be requestedby and may be acceptable to the national projectdirector. There is no question whatsoever of makingthe UNCHS the executive agency, or handing over themanagement to the Chief Technical Advisor.

8 Mr. Houghton has given a long list of items heldin abeyance and works not done during the lastfour months. He complains that a project office was

80

not set up, national experts were not recruited,work plan was not prepared, target areas and benefi-ciaries were .not identified etc. One would thinkthat the chief occupation of the national projectdirector was to put a spoke in the Chief TechnicalAdvisor's wheel. As a matter of fact a three-storeyoffice already exists, a little crowded but quitefunctional, conveniently accessible to Orangi residentsand frequently visited by them for consultation,conferences and training. One room was even reservedfor the CTA which he uses rather infrequently. Mostof the required staff has been recruited and is gettingintensive job training. National experts of high calibrehave been engaged as consultants. There is a verydefinite plan of work which, of course, is continuous-ly reviewed and revised. As pointed out in reportnos. 10, 11 and 12, perceptible and measurable pro-gress is being made both in social and physical en-gineering. For instance, within a year a ciear patternhas evolved of low-cost lane sanitation, self-financedand self-managed by the lane residents with technicalguidance from OPP. This pattern has been acceptedby more than 250 lanes and more requests are comingin every day. Social cooperation is being promoted,awareness and skill is being increased, and contactsare being established in gradually widening circles. Anopen minded and perceptive foreigner should eagerlyseize the opportunity of intimately associating him-self with these significant developments and thusacquire a first hand insight into the interlinked socialand physical problems of Orangi. His usefulness

would grow with his insight.

9 But the problem with Mr. Houghton is that he isenveloped in misconceptions rather common amongquick-fire foreign experts. They think they possessready-made solutions, that they have nothing to learnabout local problems from local people, that theproblems are quite simple, and all that is needed isa nice project office with a gang of highly paid nativestaff under their control. Soon after his arrival inKarachi Mr. Houghton non-chalantly told me that theOPP office in Orangi was not a "project office",that the OPP staff was no staff, (musclemen he calledthem), that our expert consultants were non-entities,our plan of work was no plan, our methodologywas mere personal whimsicality. In short, unless weslavishly followed his instructions, we were lost.

10 If the experts sent by UNCHS are completelyobsessed with hackneyed, narrow and generallyunsuccessful conventional techniques, unintelligentlyobtuse to pragmatic and innovative research andextension, blindly insensitive to significant localdevelopments, and at the same time compulsivelydesirous of executive control, I am afraid the peopleof Orangi will derive little benefit from them, and theBCCI will get a miserable return for one milliondollars.

Akhter Hameed Khan,Director OPP

8 ]

Q.Q.CO

2O.o" wide lane

L E G E N D

1 pan

2 vent pipe

3 haudi

4 _

5 _

6 _

2x2 ' cast ïn-situ concrete

connection line6* dia rcc

manhole21 dia cast in-situ concrete

main line9 dia rcc

LANE PLAN

21 0 manhole

HOUSE

24 x 24septic latrine(haudi )

/

water seal

opp low cost sanitation : P L A N

roadlevel 2 precast manhole cover

manhole sludge

opp low cost sanitation : S E C T I O N

house/ / \\ H

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6ef rcc Pipe

haudi ,7—^}\ septic tank

\ v\ \

house11

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v

ground level

T3

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PLAN

T- Pipe

haudi SECTION

HAUDI IN PLACE OF MANHOLES

Dr. Akhter Hameed Khan was born in Agra on15th July 1914. He passed his MA from Agra Univer-sity in 1934 and joined the Indian Civil Service, themost prestigious and cherished service of British India.He attended the Magdelene College, Cambridge from1936 to 1938 as an ICS probationer officer. In 1945he resigned from the Civil Service and began to workin Aligarh as a labourer and locksmith.

In 1947 he took up a teaching position at the Jamia.Millia, Delhiwhere he stayed for 3 years. In 1950 he migrated to Pakistan and became thePrincipal of Victoria College, Comilla (East Bengal). He remained at the Vic-toria College until 1958 with a break in 1954-55 when he was placed ondeputation as Director, Village Agricultural Industrial Development (V-AID)programme, East Pakistan. In 1958 he went to the Michigan State Univer-sity for training in rural development. On his return in 1959 he became theDirector of Pakistan Academy for Rural Development (PARD) at Comillawhere he remained until 1971. He also served as Vice-Chairman of theacademy's Board of Governors.

From 1971 to 1972 Dr. Khan served as a Research Fellow first at theAgricultural University, Lyallpur, and then from 1972 to 1973 at the Econo-mics Department, Karachi University. In 1973 he returned to the MichiganState University as a Visiting Professor where he remained until 1979.During this period he also served as Advisor PARD, Peshawer (1973-1975)and for 7 months as Advisor BARD, Bogra (Bangladesh, 1978-79). In April1980 the Orangi Pilot Project was established and since then he has been itsDirector and its most dynamic and innovative leader.

For his outstanding work in the development of rural and low-income areas, Dr. Khan has been awarded the Sitara-e-Pakistan (1961), theMagsaysay Award, Republic of Philippines (1963) and honorary LLD degree,Michigan Stute University (1964). In addition to the M SU, he has been a Vi-siting Professor at the Lund University, Sweden, at the Woodrow WilsonSchool, Princeton University, at the Harvard University and Oxford Univer-sity.