1. ORANGI vs. GAL OYA projects:Lessons in participatory involvement

2. Orangi, Pakistan 1960s: Poor, immigrant influx 1970s: Unsanctioned = no govt. funds or harmony 1980s: Enter OPP (Orangi Pilot Project)

3. Challenges for Dr. A.H. Khan - CONCEPTUAL TECHNICAL ORGANIZATIONAL

4. No preconceived problems/solutions ACTIVE LISTENING

5. CONCEPTUAL: Identifying problems Unhurried observation: No govt. funds, BUT… Locals are valued social capital . . . Priorities: Sewerage Sanitary water supply

6. ORGANIZATIONAL: Build local capacity Only initial impetus from OPP: SOCIAL MOTIVATORS talked about: -- Benefits of sewer lines… -- Govt. not solving problems… -- Informal, elective process at fraction of cost

7. TECHNICAL: OPP plus Thallawalas (and other indigenous populations) Inexpensive, simple technology to: Minimize cost Simplify training/education Ownership, installation, maintenance

8. Pre-project findings No formal impositions People free to organize efforts, elect leaders Very slow education process for buy-in

9. Funding realities OPP Local people No donor funds to projects themselves Solely for: tech assistance, training, overhead, tools loaned to citizens Financial resources Labor Project scheduling (and whether/when to lay lines)

10. Villagers sole stakeholders Beneficiaries involved Three months to first lane installation (Implementation learning)

11. Another project: GAL OYA (Sri Lanka) Begun in 1951 as Gal Oya Colonization Scheme:

12. Relevant lens (Reservoir water going throughout area to benefit ALL people in Valley; e.g. tail-enders for those at end of water stream and head-enders for those at beginning); Multiple perspectives: Prime Minister, farmers, and several affected indigenous populations

13. LENS: Prime Minister/Irrigation dept. Mission: Increase small farmer rice production through the use of irrigation Result: self-managed farmer organization Size: 120,000 acres, 40 colonies of 150 families

14. LENS: Farmers Old system: Govt. built systems, engineers supervise construction, farmers trained to maintain. (Farmers uncooperative) Newer system: More active role, stronger water associations Farmer-to-farmer approach (from research by “Institutional Organizers”) Design: Outside consultants and govt. staff

15. LENS: Sinhalese community Head-enders on chain Viewed as direct beneficiaries of Gal Oya project Major ethnic group in Sri Lanka “Head-enders”

16. LENS: Tamil community Tail-enders on chain, Skewed number of Sinhalese households were resettled in Tamil community, favoring Sinhalese political/ethnic balance Tamil protests led to widespread ethnic, religious riots (aka Gal Oya massacre) Now noted as case study of how one minority group can be elevated over a majority group (Sinhalese over Tamil)

17. LENS: Wanniyala-Aetto community Dam  Eviction from hunting-and-gathering lands Forest home clear-cut for hydro-electricity Near extinction in 1983 with three new reservoirs Tribe split into three resettlement areas Forbidden to live in ecological sustainability

18. Ongoing Civil war between Sinhalese and Tamil Indigenous fellow-citizens rebel at Gal Oya anniversary

19. World Bank lens(local residents should have control and authority to manage, supervise, evaluate projects) Orangi Gal Oya “Conceptual” success Project defined with equal voices Borrowing entities developing planning capabilities Political repercussions Relocation of indigenous Perceived inequality with “tail-enders” and “head-enders”

20. Blueprint-engineering or social learning? Whose agenda is served? ORANGI: BYPASS Ignore government Set up parallel structure May ultimately join govt. system GAL OYA: IN/with Operating with govt. framework But avoid costly reorganization Production vs. institutional strengthening

21. AMA calls for eradication of bucket latrines by 2010 in Ghana, Accra Orangi model adopted elsewhere. Gal Oya: Paternalist vs. Populist fallacy Is guided participation best approach for empowerment, OR Is it too open to outside manipulation? Updates