014 Internal External Model of Participatory Development Replication

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014. “Internal – External” Model of Participatory Development Replication of OPP Model of Participatory

014. “Internal – External” Model of Participatory Development Replication of OPP Model of Participatory Development and its success/failure in Pakistan

Achievements of OPP • Orangi Pilot Project (OPP) was involved to motivate local communities

Achievements of OPP • Orangi Pilot Project (OPP) was involved to motivate local communities and to provide them social and technical training. • Communities constructed underground sewerage in their lanes to discharge wastewater into nearby natural drains. • The accumulated results presented a dramatic change. 1. 29 million feet of underground sewerage was completed by the year 2001. • By February 2001, out of total 104, 917 houses more than 92, 000 (88%) houses got connected with underground sewerage. • Out of total 7, 256 lanes, 6, 134 (85%) got sewerage. • The work was completed in US$ 1. 8 million and $ 1. 7 million were contributed by people themselves. • OPP mainly worked in Orangi Town till Nov. 1989.

Comparison of infrastructure by different Actors in Orangi Town (July 1980 – Nov. 1989)

Comparison of infrastructure by different Actors in Orangi Town (July 1980 – Nov. 1989) Prominent Features OPP Supervised Self. Supervised Provided by Local Govt. Total number of lanes got sewerage system 1, 195 2, 403 497 4095 Total No. of Houses got benefit 17, 403 39, 221 6, 567 63, 191 293, 570 ft 622, 708 ft 112, 350 ft 1, 028, 628 ft Rs. 4, 661, 170 Rs. 9, 487, 245 Rs. 10, 111, 500 Rs. 24, 259, 915 Rs. 268 Rs. 242 Rs. 1, 544 - Rs. 15. 87 Rs. 15. 23 Rs. 90. 0 - Length of Sewer lines constructed Total Investment Average cost per house for sewerage line Average cost per running ft for sewerage line Source: Extracted from data collected from OPP-RTI.

Evolution of “Internal-External” Model of Participation • Internal component of environmental infrastructure can be

Evolution of “Internal-External” Model of Participation • Internal component of environmental infrastructure can be self financed, managed, constructed and maintained by local communities by utilizing their potential of self organized collective actions. • External components (e. g. trunk sewerage, pumping stations, treatment plant etc. ) must be provided by the Government Agencies or International donors. • How Trust in “internal-external” was assumed to generate ? – No financial subsidy must be given to communities. – Self-financing can creates trust, confidence and sense of ownership. – If there is no financial partnerships, communities are not afraid to loose money if government agencies exit from the project. It provides more chances for communities to extend volunteer cooperation.

Experiencing “Internal-External” Model Results of three Case studies • Following three projects were started

Experiencing “Internal-External” Model Results of three Case studies • Following three projects were started to involve communities on the principle of “Internal-external” model: 1. Katchi Abadis Upgrading Program in Orangi Town Karachi (1991 -95) Donor: ADB- Japan 2. Urban Basic Services (UBS) Program in Sukkur (1990 -1995) Donor: UNICEF 3. Collaborative Katchi Abadis Improvement Program (CKAIP) (1991 -95) Donor: World Bank Shelter Program • Scale of the Projects: – Large scale in selected urban settlements. • Nature of Project: – Construction of sewerage system, Treatment Plant and related environmental infrastructure.

Katchi Abadis Upgrading Program (KAUP) in Orangi Town Karachi (1991 -95) Donor: ADB- Japan

Katchi Abadis Upgrading Program (KAUP) in Orangi Town Karachi (1991 -95) Donor: ADB- Japan • Partnerships were made between donor, Karachi Municipal Corporation (KMC) and OPP-RTI, while communities were expected to construct their self-financed sewerage work through volunteer cooperation. • Nine Sub Project Areas (SPA) were selected under this project. • Work could start in two SPA namely Baldia and circle 125

Results of KAUP • Sub Project Area (SPA) Baldia – OPP-RTI decided to exit

Results of KAUP • Sub Project Area (SPA) Baldia – OPP-RTI decided to exit from this project in 1992 before the actual construction work was started. – After OPP-RTI left this SPA, KMC decided to break the ‘internal-external’ principle and provided both ‘internal’ and ‘external’ work in free of charge to communities. – KMC has provided 120, 983 running feet of trunk sewers at a cost of Rs. 12, 748, 000 (US$ 318, 700) – The cost of sewerage line per running ft. was Rs. 105. 37 (US$ 2. 6). – In the case of self organized work in Orangi Town the average cost per running ft was around Rs. 15.

 • Sub Project Area (SPA) Circle 125 – It was located within the

• Sub Project Area (SPA) Circle 125 – It was located within the Orangi Town. – More than 70% of ‘internal’ development had already been completed before the project started. – A total length of 1, 200 running feet of sewer was to be completed to connect sewerage from lanes to the nearby natural drains. – The construction cost per running ft was Rs. 83. 33 (US$ 2. 08) which is lower than the cost per running ft in case of the construction of trunk sewerage which was constructed under the supervision of KWSB.

Why Internal-External Model Failed in KAUP ? • The internal-external model could not success

Why Internal-External Model Failed in KAUP ? • The internal-external model could not success since government decided to provide all internal and external work in free of charge to the communities. • Government failed to complete major part of the external work and government agencies left the projects without completion. • The project has not been completed till now since the “treatment plant” was not completed. • Failure on the part of government agencies also affected the ‘internal’ work of communities since it could not be connected with ‘external’ work.

UNICEF Funded Urban Basic Services (UBS) program for the improvement of squatter settlements in

UNICEF Funded Urban Basic Services (UBS) program for the improvement of squatter settlements in Sukkur • Three Katchi Abadis of Sukkur were selected for this project. The total population was around 30, 000 with around 2950 houses. • Domestic sewerage was being collected in a pond covering an area over 28 acre with an average depth of 8 ft. • In order to restore trust of communities, it was decided that government will first complete external work then communities can start internal work, so that both can be connected. • After completion of the external work, the Sukkur Municipal Corporation (SMC) failed to maintain the pumping station. Pond of wastewater was filled again.

 • The failure of ‘external’ development badly affected the motivation of people for

• The failure of ‘external’ development badly affected the motivation of people for ‘internal’ work. • There were 4, 550 houses in project area. The ‘internal’ development could not extend to more than 14 lanes consisting of 155 (3. 4%) houses only. • OPP left this project in June 1995 by informing the failure on the part of SMC. • SMC did not continue to maintain the pumping station. The park was filled once again and all efforts of communities for internal work resulted in failure. • However, UNICEF considered this project as a success case and submitted it to UN-HABITAT as ‘best practices’. It was accepted as well.

Shelter for Low Income Communities Project: The World Bank Collaborative Katchi Abadi Improvement Program

Shelter for Low Income Communities Project: The World Bank Collaborative Katchi Abadi Improvement Program at Hyderabad • Communities were expected to extend volunteer cooperation. • Through verbal contract, it was decided that first ‘external’ development would be completed and then communities would carry out ‘internal’ development. • But since the ‘external’ development was not completed within scheduled period of project, communities did not start the work for ‘internal’ development. • It was complete failure of the ‘internalexternal’ model of participation.

Findings 1. The case of Orangi Town shows that communities possess high potential of

Findings 1. The case of Orangi Town shows that communities possess high potential of self organization to solve their small scale infrastructure problems. 2. But government agencies try to utilize this potential through verbal contracts instead of legal contracts and agreements. 3. When government agencies fail to complete external work, the efforts of communities goes waste because their tertiary level work cannot be connected with hoped-for secondary and primary infrastructure. 4. Internal-external Model is asymmetrical in the role and power of decision making.

5. This model propose division of labor between government and communities and does not

5. This model propose division of labor between government and communities and does not favor financial partnerships or subsidies. 6. Unless communities share risks and benefits they remain less influential in such collaborations. 7. External Agents of Development exercised their Right to Exit from the project. 8. Public Private Partnership is considered as an alternative of this approach.