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2018 Statewide Case Competition (2nd place Team): Team 12
- 1. BRINGING DIGNITY AND IMPROVED HEALTH TO ORANGI TOWN, KARACHI PAKISTAN 1
- 2. THE OVERARCHING GOAL Provide sustainable and positive health outcomes through community development and engagement in the slum of Orangi Town, Pakistan Three small-scale community launches: 1. Bring clean water to citizens 2. Sustainable and effective sanitation processes 3. Establish a waste management system to deal with trash 4. Enhance education initiatives for young students 5. Foster a community atmosphere and civic engagement 6. Advocate for citizens on a socio-political scale 2
- 3. CULTURAL CONSIDERATIONS ● Religiosity – primarily Islamic ● Importance of kinship ● Simultaneous need for both community and privacy ● The ephemeral nature of slums 3
- 4. COMMITTEE FORMATION ● In order to conduct ethnographic research, determine areas of highest need, determine geography and demographics, and application receipt: ○ Impact International ○ UN-Habitat, PSUP Specialist ○ Director General of Sindh Katchi Abadi Authority - Dr. Iqbal Saeed Khan ○ City administrator - Muhammad Hussain Syed ○ Municipal Commissioner - Matanat Ali Khan ○ Orangi Town Council members ○ 1 member from each of 13 Union councils in initial phases 4
- 5. GOAL: CLEAN WATER ● Current systems of water acquisition are unsafe and inadequate ○ Contaminated by human and animal feces and chemical toxins ○ Chlorine levels questionable and open drainage = increased pathogens ● High rates of waterborne diseases, particularly diarrheal ○ Huge mortality factor, exponential medical bills for treatment, reduced education and livelihood ● As a result: number one priority is an effective system of water sanitation and distribution 5
- 6. WATERHEALTH CENTER ● The solution: sanitation and purification of water just before distribution - WaterHealth Centers in collaboration with Karachi Water and Sewerage Board and local government ○ UV radiation, reverse osmosis, 6 stage filtration for water that meets WHO standards ○ Containers for easy and clean transport by women and children ○ Can purify 65,000 liters per day ○ Only occupies 25 square meters of space ○ Locally sourced labor for construction (4 - 6 weeks) and operations ○ Continual oversight and community engagement fromWHI ○ Build, Operate,Transfer model for autonomy 6
- 7. WARKAWATER TOWERS ● 3 strategically placed towers ● Harvest rainwater, fog, dew, and air moisture for consumption ● Inexpensive, easy, and quick assembly ○ 4 week construction, 1 hour assembly ○ 6 modules mounted atop one another (vertical, spacially conservative) ○ Reduces reliance on potentially contaminated and depleting sources ○ Easy to take down, reassemble, repair, sustain by community 7
- 8. GOAL: EFFECTIVE SANITATION ● Current Situation Does Not Effectively Meet Public Sanitation Requirements ○ Inadequate water flow for proper waste management ○ Lack of Maintenance ● This lack of services often leads to ○ Open Defecation ○ Hazardous waste management conditions ○ Contaminated Sewage Lines ○ UnsanitaryToilet “Holes” 8
- 9. AGASTI BIO-TOILET Solution: 5 public restrooms designed with sustainability and cultural preferences in mind - Use of solar energy and bacteria to breakdown human waste - Provides: - Fuel in the form of methane - Water - Designed with easy maintenance and repair - Closed bathrooms with waiting areas Implementation with a pay-to-use system - Average cost of $0.05 per use - Goal of transition of ownership to local committee upon evaluation 9
- 10. GOAL: WASTE MANAGEMENT ● Slum is overrun with waste ● The waste harms the health and pride of the inhabitants ● Some inhabitants of the slum collect and recycle waste ● Cleanliness of slum will promote: ○ Better health ○ Job opportunities ○ Restoration of dignity 10
- 11. COMMUNITY TRASH INCINERATORS ● UNEP backs a piloted program where community operated incinerators are used to deal with waste management ● Burns half a ton of trash daily ● Uses boiling water system to trap fumes and for a means of sterilized water ● Creates jobs by trash collection and operation of the incinerator 11
- 12. GOAL: ENHANCED PRIMARY EDUCATION ● 27.9% of primary school-aged children do not attend school ● Privatized education made legal ○ Private schools inaccessible due to cost ○ Ineffective public schools ○ Independent and unreliable curricula ● Lack of water ● Lack of electricity ● Schools irregularly located or buildings are inadequate ● Instructor shortages ● Poor school management 12
- 13. EDUCATION ABOVE ALL ● Partnership through the Educate a Child program ● The Citizens Foundation began work with education in Pakistan in 2012 ● Building or identifying school-rooms ● Identification of vulnerable children through in- person meetings ● Instructor training ● Community engagement ○ Literacy programs ○ Parent-teacher conferences 13
- 14. GOAL: COMMUNITY ENGAGEMENT ● Key aspect of many of these programs is community involvement ○ Important for ensuring support of community toward program success ○ Provides sense of involvement and community, integral aspects to building a sense of security ○ Foster community atmosphere to promote education, collaboration, and ownership ● 3 community fairs with entertainment (music, dancing, food, etc.) followed by water and hygiene education ○ Eid-al-Fitr celebration to bring an end to the fasting month of Ramadan ● Community Civic Projects ○ Garbage clean up days 14
- 15. GOAL: POLITICAL ADVOCACY ● Political and multilateral partnerships for advocacy ● Need for more effective policy measures to ensure health and well- being ● Focus initiatives: ○ Water system evaluation and assessment (chlorine levels, leaks, cross contamination), periodic and thorough ○ Curriculum incorporation of water and hygiene education into existing primary and secondary schools ○ Effective piping and distribution of water (maintain sewage and drinking supplies separate) ○ Security of tenure within communities for housing security and future structural advancements (in collaboration with SKAA, PSUP, and Practical Action) 15
- 16. VIDEOGRAPHY ● Small team of Impact International & council and community members to create an Ethnographic documentary of Orangi Town and program implementation ● This will allow us to: ○ Establish visual records of the current state of the area and the progress throughout the program ○ Self-evaluate and assess throughout the 5 years with precise documentation ○ Utilize footage to advocate for the region by exposing issues while promoting sense of humanity ■ Allows for a personal connection to the people, reminding government and public of human factor 16
- 17. TIMELINE Year 1 – Committee formation Participatory action research, directly engaging community members on opinions for facility location and utility Where to focus first - neighborhood/unions Application vetting for positions associated with innovations Establish location for community launches Year 2 – Launch Community 1 in area deemed by committee Year 3 – Intense evaluation and assessment of Community1 Year 4 – Launch Community 2, implementing necessary changes Ongoing evaluation, oversight, troubleshooting Year 5 – Launch Community 3, implementing necessary changes Top-down evaluation in background at all phases of development Program expansion and grant application 17
- 18. ONGOING EVALUATION ● Continuous evaluation of drinking water standards ○ Coliform bacteria testing post-filtration and treatment ● Thorough evaluation in year 3 of first community ● Continual evaluation and improvement in following years ● In-person interviews of individuals affected ● Statistical evaluation of childhood education programs ● Continual contact with committee leaders and intermittent surveys of public satisfaction 18
- 19. BUDGET OVERVIEW ● $1,298,500 of $1,500,000 budget expended ● $201,000 ($40,300 per year) allotted for troubleshooting, repairs, and program expansion 19 35% 17%11% 5% 1% 11% 12% 8% Percent ofTotal Cost WaterHealth Center Public Toilets (x5) Community Engagement Waste Management System WarkaWater (x3) Primary Education Lobbying Videography
- 20. CONCLUSION ● Small scale holistic community launches ● Hygienic, community-based interventions ● Sense of communal pride and engagement ● Prioritized health, safety, and education 20
- 21. DETAILED TIMELINE Months: 0-6: Committee formation and initial meetings, situation briefing, partnership introductions 6-12: Ethnographic research: ● Door to door questionnaires, council meetings, sewage/water line investigation, location establishments ● Start filming for ethnographic documentary film Launch lobbying campaigns (continued through all years at all phases) 12-24: Launch Community 1 ● WHC construction, 5 public restrooms, 3 schools, 1 community cooker ● Host community events 24-30: Interpersonal interviews and qualitative data collection on program effectiveness Intense film documentation and editing for enhance advocacy 21 30-36: Statistical and quantitative data collection on facilities Establish changes necessary for C2 36-48: Launch Community 2 with necessary changes ● WHC construction, 5 public restrooms, 3 schools, 1 community cooker ● Host community events Ongoing evaluation and troubleshooting of C1 and C2, videography, lobbying 48-60: Launch Community 3 with necessary changes ● WHC construction, 5 public restrooms, 3 schools, 1 community cooker ● Host community events Intense evaluation of C1, C2, C3 in their respective phases ● Interviews, surveys, systematic evaluation, statistics gathering Compile film and finish documentary, present publicly if possible Look for program effectiveness and potential for expansion, grant application, policy change success
- 23. WATERHEALTH INTERNATIONAL MODEL The company uses the BOT (Build, Operate, and Transfer) model for WaterHealth Centers. Local governments sanction the land, water, and electricity connection for centers.Around 30 to 40% of the upfront capital expenditure is covered through a mix of individual and corporate donations. WHI raises the balance through long-term loans which it takes out on its own books. However in smaller communities where debt financing may not besuitable,WHI uses a combination of grants and equity.The company operates a center for a period of 10 to 15 years during which the revenue fromproviding clean water to the community covers operation and maintenance,d ebt service, and profits to WaterHealth.The center transfers to the community at the end of the 10-15 year term via the local government body such as the Panchayat in India.To the extent that the debt has not been paid off during the term, the term is extended until the debt is retired.At the time of the transfer of operations, the community has the option of entering into anew operations and maintenance contract with WHI. Centers are operated and maintained by workers employed from the community with WHI’s central oversight. A center is managed by one or more operators based on community size, while a roving team of technicians support maintenance of several centers. WHI trains local workers in water quality testing, dispensing water, maintenance, and other functions. In the future, WHI plans to use wireless remote monitoring and sensing equipment to transmit real-time information from each center to a central quality control system. This will enable WHI to identify problems in advance and reduce downtime. WHI also plans to introduce customer smart cards to manage revenue collection and consumer records more efficiently. Partnership with the local community is a key feature of WHI’s business model. Prior to building a center, WHI engages the representatives of key institutions including the local government to solicit support for the concept of setting up a WaterHealth Center. The company also involves local people in construction as well as operation and maintenance, which strengthens community acceptance and prepares the community for eventual ownership of a center. Education campaigns held by WHI in conjunction with community service organizations and schools reinforce the relationship between clean water, hygiene, and good health.
- 24. 24
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- 27. Images continued: https://upload.wikimedia.org/wikipedia/commons/a/a5/OrangiTown_Karachi.PNG https://upload.wikimedia.org/wikipedia/commons/b/b7/Coat_of_arms_of_Sindh_Province.svg Education: http://educateachild.org/our-partners-projects/country/pakistan http://www.tcf.org.pk/ Community Engagement: www.nytimes.com/1989/03/08/world/lagos-journal-once-a-month-an-unruly-city-scrapes-itself-clean.html Orangi Pilot Project, pg 455 https://www.csmonitor.com/World/Africa/2012/0612/Rio-20-challenge-seeking-sanitation-in-the-slums-of- Lagos-Nigeria 27
Editor's Notes
- Our main goal in addressing the issues facing the Orangi Town slum is to provide sustainable and positive health outcomes through small-scale holistic community development. In order to do this, we have defined a series of subgoals that will be necessary to achieve long term success. They are: To provide clean water Create sustainable and effective sanitation processes Establish a waste management system Enhance education initiatives Foster a community atmosphere Advocate for citizens on a socio-political scale
- In implementation of our plan for community creation, there are a number of cultural considerations we need to be aware of and have taken into priority. These people highly religious, and need privacy and safety amidst a community We are looking to prioritize the attitudes citizens have towards their own living situations - studies have found residents of slums usually are not as concerned about overcrowding, but rather, the health effects thereof. Many citizens make decisions to live within these areas and have expressed an interest in creating a more permanent and communal existence. Community members want to be a part of the improvement processes - our participatory action research models will allow for their voices to be heard Family and religion are of high importance, and event programming in civic engagement endeavors will reflect that
- Before any innovation implementation, our first step will be to create a committee charged with conducting ethnographic research, determining areas of highest need and subsequent community development, and review of applications for job placement. It is important that this committee is multilateral, and we have successfully negotiated partnerships with organizations and individuals who have agreed to participate in our plan THe committee will be formed of the following: Impact International NGO officials (us) A UN-Habitat official, well-versed in the Participatory Slum Upgrade Programme model The director general of the Sindh Katchi Abadi Authority - a governing body dedicated to advocacy for people living in these housing situations, Dr. Iwbal Saeed Khan The city adminstrator - Muhammad Hussain Syed The municipal Commissioner - Matanat Ali Khan The council members of Orangi Town And 1 member from each of the 13 Union Councils within Orangi Town This committee will spend a significant portion of time researching the best area to launch our pilot and subsequent communities. The union council in the area of choice will play a larger role as those decisions are made.
- The primary concern of Impact International is providing clean water for consumption for citizens Water sources are currently highly contaminated with human and animal waste and agricultural toxins. Coliform bacteria is causing a number of deadly diseases that are a leading cause of death in these communities. 30% of all diseases and 40% of all deaths in Pakistan are due to poor water quality, and families are spending large portions of income on medical treatment. Densely populated neighborhoods breed infectious disease like tuberculosis.
- WaterHealth International has created a model for a small, effective filtration system of existing water sources. The Karachi Water and Sewerage board and local government have agreed to collaborate local water sources with our center. These centers purify and filter water through UV radiation, reverse osmosis, and 6 stage filtration, producing water that routinely meets WHO standards. We are additionally going to provide the organization’s specially designed containers that reduce post-dispersal contamination and are easy for women and children to carry. The system only occupies 25 square meters of space and can filter 65,000 liters of water a day. Quickly built and operated by local labor sources, the WaterHealth international business model incorporates a system of gradual release and ownership to the community. Continual testing and oversight is performed by WaterHealth staff, while local citizens are trained for eventual autonomy.
- Additionally, we are going to place 3 WarkaWater towers within the community to alleviate reliance on groundwater sources. This effective technology utilizes rainwater, fog, dew, and air moisture to capture and store drinking water. They are quickly constructed and easily maintained by locals. These towers have been effectively employed in arid regions of the world, and their vertical design will be useful in a highly crowded area. We will likely place them in areas close to the educational centers.
- Water issues are confounded by lack of proper sanitation. While there are currently approaches to addressing these problems, they are often times inadequate. Public restrooms, for example, often lack the proper water flow needed to operate and become unusable from lack of proper maintenance. Beyond that, there are few sewage lines, many of which are also used as water lines, causing cross contamination. This often leads to open defecation or unsanitary “toilet holes,” which can cause waste to leech into the groundwater.
- To combat this, we will be partnering with the Agasti organisation to implement Bio-toilets. The toilet works by allowing bacteria to break down the human waste into methane and water. Thus, the toilet doesn’t draw from the already limited supply of water in the community, and also removes the threat of contamination. They are designed with easy maintenance and repair in mind. The bathroom itself is a recycled storage container with an enclosed rest area directly outside, providing both comfort and security for the women and children. In keeping with restroom models already in use, it will cost $0.05 to use the facility. The upkeep and running of these bathrooms will hopefully be transferred to committee hands upon evaluation.
- Trash and human waste litters the streets, and pathogens are swept into the river and water sources. Lack of community services causes the mounds of trash and perpetuates the lack of governmental aid. However, scavenging through the garbage is actually a means of making a living to some of the poorest members of the community. Sorting the waste and selling valuable materials can provide a meal for a small family. Therefore, a plan of action that eliminates trash while creating jobs is the best solution to this issue. Pic: https://www.dawn.com/news/1091918
- The United Nations has approved a program in which a community incinerator is used to combat the never ending piles of trash. This incinerator boils water as it burns the trash, utilizing the vapor to trap the fumes. Boiling the water frees it of pathogens and renders it safe for consumption. Jobs will be created from both the waste collection and incinerator operation
- The quality of primary education is markedly lower here than in more developed regions. The privatization of primary education has made public schools ineffective and private schools inaccessible due to costs and funding. Additionally, there is no standard for curricula and attendance rates are low, making education unreliable and inefficient at best. Public schools face a shortage of trained instructors and poor management. Some locations do not have water or electricity, or are irregularly located, causing children to walk several kilometers in one direction to attend.
- We have partnered with Education Above All through their Educate a Child program to help address this issue. The Citizens Foundation, an organization native to Pakistan began work with this program in 2012, and has since seen a significant improvement in childhood education in impacted communities. Our involvement will bring these improvements to Orangi town. The program is independently funded by private legal partnerships, and we will be donating $50,000.00 per community to help get the ball rolling. Because many schools are structurally inadequate or impractically located, the program starts by building or identifying new school-rooms. Educate a Child identifies vulnerable children through in-person meetings and interviews. Further, the program trains instructors incorporating health and disease awareness into the curriculum and provides the tools necessary for a successful classroom. The community will be involved in parent literacy programs and parent-teacher conferences. This secures each child’s future through enhanced health and livelihood opportunities.
- A key to our plan’s success will be engaging the community. Lack of community engagement was cited as a specific reason for poor performance in one the Orangi Pilot Project programs, and is critical to the implementation of water and sanitation services. To this end, we hope to foster a community atmosphere that will promote education, collaboration, and ownership. Specifically, we will organize three community fairs with entertainment followed by water and hygiene education. There will also an Eed-ahl-Feeteer celebration to culminate the fasting month of Ramadan, an important holiday for the Muslim population. Furthermore, we will help to organize and promote civic service projects. These will range from days dedicated to water conservation and garbage clean up. These community events will also indirectly help combat the effects of overcrowding. The education programs and lectures will educate residents on health; the programs will create jobs and sources of income; and finally, the programs will help to foster a sense of community and mutual support in which each person cares for the health of one another.
- In addition to the creation of our small-scale communities, we have allotted time and money for political and social advocacy for Orangi Town and its constituents. We are lobbying for more effective policy to increase the evaluation and maintenance of water systems, the incorporation of water and hygiene education into school curriculum, more effective city planning and sewage system expansion, and security of tenure for the neighborhoods within Orangi Town. Providing a sense of ownership and stability, in cooperation with SKAA, PSUP and NGO Practical Action, will enhance the effectiveness of our plan and return a sense of dignity to the people.
- We’ve also decided to take on an innovative project that will produce an ethnographic documentary of Orangi Town. The Town council has agreed to grant us access and we will film the area throughout all phases of the plan. This will allow us to track our own progress and will hopefully culminate in videographic records of the area. This film could potentially serve as a useful resource in lobbying and advocacy as it provides true insight into the region and will reconnect viewers with the humanity of its residents.
- An abbreviated timeline for the plan is pictured here. Year 1 is dedicated to committee formation and intense participatory action research. We will be directly engaging community members and asking for feedback on location and utility of innovations. This year will allow us to establish location for our three phases of community launches. Year 2 sees the launch of our first community Year 3 is allotted for an intense evaluation and assessment of that community, looking for ways to improve. In Year 4 we will launch our second community, implementing changes deemed necessary in year 3. ONgoing evaluation and troubleshooting will allow us to be prepared to launch our final community in year 5. Year 5 also includes a top-down, in depth evaluation that will examine statistical use of each facility, perform in-person interviews with recipients, and poll the public on opinions. POtential program expansion and grant application will be assessed at this time.
- To evalute the success of our project, we will perform ongoing assessments on multiple fronts. Drinking water will be regularly tested for coliform bacteria post-filtration and treatment. Year three will be centered on a thorough evaluation of the first community launch in order to identify potential problems and implement solutions. Each year after year 3 will consist of background evaluations and implementation of any improvements. Individuals in the community will be interviewed both for data purposes and for our videography. Statistical evaluations of childhood education programs as well as usage and effectiveness of water and sanitation facilities will also be conducted. Contact with committee leaders as well as individuals within the population ensures reliable data evaluation.
- Our original expense allocation fortunately allowed a great deal of flexibility, and served the benefit of us being able to run all of our originally proposed programs unaltered. We have expended 1.3 million of our 1.5 million dollar budget up front. The remaining 201,000 is allotted for troubleshooting, repairs, providing a great deal of flexibility and opportunity to expand in the future.
- In conclusion, our plan is to pilot three holistic communities that address the health issues of Orangi Town. By providing clean water, improved sanitation, waste management, and enhanced education, the livelihood of residents will be directly improved. Political lobbying and community engagement will foster personal and government investment into the region, establishing stability and security. Our plan focuses on returning a sense of dignity to each citizen, allowing for eventual community autonomy and safety.