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Orangi and gal oya
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Transcript of Orangi and gal oya
ORANGI vs. GAL OYA projects:Lessons in participatory involvement
Orangi, Pakistan
1960s: Poor, immigrant influx
1970s: Unsanctioned = no govt. funds or harmony
1980s: Enter OPP
(Orangi Pilot
Project)
Challenges for Dr. A.H. Khan -
CONCEPTUAL
TECHNICAL
ORGANIZATIONAL
No preconceived problems/solutions
ACTIVE LISTENING
Unhurried observation:
CONCEPTUAL: Identifying problems
Priorities:
SewerageSanitary water supply
No govt. funds, BUT…
Locals are
valued
social
capital . . .
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
TECHNICAL: OPP plus Thallawalas (and other indigenous populations)
Inexpensive, simple technology to:
Minimize cost
Simplify training/education
Ownership, installation, maintenance
Pre-project findings
No formal impositions
People free to organize efforts, elect leaders
Very slow education process for buy-in
OPP Local people
Funding realities
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)
Villagers sole stakeholders
Beneficiaries involved
Three months to first lane installation
(Implementation learning)
Another project: GAL OYA (Sri Lanka)
Begun in 1951 as Gal Oya Colonization Scheme:
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
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
LENS: FarmersOld 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
LENS: Sinhalese community Head-enders on chain
Viewed as direct beneficiaries of Gal Oya project
Major ethnic group in Sri Lanka
“Head-enders”
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)
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
OngoingCivil war between Sinhalese and Tamil
Indigenous fellow-citizens rebel at Gal Oya anniversary
Orangi Gal Oya
World Bank lens(local residents should have control and authority to
manage, supervise, evaluate projects)
“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”
Blueprint-engineering or social learning? Whose agenda is served?
ORANGI: BYPASS
Ignore governmentSet up parallel structure
May ultimately join govt. system
GAL OYA: IN/with
Operating with govt. framework
But avoid costly reorganization
Production vs. institutional strengthening
Updates
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?