Facebook and Twitter are playing a larger role in brand strategy than anyone could have expected. What started off as a social networking tool for the mere purpose of harmless interaction has turned into an online billboard with the user’s life and opinion on it an opinion that’s worth more than any ad campaign. What is it about sharing mundane and honest information in 140 characters that has gotten everyone tweeting? How is this medium with its 15 million users (so far) leveling with Facebook for the web’s number one networking tool? They are both very different to users, one is not better than the other, just better in other ways. It is high time companies realize this too and apply it for branding activities.

Getting insight allows a company to truly set its brand apart from the competition and capture the minds of consumer and the marketplace. Being early to learn about human thought and behavior is the first step for achieving brand success, which helps in ascertaining brand promise that meets expectations. Organizations can learn what people are thinking, saying and doing about their brands and the impact on their daily lives.

Organizations now have a better chance of fixing a situation before mainstream media picks it up to control the story. This is why monitoring the consumer opinion in high speed mode is important, available and should be used vigilantly. There are more opportunities for brand experiences to be more relevant when an organization is close to its customers. It makes the customer feel like the king again and one with a worthy opinion and louder voice. If you are part of an organization that has adopted the idea of monitoring and responding to Tweets and Books in the operational structure, you have a better chance to respond to the customer needs faster and better thus saving the communications department a lot of trouble.

Twitter gives the opportunity for immediate response, an early warning system if you will. One of my friends recently called Emirates to confirm his flight & the rude behavior of the representative prompted him to tweet about the strange lack of service from the great brand. Using a digital monitoring system, fine tuned for this very purpose, Emirates were able e-mail him with an apology and bump him up to first class. This is a fine example of using information to benefit both parties – the customer and identify a chink in customer service. Barrack Obama used it for publicity as did other candidates at the start of the presidential campaign.

It was used to identify fraud by the Republican Party in impersonating Democratic members of the state of legislature. Aside from the commercial use of Twitter, NASA’s astronauts regularly update their fans, followers and colleagues on daily activities at the space station and exploration findings.

Now let’s examine Facebook; in order to dive deeper into details (over 140 characters). It is without a doubt, the appropriate social media tool for brand strategy & is great for engaging customers in a memorable way and getting to know them. Why? The company gets to witness consumer to consumer interactions and have immediate company to consumer conversations that are more thoughtful and not restricted to a word limit.

While some Facebook pages are of a more practical nature, like OPTP (which hold contests on new flavor and logo ideas, going so far as asking how the brand experience can be better and rewarding those with the best answers), Ufone, with its funny ads has a more entertainment centered approach to its Facebook page by encouraging user generated parodies of its ads and staging a contest for a better punch line. This works well with the brand personality.

One of the most recent examples of how companies can use in-depth conversations on Facebook to create better brand experiences relates to the Dawn News profile page which keeps fans in the loop about upcoming shows, events and green energy campaigns.

They have been highly vocal in revamping the image of Pakistan, enlisting ordinary individuals as Citizen Journalists and volunteers for various CSR projects. The direct feedback and involvement with these projects only streng-thens their brand value and generates brand evangelists. Using Facebook saves them money that would have otherwise been allocated to marketing and has been phenomenal in enhancing brand advocacy.

In order to listen, learn and deli-ver, companies need to be able to utilize whatever new tech available to differentiate their brands in a way that matters. They should continuously question how each new social tool can work in their favor, to improve upon customer service, product or image. It is in this connection with the public that adds greater value to their lives and is important to understanding how either is being used by the consumer, so as to allocate resources to brand behavior accordingly.

We asked ourselves some questions: Do we have to wait for ourselves to carry a heavy salary before we can engage in social causes? Do we have to make sure our families are well taken care of before we can imagine raising our voice for what the Nation needs today? Should we make sure we avoid sacrificing anything in our effort for social help? The answer to all of these was “No”.

Uraan began as a simple analysis of our social predicament. After we expressed that successfully through posters and simple phrases on t-shirts, and reveled in the achievement of actually launching ourselves – we realized we had opened a door. A door we entered and found ourselves to be in a very dark room.

The dark room is the confusion. Ahmed Ilyas, our team member says, “Zohaib, confusion is the biggest enemy of our times.” I wish I could prove otherwise. Ever since our inception we have chaotically addressed the issue of launching a tangible direction – and it becomes a question of principle. To explain this I will give the example that one of our mentors, Mr. Faisal Qureishi gives, “Do you want to pick the garbage from the streets or make sure it doesn’t come back?” Obviously the sustainable solution is to make sure it doesn’t come back. Unfortunately, it is also the most difficult option, an option of life-long commitment, of sacrifice and vulnerability. Consequently, I see URAAN as the desire to make this difficult choice; and to make it every day.

But not everyone can do that. It is not the most ‘practical’ solution anyway. The practical solution is to do social work. And to a great degree, it is of great use. Sabahat Saqib, one of our founding members, explains, “Why is anyone going to listen to you if you haven’t a project to your name?” Tehmina Mansoor, another founding member and Amna Mahmood Khan, our chief coordinator, agree with her. I agree as well. But I can’t help to think, why do badges of social work give merit to a word spoken of enlightened thinking? Would people only listen to Molana Edhi for Children’s Right and Protection in Pakistan? Doesn’t every parent have the place to stand up for children’s right? I have yet to learn who the government will listen to, if at all.

Rana Asif Habib, who runs ‘Initiator Human Development Foundation’ and has also been a mentor to us, presented the idea that political activism and advocacy are the responsibility of civil society and must be exercised if we imagine that a democratic system should function. And I agree with him. How can our Leaders, who travel the streets without experiencing the Reality of Beggary, be moved to alleviate it? We must march the streets with hoards of people to demonstrate the need for the implementation of the National Child Protection Bill. And on April 1, we marched with about 75 students of Szabist University for this cause. It felt great! Not because I was sure the government heard us, but because the zeal in the youth is astounding!

Mr. Sami Mustafa, a figure of national stature also lended us a critique. He blasted us and threw us in disarray! His premise was that advocacy is a redundant direction, and in contrast, action groups form the greatest change in society. The question is, “Who are our Nation Builders?” That is the gauge to measure any work and effort. If you change lives directly and immediately you are on the right track. And I agree with him. The track record of advocacy groups is contemptible. How many streets will it take, for me to march, until I can convince the government to ratify a law? And what if it is done? Will the lives of street children change? Faisal Qureishi says: “No!”

If we need to bring change, it needs to happen in the nation’s “mindset”. There are innumerable laws for social benefit, but do the masses of people respect them or follow them? The Nation is the first to express contempt for the country and its systems and it is, ironically, the last to uphold its own responsibility. This is not an assumption that I am making. You merely need to drive on the roads to realize this fact. Hardly anyone follows traffic laws today or respects traffic constables. Hence, our nation is not working in coherence with what is good for itself.

The people of our nation are at war with their own selves. URAAN is hence, a simple equation – ‘we are a burning desire to change the mindset of people: the leaders and the masses – to work for societal benefit over self-interest.’ A gargantuan objective and a feeble beginning. We are a long way from accomplishing our task.

But the decisive reality that haunts this nation is this: that a revolution will take place in the country. And it is without any doubt that I express to my readers that it will come. Just read the news for another 25 years and you will measure the change because people like me and organizations like URAAN are spreading like wild fire. We have had enough of this cruelty and corruption. We are the promise of the future and against all odds, URAAN will elevate this nation.

Our current projects under way are the filming of short films and advertisements directed for social change. We are also designing new t-shirts to spread into the market, the profits of which will go into the running of the organization and social work. Our updates can be followed on our website www.uraan.org and also on Facebook.

The people of our nation are at war with their own selves. URAAN is hence, a simple equation – ‘we are a burning desire to change the mindset of people: the leaders and the masses – to work for societal benefit over self-interest.’ A gargantuan objective and a feeble beginning. We are a long way from accomplishing our task.

God helps those who help others

Tatsat first opened its doors three years ago on the International non-violence day October 2, 2006 and has since come a long way. Prashant Narang, 29 years old, is the brain behind the venture and he explains how serendipity played a role in the setting up of this venture.

Their first partnership was formed on Orkut, a social networking site, when Prashant came across a post on ‘social entrepreneurship’ community by the Community Friendly Movement (CFM) while randomly surfing the net. Possibilities of collabo-ration struck him instantly and he approached them with his proposal to showcase their work in his store. CFM works to build equitable and fair partnership between marketers in developed countries and producers in Asia and other parts of the world. It was a first of sorts endeavour for both, as CFM had presently never sold their products in India.

Products supplied by CFM include fabrics, cloth bags,jewellery and lifestyle accessories. The partnership grew and so did their business. Through CFM, Tatsat found more partners and today sources products from over 24 organizations.

Business with benevolence

This journey for them started with an inventive idea to bridge the gap between market and artisans and continues to chart a remarkable path. Jyotsna, Prashant’s youngest sister explains: “We were new to the business and knew little about the retail procedures. We visited all crafts exhibitions, trade fairs made regular trips to Dilli Haat to connect with people we could possibly source from. But things took time to come along. Slowly, organizations started coming to us on their own. Now our suppliers come from different parts of the country, they specialize in varied crafts and support diverse causes. And somehow we manage to put together these wide-ranging aspects under one roof”.

Prashant goes on to explain the motivation behind their work, “we wanted to start a store that would not only promote shopping for a cause, but also create a business model that went beyond charity and actually upheld fair and ethical practice in trade. We want to be known for our quality and not just the causes we support”. A supporter of fair trade, Prashant explains his point of view and the challenges he faces, “Unfortunately, people in India often look at trade with suspicion and think profit is a dirty word. Part of my mission is to change this perception. A mutually benefitting exchange is harmonious. It would be silly to not exploit this quality to make an impact at the grassroots level. When practiced with ethics, trade empowers people, something that charity may fail to do. And what can be better than empowering people by making them self sufficient rather than victimizing them”.

Global flavour, local price

Tatsat’s collection includes a large range of products from traditional handicrafts such as fabrics sourced directly from the weavers in Jharkhand to modern jewellery with contemporary designs made in an urban slum. The most recent addition to their collection comes from a local craftsman, Narayan Singh from Delhi who makes blinds from bamboo. Singh made some blinds for Narang’s home and asked if they could also help him showcase his work in their store. Today, Narang’s samples are displayed in the store and customers can get blinds made to order.

There are quite a few interesting and rare products at this store. Amongst other beautiful things on display what catches one’s attention are the Shibori fabric and sarees. Shibori is an ancient Japanese technique used to shape resist dyeing. Currently there are only a handful of setups in India using this technique. Another novelty is stationery product range made from elephant poo! Yes, you read it correctly. Don’t worry, it doesn’t stink. Recently they also got notebooks made from camel dung. Tatsat also vendsan attractive selection of natural fabrics, linen, lead-cadmium-free ceramic pottery, salt rock lamps, paper jewellery and recycled artworks.

A look at all the items on display in the store reveals the variety it encompasses. But for the Narang family there is a lot more to be done. Prashant recently travelled to Rajasthan to get a first hand understanding of crafts and their makers at the grassroots level. “We are constantly on a look out for new ways to procure interesting products and improve our collection,” he says. As far as expanding the business is concerned he points out that this business model is not profitable enough to grow quickly. He stresses on customer affordability along with growth. However they are keen to find new ways to go forward.

According to Prashant, from a business point of view, the store’s location is a blessing in disguise. He confesses missing out on foreign and plush clientele he would get if it were located in Greater Kailash or Khan Market.

However, being situated in a local market helps them reach out to the masses that on one hand will help business growth eventually and on the other, spread awareness about fair trade among people outside the intelligentsia and arty clicks.

Stumbling upon this alternative store while you buy your daily supplies in the market could be an awe inspiring experience. The minimal décor of the store successfully reflects its philosophy, which is possibly a consequence of the fact that Prashant took charge of the task himself when the appointed contractor failed to show up. And watching enthusiastic Jyotsna, who is only in first year of college, manage the store demonstrates that setting up a business enterprise with a heart can indeed be labour of love.

Where there is charity and wisdom, there is neither fear nor ignorance. Where there is patience and humility, there is neither anger nor vexation. Where there is poverty and joy, there is neither greed nor avarice. Where there is peace and meditation, there is neither anxiety nor doubt.
Francis of Assisi

Collaboration takes many different forms. In the case of Bangladesh, there has been a long history of government collaborating with non-governmental organizations (NGOs), particularly on issues related to poverty and health. In 1972, the Bangladesh Rural Advancement Committee (BRAC) was founded and has since developed different programmes including micro-credit. BRAC has also expanded to other countries including Pakistan, Afghanistan and Sri Lanka. One of the main areas for which it has received recognition is its tuberculosis
programme. This article will look at how BRAC has collaborated with the Bangladeshi government with regard to tubercu-losis. The first section will look at the problem of tuberculosis in Bangladesh, the second will examine BRAC’s approach to tuberculosis and the third will analyze how government and BRAC worked successfully together.

The Problem of Tuberculosis in Bangladesh

The World Health Organization compiled a list of 22 countries where tuberculosis affects a high proportion of the population. On this list, Bangladesh ranks sixth, which means that the incidence of tuberculosis is quite high, according to the BRAC Annual Report ‘Breaking New Grounds in Public Health’. In 2006, there were 101,988 new cases of tuberculosis (TB), according to the World Health Organization (WHO); however, this does not show the full scope of the problem because many people go to the private sector for medical care and the records from these visits are not included in the national count. Most estimates show that there are 300,000 new cases every year and 70,000 deaths, states the Ministry of Health and Family Welfare, Dhaka, Bangladesh.

One of the reasons why TB spreads easily throughout Bangladesh is that the country is very small and crowded. TB is very contagious, thus if someone starts coughing and does not seek treatment right away, there is a high likelihood that others will catch it. In addition, the medication for tuberculosis must be taken over a period of six months; however, many people start to feel better after two months and decide to end the treatment, states Snegupta in NY Times. Lastly, there is a large stigma attached to TB. People do not wish to develop it and often hide it if they do develop it because the community may view them in a bad light. For these reasons, BRAC decided to utilize the power of women in the community in order to halt the spread of TB. It was hoped that women would be able to break the stigma of TB and also persuade people to continue the course of their medication.

BRAC’s Approach to Tuberculosis

The BRAC TB programme began as a pilot project in the district of Manikgonj in 1984 to complement the government’s and the WHO’s strategy known as DOTS, which stands for Direct Observed Treatment Short course. In 1992, the programme was extended to ten other areas and in 1994, the government signed a memorandum of understanding (MOU) with many different NGOs including BRAC in order to collaborate on TB, according to the BRAC Annual Report. By 1998, all districts of Bangladesh were covered by the DOTS programme. There are two very important innovative components of the BRAC programme, which are user fees and the use of community health volunteers known as shasthya shebikas (SS).

User Fees

It is much easier for NGOs such as BRAC to impose user fees because the government is not widely trusted in Bangladesh. This is one of the main reasons why the government collaborated with BRAC; NGOs are seen as closer to the people and are very active in Bangladesh. In Bangladesh, there are over 6000 registered NGOs and they cover at least one quarter of the popu-lation. With regards to BRAC and TB, user fees were seen as a way for people to comply with their treatment. Each patient has to pay 200 Taka ($3.50) and signs a bond in front of two witnesses, who ensure that the patient continues with their medication. If the patient is unable to pay, the community attempts to raise money; however, if they are not successful, the patient is exempt from the payment. After the patient finishes six months of treatment, the money is refunded. This has led to a 93 percent treatment success rate, which is very high, according to BRAC. In 1991, WHO set a goal of detecting 70 percent of new cases and curing 85 percent of those, reveals Kumaresan in a Review of National Tuberculosis Programmes. In 2005, only 68 percent of cases were detected; however, this rose to 80 percent in 2006 after an infusion of money from the Global Fund to Fight AIDS, TB and Malaria, according to BRAC.

Shasthya Shebikas (SS)

The SS programme began in the 1970s when BRAC was still focused primarily on micro-finance issues. BRAC had many different village organizations that were charged with decrea-sing poverty and one idea that came from this was to nominate women to become community health volunteers. The criteria for becoming an SS is being a woman who is socially acceptable in the community; 25 to 35 years of age and having no children under the age of five, according to Faruque Ahmed speaking at the Regional Conference on “Revitalizing Primary Health Care” held in Indonesia in 2008. Each SS is given training in health problems such as diarrhea, the common cold, stomach problems and many other health issues. A special subset of SS’s is also given training in TB. One of the main reasons why the treatment success rate in Bangladesh is so high is because each SS works in her own neighbourhood and people in the neighbourhood come to respect and trust her.

Although SS’s are volunteers, they are able to earn money through two means: selling medical supplies and successful treatment of TB patients. BRAC gives the SS’s supplies such as birth control pills and cough medication and the SS’s can sell it at a small markup. In addition, for each TB patient that the SS successfully treats, they are given $2.25. Although this is a small amount of money, it gives the SS a bit of economic power since they are usually housewives. There are now over 70,000 SS’s in Bangladesh and the programme has also been replicated in many other countries including Afghanistan, Tanzania and Sudan. The SS programme is one of the main reasons why the
government decided to colla-borate with BRAC, as the SS’s give the government a link to the community.

Collaboration between BRAC and the Government of Bangladesh

History and Benefits to Government

There is a long history with regard to the Bangladeshi government collaborating with NGOs. In 1961, the government passed the voluntary social welfare agencies ordinance, which required all NGOs to register with the government, according to Zafar Ullah in a report published in Oxford Journals. In 1996, the government created an NGO consultative council to have direct communication with NGOs. Lastly, in the 1997-2002 Five Year Plan, the government explicitly stated that “collaboration of private organizations/institutes and NGOs will be fostered,” states Zafar Ullah. The government derives many benefits from working with NGOs because many people in Bangladesh do not trust the government due to years of corruption. In addition, because NGOs such as BRAC cover such a wide area of Bangladesh, many people have contact with them in their everyday lives. BRAC can reach at least 110 million people in Asia and Africa, thus the government can benefit a lot from this, states Jahfery in the Pakistan Observer.

Benefits to BRAC

NGOs such as BRAC benefit a lot from collaborating with the government, despite the fact that they may be viewed badly for working with government. NGOs are able to use government facilities such as laboratories and they can also use the purchasing power of the government for TB medication. In addition, BRAC has the ability to cover many local areas while the government can see the larger picture and can draw up policy for the entire country. BRAC also has the ability to influence the government and, because they use government resources for TB, the organization can use the extra funds for other issues that require attention.

The Future of Collaboration for TB in Bangladesh

As mentioned above, the number of TB cases in Bangladesh is not known for certain due to many people using the private sector. In Bangladesh, 54 percent of people use the private sector for health care, according to WHO. This is quite high considering that approximately 63 million people live in “severe deprivation,” according to the World Bank. Thus, in the future, the government must collaborate with the private sector in order to accomplish two things: better monitoring of TB and a higher treatment rate.

In conclusion, TB is still a serious problem in Bangladesh and in many other countries around the world; however, Bangladesh has shown that collaboration can increase treatment rates. BRAC’s innovative SS programme is a model for the world, but they could not have achieved everything they have without the government and the government benefits a lot from collaborating with NGOs. In the future, the government must work with the private sector in order to increase treatment rates even further. Thus, collaboration is often the key to success.

References
BRAC “Breaking New Grounds in Public Health: Annual Report 2006″

World Health Organization “National Tuberculosis Control Programme Bangladesh: Report of the Fourth Joint Review”

AN Zafar Ullah et al “Government?NGO Collaboration: The Case of Tuberculosis Control in Bangladesh”

Faruque Ahmed “Community empowerment through micro?credit scheme to improve community health”

SHR Jahfery “PPAF Extends Facility of Rs 220 million to BRAC”

“Confidence grows as
slowly as a coconut tree,
and falls as fast as a coconut”.
Montek Singh Ahluwalia,
Indian Economist
World Economic Forum, Davos

Background

Potable water in Pakistan is polluted, and the health situation is getting worse. This has been confirmed by National Water Quality Monitoring reports issued by the Pakistan Council for Research in Water Resources (PCRWR). Keeping this in mind, many companies have launched bottled water. However, they are catering to the rich. A liter of bottled water costs Rs. 22; in jumbo packs of 19 liters, this price drops to Rs. 6 per liter: still a price, which the poor and lower income groups cannot afford. The Economist (November 9, 2006) estimates that the spending on drinking water by an average household does not cross over 5 percent of their monthly income. It translates into the fact that to afford clean drinking water through bottled water companies, the monthly household income should be more than Rs. 50,000; whereas according to the Economic Survey of Pakistan, the per capita income of Pakistan is $850 or Rs. 4,250 per month as per 2006 prices.

Pani Ghar: Beginning of an Idea

Concerned about the water situation (for example, lack of potable water) in poor communities, Mr. PW began to think of ways to
provide this precious resource – water – at a large scale to the poor in a for-profit business model. He thus analyzed various options including the government expenditure and compared household costs per annum.

Next, PW undertook professional market research to estimate the demand of drinking water in specified locations while keeping a price point of Re. 1 per liter. The market research yielded several insights and confirmed that a sizable demand exists at the community level for buying clean drinking water regularly. Once PW had determined the demand level in these areas, he explored technologies available in the market. His purpose was to find a ‘medium size ultra violet filtration plant, which could be placed in an exclusive shop and could supply water to a community of around 1,000 households’.

Competitive Analysis

PW also conducted a competitive analysis. He identified that household filters pose an immediate threat to his idea. But his research exposed the inadequacy and uselessness of these filters. Many target customers opt to use boiled water; however, boiling water is recommended only for emergencies and scientifically proven to be counter-productive, if used regularly. A lowcost technology is water purifying crystals. However, while this technology may satisfy social concerns, it does not satisfy commercial requirements. The government has spent 12 billion rupees in its project ‘Clean Drinking Water for All’. The project aims to install more than 6,000 filtration plants – one in each union council of the country – by the end of 2008. Only 600 were installed and this project has unfortunately taken the well-known downward trajectory associated with most government-run projects.

Pani Ghar: Commissioning Phase

PW identified a local manufacturer of water filtration plants, who had developed a prototype. This, for PW was a dream come true. PW signed partnership agreement with him and a company was established: Pani Ghar. Much to the disappointment of this young entrepreneur, a year later, this would prove to be the beginning of an end.

PW assumed charge of this business and managed the sales, operations and quality of the outlet. He also conducted a rapid assessment of Pani Ghar.

Unanticipated Problems in Pani Ghar and PW’s Strategy Pani Ghar was located on Multan road in Ittefaq town, a congested urban area near Mansura, Lahore. Although this outlet was operational for almost a year, the number of customers was low. The management faced various unanticipated problems. These problems included unwillingness of people to buy ‘uncertified water’, slow sales, poor marketing, lack of monitoring and competition from household filters.

When PW assumed charge of Pani Ghar, he took specific steps to address each issue. He appointed a business graduate and delegated sales, quality management and marketing to him. This brought positive results rather quickly. After six months, Pani Ghar’s revenue doubled and the enterprise achieved selfsufficiency. Some sixty plus households became regular customers of Pani Ghar. These households belonged to the lower-middle group and became loyal customers.

Scaling up Pani Ghar

When the house was put in relative order, PW began to work on an investment which would help him scale up the project. He believed in the concept of economies of scale and knew that a well-paid professional management would make sense, once the operations were wide enough. PW prepared a plan to open ten outlets in Punjab and sought the help of a major social investor. Initial response was positive and a long, taxing process of communication ensued. Lack of Internal Coherence While the enterprise was doing well at the operational and business development levels, it faced an internal management challenge. PW’s partner began to
mistrust PW regarding his engagement with the venture fund and spending money on systems and management. The partner was of the opinion that spending money on quality control and management support was not needed at this stage and should be put off. However, PW insisted that for long-term benefit, this short-term expenditure should be absorbed. This conflict left both shareholders in bad taste. PW was asked by his partner to quit and wind up the company. The potential social investor also took note of the internal management conflicts and concluded that it is not a safe investment. Apart from learning several lessons about the marketing of a social enterprise, PW also learnt an important lesson the hard way:

The social entrepreneur should remain independent at least until the pilot phase of the product is successful. Dependency on an external factor, including an organization or an investment in the initial phase can be fatal.

In the last quarter of 2007, Pani Ghar was wound up as a company, though the lone outlet still continues to operate profitably. PW’s dream was not realized but his initiative provided great insights and a useful knowledge base for similar initiatives.

In addition to these alarming rates, within the urban context, there is a disturbing pattern. Of those that do own homes, there is a clear pattern of constructing additional rooms as opposed to constructing new homes. This leads to an increase in the density of homes, thus further exacerbating the housing problem. With most homes having been constructed over twenty years ago (58 percent), over 50 percent of the population under the age of 25 , and no solutions in sight, demand in the lower income segments is expected to explode in the next decade.

Context

In order to truly comprehend this problem, one must put him/
herself in the shoes (or bare-soles) of the average citizen of Pakistan. An individual is earning between US$ 135-185/month (working in the public/private sector or self-employed) and is responsible for maintaining his/her nuclear family as well as members of the extended family. The average citizen lives with a level of uncertainty on a daily basis, and is constantly faced with a multitude of potential issues to handle relating to running of his/her household and providing for the family.

For those living in rental units (30 percent of the population), their average monthly income is US$ 165 and their monthly saving, after all expenses relating to rent, food, utilities, transportation and miscellaneous are deducted, under ideal circumstances, is US$ 15.

With the average person saving US$ 15/month and the average 80 square yard plot costing US$ 7,000, it would take nearly forty years before one could afford such a plot.

The result, is the current housing crisis Pakistan is faced with.

Policy, Poverty and Housing

Historically, low-cost housing in Pakistan has either been the realm of NGOs, the government, or the informal sector.

Due to the heavy capital requirements, as well as the level of skill involved in scaling up in the housing sector, NGOs have not gained much ground.

The government has been very successful in the actual building of low-income housing developments, but has failed in all subsequent aspects such as effectively targeting the BOP (bottom of the income pyramid) and building healthy and sustainable communities.

Traditionally, government models have been based on a lottery system that is generally rigged in favour of the investor community who then exploit the BOP through renting those same units. With those units intended for homeowners, but occupied by renters, there is no ownership within the community. This inevitably spirals into becoming another slum where drugs, prostitution, and crime thrive.

The informal sector meanwhile is riddled with problems such as lack of legal tenure, crime, no master-planning, and little or no infrastructure.

With poverty rates nearing 50 percent, and population in the major urban centers expected to double in the next fifteen years, Pakistan is in the midst of a massive housing deficit.

With housing policies favouring the elite, the development and supply of affordable housing presents itself as both a great challenge and a greater opportunity.

The Ansaar Management Company

To meet this challenge, a group of professionals from various disciplines have come together to create the Ansaar Management Company (AMC). AMC is driven by a mission to provide high quality and affordable housing solutions to the average citizen of Pakistan. The company targets households earning US$ 85-300 per month and specializes in a community-based approach to development. AMC focuses on nationwide scalability and sustainability through its integrated for-profit, low-cost approach. AMC’s initial projects focus on ten selected cities of Pakistan.

AMC’s model, based on a thorough analysis of the issue, effectively improves on what the government has been doing right, and works towards the institution of systems within areas that the government has not paid due attention to. The following features set the AMC model apart from others.

All residents must move on site within 60 days;

All residents must reside on site for 5 years (they cannot sell, rent, or leave the plot/home empty);

Only one plot per family. No bachelors allowed;

Active community development is essential for the first five years, utilizing a unique system of resident mobilization requiring residents to live physically live on-site;

Various NGOs and organizations are invited to establish initiatives in areas of health, education, and community development;

A financially sustainable model that offers 70 percent of the plots at cost, while offering the remaining in the open market.

Why AMC is a Social Enterprise

Carved from AMC’s on-ground experience, the table below indicates how, compared to a typical informal scheme, AMC offers a vastly superior product in terms of utilities, amenities, and living environment – while remaining competitive price-wise.

AMC develops roughly 500-2500 residential and 25-125 commercial plots for sale for a given project and charges a project management fee to manage all aspects of the project, including but not limited to, civil works, home construction, marketing and sales and community development:

Unlike informal developers, AMC provides all plots in the project with electricity, a water-supply, underground sewerage lines and disposal, as well as roads during the tenure of the project. Doing so ensures that residents do not face the hardships faced in urban slums and squatter settlements. Since AMC’s approach to housing is holistic, it also facilitates essential social and economic services of education, healthcare, and micro-credit through a network of NGO partners to further enhance the living quality of its residents.

Additionally, AMC arranges mortgage financing for standardized one bedroom, two bedroom and three bedroom housing units to facilitate clients.

A CSR-Framework for Low-Income Housing

The unskilled/skilled labour force – the average citizen – who earns Rs. 3,000-10000/month, is one of the most neglected segments of society. The government does not cater to their needs, nor does the private sector. The labour class tends to be a sincere group of people, but dire circumstances force them to behave irrationally – to cheat, steal, become violent, and, in the worst circumstances, even kill. The only way to transform the dynamics of this segment is to minimize the occurrence of dire circumstances.

As organizations begin to explore various options to carry out their commitment to CSR, AMC offers a financially viable option that achieves high social and environmental impact. With a plethora of textile mills throughout the country, and a constant struggle to retain good talent at all levels, the AMC model is a mutual solution for the labour force and the organizations that employ them.

The AMC proposal consists of the following principles:

Owners or associations of industrial units, independently or jointly-with AMC investors, purchase raw land in close proximity to their industrial estates;

Plots or built-up units be offered to qualifying laborers/employees (those that have demonstrated commitment to the organization via pre-determined metrics) in strict adherence to the AMC policies (moving in with the family within 60 days);

Mortgages are offered to the residents/employees on a 70:30 debt: equity basis, where the organization can opt to subsidize the equity portion or simply serve as the facilitator during the entire transaction. (This method would allow a labourer to move into a basic housing unit with as little as PKR 25,000);

AMC manages the entire process from land acquisition to post five year community management, including engaging partners (investors, NGOs, etc) to build schools, hospitals, community centers, commercial areas, etc within the community;

With a thriving community of 3000-10000 members (depending on the size of the development), the organization can now sell the remaining
30 percent of the plots (prime, as well as commercial) to the open market, for profit.

Incorporating the key elements mentioned below, AMC designs and implements all of housing projects on socially and ecologically sound and sustainable principles that also serve as metrics for investor/donors:

Affordability;

Simple procedure with rapid delivery;

Effectively target the poor;

Healthy physical environment;

Legal housing with security of tenure;

Socio-economic opportunities;

Financial viability;

Sustainability.

Estimated Quantitative Social Impact
The key to alleviating poverty in Pakistan is to provide the poor with assets. If this asset comes in the form of a house, the value becomes manifold. AMC provides this valuable asset.

It not only saves the poor from continuous rental payments, it also provides them with collateral as well as peace of mind, thus contributing to more productive work. AMC focuses on selected indicators for quantifying the social impact of its projects. These indicators include:

Creation of assets;

Savings on rental payments;

Value addition by new employment generation due to new construction;

Health-related benefits accruing due to environmentally friendly practices.

Based on the above, AMC anticipates a social return of
US$ 2.36 on each dollar spent by one household. When annualized, this number progressively swells to over US$ 13 million for all households involved in a standard project of 2500 units.

In a small fishermen village, at nightfall, off the coast of Sind, children gather around a solar powered LED light pole to read; women gather to sow; and men gather to discuss the day gone by. This is a village which has never seen electricity.

In the same village a wind turbine harnesses the coastal breeze to produce electricity that powers a motor that pulls up potable water. This is a village where women would dig a well themselves – often at great risk to their lives – and then wait for hours for their turn to gather water.

In the same village women, dressed in colourful, traditionally embroidered kurtas learn the art of masonry and of low-cost construction for a school of bamboo and mud for their children’s education. Their children observe their mothers as they learn to use newly acquired tools to lay the foundations for the bamboo structure of the school.

Later this same school served as a life-saving shelter when a cyclone hit their village and tore down their thatched huts. The newly constructed school was the only structure in the village to survive the gale force.

Pit latrines for men and women are constructed at the corner of the same village for greater hygiene.
A green patch nearby, using drip and clay-pot irrigation techniques, demonstrates how fruit trees and other vegetation can grow with the least amount of sweet water – a scarce, essential resource.

This village is Abdullah Goth, Kemari Town, Karachi District, Sindh with a total population of 1,200 inhabitants where the founder and CEO of Indus Earth, Shahid Sayeed Khan drove me in his Suzuki jeep at dawn. There are many other villages – in hundreds – like Abdullah Goth along the coastal areas of Sind and Balochistan in Pakistan. Each has a community organization that works together with Indus Earth in an effort to improve the quality of life for their people.

Financially supported by partner institutions such as PPAF [Pakistan Poverty Alleviation Fund], WWF [World Wildlife Federation], CIDA, and the Japanese government, Indus Earth took up the challenge of poverty alleviation for the poorest of the poor in 2001 with the simple, and matter-of-fact slogan: ‘It needs to be done!’ and a mission statement “To facilitate a movement to raise living standards by enhancing the quality of socio-economic conditions through an integrated development approach.” Other than the Village Rural Development Programme, Indus Earth is involved in other projects which include building check dams for irrigation, drought mitigation, technological innovations and smokeless stove project among others. The programme of using alternative irrigation techniques in a water-starved area is an interesting example of Indus Earth’s participation and contribution in fishermen communities.

Income from the sea is on the decline owing to over fishing and pollution. Indus Earth suggested that as an alternative source they should look to the land. For example just by growing a coconut tree, an income of Rs. 5,000 can be achieved after the tree bares fruit. However, understandably, they were reluctant to undertake this exercise as the sea has for generations provided for them. So the Indus Earth team built a “demonstration” farm on four different locations of one acre each, planting chico, baire and coconut trees. Chico and baire began to bear fruits after three years. Coconut trees typically need two years to mature and bear fruit. All of the above used a drip irrigation system to minimize water utilization.

Pitcher irrigation is a very old method used mostly throughout areas where water is scarce. A clay pitcher, before it is finally prepared for carrying water, is buried in the ground. This ‘immature’ form allows water to pass through its porous sides, thus keeping the ground moist all around it for a radius of 3-4 feet. Any plantation within this moist ground will grow prolifically. The great advantage of this is not only its simplicity but also that “dirty’ water can be used, such as washing up soapy water. The pitcher allows only moisture to go through thus acting as a filter.

In a country like Pakistan such a mission is nothing short of a daunting challenge. Political instability, rising costs of living, and religious strife are just some of the factors that create hurdles in the achievement of Indus Earth’s goals. Nonetheless it is a challenge that has been taken up with a spirit that says there is no other option. Shahid Khan, an architect by profession, returned to Pakistan around fifteen years ago after having lived in the United Kingdom for most of his life. He came back with the dream of setting up such a development organization. Having been involved with developmental work in Africa, he had strong conviction that the same can be done for the poor of Pakistan. With steely determination and perseverance, and a hands-on method of working, Shahid divides his time between soliciting funds for Indus Earth, catching up with his team, and overseeing project delivery on the field. Working round the clock, the Indus Earth team is looking to focus on the coastal areas of Pakistan and thematically focus on potable and clean drinking water while also working with the fishermen community to help them build a better quality of life for themselves and future generations.

Indus Earth has also developed low-cost housing options for the earthquake affectees in Kashmir in 2007 in collaboration with other international organizations. They also distributed essential food and clothing to the cyclone affectees in Sind and Balochistan in the same year.

Indus Earth is also a member of the International Union for the Conservation of Nature and Natural Resources (IUCN) Pakistan, where Shahid Khan is currently the honorary Pakistan National Committee Chairperson. All its projects are environmentally friendly and promote a greater awareness of environmental issues.

In an age where people aspire to afford a ticket to the next shuttle to the moon, the poorest of the poor in Pakistan are being given a chance to overcome paucity of resources to give themselves and their children the basic necessities of life, appropriately.

For more details, please visit www.indusearth.org. or visit the office in Karachi, Pakistan.

Hisaar Foundation – a Foundation for Water, Food and Livelihood Security, does care and has been working on these issues since 2000. “We believe that the rational management and conservation of water, long-term food security and lack of opportunity for all Pakistanis, 80% of whom rely on agricultural production to earn their livelihoods, are Pakistan’s biggest problems today. However there is little critical thinking or forward planning to address these issues by the government, civil society organisations and the media,” says Simi Kamal, Founder and Chairperson of Hisaar Foundation. Development and success of water conservation programmes requires the involvement of all stakeholders, including policy-makers, service-providers, consumers, media, community leaders and so on. The media has a crucial role to play in educating the public and raising awareness about such issues.

Hisaar Foundation, a non-profit organisation, originated in response to the severe drought that gripped parts of Pakistan in 1999 and 2000. Simi Kamal gathered a small group of citizens in Karachi and launched the Pakistan Drought Appeal. This campaign raised Rupees one crore worth of food, water, medicines and other essentials in cash and kind within three days, and had collected a month’s supply of food within 48 hours of its launch. During the early phases of its work, the Foundation engaged in two other major fundraising campaigns and hands-on relief and rehabilitation programmes (Citizen’s Appeal for Afghan Refugees and Appeal for Earthquake Relief and Rehabilitation), and continues to raise funds for causes related to helping people affected by climate change, earthquakes, water-related calamities such as droughts, food shortages and other situations related to survival and livelihood.

The Foundation has now developed into a unique institution that provides a platform for bringing together issues of water, food and livelihood and seeks solutions pertinent to dealing with this water-food-livelihood nexus in an integrated manner.

Its vision is a Pakistan where water is judiciously used, food is sufficiently produced, and people are able to earn livelihoods with dignity. Its organisational goals include advocacy and awareness-raising among all sectors of the society about conservation, management and recycling of water, better agricultural practices and less wasteful consumption of food and water. Hisaar Foundation is also working on solutions within the geographical, environmental and social framework of Pakistan that meet the needs of people while preventing long-term depletion of water and food resources.

Within this framework the foundation runs the following initiatives and programmes, with a special focus on women and children:

Women and Water Network

Women Support Programme in earthquake affected areas of Azad Kashmir

Karachi Water Partnership

BioSand Filter Programme (for low-cost safe drinking water at point of consumption)

Water Systems in drought prone areas of Thar

Livelihood Rehabilitation, Nutrition and Health Support Programme in Badin

Academic and Media Engagement, Orientation and Education Programme

The Foundation is also a member of several international water-related and civil society organisations and collaborates proactively with them for the promotion of Integrated Water Resources Management, water conservation and environmental issues. These include the Global Water Partnership, CIVICUS, Pakistan Water Partnership and Pani Pakistan.

Hisaar Foundation is not a foreign-donor funded service-delivery NGO that does typical project funding for aid money. Hisaar Foundation has a unique development model and it raises the bulk of its support from individuals and institutions in Pakistan. “We have raised the rupee equivalent of approximately USD one million in cash and kind since 2000, the bulk of which has been contributed by the public in Karachi. This city has a heart of gold, and we will continue to raise support for our work from both individual and corporate citizens of Karachi. Increasingly we look to our work being supported through corporate social responsibility,” says Simi Kamal.

Hisaar Foundation is governed by its members and an elected Board of Governors led by a chairperson, all of whom give time to the foundation’s work on a voluntary basis. Governors provide immense support and each programme has a separate programme committee headed by one of the governors. Management decisions are taken by the chief executive who is also currently working on a voluntary basis. This voluntary spirit and concrete contributions from members and governors is another unique feature of Hisaar Foundation. Currently, the Foundation is housed within the business offices of two council members, while legal, media, management and fundraising support is provided by the offices of four other council members and governors, all free of charge.

Hisaar Foundation’s biggest and most challenging initiative to date is the Karachi Water Partnership (KWP). The project aims to support the development of an environment friendly Karachi with focus on safe water, conservation and management of sewage, industrial and solid waste. KWP was launched on 26th April, 2007, with an open call for partnership. “Our view is that water is every-one’s business, and each individual and group has a responsibility in conserving and managing water, sewerage and solid wastes, to make this city livable, and leave a legacy for our children that is not an environmental disaster,” says Simi Kamal.

This is the first initiative of its kind, where improving the environment of a city of 16 million people is being attempted to the building of a partnership that brings together government institutions, industries, corporate sector, municipal authorities, businesses, civil society organisations and individual citizens, all on the same platform of action. KWP serves as a catalyst for all these groups to come together and ensure a healthy, clean and green Karachi in the long-term.

To-date, KWP has over 200 partners, each of whom has made a contribution in cash, kind or time for promoting and actually carrying out the work of KWP. The initiatives and programmes run by the management committee and subcommittee members of KWP demonstrate its commitment to social responsibility. They have water saving and recycling systems and processes in their homes and offices, and promote these methods among other companies and institutions. KWP circulates guidelines in English and Urdu for conserving water in homes, offices and schools. Guidelines for industries and public spaces are being developed. KWP works closely with the Karachi Water and Sewerage Board and is in the process of initiating work with local government institutions.

Current projects of KWP include a school advocacy programme (including children becoming “water detectives”); an experi-mental BioSand filter programme; a public awareness campaign through print, film and broadcast media to inform all stakeholders of the seriousness of the water crisis; developing and promoting innovative and successful solutions for a coastal city; defining the role of different groups of citizens; providing citizen-based guidance; and an annual Water Forum.

Becoming a partner of the citywide multi-stakeholder KWP Forum has numerous benefits for companies and businesses. This forum can be used as a means to collectively disseminate knowledge and research related to solutions for water, sanitation and solid waste issues. Guidance and media support to promote water conservation and better water management can be obtained. Experts are also available to give talks, carry out water audits and give advice. There is an ongoing dialogue with the city government and the private sector. The KWP Forum provides an opportunity to a diverse group of stakeholders to share their valuable experiences.

For more information on Hisaar Foundation please see www.hisaar.org