"Reimagining Development: Lessons from the Tawana Pakistan Project and Strategies for

Improvement"

Introduction:

The Tawana Pakistan Project (TPP) emerged as a multifaceted initiative aimed at addressing pressing
social and health challenges in Pakistan, particularly concerning the nutritional status and educational
opportunities for primary school-age girls. Launched in September 2002 and spanning until June 2005,
the project was funded by the Government of Pakistan, reflecting a concerted effort to tackle entrenched
issues of malnutrition and low school enrollment among young girls in rural areas.

At its core, the TPP sought to create a safe and empowering environment for village women, empowering
them to make collective decisions that would positively impact the health and education of their
communities. Through a reflective learning process, women were equipped with the knowledge and skills
to plan balanced meals, procure locally available foods, and prepare nutritious meals for schoolchildren at
nominal costs.

Partnering with the Aga Khan University, the government took a comprehensive approach to the design,
management, monitoring, and evaluation of the project. Additionally, 11 non-governmental organizations
facilitated implementation across thousands of rural government girls' schools, demonstrating a
commitment to collaborative action and leveraging existing networks for maximum impact.

The project's objectives were ambitious yet crucial: to reduce malnutrition rates, improve school
enrollment rates among girls, and empower women to take charge of their communities' health and well-
being. Key strategies included regular monitoring of height and weight, provision of balanced meals at
schools, and extensive training for field workers, community organizers, and school teachers

The impact of the Tawana Pakistan Project (TPP) extends far beyond mere statistics, profoundly affecting
the lives of rural communities in Pakistan. Through comprehensive training and empowerment initiatives,
TPP catalyzed a paradigm shift in addressing malnutrition and educational access. Notably, over 94,000
community women, along with thousands of organizers, teachers, and field workers, were equipped with
essential skills and knowledge, fostering local ownership and sustainability. This concerted effort yielded
tangible improvements in nutritional outcomes, with a significant reduction in wasting and underweight
among girls. Moreover, TPP's emphasis on promoting balanced meals in schools led to a remarkable 40%
increase in enrollment rates, indicating a tangible advancement in educational access. Beyond these
achievements, TPP exemplified the potential of public-private partnerships in social development,
showcasing the competency and willingness of NGOs to drive change in rural areas, particularly in
mobilizing and empowering women. By addressing nutrition, education, and empowerment concurrently,
TPP exemplified a holistic approach to social development, underscoring the transformative power of
community-led initiatives in combatting complex societal challenges.

Despite these noble intentions and initial successes, the TPP encountered significant challenges that
ultimately led to its termination. Issues such as government bureaucracy, corruption scandals, and
inadequate oversight highlighted systemic weaknesses within the project and underscored the
complexities of implementing large-scale public health interventions in resource-constrained
environments.

In this essay, we delve into the reasons behind the failure of TPP and explore avenues for improvement,
drawing on insights from project management, ethics, public choice theory, civil society engagement, and
development administration.

Challenges by the Tawana Pakistan Project (TPP), covering both developmental and political aspects:

1. Corruption and Mismanagement:

Embezzlement of funds by key individuals involved in the project led to a significant loss of
resources intended for its implementation. This diversion of funds away from their intended purpose
undermined the effectiveness of the project and compromised its ability to achieve its objectives.

2. Poor Oversight and Accountability:

The project suffered from a lack of effective oversight mechanisms, allowing for the misuse of funds and
resources. This resulted in mismanagement, delayed implementation, and compromised delivery of
outcomes, ultimately hindering the project's overall effectiveness.

3. Quality Control Issues:

Reports surfaced regarding the provision of unhygienic and harmful food items to beneficiaries,
indicating a lack of quality control measures within the project. Such issues compromised the health
objectives of the project and eroded trust in its implementation, leading to concerns among stakeholders.

4. Insufficient Government Support:

Bureaucratic hurdles and a lack of commitment from government institutions posed significant challenges
to the project's success. The project may not have received adequate support, hindering its ability to
overcome obstacles and achieve its objectives effectively.

5. Globalization of the Project:

The expansion of the project beyond its initial scope presented challenges in oversight and management.
Managing a larger-scale project made it difficult to maintain the intended focus and effectiveness, leading
to inefficiencies and potential gaps in implementation.

6. Officers' Personal Interests:

Individuals involved in the project may have pursued personal interests or engaged in corrupt practices,
diverting resources away from their intended purpose. This undermined the project's objectives and
compromised its integrity, leading to adverse outcomes.

7. Intersectoral Program Challenges:

Inadequate coordination and collaboration between different sectors involved in the project led to
inefficiencies and gaps in implementation. Lack of alignment among stakeholders hindered the project's
ability to address complex challenges effectively, limiting its overall impact.

8. Project Management Capacity/Capability:

Improper planning and execution hampered the effectiveness of the project. Insufficient capacity and
capability in project management resulted in delays, cost overruns, and suboptimal outcomes,
undermining the project's ability to achieve its goals.

9. Ethical Issues:

Undue practices in procurement and government bureaucracy contributed to ethical lapses within the
project. Interference in procurement processes and lack of transparency undermined accountability and
integrity, posing challenges to the project's credibility and legitimacy.

10. Public Choice Theory:

Distorted information and institutional constraints driven by individual motivations affected decision-
making within the project. Prioritization of self-interest and short-term gains over societal benefits led to
suboptimal outcomes and hindered the project's overall effectiveness.

11. Role of Civil Society Organizations (CSOs):

Limited engagement of CSOs resulted in a lack of advocacy for good governance and inclusivity. Missed
opportunities for community input and participation limited the project's ability to address community
needs effectively, reducing its overall impact.

12. Development Administration:

The need for transformative bureaucratic structures to address evolving challenges was evident. Lack of
innovation, responsiveness, and inclusivity in governance processes posed significant challenges to
effective project implementation, hindering its overall success.

13. Political Nature of Nutrition:

The entanglement of nutrition interventions in political interests contributed to the downfall of the project.
Insufficient opportunities for addressing political factors such as leakage and diversion undermined the
project's ability to achieve its objectives and sustain its impact.

14. Sustainability and Community Engagement:

The lack of a sustainable framework beyond the initial funding period posed challenges to the project's
long-term success. Limited community involvement resulted in a disconnect between project activities
and community needs, reducing the project's overall effectiveness and sustainability.

15. Governance and Institutional Capacity:

Bureaucratic hurdles at the district level hindered effective planning and execution of the project. Weak
oversight mechanisms allowed for mismanagement and malpractice, compromising the project's integrity
and effectiveness.

16. Corruption and Ethical Concerns:

Embezzlement, fraud, and lack of transparency tarnished the project's reputation and undermined its
credibility. Pressure to meet targets led to ethical compromises and a lack of integrity, posing significant
challenges to the project's overall success.

17. Coordination and Collaboration:

Fragmentation, duplication, and lack of partnerships among development actors hindered effective
collaboration and decision-making. Ineffective communication channels limited the project's ability to
achieve synergies and maximize impact, reducing its overall effectiveness.

Opportunities for Improvement:

1. Strengthen Project Management Capacities:

 From Project Management Perspective: Invest in robust project management training and
capacity-building initiatives to enhance planning, execution, and monitoring. Ensure
transparency, accountability, and adherence to ethical standards.
  From Development Administration Perspective: Transform bureaucratic structures into dynamic
and adaptive entities, fostering innovation, responsiveness, and inclusivity in governance
processes.
 Paths to Improvement: Enhance project management capacity through training and skill
development programs. Implement transparent and accountable project management practices.
Foster innovation and adaptability in project management approaches.
2. Promote Ethical Conduct
 From Public Choice Theory Perspective: Address institutional constraints and motivations
driving individual actors. Ensure transparency and accountability to mitigate risks of corruption
and malpractice.
 Paths to Improvement: Implement stringent ethical guidelines and oversight mechanisms to
uphold integrity and transparency. Promote a culture of ethical conduct through training and
awareness programs. Encourage whistleblowing mechanisms to report unethical behavior.
3. Foster Collaboration and Engagement:
 From Development Administration Perspective: Promote multi-stakeholder collaboration and
engagement to leverage diverse expertise and resources. Enhance inclusivity in decision-making
processes.
 Paths to Improvement: Foster collaboration among government agencies, NGOs, CSOs, and local
communities through partnerships and participatory approaches. Facilitate inclusive decision-
making processes to amplify the voices of marginalized groups.
4. Embrace Innovation and Adaptability:
 From Public Choice Theory Perspective: Embrace innovation and adaptive governance structures
to address evolving challenges effectively.
 From Project Management Perspective: Embrace innovative approaches such as public-private
partnerships to enhance service delivery and responsiveness.
 Paths to Improvement: Embrace innovation in project design and implementation, leveraging
technology and data-driven decision-making. Develop adaptive governance structures to navigate
complex development contexts.
5. Prioritize Social Justice and Inclusivity:
 From Development Administration Perspective: Prioritize social justice and inclusivity to ensure
equitable access to resources and opportunities.
 Paths to Improvement: Prioritize marginalized communities' needs through targeted interventions
and inclusive policies. Facilitate civil society engagement to advocate for social justice and
inclusivity in development initiatives.
Conclusion:

The Tawana Pakistan Project serves as a cautionary tale, highlighting the challenges inherent in
development initiatives and the imperative for continuous improvement. By addressing issues related to
project management, ethics, public choice theory, civil society engagement, and development
administration, we can chart a path towards more effective and sustainable development outcomes.
Through collaboration, innovation, and a commitment to social justice, we can build a future where all
individuals have the opportunity to thrive and prosper.

References:

1. Tawana project-school nutrition program in Pakistan- its success, bottlenecks and lessons learned.
Salma Halai Badruddin PhD, Ajmal Agha FCPS, Habib Peermohamed CMA, Ghazala Rafique FCPS,
Kausar S Khan PhD and Gregory Pappas MD PhD. The Aga Khan University, Department of
Community Health Sciences, Karachi, Pakistan.
2. Impact on Health and Nutrition Outcomes in Sindh Province, Pakistan. Imtiaz Hussain, Sajid Bashir
Soofi, Seema Hasan, Nelofer Mehboob,Masawar Hussain, Arjumand Rizvi and Zulfiqar A. Bhutta.
3. Tawana Case Study, A case of women’s empowerment-an outcome not planned. Kausar S. Khan.
4. Nutritional programmes in Pakistan: A review. Asfandyar K. Niazi, Shaharyar K. Niazi1, Arsalan
Baber. Shifa College of Medicine, Islamic International Medical and Dental College, Islamabad,
Pakistan.
5. Community-based approaches to combating malnutrition and poor education among girls in resource-
poor settings: report of a large scale intervention in Pakistan. S. BadruddinS. Badruddin.
6. (2018, February 10). Donor-Funded Projects and Public–Private Partnerships in Health Sector,
Jahangir’s World Times.
7. Rizwan, M. (2015, March 13). Public Choice Theory & Service Delivery, Jahangir’s World Times.
8. Rizwan, M. (2016, July 11). Role of Development Administration in Developing Countries,
Jahangir’s World Times.
9. https:sappk.org/tawana-pakistan-project-tpp/.