Part One: The Operating Vision 11

Plate 1: Operating Vision Chart 15

Part Two: The Underlying Contradictions 17

Plate 2: Underlying Contradictions Chart 19

Part Three: The Practical Proposals 29

Plate 3: Practical Proposals Chart 31

Plate 3A: Practical Training Proposal 39

Plate 3B: Village Extension Proposal 40

Plate 3C: Environmental Facilities Proposal 41

Plate 3D: Community Housing Renewal 42

Plate 3E: Expanded Production Proposal 43

Plate 3F: Industrial Development Proposal 44

Plate 3G: Local Commerce Proposal 45

Plate 3H: Social Engagement Proposal 46

Plate 3I: Village Cooperation Proposal 47

Part Four: The Tactical Systems 49

Plate 4: Tactical Systems Chart 53

Plate 4A: Economic Base 73

Plate 4B: Social Forms 74

Plate 4C: Village Structures 75

Plate 4D: Learning Tools 76

Plate 4E: Project Relations 77

Part Five: The Actuating Programs 79

Plate 5: Actuating Programs Chart 81

Plate 5a: Actuating Programs Components 83

Program 1: Complete Health Clinic 84

Program 2: Unified Nutrition Service 86

Program 3: Total Functional Education 88

Program 4: Informal Schooling Institute 90

Program 5: Women's Activity Society 92

Program 6: Young Citizens Corps 94

Program 7: Early Learning Center 96

Program 8: Bayad Renovation Project 98

Program 9: Bayad Development Corporation 100

Program 10: Bayad Village Plaza 102

Program 11: Domestic Water System 104

Program 12: Desert Reclamation Enterprise 106

Program 13: Essential Services Network 108

Program 14: Building Materials Company 110

Program 15: Small Industry Development 112

Program 16: Intensive Agricultural Production 114

Program 17: Livestock Raising Combine 116

Epilogue 118

Plate 6A: Budget Summary Chart 131

Plate 6B: Projected Costs Over Four Years 132

Plate 6C: Project Funding Flow Chart 133

BHDP

ICA Consultants

The Bayad Human Development Consultation is the initial step of a comprehensive community development demonstration project by the people of Bayad A1 Arab. One hundred twenty kilometers south of Cairo, Egypt, the village of Bayed is situated on a low limestone shelf at the end of the paved road from Helwan. It clings to a thin, green strip of arable land on the poorer eastern bank of the Nile, across the river from the city of Beni Suef. The Bayad Human Development Project is a comprehensive effort involving both the social and economic development of the community. It was conceived in collaboration with Egyptian government officials, religious leaders and a group of local citizens of the village who provided the substance of the project design and who are ready to act upon it. Their intentions are to provide practical training by expanding functional education; to enable the physical development of the village and the villagers through basic services now lacking; to ensure economic expansion through land use, commerce and industry in order to move beyond a subsistence economy; and to encourage the social well­being of the community through the significant engagement of all the people in the rebuilding process. This Project is seen as a demonstration of methods which can be used by any village in the nation and which, therefore, can be replicated elsewhere.

Egypt is known across the globe as the cradle of civilization. Her early accomplishments in science, agriculture, mathematics and language provided the foundations for modern communications and technology. Her monumental architectural efforts rank as wonders of the world. The flowering of her people's creative spirit during the Pharaonic Age enriched human culture for centuries with classic examples of poetic expression and quality craftsmanship. Today, as the nation's 29,000 rural villages and hamlets struggle daily with grinding poverty and its cities experience accelerating urban migration, Egypt stands at the threshold of a new phase in its history. In 1952 the initiation of a land distribution system gave millions of people their first chance to own land. This groundswell of renewal gained further momentum in 1971 when the Ministry of Local Government launched the Organization for the Reconstruction and Development of the Egyptian Village (ORDEV). Just six years later during the week preceding the Consult, the entire nation marked the end of a period of steadfastness and recognized the beginning of a new era called "upsurge". Such a bold declaration not only provides a creative context for all forthcoming rural development efforts, but also is a particularly appropriate link between the Egyptian people's long ability to build lasting monuments and their present commitment to shape significant social and economic patterns for the future. In a very real sense it could be said that the nation has already laid the cornerstone of a new human construct which will, in its influence upon the consciousness of the globe, be comparable to that of the pyramids and the sphinx. Though the people endure with patient resignation, they experience an increasing urgency for technological and social development in the rural areas. The bright lights of town and city focus attention upon this time of change. It is at this point that the Bayad Human Development Project can be of signal value as a pilot effort

The city of Beni Suef is situated 120 kilometers south of Cairo on the Cairo­to­Aswan highway. It is a city of proud people, many of whom are direct descendants of the ancient Egyptians. Beni Suef is the capitol of the farming province that bears its name. By her very history and location, the city serves as a conduit, linking Upper and Lower Egypt. The Province has a demonstration poultry farm that is the largest and most modern in the Middle East. It is also the site of Maidoum, one of Egypt's first pyramids built 4,500 years ago. Maidoum stands as a sign of both the ancient and vibrant nature of the people. But the city's great past has been eclipsed recently by the realities of contemporary socioeconomic challenges. Despite her pre­eminence in the nation's history, the Province of Beni Suef is presently last in per capita income While the rich and varied produce from the farms and groves of the Nile Valley to the south and north pour into the city in large amounts, the people rarely have a substantial share in the produce. The goods are bound for Cairo in the north and Aswan in the south. The rail system and the Nile River traffic that pass through and by the city, linking the two great areas of Egypt, have been instrumental in enriching the Republic's economy, but not that of Beni Suef itself. Indeed, textile manufacturing is the city's only sizable industry. The image that Beni Suef reflects today is the vision of past glories. But the city and her people have been caught up in and are ready for the new national "upsurge" campaign.

The village of Bayad, meaning "the whiteness", is located on the east bank of the Nile River. It is one of eight hamlets with a population of more than 10,000. The villagers are descendants of the fellahin (plowmen) who have lived on these very lands along the Nile for the 5,000 years of Egyptian history. The village is accessible by paved road from Cairo through Helwan, or by crossing the Nile in a ferry or felouka from the city of Beni Suef. The major commercial area is located on the west bank of the River in Beni Suef, as minimal commercial activity takes place in Bayad and its neighboring villages. The Nile is still the major means of transporting goods to and from Beni Suef's markets. At any moment one can see a string of sailboats,each plying its course between the east and west banks. Village water for all purposes is obtained from a narrow canal leading from the River along the boundary of the village. Three fertile and largely uncultivated islands representing a total of 750 feddans lie between the west and east banks of the River. A limestone quarry lies to the east of the village and clay deposits suitable for brick making are available. The livelihood of the village depends on a narrow strip of arable land. Maize, cotton, vegetables and citrus fruits are the staple crops. Turkeys, chickens and goats are raised and kept within the house complex. The houses are lit by kerosene lamps and have ventilation holes near the ceiling. Education is available through the primary school level, but work requirements in the fields preclude further education for most students.

An ancient farming community that dates back to the days of the Pharoahs, Bayad stands between the great Eastern Desert and a strip of arable land barely a kilometer wide. The villagers still use the agricultural tools and methods of their ancestors, though new a pumping station lifts the Nile water into a long canal for irrigating farmed land. Women, draped in black, walk erectly along dusty paths from the canal to the village, a distance of one­half kilometer, with water jugs balanced gracefully on their heads. From the same canal that quenches Bayad's thirst comes the water that provides a cooling place for people and animals to bathe. Men struggle behind one­share plows pulled by water buffalo. At noonday, the farmers seek shelter from the intense sun in huts constructed of cornstalks. The primary school's six classrooms are crowded with twice the number of children as desks and chairs. The village's eight small stores carry an inventory of eight or fewer items: oil for kerosene lamps, cigarettes, matches, tea, sugar, sesame seeds and beans. Half a kilometer south of Bayad Al Arab is a small limestone quarry, a sun­baked pit that provide employment for several heads of families and a handful of apprentices. In the late evening, men return to their homes which are fashioned from hand­crafted rock insulated with a clay coating. The thin irrigated strip of cultivated land comprises 1800 feddans and is bounded by the Nile on the west with the desert to the east. The 337 households are divided into 11 clans which have their own care structure, and are represented on the Village Council by three men.

The Institute of Cultural Affairs is an intra­global research, training and demonstration group concerned with the human factor ­in world development. It is registered as the Institute of Cultural Affairs, a non­govern-mental, non­profit international rural development agency in the Governorate of Beni Suef, the Arab Republic of Egypt. The Institute has headquarters in Brussels, Bombay, Chicago, Canberra, Hong Kong and Nairobi. In addition, there are ICA offices in more than 100 major cities serving 24 nations. The Institute's programs around the world are supported by grants, gifts, and contributions from governmental departments and agencies on national, state and municipal levels, and from private foundations, corporations, trusts, and concerned individuals.

Recently, the Institute of Cultural Affairs has been working in the Middle East with people concerned with the reformulation of community life at the local level. In 1971, a group of Coptic Orthodox Church officials from Egypt attended the International Training Institute in Addis Ababa, and then, in 1975 visited the Kawangware Human Development Project, Kenya. Subsequently, local representatives from Beni Suef invited the Institute of Cultural Affairs to consider a similar project in Egypt. Inquiries were made in order to locate a site in which to demonstrate the effectiveness of a comprehensive approach to community development, and Bayad was visited and chosen. The village is representative of the poverty found in Egypt particularly on the east bank of the

Nile. Its position on the edge of the desert emphasizes its role as a demonstration of future possibility for Egypt. The Governor of Beni Suef expressed his delight at this invitation and has continued to support the project's initiation in many very substantial ways. Encouraged by this response and at the suggestion of the Bishop of Beni Suef and the Bishop of Ecumenical and Social Affairs, further meetings were arranged with the Governor, the

Ministry of Local Government, and the Ministry of Social Affairs. Contact was made with the Dean of the College of Arts and Human Sciences, Minya, together with two Coptic Bishops and an eminent Egyptian sociologist at the American University in Cairo who willingly agreed to serve on a selection board with Institute of Cultural Affairs staff to recommend and encourage Egyptians to spend a year working in the Bayad demonstration. From a list of

applicants, eight were invited to participate. Another key part of the initiation was government approval and support for the project, obtained in full through the Ministry of Local Government and granted on October 6, 1976.

The Consult took place in Bayed from October 8­14. There were 191 consultants, of whom one half were residents of the project area. It is estimated that 1200 additional residents were indirectly involved in the Consult through field work contacts. In addition to the time spent in discussion and writing sessions, each of the five consult teams spent­two to three hours per day visiting and talking with local people in their homes and places of work. Of the 97 non­resident consultants, half came from sites in Egypt, including Minya, Beni Suef and Cairo. The remainder of the consultants came from nine other nations including Belgium, England, Holland, India, Kenya, Malaysia, Scotland, Singapore and the United States. The visiting consultants represented both the public and private sectors, and attended the Consult at their own expense. The expertise represented by these consultants covered a broad spectrum of skills and experience. Specific professions included elementary and secondary school teaching specialists in language arts, curriculum design, child development and training techniques; business management, economics, marketing and finance; nutrition, medical science, health care and hospital administration, community 'planning and social development; agriculture, animal science and mariculture; architecture, construction engineering, land development and surveying; demography; and sanitation engineering. The Bayad residents who attended likewise represented a wide range of occupations and expertise, including farming, homemaking, fruit growing, stone masonry, driving, handicrafts, river boating, teaching and school administration, retailing, home construction, child care, animal husbandry, carpentry, machine maintenance and village administration. The rich source of expertise present at the Consult, in conjunction with the expansive dialogue between local, national and international consultants, paves the way for a new chapter in the history of Bayad.

This diversified group of consultants acted as a unified research body using methods of comprehensive community reformulation. First, the Consult charted the Operating Vision of the people of Bayed. Second, they discerned the Underlying Contradictions which are blocking the realization of that vision. Third, they built a set of 'overall Practical Proposals for dealing effectively with the Contradictions. Fourth, they created a set of Tactical Systems by which the proposals could be realized. Finally, they discerned the necessary programs which would allow the application of the Tactical Systems. The aim of the Consult was to assist the citizens of Bayad in accelerating the expansion of the project and empowering its impact upon the village.

The people of Bayed were pleased to have the Human Development Project get underway. Villagers participated in ever­increasing numbers as the Consult progressed. Elders­and town leaders escorted consultants through Bayad's streets and the adjoining farmlands that separate the village from the Nile. A village leader remarked, "We extend our hand to your hand in rebuilding our village." Another revered local figure, who had attended a Consult elsewhere said, "We have seen your work in other places. Bayad, poorest village in the poorest province of Egypt, will be enthusiastic about the work of this week." Non­resident specialists from Beni Suef and Cairo worked night and day with villagers and other consultants to build a plan for village reformulation. It was a measure of the seriousness with which this consultation was viewed by the government that on the final day of the Consult an emissary from the Beni Suef Governorate announced the arrival of a long awaited electric generator for village use. The people of Bayad opened their homes as well as their hearts in a display of generosity that warmly related the consultants with their hosts. Anxious to discuss their needs and enthusiastic in suggesting solutions, they began to see that change was imminent. "Before you came," a farmer smiled, "I believed nothing could change. Now I see it is possible." The elementary school lacks educational tools. The headmaster welcomed maps of Egypt, the Middle East and Africa. Several villagers escorting the consultants through Bayad said, "The project is beginning just in time." And in fact, the obstacles that challenge Bayad are strikingly similar to the problems that confront people in most of Egypt's villages and hamlets. The enthusiastic comments of the Director­General of Social Affairs, representing the Governor at the final plenary were an indication on the part of the government that the Human Development Project now beginning in Bayad can be replicated in the Arab Republic of Egypt.

The task following the Consult is to initiate the implementation of the tactics which are focused in the Actuating Programs reported in this document. First, this will involve the ongoing meeting of the local leaders, the residents of Bayad who participated in the Consult, and other interested community people in planning program implementaries. Second, the initiation of special training sessions for the villagers who will bear responsibility for major aspects of the project will be needed, as well as the gathering of an inclusive community consensus concerning all aspects of the project. Third, project initiation will require continuing and expanding relations with the public sector. It will also be necessary to develop support systems in the private arena with the Egyptian business community and with professional and business contacts beyond the nation. Finally, project initiation requires that a catalytic staff reside in the community to begin training and building incentive that will raise a community­wide sign of socia1 renewal.

Virtually any local community contains the elements required for a Human Development Project. In the past 20 years, the work of the Institute of Cultural Affairs in rural villages, urban neighborhoods, and suburban towns across the globe has confirmed the fact that wherever there is local community, there is the readiness and the need for creative social change. There are ­five guidelines which serve as reference points in the formation of Human Development Projects. First, the selection of a community is guided by the understanding that the project is a demonstration of the possibility of comprehensive development in any local community. A project site has maximum demonstration potential when it is accessible. The use of effective social methods in widely diverse situations demonstrates the possibility of development in every local situation. Second, a potential location will be characterized by apparent hopelessness and the absence of community projects. The initiation of a project in the midst of visible human suffering dramatizes the possibility of dealing with human need. Third, both social and economic development measures are necessary to provide comprehensiveness and depth. When one dimension is emphasized at the expense of the other, superficial social change results. Fourth, both local and outside perspectives are required in planning a Human Development Project. The creative interplay of local and outside viewpoints assures the project of local authenticity and global relevance. Fifth, it is necessary to discern from the beginning the viability of the systematic replication of the pilot across a more inclusive geographical area. This provides a context for anticipating the demonstration power of the pilot and for projecting the acceleration required if the pilot is to function as a training base for replication forces.

Effective economic development at the local level rests upon five principles. First, the community must be imagined as a self­contained independent economic entity whose development is a priority. Without this focus attempts toward economic development are easily dissipated. Second, schemes increasing the flow of money into the community need to be devised. This can be done by increasing the production of raw materials and goods sold outside the area, by employing local residents, by attracting non­resident shoppers, by borrowing money and extending credit lines, by using state and federal funds, and in some instances by soliciting special cash grants and donations in­kind. Third, as many externally injected funds as possible must be retained in the community as long as possible. This can be done by producing locally as many of the consumable goods and services as possible, by expanding local industry and business and by creating expertise on the local level. Fourth, the funds injected and retained must be rapidly and continuously circulated within the local economic unit. This is most crucial, for money needs to turn over many times before it is exchanged outside the community. Fifth, although the community must strengthen its own economy, it must also function in harmony with more inclusive economic realities on the municipal, state, regional, national, and international levels.

There are five foundational guidelines in the arena of social development. First, the project has a clearly delineated geographical focus. This concentrates energy upon a social unit small enough to be dealt with, thereby avoiding needless dissipation of effort. This geographical approach also helps to catalyze community identity. Second, all community problems are dealt with simultaneously. The complex interacting relationships of community life consign a partial approach to failure. Third, the depth human issue beneath all the underlying socio­economic contradictions is discerned and addressed. As this occurs, people are released to see the possibility of effective engagement in arenas previously considered impossible. Fourth, particular effort is made to involve all social and age groups in the task of recreating the community. Finally, social symbols are employed as the key to mobilizing community effort and occasioning profound transformation. Powerful symbols provide the basis for common effort in the daily practicalities of the project; thus, they can be the difference between social despair and creative engagement.

The actuation of a Human Development Project involves the application of five guidelines to establish the support systems for effective implementation. First, the coordinated effort of both the public and private sectors is needed. The combined assistance of both sectors in the form of co~sultant services, funding, and material contributions provide sustained support for the project as a whole as well as its specific parts. Second, the widespread participation of community residents in the implementation of all the programs is necessary from the outset. This role cannot be performed by someone else if local community development is to occur. Third, the presence of a catalytic staff of consultants is necessary for a period of time to generate momentum for leadership development. Through training in practical methods, the community's motivity and decision to engage in the human development task is sustained. Fourth, actuating agencies to oversee the social and economic development programs are required to ensure the coordination and direction of all implementation efforts in a unified thrust.­ Such agencies can take many forms but always represent a cross­section of the whole community, thereby building the cooperation vital to effective results in every program arena within a period of six to twelve months. Although the acceleration and stabilization of leadership training and program implementation must be phased over a number of years, dramatic signs of socio­economic development are required during the first year. These demonstrate the actuation of a comprehensive plan and thereby serve to constantly broaden local engagement and build human motivity. These are the marks of effective development.

The body of the following summary document contains the detailed findings of the Consult. It is divided into five parts. Part I deals with the Operating Vision; Part II, the Underlying Contradictions; Part III, the Practical Proposals; Part IV, the Tactical Systems; Part V, the Actuating Programs. The first two paragraphs in each section explain the intent and the process of that phase of the Consult. Subsequent paragraphs discuss the particular findings of each phase. Each part of the document also contains one or more holding charts which illustrate specific aspects of the narrative and provide an overview for the entire section. The concluding section offers insights and recommendations about matters such as project funding, phasing, designs, staff requirements, and replication possibilities and procedures.

This summary report is intended to be a highly practical tool. It summarizes the results of the research which involved the people of Bayad in creatively focusing their efforts and concerns on the task of reshaping their village. As such, the document symbolizes the residents' decision to participate in practical decision­making about the future of their community and thereby serves to call forth the incentive needed for project actuation. The document will also function as an educational tool for rapidly training local leaders in the principles and methods of comprehensive community reformulation. The opening paragraphs in each section explain the intent and the process of that phase of the Consult. Subsequent paragraphs discuss the practical results of each phase. Each section contains at least one holding chart which provides a broad overview and illustrates specific aspects of the prose discussion. Finally the document serves as a handbook for all those who will work in Bayed to supplement the project and as a guide to those who may replicate the Human Development Project elsewhere.

The first task of the Consult consisted of objectifying the Operating Vision of the future shared by the people of Bayad. Such a vision for any people is never totally explicit. It is woven through their hopes and fears, their frustrations and yearnings. . It is concealed in their stories and social structures and is suggested by their style, symbols and dreams. All of these are deeply a part of who they are and what they hope to become. Although such a vision may be initially unconscious, it represents a community's attitude toward itself and its destiny. Only when the vision is made manifest and a community consciously stands present to it, can local community development occur. The process of objectifying this vision in a formal model is lengthy because of its initially latent nature. This is explained in part by the fact that no community alone can grasp its own vision. It was only when the subjectivity of the local residents of Bayad was confronted by the objectivity of the guest consultants that the Operating Vision of the community emerged.

In order to discern this local vision, the consultants were divided into five teams and spent a whole day in the field becoming generally familiar with the community. In addition to an overall survey, each team was assigned to investigate closely a specific aspect of community life; agriculture, business and industry, services, social development and education. The teams covered the entire village, conversed informally with local residents, visited the farms and the desert, surveyed community facilities and were hosted by local residents in their homes. Through these activities, consultants were directly or indirectly in contact with almost all of the local residents. Workshop sessions were then conducted by each team to exchange reports on the hopes and desires of the community as discerned by the consultants. Finally, the 112 pieces of data from the five teams were ordered in the basic categories of the present model. Plate 1 gives rational objective form to the Operating Vision that exists in the understanding of the people of Bayad. It was in relationship to this model that the Underlying Contradictions could be discerned in the subsequent phase of the Consultation.

The Operating Vision chart (Plate 1) is the result of the first phase of the Consult. Its four master categories indicate the overarching dimensions of the vision of the people of Bayed. Section A, entitled "Toward Providing Practical Training," expresses the village's understanding that there is a need for locally available structures of practical training to allow all residents to participate effectively in the full potential of the village. Section B, entitled "Toward Enabling Physical Development," points to the clear need for improvement in the arenas of health, building construction, and essential services. Section C, entitled "Toward Ensuring Economic Development," articulates the community's desire to foster local economic self­sufficiency by expanding agriculture, developing industry and creating improved marketing systems. Section D, entitled "Toward Encouraging Social Well­Being," reveals the need for a coordinated effort to be made in the area of developing enriched social structures and patterns. The vision chart is further divided into eight major sections within which there are twenty­eight components. These are then subdivided into a total of 112 individual items, each representing a facet of the Operating Vision of Bayad residents. It is in these individual items that the practical substance of the vision is held. One of the major sections deals with the provision of practical training. Three others deal with enabling physical development; through community health, village construction, and essential services. Three additional ones are concerned with expanded agriculture, commercial industry and local marketing which will ensure a revitalized local economy. The final major section deals with encouraging the total social well­being of all the people of Bayad.

One of the major themes in the Operating Vision of the people of Bayad is providing the practical training needed to enable comprehensive development of the village. The four arenas of concern are; formal schooling, functional skills, adult education and vocational preparation. The residents of Bayad see that expanding the primary school, adding a preparatory school, ensuring full educational opportunity and providing the resources of a library are all important factors in their total education. At the same time, it is evident that training in functional skills such as sewing, health and equipment repair is equally necessary. A particular concern is focused in the arena of life­long adult education, travel opportunities and exposure to the rest of the world, enabling residents to extend their education throughout their entire lifetime. The final dimension of functional training needed in the village of Bayad is vocational preparation that would provide residents with useful skills in such areas as electricity, maintenance, nursing, carpentry and animal husbandry.

The physical development of Bayad is seen by the citizens as one of the primary village concerns. Community health, village construction and essential services are the arenas in which the hopes of the people are focused. The villagers are concerned about waste disposal, clean roads and the general improvement of public sanitation. Comprehensive medical services are needed to ensure that ongoing and preventive health care of all residents is available locally at all times. The construction and rehabilitation of improved housing and public buildings is a critical need, both in functional capacity and artful design. Services that are essential to the overall development of Bayad include a domestic water supply, village electrification, improved transportation services, better communications and provision of basic equipment for public use. The third major area of the Operating Vision is concerned with the economic development of Bayad. The villagers' dream is to see the agricultural potential actualized, commercial industry developed and local marketing systems improved. In the arena of agricultural expansion, desert reclamation schemes, island development and more effective means of cultivation are critical. Additional dimensions of improved agriculture are intensifying farm production, introducing new crops and enabling superior stock production. Local commercial development is envisioned through a flour mill, textile production and construction materials industries which provide increased community income and an expanded field of job opportunities for Bayad. Stone­cutting, pottery works and cottage crafts would provide employment, income and expanded use of locally available materials. Cooperative ventures would include corporate purchasing, a produce market, an equipment pool and a community store. The initiation of consumer services such as a consumer society, a local village market and a community bakery are vitally needed to provide a

local outlet for producers and low prices for customers. Financial services and support are a fundamental need in terms of providing banking services, a credit union, lines of access to the broader financial community and outlets for export of local products.

The final major area of concern revealed includes better recreation, more complete community care, improved physical environment and expanded women's roles. It is felt by the residents that structuring recreational opportunities such as planned children's activities and quality sports programs, facilities and equipment would be important to the social development of the village. Caring for the total life of the residents through activities such as family development, creating a community center, celebrative meals and events, and structured care for orphans is seen as a deep community need. In addition the residents of Bayad see that planting shade trees and shrubs, cleaning public areas and controlling dust would greatly enhance the physical environment.

There is a concern for the broadening of women's roles to include employment opportunities, family. planning, public facilities such as ovens for common use and other essential tasks which would give women a way to participate more fully in the total life of the community.