Project Details.

The ILMPOSSIBLE: Take a Child to School (TACS) Programme is a nationwide initiative implemented by the British Council in partnership with Children’s Global Network Pakistan (CGN-P), the School of Leadership Foundation (SoLF), and LMKT. The programme aimed to reduce the number of out-of-school children by strengthening community-led mechanisms for enrolment and retention. Built on a shift away from traditional top-down education reform approaches, the programme operationalizes the Active Citizens Model of community mobilization, empowering local communities to become active partners in strengthening education systems. Under this model, the programme has established 556 Mohalla Committees (MCs) and 55 District Task Forces (DTFs), composed of young volunteers, parents, teachers, local influencers, and government representatives. 

These structures mobilize communities for enrolment campaigns, support parents in addressing retention barriers, conduct awareness sessions on girls’ education, identify missing school facilities, implement Self-Help Initiatives (SHIs), and advocate with local authorities for improvements in public schooling. With the support of 48 implementing partners, the programme mobilized 15,923 volunteers, re-enrolled thousands of out-of-school children, and significantly strengthened community ownership of education. MCs and DTFs raised over PKR 114 million for SHIs and conducted hundreds of school improvement and awareness activities. Amid the COVID-19 crisis, these structures extended their role by providing emergency relief and community support, demonstrating deep-rooted trust and social capital. 

As the programme approached completion, stakeholders recognized the importance of ensuring that these community institutions—MCs, DTFs, volunteer networks, and school-based initiatives—remain functional beyond project closure. HIMAT Consulting was commissioned to design and develop a comprehensive Sustainability Framework and Plan for the ILMPOSSIBLE–TACS Programme to ensure continuity of programme outcomes after donor support ends. 

The scope of work involved extensive stakeholder engagement, analytical review, and structured consultations across Pakistan. Key services provided include: 1. Stakeholder Engagement and Coordination Conducted introductory and planning meetings with the British Council and all three strategic partners (CGN-P, School of Leadership Foundation, LMKT) to understand expectations and clarify the scope. Coordinated with 63 implementing partners across Pakistan as well as provincial and district-level education officials, social welfare departments, district administrations, parliamentarians, and school stakeholders. 2. Development of Methodology, Sampling Framework, and Consultation Protocols Designed a consultation methodology tailored to the diverse stakeholder groups involved in programme implementation. 

HIMAT Consulting developed sampling criteria for KIIs and FGDs to ensure representation from MCs, DTFs, volunteers, teachers, implementing partners, and government officials. HIMAT Consulting created timelines, operational guidelines, and structured engagement plans for all consultations across provinces. HIMAT Consulting conducted field Consultations and Primary Data Collection Conducted Key Informant Interviews (KIIs) with programme partners, district officials, legislators, school representatives, and implementing partners. HIMAT Consulting facilitated Focus Group Discussions (FGDs) with children, MC members, DTF members, volunteers, and teachers to capture ground realities and perspectives on sustainability. 

HIMAT Consulting collected qualitative and quantitative data on programme outcomes, community structures, volunteer performance, SHIs, governance linkages, and institutional readiness for transition. 4.