CTRAN is the project partner interfacing with the Government and has been instrumental in ensuring smooth progress of the project since its commencement. We have facilitated close liaison with the Government and other project partners, and have been actively involved in all activities from site selection to validation of layouts and designs, tendering process, branding, coordinating exposure visits, and taking feedback from the Government.

In short, CTRAN has been the interfacing tool between Project Sammaan and the Government.

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With an aspiring and young population, there is a growing demand from the citizens and government officials alike to provide quality basic services like sanitation. India is rapidly urbanizing and this is putting a huge strain on the existing sanitation facilities, especially in urban slums.

The future of sanitation in India involves making a paradigm shift in thinking and leapfrogging in creating sanitation infrastructure like toilets and supporting sewerage systems. This requires driving initiatives like Project Sammaan and scaling them up rapidly to benefit millions of Indians who don’t have access to toilets.

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As the Central Project Manager for Project Sammaan, my responsibilities include managing workstreams of all the partners and providing strategic liaising with senior bureaucrats in both the BMC and CMC, as well as other government departments in Orissa.

The key objective of my role is to ensure that the project is completed within the planned timelines. I work towards enhancing the communication between various partners and between the project team through weekly calls and facilitating discussions among partners to sort out pending issues. I also manage the field activities of Quicksand, which includes coordination among field partners for site identification, site surveys and approvals.

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These are early days still to claim success but we may have finally managed to move the project forward through a small but extremely important milestone – the tendering of public toilets in Bhubaneshwar. The technical sanction and Public Health standing committee approvals are in place and the tender documents await the administrative sanction before they are floated on the e-tendering platform of Bhubaneswar Municipal Corporation.

Like I said, this is a small but extremely important milestone for the project consortium, and here’s why.

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Challenge 1: Driving innovation within stringent cost benchmarks.

 To work within government frameworks implies that each toilet has to beat the benchmark of under USD 30,000 for a 10 seater toilet. These benchmarks are for standard public and community toilets built by government which are known to be a failure.

Challenge 2: Prototyping at scale.

Within the competing constraints of…

> rigorous evaluation methodology that necessitates a large sample size (100+ toilets) and

 > government accountability of providing basic sanitation to all its citizens …how does one prototype at scale?

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CFAR’s role in Project Sammaan is to actively engage in facilitating community interactions in the field for: social mapping of each slum, community engagement and dialogue during design and construction phases, and facility management training for community members to help ensure the endeavour’s sustainability.

Presently, we are working on developing a strategy and implementation action plan for community intervention. A communication framework was developed that identified the specific issues that might affect Project Sammaan at the community level, which included strengthening the capacity of staff on specific inputs needed for individual slums, and developing activity checklists for specific project deliverables. Apart from this, CFAR is supporting Quicksand and J-PAL when required at the community level for the project.

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For a large infrastructure project of this nature, multiple stakeholders are a given. Within this dynamic there is an overall project objective, but also individual organizational goals that need to be taken into consideration and addressed. At times, these individual mandates can conflict with the project’s overall goals with one team’s workstream impacted by the needs of another’s.

An example of this can be found in the innovation and design mandates. Imperative for some of the partners, these directives require considerable and conscientious ideation. This alone can be seen by stakeholders with limited understanding of the complexities and intricacies of design innovation as a delay.

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Sewage management systems are a necessary part of the sanitation puzzle and potentially a big failure point from a public health perspective. From a government perspective, scale of solution is an imperative. Existing statutes and cost constraints make it extremely difficult to experiment with new, untested technologies.

As such, waste management is a key component to Project Sammaan as shortcomings in this have frequently been the cause of failures in other facilities and improper storage and disposal of waste could lead to worsening present conditions and not improving them.

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Project Sammaan’s initial pilot phase in Bhubaneswar and Cuttack involves the construction of 100+ separate community and public sanitation facilities. Some of these facilities will replace existing, non-functional toilet blocks on the land these failed facilities currently occupy, whereas others will be built on new land allocated by the municipal corporations for use in the project.

Irrespective of this, every site requires vetting to ensure it complies not only with building codes but also within parameters set by the project itself. In order to arrive at the final list of sites, nearly twice as many proposed areas as will be built on needed to be documented and evaluated.

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Project Sammaan is a unique innovation initiative due to the diversity of the organizations working on it: design firms, government bodies, empirical researchers, architectural firms, waste management experts, community engagement specialists, and an interface management team.

This amalgamation of seemingly disparate entities provides a robust and exhaustive approach that ensures community members’ needs are designed for, the facilities are both functional and valued, and the effectiveness of the engagement is thoroughly evaluated.

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