WASH for the urban poor - Delhi implementation experience

Swachh Delhi Swasth Delhi 2018 Collaborative & Participative WASH for the urban poor Learning from SDSD-2018 experience PROJECT BY

FORCE (Forum for Organised Resource Conservation and Enhancement)

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WaterAid India

Index SDSD 2018 – At a Glance SDSD 2018 - Implementation

Session 1 – Voices from Community Session 2 – FORCE Presentation on SDSD 2018 learnings Session 3 – Expert Speakers Session 4 – WASH Café – Table Discussions Annexure 1 – Infrastructure created Annexure 2 - About FORCE & WaterAid India

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20 29 29 31 31 37 45 47

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Experience Sharing and Advocacy Suggestions WASH Café – Urban Stakeholder Meeting

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Background Note Project Context Objectives SDSD 2018 Intervention Areas Summary of Outcomes Changemaking Process Followed Activity 1 – Gap Analysis Activity 2 – Set clear Objectives Activity 3 – Identify Responsibility Owners Activity 4 – ‘Outreach’ to beneficiaries Activity 5 – Enable Adoption & Sustainability Activity 6 – Ripple Impact

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Swachh Delhi Swasth Delhi 2018 At a glance • • • •

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20 slums supported 13260 direct beneficiaries – many from most marginalized segments More than 17000 community members additionally reached 70 government functionaries directly connected with – 8 MLAs, 15 Municipal Councilors, 18 DJB officials, 10 DUSIB officers, 10 MCD officers, 6 DDA officers and 3 Forest Department officers 35 WASH Groups formed 20 WASH Entrepreneurships started 11,50,000 litres /day of additional daily supply of treated water ensured 7 new tubewells made & 1 deepened through advocacy with government Sewer lines laid in 4 slums and community septic tank in 1 slum Lanes concreted with cement in 3 slums New Community Toilet Complexes made or old totally renovated in 4 slums

The project design enabled the FORCE team to deliver WASH infrastructure, services, capacity building and behaviour change value to the target communities. Equally important was the opportunity the project gave to experiment with community centred models of WASH service delivery as a method of ensuring sustainable change.

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The narrative below shares the project activities, quantified achievements, qualitative learnings and questions it threw up that need to be discussed in multi-stakeholder forums. It also shares the proceedings and discussions in WASH-Café – an urban stakeholders’ workshop where some of these questions were discussed by participants from state and central government, UN Bodies and other international welfare institutions, Non-Profits and community leaders.

SDSD 2018 – Implementation About Swachh Delhi Swasth Delhi 2018 project and how its Water and Solid Waste Infrastructure & Service Provision objectives in 10 Delhi slums were met.

BACKGROUND NOTE Delhi is a sprawling metropolitan with a population of 16.75 million people. Approx. 500,000 new people are added to the city every year. 56% of this growth come from migrants from other parts of the country. Most of these migrants come from impoverished backgrounds and enter the city with the hope of building a better life for themselves and their loved ones. With the city severely short of affordable housing options, they start living in one of the sprawling slums in the city.

Despite the governments’ affirmed priority of improving the living conditions of the poor, the ground level conditions are abysmal. 52% of slum dwellers lack even basic facilities such as safe water, toilets, other sanitation services, good schools and other basic amenities.

The multiplicity of authorities in Delhi makes it even more difficult to translate good intent into practice. The Delhi government has tried to address this problem through the formation of the Delhi Urban Shelter Improvement Board (DUSIB) – a nodal agency in-charge of providing affordable housing and basic sanitation facilities to slum dwellers. Though this single point administrative access has made it easier for the ordinary citizen to share their needs, much more needs to be done on ground to enable sustainable change.

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Much more needs to be done, however. There are several systemic and policy gaps that need to be filled. Also, the use of more appropriate, dignified and environment friendly technologies needs to be promoted. Most important, community empowerment and capacity building, not just for the purpose of Rights Advocacy, but also for livelihoods linked participation in the provision of WASH services is a goalpost yet to be reached.

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FORCE and WAI, as a part of the SDSD project, have been working in partnership with government, communities and other stakeholders towards helping overcome the policy, infrastructure and knowledge gaps in the WASH conditions of slums. As a result of those interventions and similar work by other non-profits in the sector, there has been an improvement in the living conditions in many of the slums. More importantly, it has helped create platforms for participative management and decision making. It has also resulted in the demonstration of some successful models of WASH that can now be replicated and scaled up by the government.

THE PROJECT CONTEXT Swachh Delhi Swasth Delhi 2018 was conceptualized as a project to build models to help fill some of the gaps we see in WASH infrastructure and service provision in slums. It was implemented by FORCE, with support from WaterAid India, in 20 slums. The project aim was to ensure access to safe water and provide solutions for solid waste management in intervention areas. In 10 of the slums, substantial support for infrastructure development was also given. All the slums were on government land. They were home to fractured communities with differing socio-economic status and with differing levels of access to basic water and sanitation. Each had a set of most marginalized populations who were the worst sufferers. Technically, administratively and sometimes politically too, the slums presented a challenge.

OBJECTIVES OF SDSD-2018 The SDSD 2018 vision was of co-developing locally appropriate and self-sustaining solutions for providing safe drinking water and managing the solid waste in slums. For each area, the solution had to emerge from the consultation with the local government officials, community members and leaders. Within the budgetary limits, it allowed for the project team to experiment with multiple solutions within each area, if needed. The project vision also extended to collective and / or entrepreneurial action by the community for self-help in WASH as a pathway to empowered, effective, self-sustaining solutions.

The objectives for SDSD 2018 were :

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Enabling safe, secure water availability for residents of 10 slum Enabling solid waste management in target areas Making sustainability plans for the infrastructure linked services provided by the project.

Explore social entrepreneurship as behavioral change support particularly in hygiene.

Form and empower Community Groups and build WASH Changemaker capacities.

Share learnings as advocacy for systemic change

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10 slums were selected for Intensive intervention for all project objectives. Another 10 areas where FORCE had already done significant WASH interventions, were taken for low intensity

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INTERVENTION AREAS

stabilization support. The 10 intensive areas (names below) taken were spread over three districts of Delhi – South West, New Delhi and West Delhi. Approximately 25000 people were expected to benefit from the project.

Slum

Household & Population Demographic composition of population reached & impacted *

Harijan Basti

250/1250

Driver, labour, house help, self-employed, sanitation workers. Mainly SC

Bhim Basti

650/3250

Driver, labour, house help, self employed

Sonia Gandhi Camp

1500/7500

UP, SC, Labour, factory workers, auto drivers, tailors

Bandhu Camp

200/1000

Drivers, labour, househelp, self employed

Arjun Camp

1160 / 6000

Drivers, household help, Tailors

Jai Hind Camp

1220 / 6500

Garbage Handlers. 97% Muslim

8/35 Kirti Nagar

100/500

Drivers, labour, househelp, self employed

Pankaj Garden

300/2000

Labour, household help, Valmikis from UP & Bihar

Mangolpuri UT block 300/1500

Drivers, Labour, House-help, self employed

Rajokri – Ram Dev ka 500/2700 Dera

Drivers, Labour, household help, self employed

*includes both - beneficiaries of infrastructure and awareness programs.

All the slum clusters had one or more of the following problems related to WASH:

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Lack of consistent supply of safe drinking water Inadequate quantity of water for domestic use.

Unsustainable water source – typically groundwater Lack of access to toilets both at home and community level Lack of information and easy access to products for personal hygiene Lack of awareness among girls about MHM. Improper disposal of solid waste generated in homes

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SUMMARY OF OUTCOMES The FORCE WAI SDSD project 2018 was remarkable in its achievements. It highlighted the fact that adequate WASH infrastructure is essential if positive WASH behaviour is to be encouraged.

It addressed this issue by creating different models of providing safe water to slum communities.

It has done so in a collaborative format wherein government, communities and non-profits have each contributed in some manner to creating the safe water infrastructure. The project also highlighted the potential for participative management and community collectives in WASH. All the WASH infrastructures made were handed over to members of the community who volunteered to take over their management. The project also encouraged formation of women’s collectives as Self-Help groups and youth groups for entrepreneurship in WASH. Social Entrepreneurship was promoted as a method to ensure sustainability and dynamic growth in WASH solutions. Particularly for solid waste management and for making hygiene products easily and cheaply available to communities, social entrepreneurship was tried.

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Enabled safe and secure water availability for residents of 10 slums.

Enabled solid waste management in target areas.

Setup WASH Marts as models of Social Entrepreneurship in WASH. Created community management for sustainable water and solid waste interventions.

Created awareness about Water, Sanitation, and Hygiene in target communities.

Formed Community Groups and empowered them to work with government Formed WASH SHG’s for saving and utilization of these savings for WASH goals.

Advocated with government departments and other stakeholders.

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CHANEGMAKING PROCESS FOLLOWED Activity 1 – Gap Analysis As the name suggests, our first step was to find out the gaps in WASH that our project could try and fill. Through planned project activities such as Baseline Survey; Stakeholder Meetings; Community Meetings and Secondary information collection we were able to understand the Changescape and identify for each area: The ‘Need’ and ‘Want’ Gap – Which aspect of WASH needs were not getting adequately fulfilled in the area. More importantly, which was the lowest cost/effort way with which that need would get adequately fulfilled given the constraints we had to work with. For example, in Sonia Gandhi Camp, DJB Water Tankers were their source of drinking water. Our gap analysis showed that Adequate Safe Drinking Water was a felt need since each family was able to get very limited water and that too after a lot of struggle. Further meetings revealed, that the community felt the tanker brought enough water, but it kept erratic timings and there was a mad scramble to get water when it arrived. Because of the wait and fight for water, people wasted precious work time as they had to make sure they were around when the tanker came, A lot of water was wasted as it spilled out of hundreds of pipes. People were always insecure and tense about whether and how much they’d get water. So, the ‘want gap’ was that of a peaceful, reliable way of getting tanker water – not necessarily a pipeline into each household.

1) The ‘Knowledge Gap’ – These activities also gave us information about how informed the community was about the need for good WASH behaviours, their WASH rights and knowledge of how they could resolve their WASH issues.

2) The ‘Support’ Gap - Understanding people’s need, want and gaps in knowledge, helped us further identify the infrastructure and service support they would need. For example, in Sonia Gandhi camp, they needed large capacity storage water tanks, a motor to fill the tanks from tankers and multiple filling points for people to take water from. Additionally, they needed service support – from DJB for filling up these tanks regularly and from some responsible person who would clean and maintain these tanks and also regulate the quantity taken by each person.

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3) Priority Cap – Additionally, these activities helped us identify the Priority tasks and most marginalized areas that needed that support most.

Activity 2 – Setting clear Objectives With the Gap Analysis information, we started making our project implementation detail for each area. This included listing the 4Os of the detail i.e. the Objectives for each area, the people who would take Ownership of the project in their area, the people Outreach methods and the Outflows (resource allocations) we would need for it.

Setting clear objectives – With clarity about the WASH infrastructure gap, we first started a consultative process to freeze the infrastructure we would make with the budgets available. This was done at many levels. To start with, two ‘Inception Workshops’ were held. These were multi stakeholder meetings – community members, MLA, DJB, MCD and DUSIB officials along with the FORCE team were present. Based on the Gap Analysis, tentative project infrastructure plans for each area were shared by FORCE. These were then discussed by all present. The government officials gave inputs about what support was feasible for them and also advised us on what would not be permissible. The MLA offered administrative support and advised us on the process to follow to avail it. All community members were given a map of their area with tentative locations and type of infrastructure that could be made by the project. In consultation with each other and with the government officials present, they suggested modifications to align them better with ground conditions, existing/already tendered government infrastructures and people’s needs.

The maps and suggestions thus given became the basis for setting objectives for each area. In the next few weeks, Participatory planning with community about sustainable water and Solid Waste Management was done in each area.

The outcome was the preparation of a ‘Detailed Project Report’ (DPR) for infrastructure augmentation in each area. The DPR gave precise details of the location, the engineering drawings, the materials required, cost detail and timelines. It set clear infrastructure objectives for the team to follow. It also used CPERT to make a Gantt Chart that lists activities that can done in parallel with others. This kind of planning can help ensure that maximum work is done with minimum investment in effort and finances.

Piped water supply through standposts shared by 15 households or less Storage Water Tanks with multiple filling points Rickshaws for house to house garbage collection Compost pits Construction or repair of handwashing facilities at the community level or CTCs Rainwater Harvesting in 1 slum to demonstrate source sustainability Prefabricated Pressurizable Roller Tanks for non-pipeline service households / anganwadis. These 60 liter tanks can be filled from a tanker/standpost and rolled upto

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The WASH infrastructures created through this process were:

Figure 1- Storage Tank for Tanker Water

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Figure 2- Piped water Public Standpost

Figure 3- Storage Tank with filling points

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the bendficiary location. They can be pressurized and connected to a pipeline to provide a decentralized pipeline distribution of water in a household or anganwadi (for handwash) Hygiene Marts – Conversion of an open space using three pieces of furniture into a Shop that sells goods for personal hygiene.

Figure 4-Pipeline fed Water Filling point

Figure 6- Roller Tank

Figure 9-Wall Painting at Hand Wash site

Figure 8- HandWash Point

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Figure 7- Pressurized Rollable Household Water Tank

Figure 5- Rainwater Harvesting for Source Sustainability

Figure 10-Compost Pit

Figure 12-WASH Mart

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Figure 11-Garbage Collection Rickshaw

A similar process was followed to set objectives for WASH Awareness. For example, ‘Water Quality Testing’ of the primary source water was done and the results were discussed in the Participatory planning meeting with community. This then, became the basis for the spread, intensity and type of Safe Water Awareness programs in an area.

Activity 3 – Identifying Project ‘Owners’ for each area In the FORCE – P4 Partnership model for social change, the community is supposed to be in the driving seat. The reason is that it is only when the community takes ownership of the change process, that change becomes dynamic and sustainable. In the SDSD 2018 project too, identifying people who take the responsibility to be the change agents for their community, was a priority.

Through project activities, we identified ‘Owners’ for the different stages of the project such as:

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b) The Service Provision stage - Infrastructure lies at the core of WASH change. However, it becomes an agent of change only when it becomes a Service Provider through proper management. In the SDSD project, after the completion of the project, in a Project Handing Over event, the infrastructure was handed over to a person or group that agreed to take the Ownership of providing the allied services and maintain it. Community Consultations were held to identify such a person or create such a group. Once that was done, ‘Training Programs’ were done to build relevant capacities not just in the ‘Owners’ but also in other related service providers. Some examples of trainings conducted in the

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a) The Infrastructure creation stage – In an unauthorised settlement, with no clearly defined legal ownership and regulated systems for construction, a strong leader within the community is needed. The strength of that leader usually comes from his/her networking within and outside the community, ability to get work done from Figure 13-Animator Sanjeev Kumar administration and social equity. This person guides the effort, mobilizes internal support for the project, ensures political and thereby administrative support and prevents internal rivalries from destroying the good work done. In all our work areas, we identified one such ‘Owner’.

He/She was usually appointed as the ‘Animator’ for the project.

project are - Safe water training at community level, WASH skill training program for Youth, Training of safai karamcharis(ULB cleaning staff on hygiene) and frontline workers, ‘Composting Training’. The trainings usually included maintenance requirements of the infrastructure, the method to give maximum value from the infrastructure, how to earn a livelihood from it (if needed) and other related skills.

Activity 4 – Ensuring ‘Outreach’ of Change message to potential beneficiaries.

Many program activities were planned to ensure adoption of the WASH service by the potential beneficiaries. The Outreach activities were planned for different levels of awareness. The first level was that of basic awareness creation. This was done through Mass Campaigns especially on special days such as World Water day, World environment day, World Toilet day and Figure 14-School Handwash Campaign Global Handwashing Day. Mass messaging through Wall Paintings and signboards was also done not just on walls but also on the infrastructures created in the project. The second level of outreach was to create interest and a desire for adoption of the WASH behaviour by special target groups. This included Menstrual Health Management and Personal Hygiene sessions for mothers and daughters; Handwashing and Personal Hygiene sessions for children in Anganwadis; Community sessions on 5 key messages of hygiene; Community Safe Water Training. WASH topics were also discussed in atleast two monthly community meetings held in each area every month. The above was supplemented with distribution of pamphlets.

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When the community awareness levels became high, then the focus of our outreach activities shifted to giving them the support they needed to take the final step towards adoption. This phase is perhaps the most important especially for WASH. It requires inducing the beneficiary to get into the habit of accessing the WASH facilities either at his doorstep or at a remote location.

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Activity 5 – Enabling adoption and sustainability of behaviour change

This is also the stage where most interventions fail. The sustainability of the intervention depends upon the success of this stage. Adoption and sustainability were a strong focus area for the project. Many interesting steps were taken. These include: 1) Educating influencer groups on their WASH Rights - A Training manual on WASH rights was prepared. It listed the WASH services that a citizen can rightfully expect from the government and the process by which he can access them or complain about their nonavailability. This manual was used to conduct trainings for key influencer groups. Notably Youth Groups training and WASH SHG trainings on WASH Rights were done. These empowered groups then became the torch bearers of change and provision of WASH services in their areas.

2) House to House visits – Our field team members conducted house to house contact drives frequently to personally convince community members to adopt the change.

3) Social Entrepreneurship in WASH – Entrepreneurship can be powerful agent of change.

By making WASH services a source of livelihood for a person or group, it incentivizes him to attract beneficiaries to the service. It becomes a self-propelling change mechanism.

We have initiated several such Social Entrepreneurship options. a. FORCE WASH Marts – Social Entrepreneurs from among the WASH group members in each area, were invited to set up FORCE WASH Marts. These are small shops made from prefabricated movable items that can be set up in a public place to sell hygiene related products. The objective is to make hygiene products easily and cheaply available within the slum and to be sold through a person who has been trained in good WASH behaviours.

Through the project we have provided them with: the first batch of products that they can sell.

They have been sourced from wholesalers. The SEs can sell them for a good margin without exceeding the market price. ii. The prefabricated assembly of the shop iii. A distribution system which includes a wholesaler and a facilitator who will help the SEs with product sourcing and shop

management

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Figure 15- FORCE WASH Mart

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b. House to House Garbage Collection – We provided a specially designed and equipped rickshaw to willing SEs. We also conducted house to house campaign to convince people to avail of the house to house garbage collection service at a small fee. A pamphlet was also shared with them

4) WASH skill training program for Youth – Training programs on WASH livelihood related skills such as Compost making and sale, Water Quality Testing, House to house garbage collection, Film making & Photography (with WASH), Rainwater Harvesting; were conducted for youth from the intervention areas. Here too, the objective was to create a resource pool for WASH services.

Figure 16- Water Quality Testing Training

5) Hygiene Kits with Hand Wash facility in Anganwadis and other public places – A WASH kit comprising of a Roller pressurizable tank, soap, antiseptic and other personal hygiene products kept in an attractive rack, has been installed in some anganwadis and public places. The objective is to make handwash facilities available at the point where they are needed most in a package that draws attention and makes handwashing easy.

6) Public felicitation of ‘Owners’ – In all the mass events that we organize, we publicly felicitate those who have led changemaking efforts in the SDSD project. This positive reinforcement motivates them for future commitment to the cause.

Activity 6 – Enabling Ripple Impact

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1) One such activity was Fuelling Community led advocacy initiatives. As a part of this, community members visited Government representatives to put forth their WASH

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Apart from the direct impact on beneficiary communities, the project has also planned for a ‘Ripple Effect’ of change at a larger level. This was done through some of the planned project activities.

related demands and to hold them accountable for service delivery as per norms. It also included inviting government representatives to the slum areas to visit and speak with the community at large. In such visits, the representatives were made to understand the woes of the public.

2) The government representatives were also invited to the Handing over events of the WASH infrastructure. There they were explained the need for that solution and the expectation from government for its service delivery and sustainability.

Figure 17- Pledge to protect facility

Figure 18- Government meetings with community

The results of such interfaces was that the models of change created by the project were viewed by those who have the mandate to incorporate that change in similar areas on a much larger scale.

3) We also conducted Training of safai karamcharis(ULB cleaning staff on hygiene) and frontline workers on WASH rights of citizens and on methods of ensuring effective service.

The trained safai karamcharis will always be a WASH asset that will improve WASH services everywhere over their entire working lifespan.

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a. WASH Self Help Groups – Creating WASH infrastructure or equipping your home and surroundings with all services or skilling up for WASH is difficult, especially for the poor. WASH SHGs have been formed with the objective of: i. Creating a savings pool for the members

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4) Formation of Community Collectives – This will perhaps, potentially, create the most Ripple Impact. Two types of Community Collectives have been made as a part of this project:

ii. Allowing them to use that funds pool as a source for funds to enable private WASH access iii. More important, to allow them to use the funds to set up social entrepreneurial ventures in WASH iv. Enabling them to become WASH spokespersons for the community and to take up leadership roles in promoting the cause. b. Youth Groups – These groups were created with the objective of skilling youth to take up WASH activities as livelihood options.

Trainings included those on Compost making & sale, Water Quality testing, conducting Figure 19- Certificate giving after completion of training surveys, Water distribution system management and Bio gas from kitchen waste. These trained youth are now a resource that will work for the cause at some stage.

Figure 20- Urban Stakeholders Workshop - WASH Cafe

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5) Workshop with Urban Stakeholders – At the end of the project, a consultation with other NGOs and government stakeholders has been planned. The objective is to share the learnings and to encourage others too to adopt a similar methodology.

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Experience Sharing & Advocacy Suggestions The experience of implementing this project last year, brought out several issues related to construction, management and enabling sustainability of WASH services to the urban poor in a sustainable, cost-effective manner within the laws of the land and without threatening the stability of trunk infrastructures. In this section, we are highlighting some of those issues for discussion and action by influencers and decision makers.

1. THE PERMISSIONS PROBLEM - The first and most problematic issue was that of permission to construct. All the slums we worked in had come up on government land.

Though the slums had been recognized and included in DUSIB’s list of slums in Delhi, they were still not ‘authorized’ as spaces re-allocated for habitats for the poor. The multiplicity of authority in Delhi made things worse for us. There was usually confusion about which government body the land belonged to. Hence, we found it difficult to clearly identify the government department and the right official to contact for taking permission.

Even where we identified the correct authority, permissions were not possible. All government bodies seem to have a clear directive not to allow anything that is perceived as a ‘permanent’ construction to come up on ‘their’ land. Since we were trying to build strong, durable water and sanitation infrastructures with standard construction materials including brick and mortar, they were against giving any permission because it was categorized as a ‘permanent construction’.

A related issue was that, there seems to be no standardized mechanism for non-profits to tie up with government agencies for service provision to the poor. Since water and sanitation, both need to be linked to trunk lines outside the intervention areas to be sustainable, this permission is necessary. In the absence of a set and easy procedure, either infrastructure remains unutilized or it damages trunk lines when trying for unsanctioned links.

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is a basic human right, provision of facilities cannot be considered illegal. We do appreciate, however, the government’s qualms over allowing any non-government entity to construct a ‘permanent’ structure that could be misused for a legal claim over that land.

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Suggestion to Policy Makers & Advocacy Partners – Since Water and Sanitation

a) Can the government come up with specifications for the type of WASH facilities – the size, construction materials etc. that we can provide for the poor? b) Also, can a ‘Nodal Officer’ for such clearances be designated in each department? c) Can relevant government departments customize ‘partnership opportunities’ for non - profits. Even now, government outsources many of its service provision tasks to private agencies through the Public Tender process. This dissuades many NGOs from participating since, legally, this would be interpreted as a commercial activity and hence would endanger their non-profit status in the Income Tax department. A ‘Nomination’ based partnership which also allows for integration of donor project needs (non-commercial) can give a fillip to partnerships with NGOs. Especially for those of us who wish to align ourselves with the government’s desire to leverage Corporate Social Responsibility funds for Swachh Bharat Mission, this is a necessary input.

2. THE PINCER LOCK BETWEEN GOVERNMENT AND RESIDENTS - On one hand, permissions from the government were not forthcoming and on the other hand, some community members itself did not want any facility to come up near their houses. The reasons given by objecting members were usually that of wanting to avoid overcrowding at facilities set up near their homes, or deterioration of hygienic conditions if toilets/compost pits were made near their homes. Many objected for seemingly trivial reasons. After many such experiences we arrived at the conclusion that they had plans to extend their homes or usurp that land for sale and hence did not want it to be used for community good.

Finally, our constructions were possible due to the tacit (unwritten) go-ahead from a government functionary and a truce with the nearby resident. In both these cases, a community leader was instrumental in making both parties see reason.

Slum land effectively becomes ‘No-Man’s land’ in other words, a land that belongs to whoever has the courage to squat on it. In the parts of Delhi we were working in, land prices are very high. So, even in the illegal market, the cost of the small plot of land on which we would have made our structures would have been quite high. All nearby residents who may be eyeing it would therefore fight tooth and nail to stop us

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original land owner in most slums, it can play a stronger role in the matter by: a) Enforcing land use for public facilities for all residents as against private convenience. Land owning authority must plan for encroachment free areas where service facilities can be installed when needed.

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Suggestion to Policy Makers & Advocacy Partners – Since government is the

b) Legitimizing an Arbitration Committee. It could be comprised of slum elders (pradhans), school teachers, ward councilor, MLA and an NGO representative. This committee would help resolve any disputes that arise for such issues

c) Creating policies that make it possible for people to have basic facilities in their own homes. In the current policy, the government does not support household toilets or water connections in slums. Its policy provides for community toilets and shared taps. A shift towards a household toilet attached to shared septic tanks and household water connections would remove the root cause of such conflicts.

3. SLOW SURFACING OF OBJECTIONS – In the consultative process we followed, we created ample opportunities for all stakeholders to present their views and suggest the best alternatives. This method proved to be extremely useful. However, despite our best efforts, we encountered many cases where objections came up after construction had started. We noticed that these were usually by people who were not present in the consultative meetings though they were aware and kept informed about our project progress by friends and family. We feel that they were cynics who did not quite believe any work would actually happen on ground. They became active only when the project progress made them see that we were committed to providing facilities. This gave them the idea that they would get an extra benefit if they pressurized the team. Such slow surfacing objections caused a lot of trouble – cost over-runs, community strife, vendor problems and technical mismatches.

How we propose to handle the problem in the future: The objections usually come from people who live close to the facilities being created or those who are left out of the beneficiary set due to technical or financial constraints or because our baseline surveys show them as non-marginalized sets. To create an additional opportunity for such people to voice their feelings we will:

a) Conduct special meetings in such areas where we will discuss the plans in detail. b) Identify a group leader from such sets and make sure that he/she is a part of our

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4. TRUNCATED PROJECT TIMELINES – The SDSD project 2018 was a one-year project i.e. all project deliverables – which included a lot of construction - had to be completed within that time. Though WaterAid India was our donor, the funding support for the project was given to WaterAid India by Bank of America. Though tough, we were able to complete all

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consultative process c) Make a Ripple Impact diagram / pictorial representation to ensure that people are aware of the change in their surroundings once the work is done. This is to make sure that they make an informed support decision and that they suggest any modifications at the planning stage itself that may make their lives easier.

the project requirements because of our committed team, seamless support from WaterAid India and our use of the 4ORCE Social Innovation model for project planning.

In the current non-profit funding scenario, a significant share of funds for NGOs is coming from Corporate Social Responsibility funds. At the end of each financial year, companies submit a report to the Ministry of Corporate Affairs about the CSR works taken up by them in the year under the priority areas specified in Schedule VII. The audited report includes details about funds spent, beneficiaries and expenditure details. Because of the reporting requirements, to avoid any audit complications, companies typically prefer oneyear project timelines, tangible verifiable works and outcomes related funds flows. For NGOs, however, it is difficult to complete within a year, the entire journey from baseline survey to gap analysis to consultative planning, implementation and sustainability support within one year in a scenario where permissions are uncertain, processes long and consensus between multiple stakeholders needs to be created. Though donors such as WaterAid India, try to enable longer timelines by finding multiple sequential funding sources for a project, it is a challenge.

Suggestion to Policy Makers & Advocacy Partners – The focus on quick, tangible results is welcome. However, the uncertainties in community behavior, project management complexities, dependence on external (specially government) timelines and need for sustained behavior change efforts; also needs to be planned for. Some suggestions for the same: a) Government must allow CSR pre-planning and declaration to Ministry of upto 5 years with deliverables staggered anywhere over this plan period. This will allow companies to plan upto 5- year projects and their budgets with the NGO partners without the fear of non-compliance with Ministry guidelines. For the NGOs, this will give them the breathing space required to ensure community consensus, valid permissions and hand holding for sustainability.

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5. POWER EQUATIONS MATTER – As mentioned earlier, in the SDSD 18 project we built many infrastructural facilities for communities. In our efforts to build a consensus with multiple factions within the community and get support from authority figures, we had to take support from the slum ‘Pradhans’ or other leaders in the infrastructure making

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b) If local government bodies share a list of ‘priority interventions’ on public platforms, NGOs can identify relevant interventions to build into their CSR efforts. The confluence of local government, community, NGO and donor priorities will speed up work on ground.

stage. For us the Pradhans represented the voice of the community. They also had the social power and administrative connects to find a consensus location, get tacit permissions from authority and protect the construction from vandalism while it was in progress. In the process of giving us this support, the Pradhans suggested sites for the facilities and people for the sustainability teams.

Though the results were largely good, it does raise the question of whether, in the long run, it may be counterproductive. It ends up reinforcing existing power structures. The slum population is already beholden to power brokers because of its need to use its democratic group power and illegal payoffs to retain their hold over their squatter spaces and livelihood options. Does our acceptance of the Pradhans’ recommendations add to his perceived power? Worse, does it add another power source to his repertoire of doles that he can leverage to make himself more powerful?

Suggestion to Policy Makers & Advocacy Partners – Through policy change, creating a space for NGOs to connect with government, easy permissions and clear directives in terms of types of construction allowed, will reduce the dependence on Pradhans. They will still be important, as the voice of the community, but the link between power and privilege will be weakened. It will also prevent CSR investments from becoming another tool to enhance the power of existing leaders.

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7. THE FEAR OF GIVING BULK WATER SUPPLY – As DJB officials themselves admit, in many cases it is technically impossible for DJB to provide piped treated water facilities in slums.

Either pipelines cannot be laid because there is no suitable land available, or alignment with existing main water supply lines is not possible or there is not enough bulk water available in the location for piped water supply to all. In such situations, DJB supplies water through tankers. However, tanker supply is usually inadequate, unreliable in terms of timings, unequal and gets easily contaminated due to bad collection practices.

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6. POLITICAL PATRONAGE TOO MATTERS - Political patronage plays a very important role for a slum. It serves to deflect legal action and provides essential services from the unauthorized development through a tradeoff between the political master as a patron and the individual as a loyalist. This equation leads to skews in terms of service allocation in favor of perceived loyalists. It also makes political leaders antagonistic or nonsupportive of to any change efforts that may take away their patronage granting opportunities or may favor perceived non-loyalists. We faced this issue in two locations.

Here again, defining processes and creating link up spaces will help reduce the skews.

In the SDSD 2018 project, in some areas we put storage water tanks on the assurance that they would be filled regularly by DJB tankers. A community group was made and trained to manage and maintain the system. However, post installation, DJB officials were reluctant to put water in the tanks. The reason cited by them was that they fear being blamed for contaminants in the stored bulk water. These may occur due to poor maintenance of the storage tanks, or accidental contamination. What they fear most, however, is deliberate tampering with the water source.

Suggestion to Policy Makers & Advocacy Partners – Over the past several years, FORCE has repeatedly shared success stories giving the advantages of a model wherein the government gives bulk water supply to a community group and he/she redistributes it for a cost within the slum. We have seen that not only does this system enable fast and adequate access to water but also reduces wastages. The model certainly has potential for upscaling. Some suggestions:

a) DJB must make a ‘Bulk Water Supply’ policy. The policy will specify the conditions under which permission to give bulk water will be given. It can also list down the storage tank specifications, its maintenance protocol and suggested management system. It can specify an upper limit for the tariff that can be charged by the bulk supplier. It can also specify the minimum quantity of water per person that will be stored in the tank. A ‘Water Users Association’ from the community can be the management group can be made responsible for the system. b) All ‘Water Users Associations’ to be registered with the DJB. With periodic trainings they can be the access point to communities for all water related issues. Being registered also makes them accountable.

8. THE SPACE CONSTRAINT – This was perhaps one of the biggest constraints we had to contend with in the SDSD 2018 project. Because of lack of space, even with funds, community and government support, we were not able to offer the best possible solutions in some areas. We were not able to install water tanks or make standposts or make hand wash points where they were needed most. We were forced to make compost pits at locations that were less easily accessible than was ideal. We gave rickshaws to the sanitation workers, but they had no space to park it safely. In many cases, we had to make compromise solutions that we ourselves were dissatisfied with.

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to be unplanned squatter settlements the space problem will continue. Some suggestions for reducing this problem or managing despite it are:

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Suggestion to Policy Makers & Advocacy Partners – As long as slums continue

a) Support innovative solutions – We need products that are specially designed for small, uneven spaces. Most products in water and sanitation, are however designed for technical efficiency in average conditions. Slum fittings probably need to be conceptualized differently. We need to come up with suitable designs and then be given the flexibility to use them as needed. b) Norms for planning in slums – A slum does not spring up overnight. It usually starts as a single hutment and then follows an S shaped growth path. Without getting into the issue of tenurial rights, we suggest that norms be framed for any habitation of 25 houses or more. Like norms for a planned colony, it too should lay down the minimum spaces that need to be left to allow for utilities, transport and safety. The community ‘Pradhan’ can be given the authority to enforce those regulations.

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10. VENDOR HARASSMENT – Vendors – the infrastructure construction team – is at the receiving end of all that is negative in communities. From slurs on integrity, to pilfering, to vandalism and verbal or physical abuse, the vendors face it all. Also, the vendor usually ends up having to incorporate many changes in the original planned construction because of public pressure. The absence of clear norms and regulations adds to the difficulty of working in that environment. The fact that the monetary value of the work per slum is usually not too high, makes it even less attractive to a vendor. As a result, finding vendors willing to work, and retaining them, is a challenge.

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9. MANAGING EXPECTATIONS – Managing people’s expectations was another challenge that we faced during SDSD 2018. Sometimes, the community moves swiftly through the cycle of expectations. It starts with apathy, slowly gains interest and believes in the idea.

Then, as they get more involved, it to personalized high expectations. When the project, because of its own limited resources does not fulfil those expectations, anger sets in. This manifests as protests, Apathy Belief demands, complaints. It then morphs into a quieter cynicism which manifests as an active Cynicism Expectation withdrawal of support and expressions of Anger, doubt about project protest motives. Finally, as the project closes, the people whose expectations are not met, fall back into apathy. In SDSD 2018 too, it was a challenge to align the community’s expectation with our scope of work within the limitations of technology and funding.

How we propose to handle this problem in the future – To retain the vendor’s interest and ability to deliver as per plan, we have now started: a) Giving multiple sites work to a vendor in each phase. By selecting sites that are within a 5km radius with work requirements that are similar in nature, we are able to reduce the overhead costs for the vendors. He is able to leverage his workers’ and his own time over multiple sites. Since the value of the combined project is high, he is also able to depute more people for supervision and guarding the project site. b) More effort in consultative planning so that our final project incorporates the felt needs of as many community member groups as possible. The consultative process has a two-way influence. It not only informs us about community expectations, it also informs them about the scope of our work and our expectations.

c) Vendor Sensitization program. We have developed a training module for vendor team supervisors and owners/project managers. The training module sensitizes them about the key community issues they are likely to encounter and the recommended method of avoiding any conflict. It also tells them pre-emptive measures and process planning that can help ensure strife free works. d) Vendor-Community connect. At the program launch, we formally introduce the vendor as a partner in progress. We share with community members, his/her brief profile and why we felt he was suitable for the job. We also make a team of 2-3 community members who are the ‘Community Vigilance Team’ for the project. The objective of the team is not just to supervise and critique the vendor’s work but also to guide him in the ways by which he can get community support for his work goals.

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In SDSD2018, we had a great opportunity to help youth build livelihoods based on WASH. Unfortunately, the easy availability of basic jobs with good incomes prevented youth from exploring entrepreneurial skill development. We faced the paradox of enthusiastic but unable to give time youth versus unenthusiastic but with time for being trained, older self-employed people. Despite our best efforts we were not able to work as much with the youth as we had hoped.

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11. THE YOUTH CONUNDRUM - Through this project, one of our biggest learnings was of how the type of job opportunities available to slum dwellers impacts their long term well being and entrepreneurial potential. Since most of our slums were in the relatively prosperous south and west Delhi, there were significant job opportunities for the youth below 30 years of age – in malls, airport & metro stations, call centers, hospitality services, maids, drivers etc. Their high education levels and urbanized behaviors make them suitable for such jobs. However, there is a steep drop in the higher end employment after the youth enter their late thirties.

Suggestion to Policy Makers & Advocacy Partners – The current focus of skill development and entrepreneurship support is on youth. This focus is correct and strongly needed in the larger context of the country. However, there is no harm in widening its scope to include the not so young – from 40-50 years of age. In the current employment scenario, this is typically the age when a heavy percentage end up without jobs. Their inability to cater to family responsibilities and dependence on other members of the family (particularly women who typically work as maids) leads to psychological and social problems. By actively encouraging re-skilling and supporting it for those in this sensitive age bracket, society might benefit more.

12. COMMUNITY COLLECTIVES AS WASH CHANGEMAKERS - The SDSD 2018 project also afforded us the opportunity to look at the role community collectives could play. Their role in advocacy for WASH rights is well established. In our project too, we were able to leverage that collective power for ensuring rapid access to rights. However, we feel that the need for and collectives as a Rights pressure group for WASH is decreasing. The governments at all levels now have well established norms for and budgets for provision of basic WASH services. There is a general agreement on the fact that it is the state’s responsibility to make the services available. Rather than group events as pressure points, it perhaps is more relevant to train group leaders in the process of accessing their rights.

On the other hand, collectives as a source of funds for WASH infrastructure or setting up of small businesses or availing education opportunities in WASH related services, emerged as a strong option. Our project showed that savings based Self Help Groups – named FORCE WASH SHG Groups - envision themselves as a strong potential funding source for household and community WASH interventions. The process of linking with banks and government for leveraging savings for such efforts has started.

Suggestion to Policy Makers & Advocacy Partners – In the past the government has actively supported Self Help Groups, particularly those of women. By building their capacities for livelihood linked activities such as sewing, food-processing etc and by connecting them to funding sources and supply chain linkages, a vibrant SHG culture was built up. Our experience with WASH SHGs shows that the power of the SHG framework can be leveraged for WASH by:

a) Including WASH related capacity building and support in the list of activities

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supported by government for SHGs. b) Creating standardized training modules for the above.

WASH CAFÉ

SETTING THE CONTEXT WASH Café was an urban stakeholders’ consultation organized as a part of the one-year Swachh Delhi Swasth Delhi 2018 project. It was held at Magnolia Hall in India Habitat Centre on January 24, 2019. WASH Café 2018 was aimed at sharing the learnings made by the FORCE team It also aimed at drawing on the collective wisdom of experts for finding answers to some of the questions that the SDSD 2018 experience raised.

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The pre-lunch session of WASH Café was dedicated to voicing of community experiences and opinions about WASH in slums and SDSD 2018. The session was chaired and conducted by Snehlata Shukla, FORCE Clean WASH Program Manager and Jaswinder Kaur, the Field Coordinator for SDSD 2018 project. The speakers included ‘Pradhans’ of some of the slums we had worked in, women members of the WASH Self Help Groups created in this project, vendors who constructed the infrastructures, members of youth groups and other community representatives.

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PROGRAM FORMAT AND SESSIONS Session 1 – Community Experience Sharing

VOICES FROM THE COMMUNITY

Sab log saath ho jayein toh sab kaam asaani se ho jaata hai. Par mehnat karni padti hai. Aur unke (government) ke peeche lagna padta hai. Hamari colony mein ab koi aisa kaam nahi hai joh hamne kar na aliya ho – paani, naali, shauchalya saaf rehta hai aur ab to sewer line bhi dal rahi hai.

– Bandhu Camp, Prem Pradhan

20 saal mein hamein meetha paani nahi mila. FORCE NGO ne hamare andar umang bhar diya aur pipe dwaara meetha paani aa gaya. Humne har tooti ke liye 5-5 logon ki duty lagaa di hai yeh dekhne ke liye ki nal aur pipe theek rahein and log mil baant kar paani lein. Hamare yahan toh jaise Ganga aa gayee hai - 8/35, Kirti Nagar, Sanjeev Kumar

Mahilaayein jab dukaan par jaati hain toh kuch samaan lete hue sharmaati hain. FORCE NGO dwara jo WASH Mart khola gaya hai use main chalati hoon aur mahilayen araam se apnaa samaan le jaati hain. Dhanyavaad NGO FORCE ko jo ek mahila ko itni door tak le kar gaya aur ab hum bhi aage khoob badhenge.

- Jai Hind Camp, Fatima

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– Ismaeel Contractors - Ishaq

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Dikkatein bhi bahut aati hain kaam karne mein. EK jagah kaam shuru karte hain toh koi na koi aa kar kaam rokne ko keh deta hai. Phir bhi, FORCE NGO ke staff aur samuday ke kai logon ke sahyog se sab kaam ache se ho gayaa. Samuday ka support bahut zaroori hai

Session 2 – Presentation about SDSD 2018 The 2nd session of WASH Café started with a brief presentation about the objectives, achievements and experiences of SDSD 2018 by Jyoti Sharma, President FORCE. Through her presentation she showed how the team’s application of the 4ORCE Social Innovation Framework made it possible for them to achieve the steep project targets within the stipulated deadlines.

While sharing the implementation experiences, she also highlighted the issues that needed to be resolved through advocacy for policy change or through innovation.

Session 3 – Speaker’s Panel on WASH Services for the Urban Poor A panel of select speakers then shared their perspectives on WASH Services for the Poor. The speakers were:

He started with speaking about the origins of DUSIB – the Slum and JJ Department. He shared that DUSIB was setup in 2010 as the nodal agency for developmental works in slums – particularly those related to sanitation, hygiene and basic services. Toilets, drains, concreting of common areas are some of its work focus. He spoke about how the quantity and quality of facilities has dramatically improved over the past few years. He mentioned how all the constructions being done are of an excellent quality and more improvements are being planned. He also mentioned how the government recently took the decision to make access to toilets free for people because this is a basic right and because this will encourage more people to use toilets and shun open defecation. Gupta ji then mentioned the newly developed and launched monitoring system for public facilities. Though an SMS based monitoring system was there earlier too, now it is a more user friendly system wherein a user can give his feedback from any device. He shared that because of all these efforts, there has been a huge improvement in service. Till about 3 years back the monitoring systems used to show 40% toilets as dirty or non-functional and only 60% as ok for use. Now 90% toilets are clean and functional. Even that 10% is less because of efforts of the government and more because of poor awareness amongst the users. He mentioned that the most important thing now is to create awareness among people about their role in maintaining the facilities. People must have a sense of ownership and pride in what they have. He appealed

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Sh AK Gupta - Board Member, DUSIB

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to the participants to conduct awareness drives in their areas. He also mentioned that DJB is responsible for providing water but it does not have enough water. Hence, in many areas, people get water through tankers. Though that is sufficient for drinking purposes, it is not enough for other uses. Recycling and reuse of waste water through Sewage Treatment plants can offer a solution. Government is exploring that as a method of augmenting water availability for citizens.

He also shared that whenever he visits slums he gets requests for sewer lines to be placed. Many people have toilets in their homes and the waste from those toilets enters the open drains that flow through the area and cause health hazard for all. A sewer line would solve that problem.

Gupta ji explained that the narrow lanes and unplanned constructions in slums makes laying sewer lines difficult. Despite this, it is being tried in a slum in the Honble Dy Chief Minister – Sh Manish Sisodia’s constituency. The objective finally is that in all slums to whatever extent possible, we will lay sewer lines. He complimented FORCE on the work it is doing and expressed admiration for the dedication with which people worked. He offered to share his number with people so that any problems and suggestions can be shared with him.

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Mahajan ji started with talking about the root cause of the problem of lack of facilities in slums viz the fact that they come up on land that is intended for some other purpose and hence the communities living there are supposed to be illegal and temporary dwellers on that land. He empathised with the survival need that forces poor migrants to squat on public lands and form slums. He said that the government’s desire is always to give as many facilities as possible to people so that they can focus on their livelihoods and live a life of dignity. Mahajan ji shared that Community Toilets has been a special focus area of the government over the past 2.5 years. Earlier toilets were few and those too were poorly maintained. Now they have all been renovated, new ones have been constructed and they are all well maintained by outsourced service providers. Use of toilet is free for people. Infact big boards have been put up in all CTCs which have complaint numbers where people can call or whatsapp pictures and videos to officials in DUSIB. The complaints are monitored daily at the level of CEO and have to be addressed within 48 hours and feedback has to be taken from the complainant to check whether he is satisfied. The government is doing its bit and now it is also time for people to do their bit. Users must not throw things that

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2) Sh SK Mahajan – Chief Engineer, DUSIB – He is a wellknown and respected face amongst WASH professionals in Delhi.

Since the inception of DUSIB, he has played a lead role in aligning communities and non-profits with DUSIB. By enabling information flows and collaborative programs between these stakeholders, he has helped DUSIB provide realistic, sustainable sanitation solutions for slums in Delhi.

choke the toilet or break its walls and doors. If it is well maintained it will be like a home toilet.

The government has also tried to engage people and NGOs in solid waste management.

Particularly to prevent people from throwing garbage in drains. Clean drains do not overflow or break and so keep the area hygienic. Government and people must co-operate to make sure that the slum is a place they can be proud to live in. Delhi has multiple authorities and that makes it difficult to co-ordinate for seamless service delivery. However, the government is trying its best.

Mahajan ji also shared that the government is very keen on ensuring that everyone lives in a planned, pucca home with all facilities. This is because the slums are risky. Delhi is earthquake prone and since the slums are not a planned development and materials used are not safe, they will be worst affected in case of an earthquake. So, for their own safety, people need to move to planned, well-constructed settlements. A Delhi Action Plan has been prepared to make homes for all slum dwellers within a 5 km radius of their current location. This is to make sure that people’s livelihoods do not suffer. Water availability is an area of major concern. Delhi is running out of water but population is constantly increasing and its water needs too. To handle this problem, the new planned settlements will have waste water recycling facilities. They will clean water upto tertiary level so that it can be used for washing and cleaning purposes safely. This will reduce the pressure on Delhi Jal Board to supply water since it also has no new sources for additional water. Over 5000 such houses are already ready. They have all the best facilities which are comparable to those given in houses of the rich. The objective is to make every person live a life of dignity, safety, in a good and congenial environment.

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Dr. Nabaneeta spoke about community participation and entrepreneurship in WASH. She started with an introduction about Plan India’s activities and its Child Centric Community Development approach. She agreed with Dr Tiwari that behaviour change is the most important factor for improvements in WASH services. She said that we must not see the government as a provider and community as a passive receiver. The sufferer is the community and so it can play an active role in solving its own problems. Its incorrect to say, however, that only the community is the sufferer. If there are poor hygienic conditions in a community, then all surrounding areas – rich or poor get affected – through insects, wind, water

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3) Dr. Nabaneeta Rudra – Sr. Technical Advisor, WASH, Plan India – She is an experienced Development Sector professional with a demonstrated history of working with government, corporates and non-profits. Her expertise lies in multi-sectoral programs in health, WASH, education, skill and entrepreneurship development, natural resources, climate change and disaster reduction.

and animals that act as carriers of dirt and disease. So since we are affected, we are all responsible for handling the WASH problem. WASH has the potential of affecting health and so we must be extra focused on this. Government can provide the facilities but its management and maintenance can be done by us. This combination will help us improve our surroundings and our health. NGOs can play a special role in this. We are trained in participative action. We take the community along in all that we do. By adding this dimension to WASH service provision, we can make a big difference in its adoption. She said that a lot of good work is being done by people and community groups across the country and so change is coming. If infrastructure is important then community participation is much more important. Without this, the infrastructure cannot be put to its maximum use. Wherever people’s lives have improved a common factor is the degree to which the community there has taken action on its own initiative. Technology is also important. We can give technology to community groups so that they can earn livelihood and at the same time can improve WASH situations. For eg. Our women’s groups make and sell sanitary pads. Dr Nabaneeta also played a video which showed a social entrepreneurial initiative where community entrepreneurs assembled and sold water filters in their own communities so that everyone had access to safe drinking water.

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Dr Tiwari, in his speech emphasised the importance of appropriate behaviours. He said that WASH was not just about infrastructure and services provided by government or

by NGOs. How successful a WASH program is, depends on the behaviour of the people. Good WASH practices adopted by people hold the key to success. He said that unfortunately, we all focus only on criticising the government and pointing out what all has not been done. We never notice and talk about the good work that has been done. /Shouldn’t we be talking about how we can collectively work to improve the WASH standards? We must make a mindshift now to evaluating what our behaviour is. How we can contribute towards a clean country and society. NGOs have a big role to play in this. They can create awareness about what is needed, about what is right or wrong.

They also have a big role in making it easy for people to adopt good WASH practices. If they do this, the transition to a positive WASH behaviours society will be easy. In case of a slum, it is understandable that the space is restricted and the money availability is low. Toilets and public

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4) Dr. Vinay Tiwari – WASH Specialist in National Program Management Unit, Ministry of Drinking Water and Sanitation, Government of India (supported by KPMG and Bill & Melinda Gates Foundation). He has a long experience in WASH related program management, monitoring and implementation.

facilities have been provided by the government but their upkeep and maintenance is poor. Is it just the government that is responsible for this? Or is it the users too – the ones who throw garbage or block toilets or break doors. These are not outsiders but users themselves. This is a purely behavioural issue that we need to resolve. Also, we need to assess the notion of free provision of public facilities. It just costs 1 Rs to use a toilet. A majority of the slum population in Delhi can afford it though there are a few who cannot. Those who can pay, must do so. It makes maintenance easy and the community can demand good services from the caretaker. It will create a sense of ownership and accountability. He suggested that community groups can be a strong agent of change. They can be given training on the proper methods of usage of facilities and the link between health, hygiene and our own behaviours. NGOs must train community groups to make their people aware about these. Making a facility is easy. Ensuring that it delivers the full potential of its value and service is a challenge. And for that, behaviour change is a must.

We must introspect on what our responsibilities are. We are the community and we must take ownership and responsibility. We must remember that we are the sufferers of any breakdown of a facility, not the government official. And so, we must not hesitate to be self-reliant in terms of maintenance and upkeep for smooth functioning of those facilities.

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Being a resource mobilization expert, Vikas gets a unique view of the community development space. He sees it both – from the perspective of the donor and from that of the NGO/beneficiary.

Since most participants in the WASH Café were from the NGO and beneficiary segment, Vikas chose to give us insights into what we can do to motivate donors to support more such interventions. In his talk, he started with explaining what Corporate Social Responsibility (CSR) support is and about the CSR Act that makes it mandatory for companies to invest in social upliftment. He also explained how with the help of such projects, we build success models that we then use in our advocacy efforts for scaling up and replication by governments. Donor support also helps bridge critical infrastructure, service, behavioural and policy gaps that prevent communities from getting their WASH rights.

Given the importance of this support, Vikas shared tips with the participants on what donors look for when they support a project. He said that in the pre-project stage, the donor wants to

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5) Sh Vikas Kataria – Director, Resource Mobilization, WaterAid India -Vikas has professional experience of about two decades primarily in banking and more recently in the not-forprofit sector. Prior to joining WaterAid, Vikas has served in reputed organisations in leadership positions. His work on development side includes strategic projects with emphasis on sustainability and scalability.

understand the issues that communities face. They visit such communities to experiential learning that then helps them conceptualize the kind of social welfare project they want to support. During and after the project, the most important thing they look for is whether they have been able to make an impact. They want to make sure that the change is real and not just on paper. And if the project has also managed to leverage further support, it gives them even more confidence in the change making potential of their project. They also look to see whether the impact is sustainable or not because this reassures them that the change that has been brought about is there to stay and is not just a temporary effect. The enthusiasm and participation of the community in the project is also important because it is a sign of community taking ownership of that project. This is an important factor for sustainability. Good maintenance, clean surroundings, clean and hygienic usage by users and aesthetic presentation is important too. Especially because donors sometimes do ‘Mystery Shopping’ – surprise visits to check on the status of the work done with their support.

Key Insights from Speakers – All the speakers agreed that making good, functional WASH

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facilities and services available was essential for the wellbeing of the communities. It is also a basic human right. In this task, government, communities and all other stakeholders have roles to play and responsibilities. The government of Delhi, through DUSIB as a nodal agency, has made significant efforts in this direction. Today, most slums have new or renovated, well maintained community toilet complexes. Wherever technically feasible and administratively possible in slums, concreting of lanes, drain making, laying pipelines for water supply and provision of other facilities is being done. There is also now a strong thrust on in-situ redevelopment of planned habitations for the poor. There is a huge opportunity for community engagement and for partnerships with NGOs in WASH. NGOs can demonstrate models of infrastructure and management that can be evaluated by the government for scaling up. They can also partner with government for intensive roll out of WASH initiatives with community participation. Social Entrepreneurship is increasingly being considered a core element of WASH facilitation. When community members become WASH entrepreneurs, they not just provide easy access to cost effective WASH solutions but also a livelihood for their own families. The speakers shared several examples of such initiatives. Behavior change remains a challenge – for community users and for service providers. Along with Rights awareness, responsibility awareness needs to be created. This is probably the most critical success factor for creating dignified, well equipped urban habitations especially for the poor.

Session 4 – WASH Café – Table Discussions The program followed a format specially designed to crowdsource ideas from everyone present on each of the issues. It allowed for intense discussion between people with widely differing perspectives. The 50 invitees for the WASH Café 2018 were carefully chosen to maintain diversity of views. They were seated on round tables in 7 groups with 7-8 people each. Each table seated atleast one community member who had been a part of the project. Each table also had one FORCE team member who was the ‘Table Host’. The table host moderated the discussion on his table and recorded the points raised. Each table had to discuss a question that addressed some issue raised by our SDSD 2018 experience.

There was a twist that made the WASH Café a unique ideas crowdsourcing event. After every 10 minutes, all participants, except the Table Host, were asked to shift from their table to the next.

When they shifted to the next table, the Table Host of that table would get them to discuss the question allotted to that new table. He would add the new group’s ideas to those that had been shared by groups that had sat earlier on the same table. All the tables were covered with chart paper and participants were encouraged to pen down their thoughts on the paper.

The beauty of the WASH Café format lay in the fact that, by the time the discussions ended, each participant had, in close intense conversations, shared his thoughts on each of the 7 questions on the 7 tables. The segment below gives a peek into the ideas that were shared at each table.

Table Questions and Discussions Table 1 - How can we provide adequate WASH infrastructure in slums within the existing policies and norms?

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Many felt that awareness of WASH policy and WASH rights is very important. Knowing that the policy permits something is sometimes enough as a trigger for people to make that facility. Also, knowing one’s rights is the first step towards demanding them. And people’s demands act as a pressure point on policy makers and implementers to make sure that relevant policies and institutional provisions are made. Some went to the extent of saying that this should be a mandatory part of any activity conducted in slums.

A natural community leader must be the nodal person for any construction work. This is necessary to make sure that community needs are catered to. On the flip side, his/her leadership also ensures that the benefits of the works are communicated to the community in ways that work best for them.

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The genesis of this question lay in the problems the SDSD 2018 team encountered in trying to construct the infrastructure in slums. The objective was to collate experiences and innovative ideas on making the process easier in the future.

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Also, an active effort must be made to build the capacities of such an individual. Capacity building must include awareness of rights, responsibilities and technical issues related to construction for WASH facilities. This will help ensure that the individual is able to understand other perspectives better.

All infrastructure planning and construction should be done with community participation. Infact, it should also have community contribution. This is necessary to make people feel a sense of ownership in what is being made.

It is critical to understand the needs of the people before starting any infrastructure work.

A strong thrust on innovation is required to develop solutions especially suited for the conditions prevailing in urban slums We also need to know the budgets under different heads available with the government so that we can plan our infrastructures in alignment with planned government facilities.

This will prevent unnecessary donor expenditure and will help make facilities that have a greater impact. For this, any program has to have a strong component of advocacy and liaison with government. It is also necessary for sustainability of service.

Professional, planned approach is needed.

When planning a facility, there should be no difference in plans for a slum or a posh colony. The norms should be the same for everyone.

Realistic and fair norms should be made for slum facilities. Equality of access and quality needs to be ensured. Equitable distribution in terms of quantities needs to be planned for. Any construction should be done after these norms are made.

Solid waste management by compost making is a challenge. Because the slums have no use for compost. So they see no point in making it.

However, there is a big opportunity in compost. Organic compost is not easily available.

If slums become the source of supply for this, there can be a big market. Challenge is how to get buyers to know that the compost is available here. Infact, if we find a solution to this problem, we can give home composters to people and then collect the compost from them for distribution to nearby buyers.

Business model in decentralized Grey water treatment can be developed. Government policy must actively promote this. In-situ treatment and reuse of treated waste water for commercial purposes such as construction, horticulture etc.

Responsibility education to people is also important. There is no point creating infrastructure if people do not understand that they have a responsibility to maintain it.

They should themselves understand the value of cleanliness and safe water.

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Table 2 - How can we ensure sustainable WASH services in slums within the existing policies and norms?

Infrastructure is useless if it is not coupled with sustainable service provision. This is perhaps a bigger challenge than construction. It is especially difficult in case of public services, where the expectation of people is that it should be available free of charge.

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Within the scope of policy, government needs to take ownership and responsibility of making services available as a matter of right to the people.

Infrastructure and service planning should be done together. The departments should be the same. Budgeting for both should be done together so that there is no gap between the construction of a facility and its operations. The ground staff should also be consulted in the budgeting exercise.

First government needs to recruit more sanitation staff. Unless the staff shortage is handled, how can services be provided well? The most important factor in sanitation is providing and managing sewers. But that cannot be done well unless the sewer management staff feels secure and motivated. For this, making them permanent employees is a good idea.

There should be public hearings sometimes so that government gets to know directly from people what their problems are.

Community also has the responsibility of rising above caste, class divides so that facilities and services are equally available to all. For this, perhaps the first service to be provided must be education. It will raise the consciousness and civic responsibility feeling of people and thereby allow for equal access for services to all.

People want utility and stability / reliability from the services offered. For this, training of the service provider staff is very important.

People must know the policy. Proposals and reports must also be made transparently available. People must also know administrative procedures.

For any service, the level of demand for it and the price that needs to be paid should be common knowledge available to all.

Community ownership and management is the best option for service provision in communities. This can be done by community collectives such as SHGs, RWAs too. Infact making these collectives incharge of management and maintenance may work best.

Once a facility has been created, instead of relying on government for repairs and maintenance, community should contribute its own funds to make sure the service is available smoothly and reliably. Depending on the government too much can cause disruption in service and lack of accountability. Every house must contribute in some way.

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Some suggestions given by WASH CafĂŠ Participants were:

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Best is volunteer support for services that comes from a feeling of ownership. For example, if water supply is low, women should volunteer to go to the DJB office to get it rectified. Community’s own members volunteering for monitoring & follow ups, makes it easy to demand accountability from service providers. Special role in this must be of youth A system of rewards and penalties should be created- both for service providers and for users of the services. Special focus should be on penalties / punishments.

Another essential service related to infrastructure is that of a ‘chowkidar’ For all this, we need to get together to have advocacy meetings with government where we pressurize them to deliver on WASH service provision norms.

Table 3 – What role can Entrepreneurship play?

Social Entrepreneurship is an increasingly popular sustainability option. The thinking behind this is that Social Entrepreneurship successfully links personal achievement with community achievement to create win-win situation for all.

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Waste Management offers good scope for social entrepreneurship. It solves a societal problem and at the same time delivers profit to the vendor.

Women have a special opportunity in this model. Women at home start at a small scale and become large as they get freer from family responsibilities Entrepreneurship model has scope but its not an economically viable model in all cases.

Sustainability of the venture would be suspect because of the paying capacity of the users.

A subsidy would be required to make entrepreneurship viable for social service provision.

Women are involved in providing WASH services. But the gender roles need to change for entrepreneurship model to succeed.

Resources and know-how are needed by the entrepreneurs. Handholding is needed in start and stabilization phases. Special need is for trainings/ skill development.

Systems and processes for management and monitoring of such entrepreneurships should be in place before a big thrust is given to SE. Community level entrepreneurship solutions are especially attractive for some kinds of products. For example, ladies’ products when sold within the community makes it easier for women to access them.

Technology support can be used but it is usually not affordable.

Demonstration models showcasing the kind of work that can be done need to be made.

Technical innovations are required to create products that are useful and economically viable even when sold at low prices and low quantities as they are in communities.

Behaviour, attitude and communication style change is needed in all community members If all the above can be handled, then this is a great option for WASH solutions for community and livelihood or extra money for community members.

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Some of the comments that came from the participants were:

Table 4 – How may youth be engaged in WASH services for slums?

In SDSD 2018, we had formed youth groups. The objective was to train them and enthuse them for WASH related activities that could provide them with a livelihood and at the same time solve their community’s WASH problems. We had a mixed experience in this endeavour. On Table 4, we tried to get expert views on how best to engage youth Some of the comments that came from the participants were: -

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Youth are most effective when they enjoy themselves too. The starting point for that is to join them as a group. So, youth groups should be made in each community Giving them a distinct identity also motivates them. T-shirts, caps etc should be given.

Also, a certificate. They can even be charged a nominal amount for this if the group activities are such that they feel a sense of pride in being part of them Awards for achievements. Public recognition and small awards are valued by youth. They must be made to feel important.

Skill training should be given to them. This will equip them for a future livelihood and the confidence of being specialized in some field. It also gives them a clear task to focus on First and foremost, they should be aware about the importance of WASH for themselves and for the community they live in Positive reinforcement is most important. They need to be told that yes, they can do it.

Clear leadership is also important. They need to have a peer group member or a guide who they look up to as a leader. This leader keeps the group together, brings out the best in each youth member and prevents any discord in the group.

We should make sure that there is no gender or caste, class bias in the groups we create.

We should be sensitive to the social rules and customs of the community so that the youth group remains integrated with the community. They should not indulge in activities that go against the societal norms of that community.

NCERT must include WASH activities in school curriculum to create basic orientation.

There must be some glamour and recognition in the WASH activities they do. They must feel like ‘heroes’ or ‘heroines’

Table 5 – How to utilize the potential of SHGs for WASH In SDSD 2018, we made WASH SHGs as an experiment in community collectives working for WASH. The SHG operates as a savings and inter-loaning group. All loans are for WASH related purposes such as toilet or handwash points, whitewashing, enrolling in WASH courses etc.

Some SHG members said that they were enthusiastic about being part of this SHG. They committed that they would go house to house to meet families or conduct meetis to tell

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On Table 5, participants discussed ways and means to best harness the power of SHGs for WASH improvements at home and community level. Some key points that emerged:

them about the connection between cleanliness, hygiene and health. At-least one such meeting should be done each month.

The ideal group size would be between 10-15 women. It should be a women’s group.

The concept of WASH SHG is a bit difficult to explain. In places where it was successful, it started with first making a WASH committee in the community. Then the committee discussed about WASH and started to take an interest in the WASH status of its area. They felt that health had improved. They then became a WASH SHG and also went to other areas to convince women to form similar groups and to join hands with them They felt that training to make soap, sanitary napkins, dustbins etc should be given to the SHG women so that they can make it at home and even sell it.

The WASH SHG should be given training on income generation opportunity areas in WASH. The Entrepreneurship model should be encouraged. In some cases, the training organization can even charge money from the SHG. WASH SHG moneys could also be used for making community toilets or water sources.

SHG women should be given some articles so that their homes become demonstration homes for good WASH behaviours. For example, dustbins Rules and regulations of the SHG should be clearly explained to every potential member.

The loan facility of SHG should be highlighted. This will attract people to join The SHG could give loans for things like water filter in each home. The objective should be to change peoples’ mindsets and get them to have safe water always. In the process the SHG can also make some money selling filters. Some SHG groups are already assembling and selling water filters.

A frequently made statement is “Why should we join this SHG? We have a bank account and we can save in that anyway” For WASH SHG to be successful, community awareness of WASH issues too is important.

A special effort must be made for that.

The WASH SHG can also be a ‘Walking WASH Mart’. The women could become door to door saleswomen of health/hygiene products that they make themselves. If they become the sellers of self-made items there is potential for good profits There could also be potential in SWM since it is the women mostly who dispose of the household garbage.

It will take a lot of hard work to make WASH SHGs, operate and then sustain them.

However, this will pay off in many ways in the long run.

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Table 6 and 7 – What should a model WASH slum have?

Every household should have safe and adequate water, toilets and drainage disposal systems. In case community toilets are made, there should be a clear communication

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Model WASH slums is another concept that was explored in SDSD 2018. Expert and community opinions were taken at Table 6 and 7 about what a Model WASH slum should look like.

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about its usage rules. Also, they should be made based on the usage population of the slum. The systems should be well maintained.

The locality should have a Residents Welfare Association that works with local leaders for getting benefits for all community residents.

There should be Community Centre where people can sit and have a meeting. It should also have a computer or some other technology that helps people get knowledge about other improvement options. They should be able to find out about and discuss locally adapted solutions to their WASH problems.

There should be a household garbage collection system. Initially people may also have to be given dustbins and be educated about how to segregate garbage at home. A community dustbin or composting site that is cleaned regularly is also needed. People should be encouraged to join the segregated waste house to house collection system.

All roads should be concrete with drains.

It should have a hospital, an anganwadi, a school, a park for children to play in. Drains should be clean and there should be greenery all around. All should have toilet and hand wash facility There should be adequate and easily accessible supply of drinking water and everyone should have knowledge about water quality testing.

Awareness about social issues should be created using behaviour change communication Gender biases should be eliminated and roles for all clearly stated. Also, the model slum should remove any biases related to caste or class. Untouchability should not exist.

There should be no disparity in services provided.

Strong local communication, reporting of any unpleasant events and cohesiveness.

Also, responsiveness to public needs should be high Attitude towards cleanliness and sanitation should be positive and problem solving.

There should be convergence between all service provider departments so that community has ease of aligning itself with the works being done.

A debate must be held on why a slum is a slum. The issues should then be resolved.

This is especially important because land and water are contentious political issues.

The WASH SHG should be given awareness sessions about dirty water. Also, about the link between health and hygiene Water Points and standposts should be in proper places and installed well. A standpost should be shared by not more than 5 to 7 people.

Anganwadis should become ‘WASH’ awareness centres.

Precise maps should be made of the area with all existing resources mapped. This should become the baseline on which all future planning is done. All additions should also be mapped so that development works are cohesive and cover all possible beneficiaries.

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A shortlist of vendors who can work in the area should be made. A vendor who knows the area well can be a great asset because he will be able to leverage the existing resources better and avoid harming existing infrastructures or holy spaces.

Exposure visits to other communities to help people get new developmental ideas.

In a model slum there should be no wastage of water. It should have sustainable water sources. Rainwater harvesting should be done and if possible, grey water recycling should be done and the treated water reused.

Awareness among people of the water chain that connects everyone as a brotherhood may help reduce the water wastages.

Women and children should be included in decision making There should be people friendly community spaces – for religion, recreation. Also child friendly spaces for them to play in.

Operation and maintenance of facilities should be done with community participation.

Political interference should be minimised. The model slum should be in contact with the government. The problem of multiple government authorities also needs to be resolved. Though DUSIB has made it easier, more effort and policy attention needs to be focused on easier co-ordination between agencies.

Livelihood linkages with model slum activities are necessary Mohalla clinics and water quality testing in each slum is needed

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awareness about WASH Rights of people, prevalent policies of the government and administrative procedures. Everyone also emphasized the importance of community participation and leadership. They felt that all WASH decisions and their implementation must be done in consultation with the communities and with them being given roles and responsibilities in provision of facilities too. A conscious effort should be made to create spaces to engage community, including women & children, for consultation such as public hearings, referendums etc. At the same time, community must be aware of its own responsibilities. It should be self-supporting in maintenance, minor repairs and functionality of installed systems.

This approach throws up many entrepreneurial opportunities for the community that can simultaneously solve WASH problems and provide livelihoods. Government needs to create a supportive environment for this while community collectives such as SHGs or youth can be the entrepreneurs. NGOs must focus on capacity building and training resource persons. Program managers must understand the motivations of each person and design activities on that basis.

Special care needs to be taken that the WASH benefits and opportunities are equally available to all. There should be no discrimination on caste, class, gender or any other divide.

Government departments too must co-ordinate more effectively. The aim should be a Model Slum which has equal availability and opportunity for all in WASH. It must have sustainable drinking water, domestic water, waste water drainage and recycling, solid waste collection and management. The dream of Model Slums is easy to realize if all stakeholders work together.

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Key Insights from Discussions – All discussants at all tables agreed on the need for

ANNEXURE 1 – Infrastructure created directly through SDSD 18 project funds Area

Infrastructure Created

Bandhu Camp

Safe water delivery system- With support of Delhi Jal Board the area has received a connection of safe drinking water directly to their homes. Out of the 200 households FORCE with support of WaterAid has laid out the direct to home water pipe for 11 households in the area. Rests of the houses have received the pipeline with support of either DJB or through community contribution.

5400 users

Solid waste management system- In this system we have created two pits of 6ft by 6ft in size. These pits are made with bricks and plaster. Also we have built one buffel wall in each pit for the purpose of creating a partition.

Hand wash facility- This facility has been built with bricks and covered with tiles. The facility has 3 taps for different user groups.

Arjun Camp 1250 users

Safe water delivery system- One storage tank of 5000 lt capacity, with 2 motors, 1 for dewatering- used for pumping water from the DJB tankers into the Water storage tank. And, one motors used for pumping water from tank to community stands. We have laid 300 meters of pipeline and created 10 stand posts in total, with one taps in each post. The tanks and motors have been covered with mild steel fencing to protect the system from damage Solid waste management 2 units, both are made of RCC (Reinforced cement concrete) rings having 4 feet diameter and is 8 feet height in total.

Harijan basti

1250 users

Safe water delivery system- The existing water storage tank/system was renovated, i.e. plastering was done. Plus the whole tank was covered with tiles and a RCC slab was placed on top to cover and seal the tank from contaminants.

Excess water harvesting system- in this we connected the water tank to a harvesting pit and channelized all excess/ overflowing water to the pit for the purpose of recharging the ground water table. The pit also received rainwater runoff from the rooftop of the Community Toilet Complex. It directly feeds the tubewell that supplies water to the CTC. Solid waste management - two pits of 6ft by 6ft in size. These pits are made with bricks and plaster. Also we have built one baffle wall in each pit for the purpose of creating a partition

Solid waste management- This infrastructure consists of 2 units, both are made of RCC (Reinforced cement concrete) rings having 4 feet diameter and is 8 feet height in total. The base was constructed with malba, brick aggregates and PCC (plain cement concrete). For the purpose of protection from external, like JCB and animals, forces we constructed an L shape wall.

Hand wash facility- In Sonia Gandhi Camp we constructed two hand wash stations one in the CTC with two taps and another near the compost pit with two taps and a tank of 500lt capacity.

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6000 users

Safe water delivery system- We have created two safe water delivery storage systems in two separate areas. As part of this we have two storage tanks of 5000lt capacity each, with 4 taps at each location.

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Sonia Gandhi Camp

Pankaj Garden 1500 users

Safe water delivery system- This system consists of two storage tanks of 5000lt capacity each, with 3 motors, 1 for dewatering- used for pumping water from the DJB tankers into the Water storage tank. And, two motors used for pumping water from tank to community stands. We have laid 300 meters of pipeline and created 14 stand posts in total, with two taps in each stand post, i.e. a total of 28 taps are present. The tanks and motors have been covered with mild steel fencing to protect the system from external forces.

8/35 Kirti Nagar

Safe water delivery system- We have created 19 water stand posts (6 inch diameter and 1 ft height) in total and these are spread out throughout the slum. For this purpose we have laid down 250 meters of pipeline on 1 inch diameter. This system is directly linked to a Delhi Jal Board water pipeline.

1060 users

Solid waste management system- This infrastructure consists of 2 units, both are made of RCC (Reinforced cement concrete) rings having 4 feet diameter and is 8 feet height in total.

Hand wash Facility- Constructed using bricks, plastering and tiles. The facility has 2 taps for washing hands, one for children and the other for adults. Above the taps a RCC slab has been provided to place a 500 lt water storage tank to be used for washing. And for the purpose of filling the tank a 0.5 hp motor has also been provided.

Mongol Safe water delivery system- This system consists of 4 storage tanks of 500lt capacity each, setup in such puri UT a way that no electricity is required for pulling water from the DJB tanker nor for pushing water through the Block pipeline. We have laid 150 meters of pipeline 500 users

Solid waste management system - two pits of 6ft by 6ft in size. These pits are made with bricks and plaster. Also we have built one baffle wall in each pit for the purpose of creating a partition

Jai Hind Safe water delivery system- This system consists of one underground water storage tank of 36000 lt Camp capacity each, with 1motors, for pumping water from tank to community. We have laid 180 meters of pipeline. The motor has been covered with mild steel fencing to protect the system from external forces.

1600 users Solid Waste Management- In this system we have created two pits of 6ft by 6ft in size. These pits are made with bricks and plaster. Also we have built one baffle wall in each pit for the purpose of creating a partition.

Bheem Basti

Safe water delivery system- Sourcing the water directly from a bore well that is at one end of the community to the other end. Laying down 360 meters of flexible pipe of 2 inch diameter.

2500 users

Solid waste management system- the structure is 6ft x 3ft X 5ft Rain water harvesting system- A system of 8000lt, the system collects water from 2 rooftops and diverts all water collected to the system

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Ram Safe water delivery system- In Ram Dev Ka Dera, we have have created 2 safe water delivery systems.

Dev Ka Hanuman temple- Two storage tanks of 5000 lt capacity each, Nine taps for filling water, With one monoDera block motor of 2.5 hp for transferring water from DJB tanker to our tank. Ram dev ka dera- One storage tank of 5000lt capacity, Six taps for filling water, 1.5 hp mono-block motor 2500 users Solid waste management- As part of this system we have created a compost pit using bricks and PCC of 5ftx5ft dimension.

ANNEXURE 2 – About SDSD 2018 partners - FORCE and WaterAid India

FORCE - The FORCE Group of Non-Profits is a set of 2 non-profit institutions – FORCE NGO and PJRM FORCE Trust - working for the cause of Water Security and Sustainable Sanitation. Awarded at the National Urban Water Award (2009) instituted by Ministry of Urban Development, Government of India, FORCE NGO is a grassroots and advocacy organization that conducts a wide variety of programs for water Security and sustainable sanitation all over India. It then uses its grassroots learning and networks to inform and support policy and systemic change. PJRM FORCE Trust is a charitable trust with a mandate for Research, knowledge sharing, technical expertise and institution development for Water Security and Social Innovation. Its special focus area is Water Use Efficiency.

FORCE adopts a unique ‘4 Way Partnership’ (P-4) approach which makes its interventions very impactful through the visible change for target communities and ripple impacts for other stakeholders and on public policy. The P4 approach is a strategy in which FORCE sources appropriate solutions from technical experts, finds resource & funding support for those, creates a sense of ownership in the beneficiary communities and escalates the learning to appropriate government authorities.

More about FORCE at www.force.org.in; www.pjrbsparc.org; www.fisi.org.in

WaterAid India - WaterAid has been working in India since 1986 and has played a significant role in the WASH (Water, Sanitation, and Hygiene) sector nationally and in the states. Our mission is to transform the lives of the poorest and most marginalised people by improving access to WASH services.

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Influencing long-lasting change is integral to everything we do. We use our experience, our work with partner organisations and our learning through research and analysis to influence policy at local, state, and national to global levels. We support the central government programmes like Swachh Bharat Mission and National Rural Drinking Water Programme and try to ensure that they enshrine principles of quality, equity, inclusion and sustainability, the foundation of all WaterAid’s programmes.More about WaterAid India at www.wateraidindia.in

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WaterAid India has a goal to “Make WASH poverty a history in the country”. To achieve this, we engage in the areas with the greatest concentration of excluded and marginalised communities and empower and include them in local decision making, help revive and strengthen the local governance institutions and influence those responsible for delivering the basic WASH services.

4ORCE Social Innovation Framework I. SURVEY CHANGESCAPE

PAST PERUSAL

POTENTIAL MAPPING

PEOPLE PROFILING

PIN THE ROOT

II. ENVISION IMPACT

DIRECT IMPACT

RIPPLE IMPACT

III. DESIGN CHANGEMAKING

OBJECTIVE

OWNERS

OUTREACH

OUTFLOW

IV. ASSESS IMPACT

OUTCOMES

IMPACT

The 4ORCE Social Innovation Framework is a tool developed by FORCE for changemaking in communities. It was used for program planning and intervention in the SDSD -18 project.

More about the model in the book:

For more about FORCE, please visit www.force.org.in.

Contact: force@force.org.in; 91 11 49536418

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The book is available on Amazon.in and on its website https://effectivesocialinnovation.com Readers may also contact the FORCE office to source print copies. Please call at 8745017933 or 91 11 49536418

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‘Effective Social Innovation – Planning Guide for Changemakers’ authored by Jyoti Sharma.