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The false dichotomy among sanitation-for-all advocates

Suvojit Chattopadhyay's picture

The sanitation debate has suffered from a seemingly irreconcilable dichotomy when it comes to identifying the best approach towards sanitation for all.

A good way of blocking progress in an argument is to present two aspects of a whole as a dichotomy. The sanitation debate, in recent years, has suffered from a seemingly irreconcilable dichotomy when it comes to identifying the best approach towards sanitation for all. This is the one that pits subsidies against motivation and correspondingly, construction against behaviour change communication. And yet, in a comprehensive and prudent programme design, there is no need for these ideas to be opposed to each other. I call this then, the false dichotomy in the world of sanitation advocates.

The current sanitation programme in India has at its centre a subsidy and incentive for individual households constructing toilets. This is a programme that has clearly not worked, irrespective of the minister or bureaucrat at the helm of affairs. India holds the ignominious record of having the largest number of people defecating in the open. At the same time, the popularity of the community-led total sanitation (CLTS) approach has risen. This approach depends on using shame and motivate as a call to action to build basic pit latrines (rejecting subsidies completely) and has worked in multiple countries around the world, as well as in certain states in India.
 

Corridors for Shared Prosperity: A Case for Replication

Pallavi Shrivastava's picture

For those trying to address challenges in global poverty, inclusive businesses offer solutions to some of the world’s most intractable social problems. Business models that create value for the low-income communities are becoming viable - these have been tested, fine-tuned and perfected by some of the finest brains. Once perfected, it makes sense to contextualize and spread these innovations or the knowledge to markets across the globe. To be able to do this, replication is an important tool.

This Week in #SouthAsiaDev: February 6th, 2015

Mary Ongwen's picture

Small changes, big savings: Innovation at work on Indian roads

Ashok Kumar's picture
One of the key issues in transportation is the ability to get both the wonderful advantages that a new road brings to a village, while being cost effective and environmentally and socially responsible. For example, when a village in India finally gets a paved road, life becomes freer, safer, and more prosperous. A new road that connects a rural village opens the local economy to new opportunities.

​Additionally, farmers can travel farther to sell their produce and get better prices, children can go to schools more easily and, migrants who go elsewhere to work can come back to their families. For many years, this transformation was limited to larger villages. Until the year 2000, only about 300,000 Indian villages — half of the total amount of villages — had a main road. In recent years, state and federal governments have grown increasingly ambitious and are now working towards the goal of providing road links to even the smallest of villages.

Technical Education in India: What Makes Good Governance “Good”?

Jessica Lee's picture


During a recent trip to India, we met with Professor Anil Sahasrabudhe, a dynamic, positive man who will likely remind you of a favorite uncle. In 2004, he was in the less satisfactory position of being director at the College of Engineering in Pune (COEP), located 150 km southeast of Mumbai. At that time, the institution had no financial or academic autonomy, no governance structure, and no administrative freedom. Ten years later, in 2014, the institution had turned around, garnering national awards and recognition. What helped spark the change? While several factors made an impact, Professor Sahasrabudhe mentions good governance first.

Measured Profit is not Welfare or is it? Intriguing evidence from when microfinance clients gave up microfinance

David McKenzie's picture
I finally got around to reading an intriguing paper by Banerjee, Duflo and Hornbeck that has been on my reading list for a while. This paper is a nice example of making lemonade out of lemons – they had intended to evaluate a health insurance product that a microfinance organization in India made mandatory for its clients in selected villages.

Consolidating Gains: Gender Diversity in Business Leadership

Rudaba Z. Nasir's picture

Can we envision a time when we will no longer be surprised to hear that a woman is leading an energy or technology company? Can closing the gender gap in leadership, especially in male-dominated industries, be a possibility in fewer than 100 years?

Today’s dynamic women in top leadership positions are opening up the possibility of answering these questions with a resounding “Yes!” They have shattered glass ceilings and paved the way forward for countless others trying to uproot deeply entrenched ideas about women’s and men’s differing roles and opportunities in business and society. As a result, more and more women are now recognizing and making progress towards transcending the glass walls that also silo them in certain managerial functions, such as human resources and communications.

However, a new report by the International Labour Organization (ILO) released last week reminds us that gender diversity gains are not always sustained. Featuring unique data collected from 1,300 private sector companies in 39 developing countries, the report states that concerted efforts are required to consolidate progress and change mindsets while fighting unconscious biases at all levels of society.


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