Of Grit & Guts: A woman tea farmer’s success story

Karuna Daimari shows us how to turn adversities into opportunities through sheer determination and hard work

The role of most women in the tea industry often ends with plucking leaves. But not for Karuna Daimari — who is trying to change the stereotyped narrative by embracing entrepreneurship.

Karuna Daimari, a small tea farmer from the Udalgiri district in Assam, was suddenly put to the throes of a harsh reality when her husband got killed by a wild mithun (a large domestic cattle) at work in the farm.

“I was pregnant when he died. In the initial days, I used to think of getting rid of the tea garden but could not gather myself to abandon something that he had worked upon so hard,” she says, reminiscing the hard times.

For the first two years since the tragedy, Karuna had left the business at the hands of the sardar (the farm caretaker) as she was unfamiliar with the workings of the industry. It was in 2005 when she decided to take the reins of the farm in her hand and shoulder the responsibilities of her family. Since then, she has extended the farm area from 42 to 50 bighas.

Turning Luck Around

“It has been a life of intense hardship, and often people ask me how I have done it,” says Karuna, who is an inspiration for many in her village.

Karuna bikes her way to the garden every day, which is about 6 km away. She even has to cross one river on the way — which is the only way to reach her garden!

“I learnt to ride the two-wheeler so that I can visit my garden every day,” Karuna smiles away as she mentions this.

At 38, Karuna has turned herself into a model woman farmer. She not only supports 30 women and about 12 men workers by providing them employment in her farm, but is also a devout adherent of sustainable farming practices.

Karuna bikes her way to the garden every day.

“All thanks to TRINITEA for introducing me to the sustainable ways of growing my tea. I have gained immensely from the trainings and field demonstrations,” Karuna mentions. In 2020, Karuna recorded a total crop production of 92,410 kg, higher up from 39,150 kg in 2007.

One of the major hurdles Karuna faced at the very start of her enterprising (farming) journey was her lack of knowledge about tea cultivation. It was her determination to overcome the challenges and the subsequent association with the ABSTGA that helped her sail through. With the help of the association, Karuna got herself enrolled into the TRINITEA programme that guided her into the intricacies of good tea farming practices. The scientists and trainers handheld her through the entire process, from helping her produce tea in balance with nature to creating awareness about the social, economic and environmental aspects of sustainable farming. The programme is also facilitating in market and supply chain access for her.

Karuna never fails to attend the TRINITEA meetings with experts. The regular trainings on different scientific methods of cultivating tea have after all helped her cut down the input costs. In fact, despite the perpetual low green leaf price, Karuna has managed to make profit just by reducing the input cost for her garden.

“I’m still learning a lot from TRINITEA. The programme is helping me become a smart farmer through the digital adoption of farming techniques,” she admits, beaming with confidence.

Towards a Better Tomorrow

Karuna now aspires of sharing her knowledge about environmental sustainability and good agricultural practices with the rest of the people in her village. She has created separate chemical store houses in her farm. She has also displayed posters on environmental awareness in the garden for the farm workers to learn about the positive impact of sustainable farming on the environment.

She has bigger plans as well: “I want to set up my own factory so that I don’t have to depend on others for a decent price.” Karuna’s is a story of hard work and determination that every woman in India can draw inspiration from. From a novice to a rural entrepreneur in agriculture, she has been breaking the stereotypes every day since last 16 years, raising her two sons and her farmland single-handedly with equanimity — and with her unflinching quest for a better life.

Supporting social innovators

With the right opportunity, anyone, anywhere can be a changemaker

Founded in 2019, M3M Foundation, the philanthropic arm of M3M Group is working towards bringing an equitable development that helps in attaining a brighter India. M3M Foundation envisions growth and development by ensuring the resources required for marginalized communities where everyone is empowered and equipped to reach their maximum potential.

Following the values of equality, empathy, inclusion, collaboration, and trust, and with the vision of economic empowerment of the marginalized communities for sustainable development, the Foundation is determined to bring development across all sections of the society. The Foundation will achieve the same by empowering them to plan, implement, monitor, and contribute to sustainable community development projects in the thematic areas of education, health, livelihoods, and environmental conservation that ensure holistic growth and support innovative ideas, various government initiatives and proactive steps in the developmental regime.

Mashaal

In the initial phase of this year, M3M Foundation has offered its ‘Mashaal’ fellowship to four young and dynamic organizations working towards the development of various social issues in different parts of the nation

These past years brought many new challenges along with the global pandemic, which has rendered the deep-rooted problems of our society and made them all the more prominent. While these challenges have upended our lives in many ways, they also brought new opportunities for us to reflect upon, evolve, and grow. The Foundation is seeking to rebuild systems to be more resilient, sustainable, and just.

M3M foundation firmly believes in encouraging and supporting the individual or group of individuals by having an idea that aims to bring a sustainable change in society with the help of social innovation. The Foundation provides the youth with an opportunity to work in order to bring about a sustainable and scalable change by working along the lines of 17 Sustainable Development Goals (SDGs) as defined by the United Nations.

Change-making in the social domain is widely debated and considered a topic of utmost importance wherein all efforts to find solutions to different social, cultural, and environmental challenges faced by various sections of society. The focus of change-making is on being more collaborative, strategic, and sustainable in how accessibility and opportunity can be provided to people to contribute towards their growth and development.

Under the program Mashaal, opportunities have been provided for building sustainable social projects by solving various problems and issues. Mashaal also has the potential to create more changemakers which would be aligned with the Sustainable Development Goals of 2030.

An individual or team working in the areas of education, health, environment, livelihood, or any other social issue was given an opportunity to present their idea; be it a product, service, or model in front of an expert panel and the best was provided the grant of Rs 5 lakh to implement their innovation or expand their current work. Every year M3M Foundation will provide a grant to a maximum of 10 “Out of Box Thinkers” to support them and encourage more youngsters to pursue their dreams to bring an equitable change in society.

In the initial phase of this year, M3M Foundation has offered its Mashaal fellowship to 4 young and dynamic organizations working towards the development of various social issues in different parts of the nation.

  1. Vijayalakshmi & Palak, Founders, Saday Sadev: Working towards normalizing ‘Mental Health’ in the health domain and eradicating the taboos surrounding the above. Saday Sadev is aiming at creating a nationwide online platform for their motive. They’re aiming at providing mental health support to at least 800 individuals this year.
  • Ratnakar Sahoo, Founder, Ashayen: Working towards empowering street children of Bhubaneswar, Odisha through learning and education. Ashayen is diligently putting in efforts to ensure that education for every child living on the street is availed by connecting them to the mainstream education system. Aashayen has catered education to more than 500 street children.
  • Surendra, Founder, Earth Rakshak Foundation: Working towards improving solid waste management in two villages of Anand and Vadodara, Gujarat. Earth Rakshak Foundation works towards ensuring the reduction of the amount of waste by improving the solid waste management through a community participatory model, decreasing the greenhouse gas emissions. Earth Rakshak is targeting to improve the solid waste management of 1,000 waste-producing units across two villages in Gujarat.
  • Rameshwar Walkikar, Founder, Technoshala Foundation: Working towards increasing the usability of digital learning resources spanning 6 government schools in Nandurbar district, Maharashtra. The prior agenda is to deploy the digital infrastructure in the aforementioned number of government schools in the form of digital classrooms, hence improving the learning outcomes of the students.Technoshala currently is aiming at facilitating this to about 500 students and 17 teachers in 6 different government schools inthe Nandurbar district.

Since these are individuals who’ve just started out, they lack resources, expertise, and the right kind of exposure to the professional network. But what they do possess is an impeccable understanding of the social issue that they’re specifically dabbling into. There is a lot of zeal and flair that they hold in order to execute their innovative techniques and methodologies with grace. Now, this is exactly where an organization like M3M Foundation would be of utility and value in addition to putting elements of the respective social innovations into practice with utmost efficiency and precision. Through the course of the fellowship, it isn’t just financial support that M3M Foundation is looking into but also non-monetary support such as strategy building, project support in implementation and evaluation, monitoring, pitch preparation to donors, paving a path towards self-sufficiency and organizational independence. Through the Mashaal Fellowship, M3M Foundation is targeting to support the aforementioned organizations through the following SDGs: SDG 3, SDG 4, and SDG 12 & SDG 13 respectively.

 “Change making is very essential for not just today but for generations to come. It drives the whole idea of sustainable development and helps give it a unique take on how to utilize and implement resources in a systematic manner. Our ambitious program “Mashaal” has been meticulously designed for taking the concept of social innovation forward.”

Dr. Payal Kanodia
Trustee
 M3M Foundation

 “Social innovation is not just a mere element to bring a change, it is a moral responsibility that each individual of our globe should take up and sincerely work towards it.”

Shree Basant Bansal
Lifetime Trustee
M3M Foundation

Reaching beyond the confines of classrooms

Room to Read India has shifted its focus from in-class programs to embracing EdTech, enabling technology to connect and scale learning outside of school walls and reach children wherever they are

COVID-19 has been an unsettling phenomenon for the education sector impacting close to 320 million [i]children by 2021 because of school closure. Mitigating this situation was crucial and this is where virtual learning was quickly adopted to counter the learning losses.While this is a one off-situation,EdTech in India remains a hugely underdeveloped area, especially regarding the school curriculum. Lack of digitalized class-wise, subject-wise, and vernacular content, and lack of teacher capacity and infrastructure are all contributing factors to this problem. Since 2020, Room to Read India has shifted its focus from in-class programs to embracing EdTech, enabling technology to connect and scale learning outside of school walls and reach children wherever they are. 

Established in India in 2003 Room to Read presently through its programs in eleven states— Bihar, Chhattisgarh, Delhi, Jharkhand, Karnataka, Madhya Pradesh, Maharashtra, Rajasthan, Telangana, Uttarakhand, and Uttar Pradesh— is benefitting 4.79 million children. Children and adolescent girls belonging to low resource schools and communities are the organisation’s primary stakeholders. While these students face the challenge of access to technology, their school teachers were found lacking in their knowledge and experience of technology. Most of them did not even own a computer. The transition from offline teaching practice to remote learning found them wanting. To strengthen the capacities of these teachers and ensure education continuity for children, Room to Read India stepped in as a facilitator and worked on developing resources, platforms and strategies for easy dissemination and consumption of information by these stakeholders. 

Adoption of EdTech

Literacy skills and life skill development are core to Room to Read’s programmatic interventions. To substantiate the efforts in education technology, library resources developed by the organization for early learners have been adopted into multiple channels such as 236 read-aloud story videos, and 404 flipbooks published online – in Hindi, Marathi, Telegu, and Kannada languages. 40 audio games were developed in Hindi, Marathi, and Kannada, that could engage young learners at home with minimal supervision from parents. The read-aloud stories, games and flipbooks were disseminated through WhatsApp groups and IVR (Interactive Voice Response systems) created to reach students even with minimal internet connectivity. Room to Read also tested out an innovative pilot where storybooks were made available to both students and teachers through a dial in WhatsApp number via the Nalanda@Home Chatbot in Nasik. A total of 8,239 teachers registered on the platform and 2,7765 students tuned in to listen to the stories.

To support its Girls’ Education Program (GEP) participants (adolescent girls of grades 6 to 10), digital magazine (e-Gupshup) and motivational podcasts were created to boost their emotional well-being during the lockdown. Hosted over various platforms, they are now accessed by students from all over. In-class life skills lessons (https://www.youtube.com/watch?v=n5C3Q_tlQqA) were converted into interactive animated videos and games and hosted on YouTube. These resources eased the process of teachers explaining lessons in a remote learning environment to students. The development of a mobile application for GEP’s life-skills is underway. This app is expected to make accessing content easy for Government School Teachers and Life Skills facilitators.

Room to Read’s cloud platform www.LiteracyCloud.org now hosts nearly 1,600 digitized book titles in 24 different languages. The platform’s content is available in 15 different languages and has been accessed by users from 143 countries so far. The YouTube platform was used as a resource centre so that a wide audience, especially from tier 2 cities and rural areas, where internet access was limited, could have access to information.

Capacity building of teachers to support learning outcomes was a major spur to support a larger learning ecosystem. Materials like teachers’ guide, library guide, library books, self-learning animation style videos, and interactive games, that could be easily consumed by children from grades 1 to 5, were developed and disseminated. This has resulted in a shift to hybrid pedagogy, now used increasingly in classrooms. Much of the teaching-learning material developed by Room to Read India has been hosted on Government of India’s education platforms like DIKSHA Portal and Mission Prerna, hosted by Government of Uttar Pradesh.

One of the main programmatic challenges for Room to Read has been India’s fragmented digital access with roughly 1 in 10 Indian households owning a computer. 4% of these are students above the age of 5 years, whereas the percentage for urban students in this age group stands at 23%. Lack of adequate digital infrastructure in underdeveloped regions coupled with deep rooted societal belief that having a smartphone will corrupt girls, further leads to a gendered digital divide. Only 25% of adult females owned a smartphone in 2020, compared to 41% of adult males. In this regard, Room to Read India has been consistently working to highlight the challenges that girls’ face to access technology. Through its focused sensitization campaigns using mass media like radio and television, as well as other locally relevant communication channels, Room to Read India continues to reach a wide stakeholder base in most underserved areas of the country.

Linkages with SDGs

Room to Read’s Literacy Program focuses on strengthening foundational literacy among early grade learners to ensure that children get access to quality education (SDG-4), which leads to effective learning outcomes. While the non-profit’s Girls’ Education Program aims to equip girls with crucial life skills education, it also intends to achieve gender equality (SDG-5) and empower all women and girls for their bright future.

Indirectly, Room to Read’s has a strong connect with SDG 1(No Poverty). Room to Read believes the world’s biggest problems like—poverty, conflict, disease, intolerance, inequality, exploitation, and economic disparity can be fought with education, and that only education is capable of breaking the cycle of illiteracy and poverty within a single generation.

“The human brain is not designed for reading; rather, it is an acquired set of skills that have to be learned. Each one of us has to create a new circuit in our brain in order to learn to read. Reading though is not enough, making meaning is critical. Deeper engagement with text propels comprehension and higher-order processes like inferential and deductive reasoning, critical thinking, reflection, insight.

An expert reader needs milliseconds to execute these processes, however a young brain needs years to develop them. Room to Read primary focus has always been to create an environment for children that supports them to engage with the text in a meaningful way, irrespective of the platform.

Simmi Sikka
Associate Director
Quality Reading Material

Room to Read India


[i]Covid-19 impact: Schools’ closure hit 320 million kids : The Tribune India accessed on 18th April 2022.

A paradigm shift in FLN

In ALfA—Accelerating learning for all, is a research-driven, ground-breaking pedagogy that ensures FLN levels are reached within weeks and months, and not years

The Government has its hands full. Challenging the status quo is a daunting task for anyone sitting in the Ministry of Education. It is kudos to the government that the last few years have been the most proactive for the education sector in India. For the first time in 34 years, there is a forward-looking agenda, and a new, progressive education policy, with no mingling of words. It is clear in its direction for education, and comprehensive in the coverage. It has led to new vocabulary and implementation modalities such as flip learning, and project-based learning. It has led to debates and discussions across the nation that have never occurred in the past, for as long as we know. These discourses have been re-invigorating, and reflect a genuine interest by the education community to embrace change.

The new education policy 2020 is all-inclusive and touches upon the crucial aspects of education, including the back-end to which every educator plays the tune – assessments. Making assessments holistic presents the possibility of a far broader education than we have conceptualised in the past. 

Yet, many new policy reforms go to waste when not followed by implementation. The question remains how can education go from its current state of inflexibility, tardiness, lack of motivation, past precedence, and old practices to a swift, fresh and creative approach.

Critical Issues

There are two critical issues at hand: (a) Bridging the gap in primary education, and (b) Rethinking learning. In the aftermath of COVID, many children have left school, some permanently. Girls, especially adolescent girls, are most affected. These children are unlikely to return to school unless something is done immediately. Before the COVID, too, we had a learning problem. Now the problem is even bigger. In low- and middle-income countries, UNICEF reports “learning losses due to school closures have left up to 70 per cent of 10-year-olds unable to read or understand a simple text, up from 53 per cent pre-pandemic.”1

Foundational Literacy and Numeracy (FLN) is the Sustainable Development Goal 4 of the United Nations. India’s NEP states: “The highest priority of the education system will be to achieve universal foundational literacy and numeracy in primary school by 2025. The rest of this Policy will become relevant for our students only if this most basic learning requirement (i.e., reading, writing, and arithmetic at the foundational level) is first achieved.” Additionally, the NIPUN Bharat Mission launched in July 2021 aims to provide universal proficiency in foundational literacy and numeracy for every child by 2026-27. These are candid and clear goals. 

The need for disruptive solutions, NOW!

The need is now. One more year can add to the disaster facing education post-Covid. If typical systems of pre-COVID could not deliver on the promise of Foundational Literacy and Numeracy in three years of schooling pre-Covid for a vast number of children, how can we expect a miraculous outcome within this year without transformational practice post-Covid.

Many of the children sitting in Grade 3 and attending school for the first time, or those attending Grades 4 and 5 after nearly two years of school closures, cannot read or write, or do basic arithmetic. One more year without filling of the gaps can mean the 5th grader dropping out of school in Grade 6.

Transformational ALfA – Accelerating Learning for All

We invite the introspection and immediate trial by all potential partners.

ALfA—Accelerating learning for all, is a research-driven, ground-breaking pedagogy that ensures FLN levels are reached within weeks and months, and not years. Most children can go from ground zero to Grade 3 level proficiency in a language and numeracy within 90 days, followed by further practice of reading fluency, comprehension, vocabulary, and mathematics for the rest of the academic year. The lessons can begin any time of the year and for children of all ages, and adults.

ALfA mainstreams paired learning, a process that is joyful, engaging and effective. ALfA mainstreams 21st century skills of collaboration, communication, creativity, critical thinking, character, and citizenship in the very fabric of the teaching-learning process itself. The teachers do not need extensive training in ALfA methods since the processes are clearly spelled out through ALfA prompts.

The teacher’s roles change dramatically. As enablers, their job is to pair up children, read out the prompts, and motivate every child. ALfA prompts are the learning-by-doing empowerment that teachers never had. Implementing ALfA changes beliefs and practice, the most important transformation that education needs.

Transformation versus incremental change

Where is the paradigm shift in education?

ALfA is not to be taken as incremental change to an existing system of education. Rather, it is transformative change, much like the smart phone is to the landline phone (anyone remember those?). No matter how much we keep fixing the old landline phone, it can never become the smart phone. Even the first bulky versions of these mobiles were distinct technology that represented a paradigm shift to the old landline phone. The smart phone technology required different thinking and design. It required new guiding principles, and vastly newways of thinking – same with ALfA. It renders the old mobile technology of education redundant.

ALfA is a leap of faith. Just like the old grandmother who refuses to accept the mobile phone, as she is quite satisfied with her landline phone. It is hard to shed the past, partly because we survived using it. It served us good, and we understand it so well. We keep improving the old landline phone with incremental changes, just like we do in education, but the old landline phone will never transform into the new smart phone. We need completely new guiding principles as the two technologies are vastly different, and often opposed.

Give new a try

The only way to change precedence is to give new a try, like the old grandmother who finally was coaxed into trying out the smart mobile. Now she is the one to explain its benefits better than we could have ever done with all our logic and might before she gave the new a try.

Implementing ALfA changes our beliefs dramatically about children’s capacity to learn quickly. It puts us in a new plane of thinking about education. Once the paradigm shift takes place, we begin to see reality from a new vantage point. With each implementation of the new, we begin to think of deeper ways to engage with it, and we begin to improve it, year after year, just like new versions of the smart phone each year. Incremental change always follows transformational change.

There are no halfway houses between the old and the new. Paradigm shift is not a series of incremental changes. Improvement to the established ways is like adding a dash of cooperative learning to a system that is designed for competition. It produces only incremental change at best. It does not lead to the profound change we are now seeking from an education in the 21st century.

We need change at the core, not at the margins of education. This is possible only when we go back to the drawing board and think afresh around new guiding principles such as collaboration over competition. What will an education based on collaboration look like? What does competing with self over competing with others look and feel like in a classroom? How can this be mainstreamed?

How we came to ALfA

Change comes from dissatisfaction. The program creator, Dr.Sunita Gandhi says: I have been very circumspect about education, as many of us are. Education from the past is not bringing out the best in all our children. We expect the normal distribution curve in every class with some children excelling, and some lagging behind. Everybody is stressed from teachers to the children, to us managers. It is a race to nowhere.

In 2001, I got a perfect laboratory in Iceland when I won the bid to run Iceland’s first two charter schools. I was free to do whatever I wanted. My first research question was: Can every child sitting in a classroom maximize their learning potential and excel, or is this an oxymoron?

We gave every child a half-yearly test at the beginning of the year. This led to two major insights: 

  1. Children already know just over 50% of what they need to learn before we begin to teach them. Some children could solve almost everything, and did not need to study anything at all for that grade. 
  2. The year-on-year learning was very low, so by the end of grade 8, children did not know much more than grade 7.
  3. When I implemented the same idea in India by giving the same exact test in English to the children of Grades 5, 6, 7 and 8. Guess what you might expect to be the results? Many children of grade 5 did better than children of grade 8, and the results were not at all what we expected, a natural progression of performance from grade to grade! This led to the conclusion that class-wise sitting of children is insane. The research in Iceland, India and the UK got published in 2017 in the UK: Ipsative Assessment and Personal Learning Gain – available for download on the net by Springer, UK.

After coming back to India, I took up new research work, this time on the literacy of children and adults. The slums provided the best insights. Given that the children and adults already knew their language, I wondered why it takes 3 years to teach them to read with matras in schools, and 6 months or more for an adult to learn to read. My research question was: Can a completely illiterate person learn to read a newspaper in just one month, or is this an oxymoron?

I converted my office into a literacy laboratory.This led to the creation of Global Dream Literacy Toolkits with two thin booklets in Hindi and one for numeracy. These incorporate a reverse methodology and the ALfA process of learning. We do not teach the letters. Children go straight to decoding and blending complete words from the first lesson. In fifteen days of just 15-20 minute sessions per day, they finish learning the letters of the alphabet in their languages, which is typically a year-long process in most schools.

Multiplying Impact

The Global Dream Toolkits are available in 15 Indian languages and in another 14 international languages. They are easy to replicate in any language within a month.

ALfA has been taken up by some of the Indian States and Aspirational Districts recently, and has signed up the Republic of Maldives for a nationwide implementation at its 215 government schools. In many countries, ALfA is at various levels of implementation, for example, at Literacy Chicago and two districts of California, USA, and in schools in Zimbabwe, Zambia, Guyana, Liberia, and Afghanistan.

Results from ALfA 

Children of ages 5 to 7 are learning to read newspapers in three months. Don’t believe us till you watch the evidence and news media coverage.2

We invite your participation because learning cannot wait for another year. Disrupting the status quo is required now, and this is not possible by making changes to an existing system. ALfA is the smart phone of education every child deserves.

  1. https://www.unicef.org/press-releases/covid19-scale-education-loss-nearly-insurmountable-warns-unicef
  2. www.dignityeducation.org

DEVI Sansthan (Dignity Education Vision International) is a non-profit organisation founded in Lucknow, India. DEVI’s vision is to achieve universal Foundational Literacy and Numeracy (FLN) for all children and adults. 

Driving towards water, income and livelihoods security

Spearheaded by SRIJAN, the BIWAL initiative attempts to address water, agriculture and livelihood issues by promoting natural resource management related measures among community

Self-Reliant Initiatives through Joint Action (SRIJAN) is a grassroots NGO working for livelihoods enhancement of the poorest of the poor and marginalised sections of the society in 16 districts of Madhya Pradesh, Rajasthan, Uttar Pradesh and Chhattisgarh. SRIJAN employs over 130 team members across these locations to reach out the poor and empower them. The organisation believes in the power and capacity of community collectives to sustain the developmental efforts. Since its inception in 1997, SRIJAN has been striving to make rural community self-reliant and live with dignity.

Bundelkhand Initiatives for Water, Agriculture and Livelihoods (BIWAL)

The project strives to revive Bundelkhand’s traditional tanks through community-led action and stabilize agricultural livelihoods in a region vulnerable to chronic water distress.

BIWAL directly focusses on these 4 SDGs, i.e. SDG 1 – End poverty in all its form; SDG 2 – Zero Hunger; SDG 6 – Clean Water and Sanitation; SDG 15 – Biodiversity, Forests and Desertification. Moreover, the project also facilitates achieving other SDGs by indirectly contribute to SDG 5 – Gender Equality; SDG 8 – Decent Work and Economic Growth; SDG 12 – Responsible Consumption and Production; SDG 13 – Climate Action and SDG 17 – Partnership for the Goals.

Implementation & Challenges

As water sources are drying up, while many sources which already exist in the villages are defunct, BIWAL with its partner NGOs has been identifying and mapping such resources which are then repaired and restored for a continuous supply of water. Some of the major challenges and obstacles related to the project are outlined below:

  1. Overlap of jurisdictions: Since this project was to be implemented in areas where there is presence and jurisdictions of various line departments like the District administration, Watershed Department and, in some cases, the Forest Department, it was going to be a challenge to have mutual understanding among each other.
  2. Conflicts among the community: Since water is a scarce commodity in the Bundelkhand region, there was going to be the issue of conflicts arising within them for the usage and rights over the water of the tanks.
  3. Sustaining the motivation of the community: Since it will be a long intervention and the results and benefits of it might take a long time to be visible, it will be difficult to keep the communities sufficiently motivated all along as they are impoverished.
  4. Sustained financial support: The financial support from the project is limited to an extent and after initial demonstrations the community will need more financial support to carry out the expansion of the programme objectives in other areas.

Impact

Some of the major achievements and impacts as per the success indicators so far are as follows:

  • Renovation and repair of 152 drinking water sources of 46 villages benefitting 10,274 families
  • 5 districts covered
  • 88 structures constructed in drainage line in tank catchment and command area
  • 13,708 cum water potential created
  • 434 farmer families benefitted

*This intervention was selected for the Water Changemakers Award- Semifinalist

  • Restoring biodiversity: Indigenous plants (60,000 saplings) of Bundelkhand planted on common land such as temple, Panchayat Bhawan, school etc; 3 Miyawaki Forests established
  • Climate-smart agriculture: Established 17 Prakritik Krishi Kendre;  training of farmers on climate smart agriculture practices; 1,328 farmers practicing in Kharif season, crop stage wise voice messages on agricultural practices; established 289 kitchen gardens; training of farmers on preparation bio-pesticides and natural manures to restore soil health

Collaboration

The internal stakeholders include consortium partner NGOs, implementation team and the community in the form of the Tank Management Committee (TMC). They engage directly at the grassroots for the implementation and monitoring of the project and coordinate all the activities. The data collected is regularly shared and discusses in the TMC meetings. The external stakeholders consist of the major line departments, District administration and the Gram Panchayats. The Gram Panchayat secretary and the Panch regularly attend the TMC meetings and get apprised of the progress of the proceedings. The Gram Panchayat issues the No Objection Certificate (NOC) for the excavation of the tank as it is a community resource. The District administration and the line departments are regularly updated on the progress of the project. One major engagement of external stakeholder includes the sharing of the objectives and progress of the project to the Chief Minister of Uttar Pradesh Shri Yogi Adityanath in the Bhujal Saptah meeting through video conferencing. This sharing with the Chief Minister was very well received and appreciated.

Link for SHORT DOCUMENTARY ON ACTIVITIES & ACCOMPLISHMENTS OF SRIJAN’s BIWAL PROJECT https://www.youtube.com/watch?v=sljqBGARAz8

Monitoring

For collecting technical information on the geography and terrain, tools like Topographic Sheets, GIS mapping and Google earth are used to ensure accuracy and precision. Based upon the data, an MIS system has been designed which is updated on a monthly basis. This MIS is maintained as a record book by the Tank Management Committee and is discussed in the regular meetings. Data like groundwater level, moisture level in the soil, amount of rainfall et al is recorded in the books and shared. This provides the much-needed right perspective as well as the progress of the programme.  

Replicability & Scalability

 It is a fact that these tanks that already existed used to be maintained by the community. In due course of time and due to several issues, these community institutions became weak and maintenance was neglected. As part of the project it was envisaged that rejuvenating the community institutions and capacity building of the members will ensure the regular maintenance and upkeep of the tanks. Hence one Tank Management Committee has been promoted in every intervention village which is being given regular handholding and training support. Also, the project team is linking these committees with the Gram Panchayats and the respective line departments, as these institutions are permanent and will ensure the sustainability of the project in future. In a short span of time, the BIWAL programme has been catching a lot of attention due to its success so far. As mentioned above, the programme was shared with the Chief Minister of UP, Shri Yogi Adityanath during the Bhujal Saptah and it was very well received. Also, a study was conducted by the Atal Bihari Vajpayee Institute of Good Governance and Policy Analysis on the BIWAL programme and a report was published on the website dedicated to the initiative. The Madhya Pradesh government took cognizance of this report and showed interest to replicate this in other areas of the state. The state government has also issued 13 circulars for adopting this process. Hence, it can be said that the programme is beginning to have a cascading impact at the higher levels of administration also.

Improving productivity and profitability

Keshkali is a permanent resident of Churyari village of Gourihar block in district Chhatarpur, Madhya Pradesh. The main source of her family’s income is daily wages and farming.  Under the BIWAL programme, a training session on climate-smart agriculture was organised in Churyari by the consortium partner Arunoday Sansthan. The session evoked Keshkali’s and her family’s interest in the establishment of Prakritik Kendra. After the approval of Tank Management Committee (TMC),  a Prakritik Kendra was established in the premises of Keshkali’s house.

She contributed 20 per cent of the cost to build the Prakritik Kendra by herself. She was provided with Sesame and Moong seeds for cultivation on one Bigha of her land and technical and knowledge inputs of climate-smart farming like preparation of Ghanjeevamarit, Beejaamrit, Neemastra etc.  She applied these techniques in the other patches of her land also for the crop of groundnuts and blackgram. There was definitely some fear in her mind, but when the crop got ready for harvest, her enthusiasm was elevated. According to Keshakali, the cost of smart-farming method was much lower than what she had incurred last year on farming. Moreover, climate-smart agriculture practices also increased her yield. Now she regularly adopts these methods of climate-smart agriculture and also advocates the practice in her village.

Development without sustainability is not real development. A holistic approach to development is required. The Sustainable Development Goals earmarked by the UN address all the aspects, that when achieved will bring about in the poor and marginalised sections of the society, a dignified life with good health and harmony with the environment. At SRIJAN we strive to align our goals with the SDGs and all our interventions are planned in order to cover as many Goals as possible. We choose to do this in the regions of India where it is the toughest and it is most needed. Our belief is that by focussing on these goals we have been able to achieve till date a significant change and a big ray of hope for the future and thus becoming a champion of SDGs.

Prasanna Khemariya
CEO, SRIJAN

Partnering for sustainable sanitation solutions

Intro: Habitat India’s Sensitise to Sanitise (S2S) Coalition brings institutions with complementing skills and capabilities together to address the ecosystem of sanitation and work together on making India open-defecation free

Driven by the vision that everyone needs a decent place to live, Habitat for Humanity began in 1976 as a grassroots effort. The housing organisation has since grown to become a leading global nonprofit working in more than 70 countries. In India since 1983, Habitat for Humanity has supported more than 35 million people by helping them build or improve a place they can call home, build improved sanitation units and provide humanitarian aid and disaster resilient shelter solutions in the aftermath of natural disasters.

Flagship programme: Sensitise to Sanitise

Swachh Bharat Abhiyan was launched by the Government of India to end open defecation and clean up the streets, roads and infrastructure of Indian cities, smaller towns and rural areas. The objectives of Clean India Mission as it is also called include eliminating open defecation through the construction of household-owned and community-owned toilets and establishing monitoring supportive community and behavior environment for toilet use.

In alignment with the Swachh Bharat Abhiyan, Habitat for Humanity India launched the Sensitise to Sanitise campaign with an aim to build sanitation units for families, schools, communities to put an end to open defecation. A year later in July 2015, Habitat went a step further to launch the Sensitise to Sanitise (S2S) Coalition. The coalition has brought organisations and stakeholders working in the eco-system of sanitation.

With 20 partners across the country, the Coalition helped districts across India achieve Open Defecation Free status, piloted innovative models in implementation and technology and explored new linkages for scale. S2S Coalition’s effort in the sanitation sphere has been committed to improving lives of the communities. An important component in this is the fact that the partners have identified and built on the capacities of the communities to improve their hygiene habits through behavior change communication.

The S2S Coalition has footprints in 30 states in the country and has impacted more than 3 million individuals till date.

Implementation

Due to COVID-19, the need for a decent shelter, improved sanitation and hygiene has become a need of the hour. Habitat India has been working on ground providing handwash training in the most marginalised communities with the support of grassroots organisations and partner organisations. Since 2016, Habitat India’s handwashing campaign has touched the lives of over 10.45 million individuals. During COVID-19 lockdown, Habitat India trained over 64,636 people on hygiene habits and handwash techniques through Information Education and Communication materials with the support of 71 grassroots level partners and 2534 volunteers. There is a constant need to raise awareness and impart hygiene education in the post COVID-19 phase to avoid the second wave. Along with providing hygiene kits, Habitat India’s long-term plan includes creating awareness through capacity building of communities by training of trainers, community mobilization and creating community support groups, providing school sanitation and hygiene education and menstrual hygiene management and supporting families in building a sanitation unit in their homes.

Impact

Habitat India believes that everyone should have access to sanitation, hygiene and safe water at home. Under its ‘WASH’ initiative, Habitat India has helped in building sanitation units (Individual Household Latrines) for 11,66,223 families, school sanitation units in 277 schools and 19 community sanitation units. Through the Sensitise to Sanitise (S2S) Coalition, Habitat India has impacted more than 3,23,79,233 individuals. Habitat India also runs a community-driven Behaviour Change Communication (BCC) programme to sensitise people about the importance of sanitation and hygiene.

Sustainability

Habitat India believes that the vision of ‘a world where everyone has a decent place to live’ can be achieved only when issues around the shelter-ecosystem are addressed. Habitat is working towards solving these issues through direct intervention and collaboration with grassroots level partners. The 4P (Public Private People’s Partnership) model of its programmatic strategy ensures long-term impact and sustainability since it entails ownership of the implemented programmes by the local community at all levels.

Focus in post-COVID-19 world

Habitat India has been imparting Behaviour Change Communication (BCC) training in urban slums, rural areas and tribal hamlets. BCC goes hand in hand with WASH – Water and Sanitation interventions. The organisation now goes a step further to include financial literacy and savings education to BCC modules. BCC++ programmes are promising especially in post COVID-19 response to ensure more inclusion and resilience. Habitat India has organised workshops on BCC++ and COVID-19 Prevention in 6 batches training 375 master trainers; mainly the frontline staff from 37 NGOs in 11 states. A national level strategy is needed post COVID-19 to bring about desired change in behaviour for families and communities in India’s cities and villages to curtail the spread of such disasters in the future.

Rajan Samuel
Managing Director
Habitat India

Case study
Building toilets, bringing dignity

Ramesh Mangla Andher lives in Sayli village, Silvassa, Gujarat. He works as a Panchayat clerk and contributes to the household with his two brothers. A family with 16 members, their home never had a toilet until recently. Today with the support from Habitat India, the family is a proud owner of a toilet.

The family owns a rice field behind their house. Earlier the family members used the fields to relieve themselves. The family would drink less water to avoid frequent urination which severely hampered their health.  With a toilet in the house, the family members’ health has improved subsequently. Ramesh said, “I am glad that my daughters won’t have to go out in the field to defecate now. It was difficult for my mother to defecate in the open too, especially when she fell sick. This toilet has come as God’s blessing.”

Subsequently, Ramesh played a significant part in helping other families to build a toilet in their home. He accompanied the Habitat team to visit other families that didn’t have a toilet. There were some major concerns that the community faced because of lack of a toilet. Ramesh explains, “The women in the village had a tough time. They had to go in the fields early in the morning. Young boys would try to click their photos. With the toilet in their homes, women in the village no longer live in fear of being eve-teased or embarrassed.”

169 toilets were built in Sayali village by Habitat India, including one in an Anganwadi. Ramesh is grateful to have a sanitation facility which provides a safe and hygienic life for his family and many other families in his village.

A wave of purity and change

Ncourage’s initiatives focus on providing access to safe and clean drinking water to underserved areas

Ncourage Social Enterprise Foundation, a wholly-owned subsidiary of Tata Chemicals Ltd, focuses on livelihood creation, capacity building, rural entrepreneurship development, market linkage and uplifting rural lives through quality products and services.

Around 41 million Indians living in underserved areas lack access to clean and safe drinking water. Consumption of contaminated water can transmit lethal diseases like diarrhoea, cholera, dysentery, typhoid etc. As a result, low-income families have to bear a significant economic burden of their annual wages for treating waterborne diseases every year. These people suffer huge costs because of illnesses caused by unsafe and insufficient drinking water. It’s been observed that most of the rural areas still use rudimentary methods to purify water, like sieving through cloth or boiling. These methods have limitations and do not remove invisible impurities like waterborne pathogens. 

To address the above problems being faced by the communities across India, Ncourage embarked upon an initiative that focuses on providing access to safe and clean drinking water to these underserved areas.

Swach Tarang

To address the communities’ clean and safe drinking water problems, Ncourage embarked upon Swach Tarang’s initiative in Feb 2019 in association with TCSRD. Ncourage, through this initiative, is installing community purifier units called ‘Tata Swach Tech Jal’ purifier which is based on an innovative and sustainable water purification technology, thereby addressing the major social problems related to health, livelihood, gender equity and improving the quality of life of communities living at the bottom of the pyramid. 

Under the Swach Tarang initiative, so far ~260 small & medium-sized clusters of community purification systems have been installed across India with different purification capacities like 100, 200, 500, 1000 and 2000 litres per hour, giving access to safe drinking water to over 90,000+ people in more than 20 states of India.

The key interventions include:

  • Mobilisation of communities through collaboration with partners: The organisation started working with grassroots partners (NGOs, SHGs, FPO etc.) to mobilise the community, understand the need and reality at the ground level. Cluster and group awareness sessions were conducted to identify the correct intervention based on community structure. The assessment was done to understand the demand and capacity requirements by the clusters and the readiness of the community to look after the water purification system. Based on this, appropriate community space and the beneficiary groups were then identified.
  • Operations and maintenance: To establish systems and provide water purification facilities to these underserved communities, a tripartite arrangement was advocated, which included contributions from partners/ NGOs and the communities and support from the foundation. The contributions received were put together for installing purifiers for the targeted communities directly or through associated NGO/SHG partners. TCSRD and Ncourage Foundation also collaborated with other corporates helping them with water purification solutions for the communities where they wish to make a difference.

Models

Swach Tarang program engages with corporates, governments organisations and NGOs and community-based organisations to pilot and create different sustainable, innovative and flexible solutions specific to the community and is working on primarily two models:

  • Project financing: As part of its community development initiatives, the corporate/ government is directly funding Swach Tarang for setting up the water purifiers in one or many local communities where they wish to create a difference.
  • Self-Sustainable model: The community water purifier units are provided with a flexible repayment model to the NGOs/ SHGs / local community, thus giving the beneficiaries access to free drinking water or customised to the pay per use. As part of the self-sustaining model, the water ATM was also introduced. The Water ATM works just like a prepaid top-up card for mobile phones. These ATMs can be installed at public places for easy access to safe drinking water for everyone. Depending on their water requirement, people can scan on the ATM’s sensor and press the button (1 litre, 5 litres and 10 litres). This ATM facility could be further customised to include normal & cold-water dispensing options.

Uplifting communities

“At Tata Chemicals, we always support initiatives that work towards the upliftment of the communities. Ncourage Social Enterprise Foundation weaves an approach that ensures social impact is enabled to scale and sustain. It is holistic and focused. We explore beyond a single-dimensional outreach and create ecosystems that are independent and self-sustaining. These ecosystems feature the direct beneficiaries at the core. A world that stands on the pillars of social equity, that’s the Ncourage dream we strive to create for a scalable social impact.”

R. Nanda
Director, Ncourage Chief – HR & CSR,
Tata Chemicals

Right to food

There is a need for a systematic attempt to link local-level initiatives affecting food systems to policies adopted at national level.

In September 2015, seventeen Sustainable Development Goals (SDG) were adopted by the United Nations General Assembly to achieve a better and more sustainable future for all. These seventeen interlinked Goals uphold ‘No Poverty’ and ‘Zero Hunger’ (SDG 1 and 2 respectively) to be achieved by the year 2030.

Looking towards agenda 2030, there is still a gap in reaching the poorest of the poor in rural areas to end hunger and malnutrition. The pursuit of a rights-based approach in development cooperation to address the underlying structural causes and strengthen rural governance for the realization of the right to adequate food is becoming increasingly important. At the same time, food systems are shaped by a variety of distinct policy frameworks, developed largely in isolation from each other. There is a need for a systematic attempt to link local-level initiatives affecting food systems to policies adopted at national level.

A study conducted by Welthungerhilfe in 2019 in four countries (India, Kenya, Malawi and Burkina Faso) confirmed the feasibility of addressing common issues related to rural governance, irrespective of country-specific particularities. The program applies a multi-level approach, linking up the micro level (communities and villages) with the meso level (block and districts) and the macro level (State and National level in India).

The results of the study lead to designing a project named Strengthening Rural Governance for the Right to adequate Food’. The project envisions ‘administrative, political and traditional duty bearers in the project regions in the country to deliver better on the right to adequate food, guided by the principles of participation, transparency and accountability, non-dis­crimination, and rule of law’. It is a multi-country project supported by Welthungerhilfe (WHH) and BMZ (Germany). The project, which started in March 2020 is expected to be implemented over a period of 52 months in 40 villages of Latehar and Khunti districts of Jharkhand.  Along with India, it is being implemented in Kenya, Burkina Faso and Malawi in Africa.

The project envisages the following three outputs:

Output 1: Rights holders in selected communities in the project regions have developed and voiced their agenda regarding key issues for realization of their right to adequate food, engaged in multi-stakeholder dialogues on these issues, and held duty bearers to account.

Output 2: Awareness, capacities and mechanisms of duty bearers in the project regions for the realization of the right to adequate food have been strengthened, in particular with regard to key issues voiced by rights holders.

Output 3: A more enabling environment, including spaces of dialogue, for the realization of the right to adequate food in the countries has been promoted supra-nationally, nationally, regionally and locally, with particular emphasis on key issues voiced by rights holders.

The basic concept of food security globally is to ensure that all people, at all times, should get access to basic food for their active and healthy life and is characterized by availability, access, utilization and stability of food. Though the Indian Constitution does not have any explicit provision regarding right to food, the fundamental right to life enshrined in Article 21 of the Constitution may be interpreted to include right to live with human dignity, which may include the right to food and other basic necessities.

The National Food Security Act marks paradigm shift in the approach to food security from welfare to rights-based approach. One of the guiding principles of the Act is its life-cycle approach wherein special provisions have been made for pregnant women and lactating mothers and children in the age group of 6 months to 14 years, by entitling them to receive nutritious meal free of cost through a widespread network of Integrated Child Development Services (ICDS) centres, called Anganwadi Centres under ICDS scheme and also through schools under Mid-Day Meal (MDM) scheme. 

As mentioned in output 1 of the project, there has been a continuous effort in the project to create awareness among the community towards realisation of their entitlements as mentioned in National Food Security Act 2013.

The case study explains the efforts put by a community to secure better nutritional services for their children.

A community’s effort for a better future through collective demand: Experience from Dumbi village

Dumbi is one of the many villages in India which is still deprived of its right to own an Anganwadi in its geographical area. Situated in Manika block of Latehar district in Jharkhand, villagers are still fighting their own unsung war of demanding an Anganwadi for their children and mothers.  One can find an Aganwadi which is approximately 3 kilometers away, which is in the boundary of another village of another panchayat area. This discourages the pregnant women and lactating mothers from walking up to the Anganwadi, carrying their children which consequently deprives the small children of their basic right to food and to live a respectable and healthy life.

The village is 30 kilometers from Manika block and falls under schedule 5 of the constitution of the Provisions of the Panchayats (Extension to the Scheduled Areas) Act, 1996.  The village consists of approximately 364 households of which more than 90% belong to SC and ST families.

The provision under Integrated Child Development Services (ICDS) scheme guarantees every revenue village with an Anganwadi within its geographical boundary and in the absence of it, can demand for an Anganwadi, provided the village/hamlet has a total of 40 or more children below the age of 6 years.

Dumbi village did not receive the essential services to be provided by an Anganwadi; thus, making the women and children vulnerable to malnutrition and plunging their future generation into the never-ending cycle of ill-health and poverty. 

Dilip Rajak, one of the members in the project, has been working in bringing a change among the right holders by organizing them to identify the issues of the village and discuss about the probable solutions to tackle those issues.  Most of the time he uses Gram Sabha as a platform to discuss the issues. Slowly and steadily, Dilip and others in his team were able to raise the issue and demand for an Anganwadi through the Gram Sabha

Though the issue of not having an Anganwadi was regularly discussed in the Gram Sabha, the members were unaware of how to address it.  It was then that Dilip suggested them to undertake a survey to know the number of children under the age of six. Not only did he help in motivating the community members but also mobilized them for a survey in the village and prepared a report based on the findings from the survey.  In the survey conducted in April 2021, it was found that the village has a total of 53 children under the age of six years who were neither provided with any dry ration nor their growth was monitored by the local ‘Sahiyaa’ didi.

The report duly prepared by the community members with support of the Gram Pradhan was submitted to the Block Development Officer (BDO) and Child Development Project Officer (CDPO), Manika in September 2021, with a copy each to District Deputy Commissioner (DDC), District project Officer (DPO) and Department of Women and Child Development, Jharkhand.

Though the community has to go a long way to achieve its dream, with the support of Dilip, they have learned to advocate their demand collectively with evidence.  A small fillip from an NGO/CSO/Individual may help the community to approach an issue systematically and present it to others with proof and confidence.

In the coming months, they have decided to follow  up with the officials concerned on the report and will try to expedite the process of providing the community members their rights which have been due since the village has been established.

This case study is an example for how a community can be collectively motivated to demand their rights in a proper manner. By involving them from the beginning in the activities, they learn how to put forward their demand to the service providers effectively.

Dignifying relief

Instead of seeing disaster-hit people as victims, Goonj considers them as equal stakeholders having a strong involvement in repairing their own lives and ecosystem

Goonj wants to bring focus to the most missed out issues, needs and challenges of the neglected people in the world. It wants to build a stronger connection between the two ends of abundance and scarcity in society, not with charity but with dignity for people and by advocating a more equitable ‘everyone is an equal stakeholder’ mindset for everyone. The non-profit’s main focus areas include:

  1. More equitable allocation of resources and opportunities in the world.
  2. A more equitable recognition, respect, value and dignity to the efforts, wisdom and knowledge of the most neglected people.
  3. Sustainable use of what the world has (money, material, knowledge, people, natural resources etc.) to solve the biggest challenges faced by the humanity.
  4. More resources, self-sustenance and dignity for people facing incessant disasters.

Two decades ago, Goonj started with cloth as a basic but neglected need of people and over the years in its journey, the non-profit discovered many other neglected issues and needs; people’s dignity in a dominant charity culture that underlines many others ignored issues– the indignities women face for their menstrual health and hygiene and their struggle for a clean piece of cloth or the indignity disaster-hit people face repeatedly. Goonj believes that for a self-sustaining community and society, we need to value people and resources we have before seeking a change. This respect for the wisdom, knowledge, local resources, skills of people, has been one of our guiding principles. We call it ‘Let’s improve the world before we change it’. In the last 5-6 years the world has come to call it ‘circular thinking’. The organization’s work around extending the life of 5000-6000 tons of urban surplus material, every year and using it as a resource for development work extends the market circularity to address poverty, inequity and climate change.

Rahat

Goonj’s disaster response initiative, Rahat should be replicated widely given the more frequent and more devastating disasters that people in the cities and villages alike are facing. The program is based on preemptive dignity-led bridge building between abundance and scarcity for a more rapid, customized and long-term disaster response. The primary shift is that instead of seeing disaster-hit people as victims, Goonj’s see them as equal stakeholders having dignity, agency and having a strong involvement in repairing their own lives and ecosystem. Goonj looks at relief material as a trigger for mobilizing, motivating and empowering people to value their own knowledge, wisdom and skills and to revive their livelihood and local ecosystem.

Here again, Goonj’s focus is on some ignored disasters like winters, annual monsoon floods, fires, droughts, which don’t get much attention or resources, in comparison to the other natural disasters. The other aspect of Rahat is to break many myths around disasters among people; like disaster-hit people are victims and will therefore take anything we give or that anyone can carry out disaster relief work. There are many aspects of disaster work which need to be understood better now more than ever before as disasters are happening all across and more organizations will have to engage with them.

Goonj has done some innovative work around turning disaster wastage into a resource for rural livelihood generation, that would be valuable for resource crunched communities whose livelihood is badly affected after a disaster. Over all, Goonj believes Rahat is a replicable model for changing society’s mindset around disasters, seeing them as a part and parcel of our life rather than as a one off aberration and using them as an opportunity to build back better and connect to development work in the long term. With Rahat, Goonj establishes a mechanism of partnerships and addressing some systemic root causes and impacts which may be bothering communities even before the disaster.   

It also emphasizes working on disasters in a more strategic, comprehensive way in non-disaster times, which will incrementally reduce the suffering and losses of people and help the community prepare and adapt better. As Covid has pushed back people into deeper challenges, it has increased the urgency for better preparedness and adaption for future disasters, which, due to climate change, urbanization and depletion of our natural resources, have started hitting closer home and with more frequency.

Linkages with the SDGs

Disasters have a direct impact on progress made on any SDGs. Therefore, even though disaster work is not there on the SDGs list, it has a huge impact on all SDGs. Rahat helps the disaster-hit communities connect back, restore, repair and revive their ecosystems and lives. Poverty, in the absence of basics, is an ongoing disaster for a vast majority and natural disasters like floods, earthquakes, drought takeaway their basics and add to their challenges. People are pushed into debt cycles, migrate, and take bad decisions in this difficult time. In Covid, one of the biggest work that Goonj ended up doing was around hunger, an ignored need while everyone was focused on health. In this pandemic, Goonj also focused on working with some, already missed out people like the disabled, sex workers, senior citizens, artisans etc. whose pre Covid struggle for sustenance turned into a struggle for survival as attention moved on to other things. Thus, disasters have a connection with many other systemic issues. Goonj believes working closely with people in disasters, in their toughest hour, is one of the most important work of our times.

Defining development

“Development is to look at non-issues as issues and work towards finding a viable solution, which lies amongst us. Our aim is not to change the world, rather to improve it first. I feel that something is wrong somewhere because despite our hard work, good intentions, intellect and resources, poverty and many other development issues are not getting resolved. The gap is growing with issues getting more complicated. The utmost need in the domain of development is to see everyone as an equal stakeholder and to stop imposing development agendas and policies and listen to people, whom these decisions affect.”

Anshu Gupta
Founder Director, Goonj

Strengthening the workforce

GAIN’s Workforce Nutrition programme aims to improve the nutrition of workers and farmers in low- and middle-income countries or communities

The Global Alliance for Improved Nutrition (GAIN) is a Swiss-based foundation launched at the UN in 2002 to tackle the human suffering caused by malnutrition. Working with both governments and businesses, the organization aims to transform food systems so that they deliver more nutritious food for all people by making healthier food choices more desirable, more available, and more affordable. GAIN’s mission is to advance nutrition outcomes by improving consumption of nutritious and safe food for all people, especially the most vulnerable to malnutrition.

GAIN’s current portfolio of projects in India primarily focuses on large impact interventions, such as Large-Scale Food Fortification, Commercialization of Biofortified Crops and Workforce Nutrition. The non-profit offers high quality know-how on transforming food systems to improve the consumption of nutritious and safe food for all people, especially the most vulnerable.

GAIN’s alliance-based approach and its ability to engage critically and productively with the private sector differentiate it amongst other development agencies. The organization aims to support and advise the Government of India and state governments, the private sector, and development partners, as they build and mobilize food and nutrition plans to advance nutrition outcomes.

Workforce Nutrition

The Workforce Nutrition programme in India works in partnership with global tea brands, tea estate managements, and local tea associations to address nutritional issues in the tea supply chain in India, Kenya, and Malawi; the India programme is the largest. Funded by the Government of Netherlands with matching co-contribution from the private sector, the programme focuses on improving nutrition outcomes by increasing the consumption of nutritious and safe food by tea workers and their family members.

Since its launch in 2016, GAIN has reached more than 43,000 small-scale farmers and workers in the tea supply chains in Assam and Tamil Nadu. The programme is tailored to improve the awareness, access, and consumption of nutritious food along with handwashing practices amongst tea workers’ families. Through its efforts, the project has established GAIN as a trusted partner in the tea sector.  

The programme consists of two major components- the first aspect consists of demand generation activities such as street plays, nutri-games, cooking competitions, cooking demonstrations, and home visits which help in bringing behavior change in the community. The second aspect consists of improving access to nutritious food and hygiene products provided through a network of women entrepreneurs and changing market mechanisms for estate retail stores around the geography of these communities.

Funded by multiple donors, that include the Government of Netherlands, Unilever, Taylors of Harrogate, Republic of Tea, and a few other global tea companies, the project is currently ongoing in 37 tea estates in Dibrugarh district of Assam. With the successful results of the project, GAIN is now scaling up the “Workforce Nutrition” in 110 tea estates in Assam with a target to cover 110,000 tea workers and families by 2022.

Linkages with the SDGs

The Workforce Nutrition (WFN) programme addresses a variety of nutrition-related problems through its components. The programme targets to improve indicators such as consumption of nutritious food groups and awareness on importance of nutrition which directly influences SDG 2 (Zero hunger) and SDG 3 (Good Health). It encompasses measures to reduce chronic and acute deficiencies as well as improve maternal and child health. In addition, the programme also aims to improve the accessibility to nutritious food products at the doorstep through rural women who are selected from the community as social entrepreneurs targeting to improve SDG 5 (Gender Equality) and SDG 1 (No Poverty) indirectly.

The programme also presents a significant opportunity for public and private sectors to collaborate to reduce the global malnutrition burden and drive business value. This unique opportunity to impact the health and wellbeing of the population at large is also recognized by the International Labor Organization’s (ILO) Better Work Program, which is also a part of the Decent Work agenda of SDG 8.

Defining development

“Development is a process enabling the rise in quality and level of social and economic mobility of all layers of the population. It creates growth, progress, and positive change in the socio-cultural and economic milieu of all strata of society through equitable and sustainable actions that enable all people, particularly the most vulnerable, to realize their full human potential and lead healthy and productive lives.”

Tarun Vij
India Country Director, GAIN

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