Nipun Vinayak

People make systems, and systems people : Notes from Swachh Madhya Pradesh campaign

Ajit Tiwari is Deputy Commissioner, Swachh Bharat Mission, Madhya Pradesh. Years ago, prior to launch of Swachh Bharat, he was working as BDO of Budhni block in Sehore district, and was exposed to CLTS training. He says everyday he went to the training thinking that he would attend that day only if he found it useful- and ended up attending all five days. To convince himself of the practicality of approach, he started ‘triggering’ techniques in villages himself. Village after village began to become ODF in his district.

Beyond swachhta, with women's empowerment: Mandi Vikas Abhiyaan

Sandeep Kadam, DC Mandi, again demonstrates the criticality of district leadership for change. A district already declared open defecation free, Sandeep has not only continued the momentum, but reenergised it by activating mahila mandals (women groups) across his district. Hailing from Maharashtra, he says the philosophy behind this approach is the teaching of Mahatma Phule – ‘teach a woman, and you reform a family’.

Shit will be fought with shit

Hands of majority of motivators in Fatehgarh Saheb rise to a question – ‘how many of you have taken shit in your hands?’
It is surprising. Hands rise without hesitation, with pride though. One would expect hands rise to holding a sweet in hand, their child in arms, or a precious thing, may be. But shit?
Asked don’t they feel the disgust, they reply in negative. They say that this way, they are able to explain most convincingly the relation between shit, flies and food. A sarpanch (village headman) seconds this – he says people get moved by this the most.

Why we should not set 'targets' for ODF

The Swachh Bharat Mission (SBM) is a revamped programme on sanitation launched by the H’ble Prime Minister, with a clear focus on outcomes. The programme was drafted carefully, looking at learnings from past sanitation programmes in the rural sector. Despite many programmes, the rural sanitation coverage rate did not get much success, for varied reasons. The primary reason was inability to implement programme in a pure ‘demand driven’ way, and lack of capacities to trigger behavioural change, required for this demand generation.

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