Prajakta Kuwalekar

HARITIKA: A Journey of Water and Livelihood Transformation Since 1994 Founded in 1994, HARITIKA has been at the forefront of integrated rural development in Central India, with a core focus on addressing water scarcity—a major constraint to the region’s socio-economic growth. Water Resource Management Recognizing the acute water crisis in Bundelkhand and surrounding regions, HARITIKA conducted a pivotal research study titled: “Multi-Layered Management of Water Resources in Bhadar River Sub-Basin, Nowgong Block of Chhatarpur District.” This study laid the foundation for a large-scale implementation of solar-powered safe drinking water systems based on the Integrated Water Resource Management (IWRM) approach. Through these efforts, we established 24/7 water supply schemes across: Uttar Pradesh: Jhansi, Agra, Lalitpur, Mahoba Madhya Pradesh: Chhatarpur, Vidisha, Betul, Damoh, Katni, Panna, Barwani Rajasthan: Baran, Churu, Tonk, Banswara Maharashtra: Dhule and Jalgaon (Aner, Bhadar, Karpia & Banne River Basins) Livelihood & Holistic Development Beyond water, HARITIKA has addressed the broader challenges of livelihood insecurity, especially in tribal and marginalized communities. We have introduced integrated development models such as: Wadi Development Project – Supporting sustainable tribal livelihoods through horticulture and agroforestry. Model Village Project – Developing infrastructure including electricity, education, sanitation, and roads. Water Replenishment Projects – Enhancing groundwater recharge and irrigation through eco-friendly technologies. These interventions have led to comprehensive rural transformation and economic upliftment in deeply underserved regions. Our Impact at a Glance Villages Covered: 2,550+ Safe Drinking Water Access: 10,42,000+ villagers Water Stored: 250+ billion liters Land Irrigated: 45,000+ hectares Target Communities: Women, SC/STs, marginal & small farmers, and children Through continuous grassroots engagement and a community-first approach, HARITIKA has become a catalyst for sustainable development across Bundelkhand and Central India.

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“As practitioners, we have to move BCC beyond campaigns. It must be embedded into systems, measured for impact, and shaped by the communities it serves”- Shreya Ralli, Director - Communications At the Behaviour Change Communication (BCC) Summit 2025, hosted by the Centre for Social and Behaviour Change (CSBC) in New Delhi, American India Foundation Trust's Technical Advisory Group member, Shreya Ralli, joined the panel “Improving Public Health and #Nutrition through Behaviourally Informed Messaging.” Drawing on over a decade of AIF’s work in maternal and newborn #health through the #MANSI program, she shared how dignity-centred, trust-based, and locally rooted communication can dismantle misinformation, shift entrenched norms, and strengthen uptake of life-saving services. Global evidence reinforces this approach. Targeted BCC interventions have been shown to significantly improve #maternalhealth behaviors and service utilization, with interpersonal outreach by frontline workers outperforming mass media in reaching communities most in need. For AIF, #BCC is not an adjunct to program delivery. It is a strategic lever embedded in every stage of intervention design and implementation. From challenging myths around institutional delivery to equipping frontline health workers with culturally resonant narratives, our approach is grounded in responsiveness, co-creation, and sustained community engagement. It is this integration of evidence, systems thinking, and lived realities that enables real, measurable change. We thank CSBC for convening this important dialogue and for amplifying the role of behaviorally informed communication in advancing public health outcomes. #HealthEquity #PublicHealth #DevelopmentCommunication Kavita Srivastava

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India's ambitious urban future depends fundamentally on strong and resilient governance. However, an emerging concern is the growing reliance on external consultants, which, if not strategically managed, could impact institutional capacity and long-term sustainability. The increasing integration of a "consultant culture" within public institutions and policy think tanks—often with unclear lines of accountability—risks diluting institutional memory and weakening policy continuity. Consultants undoubtedly bring specialised expertise and play an essential role in bridging knowledge and capacity gaps. However, their engagement must complement—not substitute—the core functions of public institutions. The critical policy roles and policy narratives should remain within the purview of a strong and capable public system. There is an urgent need to recalibrate this balance by investing in internal capacity development and by establishing robust standards for how consultants are engaged. Such measures will help ensure that external expertise reinforces governance frameworks, rather than unintentionally undermining them. I am pleased to share that some of these reflections were featured in Dainik Jagran today. #UrbanIndia #PublicAdmin #CapacityFirst #StrategicGovernance #DainikJagran #UrbanGovernance #India #CapacityBuilding #InstitutionalIntegrity

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