Tailored Healthcare Solutions for Tribal Women

Tailored Healthcare Solutions for Tribal Women

16-year old Nirmala weighed 43 kgs and had a haemoglobin level of 5.8 when she was eight months pregnant. Hers was a “high-risk pregnancy”, and after much coaxing over multiple visits by the on-ground health worker she agreed to travel 4 kilometres (2.5 miles) on foot and 11 kilometres (6.8 miles) in a bullock-cart to the nearest hospital for her delivery. She is now the mother of a healthy six-month old boy.

She was lucky; more than half of the maternal deaths in India are among the 8.6% tribal population . Less than 15% of tribal women meet the recommended protocol of ante-natal care . Across the continuum of care, tribal women have poorer access to adequate maternal and child health services than their counterparts elsewhere in India. By increasing access to quality maternal health services and emphasising on two important social determinants of maternal health – literacy and age of marriage – India has succeeded reducing maternal mortality by 77% in the last 19 years.

However, the last leg is the toughest. How do we reach the most marginalised women in remote villages to ensure safe deliveries for them?

Sattva_Insights_TribalHealthcare

There is no data on health, healthcare and finances specific to the 104 million strong tribal population in India, and the budgetary plans and allocations for the tribal population remain buried under “rural healthcare”. Alarmingly, there are no existing institutional mechanisms to even gather or generate such data!

The challenges and needs of the tribal population are unique and need to be addressed differently. Tribal populations suffer from the “triple disease burden”: infections and communicable diseases, non-communicable diseases such as cancer and diabetes, and mental illnesses . The nutritional parameters are poorer: anaemia among tribal women is 38% higher than it is in the non-SC-ST population in India4 and the Infant Mortality Rate (IMR) among tribal children is 20% higher than the national average.

Continued disproportionate health outcomes indicate the need for a different approach to address the maternal health challenges in these communities. To paraphrase American writer and activist Audre Lorde, “it is not our differences that separate us, but our inability to accept and acknowledge them”.

Maternal health services for tribal women need to be tailored to their needs, instead of being replicated naively from modern health practices or relying on monetary incentives to motivate health-seeking behaviour. To improve maternal health outcomes, we need to adopt a three-pronged strategy: provide last-mile access to care, leverage technology to provide better quality care, and increase utilisation of services provided by being more culturally sensitive and building trust in the community.

Solutions to combat poor maternal healthcare Last mile access can be improved through effective community-based care, adequate ante-natal counselling, and provision of emergency transportation services. The Government of Madhya Pradesh, along with UNICEF, piloted a 24×7 Free Referral Transport system for pregnant women (home to facility, inter-facility and drop back) which contributed to the increase in institutional delivery from 47% to 83% in Madhya Pradesh over a five-year period.

We also need to preserve and build beneficial traditional practices by integrating last-mile health workers into the system and focus on safer deliveries – at home or in a health centre.

There is tremendous scope to leverage technology to improve health outcomes. Mobile applications can help identify and track high-risk pregnancies, increase on-ground reach by incentivising field workers, and strengthen the referral chain to make patient data accessible. Tech solutions can conduct point-of-care diagnostic tests, improve the performance of field workers by providing training support and work as job-aids to guide them through complex tasks. Telemedicine centres and electronic medical records also hold great promise.

Through our research, we learnt that tribal communities view pregnancy and childbirth as a natural phenomenon that does not warrant external interventions. Doctors in white coats and sterile, whitewashed, multi-storeyed hospital buildings are viewed as intimidating. Respecting tribal culture and community beliefs, the Society for Education, Action and Research in Community Health (SEARCH) has built a tribal-friendly hospital in Gadchiroli . The clinics are modelled on a typical tribal home with mud flooring and thatched roofs. Outpatient departments feature large, tree-lined open spaces for patients to wait and mingle. To overcome access barriers, the state of Jharkhand established Sahiyya Help Desks in District Hospitals and Community Health Centres to help patients navigate complex, often culturally alien and unfriendly health facilities. Anecdotal evidence suggests that these desks significantly reduce the fear of being misunderstood on account of language and socio-cultural differences and improve awareness of entitlements and services, grievance redressal, and feedback regarding services.

To drive community behaviour change, we need to go beyond acknowledging the distinctiveness of the tribal population and learn to understand their culture and beliefs. We must eschew the cookie-cutter approach that seems to characterise many proposed solutions to this challenge. Tailoring interventions to the needs of tribal people will promote health-seeking attitudes, improve the overall nutritional status and enable better integration. This will facilitate better outcomes for mothers and children.

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This article was originally published in Impact Magazine and can be accessed here.

You can find more Insights from Sattva here.

To talk to us for collaborations or partnerships, you can write to us: impact@sattva.co.in

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i.Name changed to protect identity
ii.India’s maternal mortality rate is 167 per 100,000 live births- Census 2011 data
iii.Tribal Health Expert Committee Report
iv.NHFS-3 data
v.SEARCH website: http://searchforhealth.ngo/tribal-friendly-hospital/

Digital Solutions for Women-Owned Enterprises

Digital Solutions for Women-Owned Enterprises

Background

A decline in rural jobs, the one-sided burden of unpaid care work, along with other structural and underlying issues, such as unequal pay structures, have compounded the decreasing female labour force participation of India—56.1% of working women in India were self-employed as of 2014. There are 8.1 million Indian women-owned enterprises as per the 6th EC, making up 13.7% of enterprises in India. Only 20% of these report their Gross Value Added (GVA) as over INR 5,000 per month compared to 73% of men-owned enterprises.

There are multiple different approaches that have been used to promote and address the variety of barriers faced by women-owned enterprises, ranging from programmes driving financial inclusion to the provision of skilling initiatives. Of the plethora of different approaches to solving for these barriers, e-commerce and digital solutions offer a new and potentially scalable pathway to potentially solve for some of these issues and generate market linkages for these women-owned enterprises. Digital solutions are only just beginning to be explored in India and could provide a scalable means of linking women to markets and job opportunities. The effect size of such interventions (both in India and internationally) could extend beyond market connections and livelihood linkages, to providing layered social empowerment outcomes.

Sattva_Woman-market-india

Sattva organised a roundtable to understand this potential through three lenses — the viability of e-commerce as a solution, the enablers it provided that could solve for specific barriers, and the feasibility of implementing such a solution at scale. ‘Digital Solutions for Women-Owned Enterprises’ takes forward the insights from the roundtable to better understand the potential of e-commerce in growing women entrepreneurship.

Key Findings

1. The high potential of B2B e-commerce
The B2B customer segment of e-commerce offers high potential for women-owned enterprises to access markets and scale as it helps producers procure bulk amounts of raw materials at a lower cost, and have larger order sizes and more predictable revenue.

2. Three B2C sectors with opportunity
Three sectors in B2C e-commerce provide maximum potential for integration of women-owned enterprises. These are:

  • Sale and manufacture of apparel and home furnishing
  • Retail sale of food and beverages
  • Hyperlocal services like hairdressing and beauty services, or repair and alteration of clothing

3. E-commerce enables enterprises in multiple ways
E-commerce platforms can enable enterprises to access larger markets, understand market dynamics and tailor their products/services, get easier access to credit and other inputs, and improve their technical and business skills.

4. There are five key enablers that need to be provided or developed in order to ready women for integration into e-commerce

  • Willingness to participate in e-commerce
  • Functional and technical skills
  • Access to and usage of mobiles and technology
  • Market intelligence and business support
  • Access to working capital and inputs

5. Similarly, there are five enablers required to achieve readiness at an ecosystem level

  • Developing infrastructure in partnership with telecom providers
  • Creating a favourable policy and regulation environment
  • Adding a gender lens for e-commerce platforms
  • Reducing entry barriers on e-commerce platforms
  • Facilitating technological access for women (by developing familial and community support)

The full report can be accessed below.
Digital Solutions for Women-Owned Enterprises – Full Report

Our research shows that even though the e-commerce sector in India is experiencing major growth, the effects of e-commerce growth have been concentrated amongst a few of the larger vertical and horizontal players, with the bottom of the pyramid not yet having any real benefits.

There are a few industries that show high promise for women entrepreneurs to integrate with e-commerce value chains, such as; restaurants/online food delivery, groceries, and the manufacture of textiles and home furnishings. Additionally, the operational models of e-commerce platforms provide a host of enablers that address the constraints faced by women entrepreneurs and women-owned enterprises, building a solid market case for the potential of incorporating women into these value chains. However, in order to truly incorporate women into these value chains, there is a need for mentorship, hand-holding support, financial and digital literacy and technical guidance to be provided. Further, there is also a need for infrastructure to be strengthened, a supportive environment to be developed (by addressing normative and social constraints as well as by enterprises providing support). Favourable government policies towards e-commerce growth, like we’ve seen in other countries such as China, and enabling its decentralized access are also necessary for these women entrepreneurs to thrive in parallel with the rapidly growing e-commerce space.

Would you like to partner with us to further the conversation around the potential of e-commerce in growing women entrepreneurship? Write in to knowledge@sattva.co.in.

Parvathy Ramanathan

Parvathy leads the Transformation Advisory Services portfolio at Sattva, where we focus on enabling ambitious organisations achieve their highest impact. In addition, she also leads Sattva’s technology CSR Programme Management product – SHIFT.

Parvathy has worked extensively in both the US and India at the intersection of systemic transformation and technology, in sectors including Government, Healthcare and Education.

Parvathy is an entrepreneurial leader, now focused on solving urgent problems in the development sector, leveraging over 18 years of global experiences in strategy, marketing, product innovation, services delivery and business development. She has launched, generated and managed global revenue streams across products and services. Her leadership roles range from Accel-Partners funded Big Data Analytics start- up to Fortune-500 firms like Amazon, IQVIA and McGraw-Hill. Her experience spans sectors including Government, Healthcare, Financial Services, Education and Retail.

Parvathy has an MBA from the Kellogg School of Management and a Bachelors in Engineering from RAIT, Mumbai University.

Shaivi Chandavarkar

Shaivi is a Senior Consultant based in our Mumbai office. She works in CSR Advisory and is currently focused on a project to build the paediatric liver transplants ecosystem in India and the tribal maternal health space. She brings with her a diversity of experience in strategy consulting, project management, business development and marketing communications in healthcare projects.

Prior to Sattva, Shaivi worked in healthcare consulting with IQVIA in Singapore, was the Medical Project Lead for a multi-specialty hospital in Mumbai – Namaha Healthcare (voted #1 Emerging Hospital in India by TOI in 2017) and worked in healthcare communication with DDB Remedy. She is also the founder of a non-profit Swasyah, to conduct camps to identify undiagnosed patients and direct them to appropriate health care.

Shaivi is a physical therapist by training from Seth GS Medical College and KEM Hospital, Mumbai. She also has an MA in Economics from SNDT University and an MBA from INSEAD.

Business Case for Gender Mainstreaming in Cotton in Maharashtra

Business Case for Gender Mainstreaming in Cotton in Maharashtra

Background

India is the largest producer and second largest exporter of cotton in the world, providing direct livelihood to 6 million farmers, and indirect livelihood to about 40-50 million people employed in cotton trade and processing.

Women perform a majority of the tasks involved in cotton cultivation, but play a limited part in agricultural decision-making, have low involvement in market-facing roles and little control over profits. Typically, women cultivators don’t have land titles in their name, and are often ignored stakeholders in farm-related interventions. They also have reduced access to agronomic training programs and information, and agriculture extension services provided by the government.

To further understand the potential of women cotton cultivators in driving improved business outcomes and profitability in cotton production, Sattva and IDH The Sustainable Trade Initiative conducted a gender analysis of cotton cultivation in the Vidarbha and Marathwada regions of Maharashtra between September 2018 and January 2019. This included exploring and quantifying the gender division of roles, responsibilities and access to resources, current farm practices, and the labour burden of male and women cultivators in the production process. The study sought to understand current gaps in cotton production and identify opportunities that could enable ecosystem players, cotton value chain actors, businesses, and programme implementers to make well-founded decisions based on a business case for strengthening the involvement of women cultivators.

Key Findings

1. Social norms impact the way women cultivators engage with the agricultural ecosystem

  • Tasks undertaken by women cotton cultivators are perceived to be ‘lighter work’, even though these tasks are highly manual, drudgery-prone and time intensive.
  • Women cultivators spend more farming days (80-90%) on the field compared to men (10-20%) through the cotton production cycle. In addition, women cultivators spend 8 additional hours engaged in household tasks daily. While household responsibilities are unpaid, the economic contribution of women cultivators on their own field also goes unmeasured.
  • Social norms limit mobility and the ability of women cultivators to take on front-facing, ‘high value’ roles. They also limit access to productive resources such as land, extension services, tools and finance, that are relatively easier to access for their male counterparts.
  • Women cultivators were typically paid INR 150 per day and men were paid INR 200-300 per day. Lower levels and reduced control over income limit the level of empowerment women cultivators can achieve.

2. Tasks undertaken by women cultivators directly impact the quantity and quality of cotton produced

3. The time spent by women on the field can be leveraged to implement integrated pest management

  • While engaged in weeding and fertilizer application, women are on the field during the early schedule of pest monitoring (June to September)
  • The time spent by women cultivators on the field can be leveraged to monitor for pests and reduce the incidents of pest attacks


4. Though women undertake majority of the tasks in cotton production, primary decision-making still lies in the hands of male cultivators.

  • Women cultivators were more likely to say that decisions were made by both men and women. Male responses for the decision-making category ‘both’ are consistently 8-10% points lower than women’s responses.
  • Even when decisions were taken together, there could be varying degrees of participation by the women cultivators. The final decision was almost always taken by the male member of the household.


5. Despite their role in cotton production, women cultivators have limited access to resources.

  • 33% of the women cultivators had attended any training in the last two years. Yet, if training was provided to women, there was a 30-40% increase in adoption of best farm practices.
  • 16% of the women cultivators surveyed held land titles in their name.
  • 15% of the women cultivators surveyed had accessed any government schemes, with lack of knowledge cited as the main limiting factor
  • SHGs remain an un-leveraged source of financial support for cotton. While most farmers depended on store credit, only 28% of the women cultivators shared that they get credit for cotton from SHGs.

The study found that solving for the restrictions and challenges faced by women cotton cultivators has the potential to achieve improved business outcomes, including an increase in the quality and quantity of cotton produced, ultimately increasing household incomes. It also results in better social outcomes such as increased participation of women cotton cultivators in decision making.

The full report can be accessed below.
Business Case for Gender Mainstreaming in Cotton in Maharashtra – Full Report

Approach and Framework

The gender analysis framework developed by Sattva helped build an understanding of the gender division of roles and responsibilities on the farm, participation in decision-making, and access to productive resources. The framework also analyzes the underlying gender and socio-cultural norms which could influence the division of roles and access to ecosystem support. The study is the first to build a business case for gender mainstreaming in the agricultural value chain.

Using quantitative and qualitative research methods, the study sought to answer the following questions:

  • What is the role played by women cultivators in the production of cotton and how does it contribute to the quality and quantity of the cotton produced?
  • How can business outcomes in cotton production be strengthened by enhancing the engagement of women cultivators on the farm?
  • How are women’s roles on the farm influenced by underlying gender norms? How can these norms be influenced or changed to improve and enhance women’s outputs and profitability?
  • What is the current ecosystem around women cultivators? How can it be strengthened to influence the contribution of women cultivators in cotton production?

Methodology

methodology

The study included quantitative surveys 515 women cotton cultivators and 164 male cotton cultivators. 19 focus group discussions were held with over 125 respondents across Amravati, Yavatmal, Aurangabad and Parbhani, while qualitative interviews were conducted with 26 relevant stakeholders including NGOs, Farmer Producer Organizations (FPOs), ginners, brands and experts in the field.

Event: Farmer Incomes’ and Gender Mainstreaming in Cotton Cultivation

IDH The Sustainable Trade Initiative unveiled the ‘Business Case for Gender Mainstreaming in Cotton in Maharashtra’ with knowledge partners Sattva in Mumbai on May 9. The event featured the launch of two reports ‘Doubling Cotton Farmer Incomes in Maharashtra’ and ‘Business Case for Gender Mainstreaming in Cotton in Maharashtra ’, followed by an interactive session on key findings from the reports.

Would you like to partner with us to further the conversation around gender mainstreaming in the agriculture value chain? Write in to knowledge@sattva.co.in.

Shambhavi Srivastava

Shambhavi is a Senior Research Manager at Sattva and brings in 8 years of experience in research and public policy projects in the sectors of rural livelihoods, women’s economic empowerment and financial inclusion. Shambhavi brings with her strong expertise in quantitative and qualitative research methods using mixed-method approaches, statistical tools and experience with leading outreach and dissemination activities on the field and in the ecosystem. She has served as a Principal Investigator (PI) on numerous gender, public health, financial inclusion and rural livelihood projects.

Prior to Sattva, Shambhavi worked as Research Manager for Institute of Financial Management and Research (IFMR LEAD), India where she served as the PI and programme lead for policy projects in the Financial Inclusion vertical on multi-stakeholder projects in collaboration with partners such as DFID, Access Assist, SIDBI, Ministry of Finance and the University of Munich.

Shambhavi holds a Master of Arts degree in Cultural and Social Geography from the University of British Columbia, Canada, a Master of Arts Degree in International Relations and Political Science from Jawaharlal Nehru University, India and a Bachelors in Political Science from Lady Shriram Delhi University, India.

More than Money

Elderly self-help groups in rural areas provide more than just financial security.

National Bank for Agriculture and Rural Development (NABARD) in India defines Self Help Groups (SHGs) as “small economical homogenous affinity groups of rural poor, voluntarily formed to save and mutually contribute to a common fund to be lent to its members as per group decision.” The loans that the rural poor can avail of is utilized in a number of ways, including generation of income through entrepreneurial pursuits.

Earning a living, however, is not the sole reserve of under-60-year olds. Given their vulnerabilities, elderly people in villages need it just as much. In the last two decades, HelpAge India has pioneered the creation of Elder Self-Help Groups or ESHGs in rural India to provide livelihood support to the elderly. The success of this model has led to its adoption by the Ministry of Rural Development for the National Rural Livelihoods Mission in India, for 5,543 ESHGs, impacting 67,014 elders across 12 states in India. The ESHG members may save as low as an amount as INR 30 (USD 0.42) per month per person, and then pool their resources to inter-lend within their group of 10-20 people, eventually moving on to larger loans through financial linkages with banks. They may then individually or collectively engage in income generating activities, such as taking on the project of cooking the midday meal for children in the village school.

While ESHGs have potent financial impact on the lives of the aged, there are also some lesserknown social aspects that are harder to quantify and may often be empirical in nature. However, there is no denying the positive impact they have on the personal psyche and relationships of seniors.

Sattva_Insights_MoreThanMoney_AditiChatterjee

Increased inter-generational bonding
Travels into rural West Bengal brought us in touch with 10 such ESHGs, including a few 80-year-olds who walked into the ESHG meeting bent over crude walking sticks. They were too old to earn the INR 1 (less than 2 US cents) a day that they had to contribute to the collective savings fund. They proudly announced though, that their grandchildren gave them INR 1 a day from their own daily “pocket-money” of INR 5 so that the grandparents could be a part of the ESHGs. Though anecdotal in this instance, ESHGs have been known to increase intergenerational bonding within the family due to similar circumstances.

Improved status within the family
Old age is sometimes associated with familial neglect. However, ESHG members often enjoy improved status within their families. One of the reasons for this is that they are able to contribute to the family income through their own earnings via the ESHG. Even in the absence of such earnings, the elderly nominate family members who will be the recipient of their ESHG savings and the interest it accrues upon their demise. Having an inheritance to leave behind therefore also contributes to their improved social standing within the family.

Antidote to loneliness
Even with improved social status in the family, loneliness is a real concern for the aged. Amidst their own work and household chores, family members may have little time to spare to engage with the elderly folks in the house.

However, village elders who had become ESHG members said that they had organized outings to picnic spots and religious sites as a group – something they had never tried before. Others mentioned that when ill-health hampered their mobility, the whole group congregated close to their house for the weekly meetings so that they could be a part of it. Interestingly, the elderly having their own social circle led to decreased stress for the care-givers in the family too, and therefore often resulted in more harmonious family relationships.

Broadened horizons and collective action
Among the most remarkable effects of the ESHGs however, is the impact of exchange tours to other ESHGs. Not only does this expose members to wonders they had never experienced in their own lives (like travelling by train for the first time, or seeing running water flowing out of a tap), it also gets them acquainted with best practices of other groups. There have been reports of groups who almost doubled their contribution to the savings fund to provide small stipends for more destitute members. Dolon Mukherjee, a Ph.D. scholar in gerontology and a HelpAge India veteran, commented that ESHGs who had met such groups came back to their own villages and started to save INR 2 instead of INR 1 per month. The reason? To set up a parallel avenue of pensions for members of their ESHGs who did not have access to state pensions and social security benefits.

Elder Self-Help Groups have, therefore, not just helped the elderly financially, but also given them a new lease on their social and personal lives in their twilight years.
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This article was originally published in Impact Magazine and can be accessed here.

You can find more Insights from Sattva here.

To talk to us for collaborations or partnerships, you can write to us: impact@sattva.co.in

How we halved open defecation in a New Delhi slum in a year

With 1.1 billion people relieving themselves in the open, India accounts for more than 59%, of open defecation worldwide (source: WHO). Open defecation is the leading cause of diarrhea and worm infections, which result in more than half a million children in our country dying annually. Even of those who survive, many are physically and cognitively stunted for the rest of their lives (source: WHO). According to World Bank, India loses 2.4 Trillion Rupees each year due to poor and inadequate sanitation conditions (Source: World Bank) While over 1.2 million of Delhi’s slum population is dependent on community toilets, only 55% of this infrastructure is usable (Source: Action Aid), leaving half a million people defecating in the open.

Sattva_Insights_India-slum

To truly understand the problem at its core, my team in Enactus – an international student-led social entrepreneurship body – studied the demand and supply factors of public sanitation. We learnt that:

1) People in slums avoid using toilets, given their filthy state. This, along with age old misconceptions, leads to rampant open defecation. Lack of ownership towards community toilets provokes vandalism, rendering them defunct.
2) Currently, the community toilets are developed by the government and then the operationalisation of these toilets is handled by maintenance firms who file a tender for it. The toilet maintenance firms face shortages of trained staff resulting in substandard operations.
3) Despite efforts by the govt to expand infrastructure, funds end up being utilised for reconstruction of defunct complexes.

Seeing an opportunity to work on systemic failures, four colleagues and I created Project Raahat in 2016.

Raahat has a twofold mission – to eradicate open defecation and provide safe sanitation to urban slum communities by innovating in management of community toilet complexes and sensitising people on good sanitary practices

We took our model and pitched it to different Urban Local Bodies and Delhi Urban Shelter Improvement Board (DUSIB) who finally gave us a pilot site in Sultanpuri, a slum cluster in North Delhi. Our intervention comprised the following:

Entrepreneurial Model: To overcome the problem of substandard maintenance our team developed an entrepreneurial model. We selected two unemployed yet aspiring individuals from the community as caretakers. Through extensive and continuous training, we equipped them with the knowledge of plumbing and cleaning practices, interpersonal skills and bookkeeping.

Revenue Model: Further, as mandated by the Government, a nominal fee is charged from the toilet users which forms the income of the entrepreneur after allowing for maintenance expenses and reserves.

Customised Sensitisation: We customised sensitisation activities to suit different demographics. For example, we gamified the topic with hopscotch and relay races to educate children on proper use of toilets. We created a own fictional character called Raahi, who became a mascot for propagating sanitation amongst slum children. Our campaigns for women covered topics such as healthy pregnancy and menstrual hygiene. Aesthetic modifications were made using wall art based on popular Bollywood and cartoon themes to encourage people to use toilets.

Payment Alternatives: Pay and use toilets are characterised by long waiting lines and the compulsion of having to pay each time, deterring people from using them. To resolve this, we introduced the Raahat Suvidha ticket. These tickets can be purchased in bundles at a discount and offer user convenience and flexibility.

Security: By employing nightguards and installing surveillance mechanisms, the toilet facility was operational 24/7. Women no longer have to relieve themselves in the open in the darkness of night.
Data Analysis: To effectively monitor usage levels of the toilet complex, we installed a people counter which measures footfall and segregating the population according to demographics. When usage statistics decline, remedial action is taken by the entrepreneurs in the form of targeted sensitisation to ensure continued usage.

Exit Strategy: We defined benchmarks in terms of number of users and rate of open defecation. Once these were surpassed, all responsibilities of complex management were transferred to the entrepreneurs.

With a baseline and endline done by DUSIB, Sultanpuri showcased a reduction in open defecation from 70% to 35% in a year, a first-time achievement in any slum cluster of Delhi. We were also lauded by Delhi’s deputy chief minister, Mr. Manish Sisodia.

We developed a Standard Operating Procedure with DUSIB for all maintenance firms of Delhi. We have been consulting these firms on such maintenance practices too. Rs 9.8 million worth medical expenditures have been avoided through our intervention.

Key Takeaways

1) Giving ownership of sanitation to the community itself by including a community member for maintenance and care taking
2) Developing the area as a community space to shatter the image of a “dingy dirty place” to a place where you can visit without any fear or discomfort
3) Helping sustained usage of the facility by reducing the per usage cost and using data analytics to solve area specific problems

3 years later, Raahat has come a long way. We are 40 members strong, running 15 community toilet complexes in Delhi. We are now working with the Andhra Pradesh government to run our programme through government volunteers.

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For data on households in India that have access to a toilet, look at our data here.

Finclusion: Empowering Women Through Digital Finance

Did you know that poor women account for 1.1 billion of the world’s unbanked adults, or most of the financially excluded?

Financial inclusion needs to bridge gender gaps for it to become truly inclusive, and India has a long way to go in this respect.

In order for digital finance to reach rural women sustainably, there is a need to bring together stakeholders from policy, government, businesses, digital financial solution providers, community-based organisations, and funders, to discuss pathways to collaboration for sustained outcomes.

To achieve this, L&T Financial Services and Sattva have taken a bold first step in focusing their efforts on digital financial inclusion of women in rural India through the conception of Finclusion: Empowering Women Through Digital Finance – a participatory dialogue on learnings, gaps and potential to harness digital financial inclusion for rural women in India.

The summit will take place on 1st February, 2019 from 9am to 2pm in New Delhi.

In an effort to establish knowledge sharing and thought leadership in this largely untapped ecosystem, Finclusion will bring together some of the most eminent thought leaders in the space, including Shri Krishnan Dharmarajan of Centre for Digital Financial Inclusion and Renana Jhabvala of SEWA Bharat among others.
With discussions on topics of great contemporary significance like “Partnerships in effective delivery of financial inclusion” among panellists like Prabhat Labh, CEO of Grameen Foundation and P. Satish, Executive Director of Sa-Dhan, the national-level platform hopes to facilitate vibrant discussions between stakeholders across the board, and ultimately, enable sharing of best practices, solutions and partnerships around women empowerment through digital finance.

Finclusion: Empowering Women Through Digital Finance is an event you won’t want to miss, especially if you wish to leave a lasting impact in the digital financial inclusion space.

To participate in our event, write to aashika.ravi@sattva.co.in.

Rahul Shah

Rahul is part the Consulting Services team in Mumbai, with experience working on organisational development with both small and large NGOs, CSR design and implementation, development impact bonds, fundraising and impact assessment.

His diverse experience in the development sector has evolved from his time working at the grassroots level in Ahmedabad, India, to community organising in his hometown of Washington, DC, consulting with social organisations across domains and managing multi-year development projects. Prior to joining Sattva, Rahul worked with TechnoServe India where he managed a CSR funded accelerator programme for women-led social enterprises and NGOs, and a USAID funded project transferring frugal agricultural innovations from India to Africa. In addition to his development sector work, he has five years of progressive experience in corporate finance with industry leading, Fortune 500 corporations in the United States.

Rahul has an MBA and an MS Finance from the University of Maryland’s Smith School of Business and an Executive Certificate in Non-Profit Management from Georgetown University.