Invisible water, visible crisis

By now, everyone in India understands that we have a serious water crisis. Too many of our rivers are polluted, dammed, or dying. Rainfall is becoming increasingly erratic, and expected to become more so. Our groundwater is depleting fast. Our lakes are drying up or filling with sewage, especially in urban centres. Our water and sanitation infrastructure is old and creaking in many places and does not even exist in others. Agriculture, industry and urban settlements all compete for the same scarce resource. It is no longer a problem that can be discussed without remedy. Rich or poor, it affects us all, here and now.

By now, everyone in India understands that we have a serious water crisis. Too many of our rivers are polluted, dammed, or dying. Rainfall is becoming increasingly erratic, and expected to become more so. Our groundwater is depleting fast. Our lakes are drying up or filling with sewage, especially in urban centres. Our water and sanitation infrastructure is old and creaking in many places and does not even exist in others. Agriculture, industry and urban settlements all compete for the same scarce resource. It is no longer a problem that can be discussed without remedy. Rich or poor, it affects us all, here and now. But if we had to choose one area for immediate attention, it would have to be groundwater. Groundwater is fuelling much of India’s growth in rural and urban areas. This has resulted in severe scarcity and quality issues, especially in these high growth areas (see map). India has always been a groundwater civilisation. For thousands of years, different regions had the most aesthetically designed, functional open wells that tapped into the shallow aquifers. People had thumb rules that allowed them to use the water sustainably across cycles of good monsoons and drought. The coming of the deep rigs and the borewells in the 1970s completely changed the way India used its groundwater reserves. The most significant indicator is that the share of groundwater for irrigation went up from a mere 1 per cent during 1960­61 to 60 per cent during 2006­07. India is now the largest user of groundwater in the world. We draw more groundwater than two giant economies­ USA and China. We have approximately 30 million wells, including the new borewells and the old open wells, drawing 250 cubic km of water. Groundwater now contributes to about 85 per cent of India’s drinking water security, 60 per cent of its agricultural requirements and 50 per cent of urban water needs.

The big irony is that despite this reality, much of India’s public investments have gone into surface water­ dams and canals for irrigation, huge pipelines for drinking water, and increasingly for diversion to industry ­especially to the energy sector. Essentially, groundwater extraction is a private enterprise in India. Most Indian wells and borewells are privately owned and operated. Overwhelmed by the arrival of a new technology that allowed rapid scale­up, the government’s response has been slow. There is little and haphazard regulation of groundwater. This is a rare phenomenon in the world. Many countries have delinked land ownership from the ownership of the water beneath, and have complex systems of water rights, pricing and tight regulation. Water is a state subject in India. Administration at the Centre as well as in the states has tried but failed to fully resolve the questions of who really owns the groundwater, how it should be mapped, extracted and replenished. So, through ignorance and with impunity, farmers, governments, industry and ordinary citizens have drilled deeper, and just about anywhere with frightening results. Sixty per cent of India’s districts have serious issues of either depletion or pollution, according to one study. Excoriating the earth has unleashed geogenic chemicals such as fluoride and arsenic into our drinking water. Since authentic quality testing is difficult in most places, we do not yet know what we are doing and what awaits us. According to a study by Jadavpur University, Kolkata, 66 million people are at risk from fluorosis and as many as 500 million from arsenic­ induced health issues in the Ganga­ Meghna ­Brahmaputra plain. At the same time, poor sanitary practices have led to faecal contamination. Millions defecate in the open, and millions of others unknowingly contaminate groundwater through leaching from toilet pits. A WaterAid report suggests this directly affects around 37 million Indians annually through water­borne diseases. If you like that sort of imagery, it evokes a manthan gone horribly wrong. It is imperative to look at what must be done, and done quickly. What are the top five things that the government, civil society organisations and citizens can do to make our groundwater civilisation more sustainable? Make the groundwater Mapping visible Right now, there is an asymmetry of information. We need to change that by putting aquifer data in the public domain. Make invisible groundwater visible to all, so that people can prevent abuse. The government has an aquifer ­mapping programme. But it needs strengthening and re­alignment.

It is a top­down approach. It need not be. People need granular data to be water­wise. Aquifers can be mapped within five years with smart, crowdsourced, ground­up information, in combination with technologies such as satellite data. Manage the demand It is linked to the first point, and reminds us that a supply ­side approach will not work. We need to use water more efficiently, and need better market signals for that. Groundwater in India is a private and under regulated market, and does not have the benefits that transparent, embedded markets can bring. There is also a deep nexus between groundwater and energy. If we will not price the water, we have to price the energy. Appropriate economic incentives must come sooner rather than later. There may be less resistance than the political class fears, and there are some good examples in the country already, such as the Jyotigram in Gujarat. Rationalise groundwater use This is linked to the points above. It is not good economics or good environmental stewardship to drain the aquifers of Punjab to grow rice, nor those of arid Kutch to grow sugarcane. These are no longer questions that economists can leisurely mull over. We have to incentivise the shift in production from water­ scarce to water­surplus aquifers, but in a sustainable way. Let’s shift public resources from surface water budgets if necessary to achieve a better water balance. Enable civil society participation It will be very difficult for the government to retrofit a sensible governance system on the current model of private, dispersed and democratised access to groundwater. NGOs do a better job of engaging people in a participatory approach, by encouraging stewardship rather than exploitation. Good public policy and laws help, but we truly need new behavioural responses that allow us to respect water. Recharge and reuse We need a massive national effort to recharge our aquifers. This requires the creation of appropriate institutions that allow us, as a society, to frame a new relationship with groundwater. Some institutional frameworks have been attempted, such as the Central Ground Water Board, with its mirrors in the states. But we need to repair and innovate these institutions. It is critical to set up new entities that help understand and manage urban groundwater better. As a society, we are now faced with tough choices. It is worth betting big on groundwater, which can actually lead us to water security. And we can become a mature groundwater civilisation. Again. ­

With Ayan Biswas and Arghyam ­

Forbes India PHILANTHROPY AWARDS 2014

THE CAUSE AND THE EFFECT: Celebrating the best of philanthropy in India. These are the winners of the Forbes India Philanthropy Awards 2014, chosen by our eminent jury comprising Narayanan Vaghul (jury chair and former chairman of ICICI Bank), MV Subbiah (former executive chairman, Murugappa Group), Jayant Sinha (currently minister of state for finance) and Rohini Nilekani (founder-chairperson, Arghyam).

Small bunch of Indian philanthropists supporting ventures in unconventional areas of governance, human rights

Even as much of Indian philanthropic capital flows into predictable areas like education, healthcare or water, a small and gutsy bunch of philanthropists is directing their generosity towards issues like governance and the thorny thickets of human rights.

Looking Back | Chairperson’s Letter at Pratham Books

This letter was written for Pratham Books Annual Report 2013-2014.

We had more passion than experience. We had more commitment than competence. Like most start-ups, Pratham Books began with little more than a dream.

Sure, it was a grand vision. We wanted to enable ‘A Book in Every Child’s Hand’. Born out of the Pratham network, we set ourselves up as an independent, non­ profit publisher of children’s books on January 1, 2004. We would enable appropriate, indigenous content of high quality and an attractive price, and in multiple languages, to democratize the joy of reading for India’s children.

As Founder-Chairperson and chief funder for exactly ten years from that date, I can truly share that we have moved closer to that vision than co­- founders Ashok Karnath, Rekha Menon and I thought possible on that cold January morning. Ten years later, we have nearly two thousand books, millions of readers, and a truly inspired volunteer community apart from a dedicated in-house team. And we have tried disruptive innovations every step of the way.

It has not been easy. We had to convert our lack of baggage into an advantage. While Ashok, our Managing Trustee had to quickly learn the difference between offset and digital printing, he also had to retain his fresh eyes. While some of us, including, myself, had to become children’s authors overnight, we also had to build out a plan to draw in real professionals.

We learnt rapidly along the way. We wanted to scale access, and we had to think differently. We chose to build a hybrid organization- with significant philanthropic capital, with a market-ready approach and with strategic alliances across the big players – the government, other publishers and non-profits. We had to innovate across the distribution cycle, and go where no publisher could go before. We tried everything we could. Our books went along with the door-to-door sales, women of Unilever, they went with the Indian Railways; they landed up in kirana stores and rode in the backpacks of solar energy salesmen.

Not everything worked. But we learnt from our failures and continued to innovate. We successfully drew in an ever enlarging circle of writers, illustrators and even co-publishers. We leveraged both technology and common sense to keep our costs low and our productivity high. We enabled more simultaneous translations per title than most other publishers. We did not get paralyzed by the desire for perfection; we knew our books and our outreach could be better and we focused on doing the absolute best we could do, with the resources that we had.

It helped that ours was a societal mission. This was not about us. Pratham Books clearly wanted to be a catalyst, a platform, and a bold innovator. There was just one real goal – to democratize the joy of reading. Many people naturally veered towards this mission. Not just writers and illustrators but many others who gave generously of their time and talent. Volunteers came forward by the dozens to help more children access more books.

I believe the real transformation came when we realized that the only way to truly break out of a low equilibrium was to leverage new technologies and new ideas. We decided to put up a lot of our content on the Creative Commons, allowing people to use our content freely, making stories available to children everywhere in a digital format, and on multiple devices so as to increase access. If we could not do it alone, we would enable others to do it with us.

They did it and how. Today, Pratham Books has one of the largest repositories of free children’s content. Enthusiasts across multiple countries have downloaded our books, rewritten them, translated them into many languages, printed them, distributed them, and even sold them. That’s been fine with us; we are happy with a small attribution about the source.

With that big idea, we have broken free of many constraints. Potential new distribution channels have opened up. A printer in, say Guwahati can now simply print and sell our Assamese books, if she wishes to.

Many more contributors have understood that this platform may not give them much money but will give them unprecedented reach, with all its implications. Non-profits have been happy to have good content, free, to give to the children they work with. I believe this has been a game changer for us.

I cannot resist a personal testimony. The Annual Haircut Day, which I myself penned under the pseudonym Noni, about a character called Sringeri Srinivas, has become astonishingly popular. Sringeri’s stories have been read not just in many Indian languages but also in languages around the world. Such as French, Chinese and Lojban, which is an Internet language! This could never have been possible if we had not freed up our content for others to use. I may never know exactly how much ‘print revenue’ we might have given up on Sringeri Srinivas, but I do know that our policy has made it possible for millions more children to have the same access to stories that I had, albeit in a more modern form.

This is why I can say with conviction that Pratham Books, in a short span of ten years, has moved energetically closer to its vision. Best of all, under Suzanne Singh’s leadership as the new Chairperson, with her vast experience as the earlier Managing Trustee, Pratham Books is set to take things to an entirely new level, as you shall soon see. I wish Pratham Books all the best for its second decade.

Everyone can help. I hope you will join Pratham Books in its mission. “A book in every child’s hand- or on her mobile phone!”

 

Are you Worthy of Good Governance?

In a democratic nation state, citizens rely on their elected representatives, together with many public institutions, to help ensure a good quality of life. But when our individual aspirations rise higher than their collective capability, we sense a crisis of governance. Yet governance, no matter how you define it, is about more than government and its institutions. As citizens, we have to co-create good governance, we cannot outsource it and hope to be passively happy consumers. Like everything worth its while, good governance must be earned.