Introduction

Governance is an age-old concept and it is all about making decisions and getting things done (UCLG, 2021). It happens at every level like countries, businesses, and even in smaller communities. When we study governance, we look at who's making the decisions and how they're being carried out. This involves both official people and those who might not have a formal role. We also look at the rules and systems in place for making and following through on decisions. Governance is like the roadmap that helps societies solve problems, share resources, and move forward together. It's really important for how our communities and societies work and grow. Good governance embodies eight key attributes (Biswas 2023). It fosters participation, seeks consensus, ensures accountability, promotes transparency, is responsive, operates effectively and efficiently, strives for equity and inclusivity, and upholds the rule of law. Additionally, it minimizes corruption, considers the perspectives of minorities, and amplifies the voices of the most marginalized in decision-making processes (UNESCAP). Moreover, good governance is adaptable to both current and future societal needs, reflecting its commitment to sustainable progress and development.

Good governance extends beyond the state to encompass the different stakeholders’ i.e. private sector, civil society, NGOs, VCOs, etc. For good governance, each stakeholder needs to play vital role in sustaining nation’s development. The state has to create a conducive political and legal environment, ensuring stability and fostering development initiatives. The private sector drives economic growth, generating employment opportunities and income. Civil society, on the other hand, facilitates political and social interaction, mobilizing groups to engage in economic, social, and political activities. Recognizing the strengths and weaknesses of each sector, promoting constructive interaction among them becomes imperative for advancing good governance.

The United Nations Development Programme (UNDP, 1997) gives a comprehensive framework of Good Governance. According to UNDP, Good governance embodies several attributes crucial for sustainable development. It is participatory, ensuring the active involvement of citizens and groups in decision-making processes. Transparency and accountability are fundamental, fostering trust and integrity in governance practices. Effective resource management, equitable distribution, and promotion of the rule of law are also key components of good governance. In a UNDP Workshop on Governance for sustainable Human Development (1997), certain characteristics of Good Governance were identified. This includes:

• Participatory in Nature

• Responsive to people

• Able to develop resources and methods of governance

• Operates by Rule of Law

• Enabling, Facilitating and regulating rather than controlling

• Service Oriented

• Sustainable

• Acceptable to people 

• Fostering equity and Equality 

• Promoting gender balance

• Accountable

In 2014, on Good Governance Day, the Prime Minister stressed upon the importance of good governance for national progress and promised for a transparent and accountable administration focused on citizens' welfare (MEA 2021). According to him prioritising citizens' needs with the mantra "Citizen-First," efforts include simplifying procedures, addressing grievances promptly, and improving government processes. If we analyse the outcome of the Swachh Bharat Mission (SBM) it clearly exemplifies a "Citizen Centric Programme" in several ways and echoes the vision of Good Governance. 

Objectives 

1. Examining the Role of Swachh Bharat Mission in Driving Good Governance;

2. Assessing the Impact of Swachh Bharat Mission on Public Health Outcomes.

3. Investigating Community Participation and Behavioral Change in Sanitation Practices.

Methodology

The present research is descriptive in nature, primarily focusing on the collection, description, and analysis of facts pertaining to SBM Gramin. A systematic review of published literature from various sources such as the Government of India, articles, journals, etc., was undertaken. The research areas are centred around the Swachh Bharat Mission, open defecation, and various states within India. The database for the study primarily comprises data sourced from the SBM website.

Discussion

In 2014, Government of India started a major ‘citizen centric’ programme called Swachh Bharat Mission (SBM, 2018), which means "Clean India Mission." This is a government-led initiative which stands as the largest behavior change program globally, impacting the lives and well-being of around 18 per cent of the world's population. This project aimed to make India cleaner and healthier by solving the problem of people going to the toilet in the open. The Mission comprises of six main components; (i) Individual household toilets, (ii) Community toilets, (iii) Public toilets, (iv) Municipal Solid Waste Management and (v) Information and Education Communication (IEC) and Public Awareness, and (vi) Capacity Building.

SBM is more than just toilets, while building toilets in millions of homes, SBM also focused on building public toilets in villages and towns (over 11.46 crores), managing waste properly, and most importantly, teaching people how to stay clean and healthy. Most importantly SBM encouraged people to get involved by learning about good hygiene and taking responsibility for keeping their communities clean. This "Citizen-First" approach involved everyone and gave local governments the power to make decisions and take action.

The Swachh Bharat Mission (SBM) exemplifies a "Citizen Centric Programme" in several ways:

1. Focus on Public Health: SBM places a high priority on safeguarding citizens' health and well-being by striving to ensure access to clean and hygienic sanitation facilities. As per 2011 Census, only 32.70 per cent of the households had access to toilets (Ghaosh, 2018). Notably, after SBM initiative, toilet coverage surged to 100 per cent in 2019. Presently, the Swachh Bharat Mission (SBM) covers 763 districts, 7,156 blocks, and 2,54,343 gram panchayats. According to the SBM-G dashboard, there are 5,85,434 SBM villages. By January 2024, 409 districts have been declared ODF Plus and 85 districts have been declared ODF Plus Model Districts. Similarly, 5,09,680 inhabited villages in India have declared themselves ODF Plus. ODF Plus villages have maintained their Open Defecation Free (ODF) status and have implemented either solid or liquid waste management systems.

Additionally, official SBM dashboard data reveals that the number of villages equipped with solid waste management has reached 286,488, while 451,097 villages have arrangements for liquid waste management. Furthermore, approximately 689,215 Community Compost pits are operational nationwide, aiding in the bulk composting of waste materials. Under the Sustainable Development Goals initiative, 245,224 Community Sanitary Complexes have been successfully constructed in rural areas. To facilitate waste collection from households and commercial areas, 381,151 vehicles have been deployed. Moreover, 974,821 drainage facilities have been built to ensure effective waste management in rural regions.

Figure 1: Household toilet coverage in Rural India 2014–2020

By addressing issues like open defecation and promoting proper waste management, the mission directly contributes to reducing the spread of diseases and improving public health outcomes. In the 2018 report by the WHO (2018), it was highlighted that prior to the initiation of the Swachh Bharat Mission (SBM) in 2014, unsafe sanitation was responsible for an estimated 199 million cases of diarrhea annually. However, since then, there has been a steady decline in these cases, with the trend indicating a near elimination with the universal adoption of safe sanitation facilities projected to be achieved by October 2019. The implementation of SBM - Grameen has played a pivotal role in averting more than 300,000 deaths attributed to diarrhea and protein-energy malnutrition between 2014 and October 2019.

2. Community Participation: SBM encourages active participation from citizens at various levels, from the planning and implementation of sanitation initiatives to monitoring and maintenance of facilities. By involving communities at grass root level in decision-making processes and promoting behavioral change towards cleanliness and hygiene, the mission empowers citizens to take ownership of their surroundings. The SBM has successfully transformed from a government-led initiative into a Jan Andolan, or people's movement. This required an unconventional Information, Education, and Communication (IEC) approach to instigate behavioral changes within communities. Strengthening the capabilities of Swachhagrahis (sanitation foot soldiers) through strategic interventions, along with a comprehensive 360-degree strategy involving prominent figures such as political leaders, government officials, sports personalities, actors, and faith leaders, proved effective in addressing prevailing issues. Community-led efforts were further facilitated by engaging school children, offices, NGOs, RWAs, youth from organizations like Nehru Yuva Kendra Sangathan (NYKS), National Cadet Corps (NCC), and National Service Scheme (NSS). 

Table 1: Capacity Building Programme Conducted under SBM

The special thing about this mission is that the Jal Shakti Ministry has worked hard to get everyone involved to make SBM successful. They've focused on building the skills of important people at different levels of government like the State, district, and block levels. This helps in planning and running SBM smoothly. They do this by providing different kinds of training like orientation, refresher courses, and technical training on important aspects of SBM. This includes how to use funds effectively and work together with other programs. A special website has been created where States, Districts, and Blocks can plan and keep track of these training programs. This will help make sure that the trained people are put to good use, making SBM even more successful.

3. Accountability and Transparency: The Swachh Bharat Mission promotes transparency and accountability in its implementation by following way;

i. SBM has employed robust monitoring mechanisms at various levels, including national, state, district, and local levels. This helps track progress, identify challenges, and take corrective actions promptly.

ii. The mission relies on real time data updation and management systems to keep track of activities, progress, and outcomes. This data is regularly updated and made accessible to the public, ensuring transparency.

iii. Social audits are conducted regularly to assess the effectiveness of SBM interventions. These audits involve local communities and stakeholders, allowing them to scrutinize the implementation process and provide feedback.

iv. SBM leverages technology for increased transparency and accountability. Tools such as the SBM-G dashboard provide real-time updates on progress and expenditures, allowing stakeholders to monitor activities closely.

v. SBM has mechanisms in place to ensure compliance with guidelines and regulations. Non-compliance is addressed through enforcement measures, which may include penalties or corrective actions.

Overall these efforts foster trust between the government and citizens, ensuring that resources are utilized effectively and goals are achieved.

1. Institutional Strengthening and Planning: Institutional strengthening played a pivotal role in the success of the Swachh Bharat Mission (SBM) by establishing dedicated sanitation departments and implementing robust monitoring and evaluation systems. In many states across India, SBM facilitated the creation of dedicated sanitation departments tasked with overseeing sanitation-related activities and ensuring effective implementation of SBM initiatives. These departments were responsible for coordinating with various stakeholders, allocating resources, and monitoring progress towards sanitation goals.

Figure 2: Institutional Strengthening and Planning of SBM

Similarly, SBM introduced robust monitoring and evaluation systems at the national, state, and local levels to track progress, identify challenges, and measure the impact of sanitation interventions. This involved the establishment of monitoring mechanisms, data collection processes, and performance indicators to assess the implementation of SBM initiatives. 

The Jal Shakti Ministry readily engaged in consultation exercises with the private sector to ensure the success of sanitation campaigns in India. Additionally, the ministry actively sought the support of organisations such as the World Bank, UNICEF, WaterAid, and other assistance agencies to enhance technical support to states. Furthermore, philanthropic foundations such as Tata Trusts and the Bill and Melinda Gates Foundation were approached to finance the recruitment of consultants for a project management cell.

2. Behavioral Change Communication: A key component of SBM is behavioral change communication, which involves raising awareness about the importance of sanitation and promoting hygienic practices among citizens. SBM launched extensive awareness campaigns utilising various media channels such as television, radio, newspapers, social media, and outdoor advertising. These campaigns focused on educating citizens about the importance of sanitation and hygiene practices, the health hazards of open defecation, and the benefits of using toilets.

The mission seeks to instill a sense of responsibility and ownership for maintaining cleanliness in communities. SBM adopted strategies tailored to different target audiences and demographic segments. These strategies utilized simple, culturally sensitive messaging and storytelling to resonate with people's values, beliefs, and aspirations, thereby influencing their behavior towards adopting clean and hygienic practices. The mission actively engaged communities at the grassroots level by involving local leaders, volunteers (Swachhagrahis), and community-based organizations. These stakeholders played a crucial role in mobilizing communities, organizing events, conducting door-to-door campaigns, and promoting behavioral change through interpersonal communication.

3. Government-Citizen Partnership: At the onset of the Swachh Bharat Mission (SBM), the Government of India recognized the importance of having trained individuals in each village to ensure the success of the mission. These individuals, known as Swachhagrahis, serve as champions of cleanliness within their communities. They receive training through various community groups such as village councils, cooperatives, health workers, and women's organizations. Many Swachhagrahis are already actively involved in village affairs and possess valuable knowledge about their areas and residents. Additional responsibilities related to SBM are assigned to them, either as part of their existing roles or through new hires specifically for this purpose.

This approach encourages widespread participation from ordinary citizens in maintaining cleanliness and health in their villages. By leveraging the existing community network, SBM ensures that everyone shares in the responsibility of keeping their surroundings clean. Since the ultimate objective of SBM is to establish cleanliness as a routine aspect of life across all regions and sections of India. It knows that to make lasting improvements in sanitation, everyone needs to work together. That's why it gets help from groups like charities, community leaders, and others who care about cleanliness. By joining forces, SBM aims to reach its goals faster and better.

Conclusion

The Swachh Bharat Mission (SBM) exemplifies good governance by prioritizing public health through the provision of clean sanitation facilities in rural India. The mission's commitment to expanding toilet coverage, from 43.27 per cent in 2014-15 to 100% by 2023, showcases its dedication to serving citizens' basic needs. With a presence in 763 districts, 7,156 blocks, and 2,54,343 gram panchayats, SBM's comprehensive approach ensures broad coverage and equitable access to sanitation facilities. By designating 409 districts as ODF Plus and 85 districts as ODF Plus Model Districts, SBM demonstrates its focus on continuous improvement and sustainable practices. Moreover, the active involvement of 5,09,680 inhabited villages in waste management initiatives highlights the mission's success in fostering community engagement and ownership. Through effective behavioral change communication and robust waste management infrastructure, SBM promotes public health and cleanliness as integral components of good governance. The emphasis on government-citizen partnerships, institutional strengthening, and accountability mechanisms further solidifies SBM's role in driving positive change and ensuring long-term sustainability in sanitation initiatives nationwide.

References

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