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(GIST OF YOJANA) WASH FOR WOMEN, WASH FOR THE NATION
GIST OF YOJANA : WASH FOR WOMEN, WASH FOR THE NATION
SEPTEMBER-2025
WASH FOR WOMEN, WASH FOR THE NATION
Context:
India’s rural sanitation and water supply landscape has undergone a remarkable transformation. At the heart of this transformation is the growing leadership of rural women who are now not merely users of the services but are active custodians and change-makers. The growth and evolution we witness today have undergone significant changes over the years.
Gendered Dimensions of WASH:
Traditional Roles of Women
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	Women and girls bear invisible routines: fetching water, managing household sanitation, ensuring family hygiene. 
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	These expectations limit their education, livelihood opportunities, and personal agency. 
Unique Challenges for Women
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	Menstruation, pregnancy, and menopause create distinct WASH-related needs. 
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	Lack of access impacts their health, dignity, safety, and quality of life. 
Significance of WASH for Women
• Improvements directly influence women’s wellbeing, education, productivity, and empowerment.
Women’s Leadership in WASH
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	Transformation is rooted in Jan Bhagidari, turning beneficiaries into active stakeholders. 
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	Women are still primary managers of household water and sanitation, especially in rural India. 
Government Programmes Driving Change
• Swachh Bharat Mission (SBM-G)
• Phase 1 (2014-19): 10 crore toilets built to sanitation coverage rose from 39% to 100%.
• Phase 2 (2020 onwards): 1.75 crore toilets constructed (as of July 2025). 5.18 lakh villages – Solid Waste Management. 5.32 lakh villages – Liquid Waste Management.
Jal Jeevan Mission (JJM):
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	12.43 crore households have been given tap water since launch. 
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	15.67 crore rural households covered (as of July 2025). 
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	Focus on safe drinking water, women’s leadership, and sustainability. 
Institutional Inclusion of Women
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	Earlier: Women were absent from WASH governance and decision-making. 
SBM-G and JJM changed this by:
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	Recognising women as central to behaviour change and service delivery. 
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	Including them in formal institutional frameworks. 
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	Addressing practical gender needs and strategic gender interests. 
Guidelines for Inclusion
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	50% of members in Village Water and Sanitation Committees (VWSCs) must be women. 
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	Women encouraged to lead in planning, implementing, and managing WASH systems. 
Women as Change-Makers
Roles under SBM-G and JJM
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	Swachhagrahis: Mobilising communities, promoting sanitation practices. 
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	Jal Sahiyas/Jal Sakhis: Water quality testing. 
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	VWSC/SHG members: Managing infrastructure, awareness campaigns. 
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	Examples: Dindori district, MP: Maa Narmada Jal Samiti managed entirely by tribal women, overseeing distribution, chlorination, and quality records. 
Key Community Platforms
Self-Help Groups (SHGs)
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	Operate community sanitary complexes (cleanliness, fee collection, minor repairs). 
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	Drive behaviour change and economic empowerment. 
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	Create replicable models for scale with SBM-G and JJM convergence. 
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	Village Water & Sanitation Committees (VWSCs) 
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	Mandated: 50% women + SC/ST representation. 
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	Over 3.2 lakh women in leadership roles (president, secretary, treasurer). 
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	Women-led VWSCs linked with: 
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	Higher contributions to user charges. 
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	Better adherence to hygiene protocols. 
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	Faster complaint resolution. 
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	Swachhagrahis & Community Resource Persons 
• SBM-G Phase 1: 5.5 lakh Swachhagrahis (many women).
• Phase 2: 3.6 lakh active Swachhagrahis.
• Women trained in CLTS, IPC, MHM.
• Example: In UP, MHM clubs led by young girls address taboo issues like menstruation and pit emptying.
Water Revolution Led by Women
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	JJM milestone: 15 crore+ tap connections. 
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	Over 24.8 lakh women trained in water testing using FTKs. 
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	Women trained in plumbing, system maintenance, distribution management. 
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	Represents a deep shift in governance and gender roles, making women frontline managers of lifeline services. 
Challenges and Way Forward
Persisting Challenges:
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	Grassroots roles (Swachhagrahis, Jal Sakhis) need better incentives. 
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	Women’s participation needs to move from presence to power. 
Strategic Actions:
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	Institutionalise Leadership: Make women-led VWSCs and SHG-run initiatives part of KPIs. 
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	Capacity Building: Continuous training in planning, finance, grievance handling (via SBM/JJM Academies, e-learning). 
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	Women-Owned Enterprises: Enable women to run FSTPs, greywater treatment, MHM units. 
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	Data & Recognition: Track women’s roles, reward Gram Panchayats on Swachh Bharat Diwas & Women’s Day. 
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	Leverage VHSNCs: Align with VWSCs for sanitation-health convergence. 
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	Convergence with Other Ministries: Link with NRLM, WCD, and Panchayati Raj for scale. 
Conclusion
WASH is no longer just about infrastructure; it is about empowerment, dignity, and equality. Women’s leadership has redefined community development, showing that when women lead, communities thrive. The mission ahead: build systems where every woman is a water warrior, sanitation entrepreneur, and hygiene champion. Such a model ensures inclusive, sustainable, and enduring national development.
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