BUNDELKHAND IS ON THE EDGE

Drought-hit residents are starving to death or committing suicide. But a turnaround can be scripted for them

Bundelkhand, a region that sprawls across 13 districts in the States of Madhya Pradesh and Uttar Pradesh, is falling apart. Three successive droughts, unseasonal rains, and thick-skinned Governments have wrecked the ecology and economy of the region. With reports highlighting suicides, migration, hunger and starvation, the question is: Can the wheels of fortune change in Bundelkhand?

Let’s start with drought: A multi-dimensional phenomenon, it is categorised as meteorological, hydrological or agricultural, depending upon its stage —whether it was just rainfall deficit or had an impact on the hydrological cycle and agro-ecosystems. A drought affecting food security and livelihood support systems beyond the level of community resilience is a categorised as a disaster. For Bundelkhand, 2015 was the third consecutive year of drought. The rabi crop was damaged by hail storms; unprecedented rains in February-April followed by drought during the kharif season, left the agricultural economy in shambles.

The Bundelkhand districts in Madhya Pradesh are facing an acute water shortage, with Government surveys indicating that more than 50 per cent of water sources have dried up. This figure is expected to rise in the coming months, generating water crises of huge proportions. Women are the primary victims of this crisis, spending a significant proportion of time travelling great distances to collect drinking water. Migration has increased to 60-65 per cent as compared to 30-40 per cent in a normal year. Food crisis has reached alarming levels too with a whopping 25 per cent of the community malnourished. Cattle is being abandoned for lack of fodder while compensation from the State leaves much to be desired.

The Bundelkhand districts in Uttar Pradesh are doing no better. A survey conducted in 2015 by Swaraj Abhiyan and Parmarth across 100 plus villages in all Blocks of the seven UP Bundelkhand districts indicated large scale damage for urad, til, soyabean, bajra, jowar, moong and arhar crops. Struggles for drinking water have increased, as evident from the drying of hand pumps and deteriorating water quality. This is in sharp contrast to Union Government data which claims, for example, that 2,364 of the 2,450 habitations in Budelkhand’s Banda district in Uttar Pradesh receive drinking water supply of 50 litres per capita per day. Similarly, the official figures for Chitrakoot district claim that 1,930 of the 2,128 habitations are full covered.

With regard to food intake, a disturbing 19 per cent of those surveyed were found to be going hungry at least once in the last 30 days before the survey. Vegetables and pulses had all but disappeared from the dining table. Residents were borrowing food, eating grass rotis and drinking grass juice; many had to ask for loans, others took their children out of school.

So, is it even possible to script a turnaround? The answer is a resounding yes. Historically, Bundelkhand was thickly forested but is now a bare hilly terrain with sparse vegetation. Bundelkhand has all but lost its forest cover. Thirsting for water, the region is drained by several rivers of the Yamuna river system including the Yamuna, Ken, Betwa, Pahuj and their tributaries. The region is also known for its Bundela and Chandela tanks and wells. 

Agriculture in Bundelkhand is rainfed and diverse but also under-invested, risky and vulnerable. Extreme weather conditions add to the uncertainties. The scarcity of water in the semi-arid region, with poor soil and low productivity, aggravates the problem of food security.

The healing of the land, the soil, the social fabric and the ecology will take time but long-term steps can also be used to address immediate requirements. For example, it is important to raise awareness about the realities of ground zero. However, one need not paint a dismal and hopeless picture,  instead, one should focus on solutions.

Stakeholders should get together to make Government programmes work. Several Government programmes such as the mid-day meal scheme and the rural employment guarantee scheme can be availed of. Civil society must begin healing the land. It can start by identifying programmes that can address soil and water concerns and implement these effectively. Agricultural scientists should also be involved to identify crop varieties suited for the region. They must work with the farmers to promote and cultivate crops.

Additionally, institutions such as the Indian Grasslands and Fodder Research Institute should step in to develop and promote climate resilient fodder and grass crops that can meet the needs of the livestock. More grain banks, seed banks and fodder banks should be set up. The medical fraternity should be involved to address public health issues. Equitable drinking water supply needs to be arranged under community management.

All this requires money. Villages need to be adopted and turned around. Funds from Government sources, institutional donors and corporate social responsibility initiatives must be made available and accessible. Even Local kirana shops can chip in at the grain banks. Let those who took their own lives in desperation and the suffering of the living dead not go in vain. Bundelkhand needs our support for its redevelopment, rebuilding and resilience.

(The writer is Policy Lead: Food Security, Resource Scarcity and Climate Change with IPE Global).

Anand Roop

Anandroop Bahadur

Group Head – Human Resources

Expertise

Human Resource Expertise, HR Strategy, Oragnisational Design, Talent & Leadership Development, Policy Governance

Anandroop Bahadur is a seasoned HR leader and strategic advisor with nearly two decades of experience across the development, consulting, and social impact ecosystem. She brings a strong blend of deep technical HR expertise, organizational design acumen, and a people-centric ethos to her work.

At IPE Global, Anandroop leads the Group Human Resources function across IPE Global and its associated entities, including Triple Line Consulting and IPE Africa. Her focus is on strengthening organizational foundations, enabling leadership effectiveness, and building scalable people systems aligned with the organisation’s global growth ambitions. Her remit spans HR strategy, organizational design, talent and leadership development, compensation and performance frameworks, policy governance, safeguarding, and culture integration across geographies.

Over the course of her career, Anandroop has held senior HR leadership and consulting roles with organisations such as Clinton Health Access Initiative (CHAI), Ford Foundation, NASSCOM Foundation, Central Square Foundation, Amity Education Group, and other international institutions. She has advised leadership teams and boards through periods of scale, transition, and transformation, and has led HR operations in high-growth, high-complexity environments.

She holds an Executive Degree in Human Resources from XLRI Jamshedpur and is a SHRM–SCP (Senior Certified Professional), reflecting her grounding in global HR standards and best practices. She has also completed advanced executive and leadership programmes, including training in coaching and organisational transformation, and is an ICF-trained executive coach, currently working towards her ACC credential.

 

Nikos Papachristodoulou

Nikos Papachristodoulou

Director

Expertise

Urban, Infrastructure, Disaster and Climate Resilience, Inclusive Growth

Nikos has expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. He oversees and manages projects for Triple Line’s cities and infrastructure portfolio.

Nikos is an urban specialist, with principal areas of expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. Over the past 12 years he has worked for a range of clients including the World Bank, FCDO, EU, USAID, Cities Alliance, Global Green Growth Institute (GGGI), Norwegian Refugee Council (NRC), and local authorities.

Nikos’s work has incorporated the full spectrum of the project cycle, from analytics and programme scoping and design, through implementation, and evaluation and learning.

He has a high level of familiarity with HMG business cases and ODA eligibility criteria having led and supported the development of FCDO’s urbanisation strategy and options for future investments in Somalia’s cities, Prosperity Fund Global Future Cities Programme (GFCP) scoping in Nigeria, and the development of the business case for an urban resilience programme in Tanzania.

Nikos also brings excellent understanding of World Bank latest trends and procedures as a result of his involvement in a number of analytics and technical assistance projects, including on informal settlements upgrading in Mogadishu, climate change adaptation planning in Latin American and Caribbean cities, assessment of the climate resilience of Dar es Salaam’s transport infrastructure, spatial development in Nigeria, and preparation of a handbook on integrated urban flood risk management.

Nikos holds a BSc in Economics from the University of Piraeus and an MSc in Social Development Practice from the Development Planning Unit at University College London (UCL).

 

Ricardo Pinto

Ricardo Pinto

Associate Director

Expertise

Private Sector Development, Regulatory Reform, Regional and Local Economy

Ricardo has 35 years´ experience in private sector development, regulatory reform, regional and local economic development in the European Union, Western Balkans, Easter Partnership Countries, Middle East, Africa, etc. He is tasked with developing our strategic operations in continental Europe and Ukraine.

Ricardo is a seasoned international development professional with over 30 years of experience designing and delivering Private Sector Development and economic growth initiatives across more than 50 countries spanning Central, Eastern and Southeast Europe, the CIS, Africa, MEDA, and Asia. He holds both a bachelor’s degree and PhD from the London School of Economics and Political Science (LSE) and is a Certified Management Consultant (CMC).

Ricardo brings a unique combination of strategic insight and practical implementation expertise. He has led high-impact assignments for key development institutions, including the European Commission, OECD, GIZ, FCDO/DFID, UNDP, UNCTAD, EBRD, ILO, ADB, World Bank, USAID, and Danida.

With a deep and practical understanding of institutional architecture, policy environment, and post-conflict recovery dynamics, and a career spanning over 30 years across transition economies, Ricardo brings not only technical depth but also a trusted reputation among donors, policymakers and peers.He is leading Triple Line’s strategic expansion into continental Europe, including Ukraine, while strengthening our credibility across the broader region and beyond. Proven Expertise Across Our Core Pillars. Ricardo’s work focuses on the areas central to Triple Line’s evolving service offering: Governance & Institutional Reform: advising public institutions on regulatory impact, policy reform, and donor coordination, Private Sector Development: strategy development for SME ecosystems, innovation, and competitiveness, Infrastructure Enabling Conditions: support for investment climate improvement and regional/local economic development and Cross-cutting themes, including green transition, women’s economic empowerment, and inclusive growth

 
LIFE AT IPE

Learning &
Development (L&D)

We inspire people to be better.

Our intuitive and personalised programmes provide clear path for growth, leadership development, and help people sharpen their skills.

0 %
People trained in last 3 years
0 %
Participation in L&D Initiatives in 2025

Your journey starts from Day One….

Structured Onboarding

Helps align expectations and lays the foundation for your success

New Hire Training

Makes you familiar with the organisation; helps you settle down in a new work environment

Customized L&D Platform

Helps upskill at your own pace through continuous learning and training programmes

Linkage with
Performance Management

Aligns resources and training needs based on your skill set

Learning is not always a formal process. We also align our organisation values to a culture of learning