DailyO, an online opinion platform from India Today Group publishes an article authored by Dr Geethanjali Nataraj, Policy Lead and Daljeet Kaur, Sr Programme Manager, KPP

The progress towards meeting the targets set by the Millennium Development Goals (MDGs) has been limited and uneven across the globe. Even though the targets set in 2000 in the form of MDGs were simple and smart, they did not fully represent the world’s view of development and its impetus. The failure in achieving the MDGs by the developing world has been seen by many as a failure of the countries as well as the goals themselves.

United Nations secretary-general Ban Ki-Moon links the lack of progress to “unmet commitments, inadequate resources, lack of focus and accountability, and insufficient interest in sustainable development” (UN, 2010). For various statisticians, economists and thinkers, the MDGs cannot be fully met because of how the goals were designed. Multiple authors call the goals “overambitious” or “unrealistic” and believe the MDGs ignored the limited local capacities, particularly missing governance capabilities.

1. India has a large population base: In general, most of the MDGs were set in ratio terms, which are difficult to achieve for a large country like India. For example, total population below poverty line in India is almost equal to the total population of Brazil and Mexico put together. So when we aspire to bring down poverty by 50 per cent, it is actually a greater number to be covered as compared to other countries.

India has made notable progress towards reaching the MDGs but achievements across the goals vary. According to the latest report by UN – India and the MDGs (2015), India has already achieved the target for reducing poverty by half and has already reached gender parity in primary school enrolment. India has met and is close to meeting goals 1, 3, 5, 6 and 7. However, it is far behind attaining goals 2 and 4 and components of goals 3 and 7. Progress in improving access to adequate sanitation to eliminate open defecation (goal 7) is dismal despite the efforts carried under the Nirmal Bharat Abhijan (NBA). The failure can be attributed to the uneven success rate of various national level schemes within regions and states owing to the vast disparities in urban local capacities and human development indices. India can improve performance by helping the weaker states emulate the good performers.

2. Insufficient funds: Though government has increased budgetary allocation for education, social welfare (through grand social programs like NREGA, mid-day meal schemes, Sarva Siksha Abhijan, Janani Suraksha Yojana, etc.), the amount is still not sufficient given the low base in earlier decades and huge targets to achieve.

3. Lack of jobs for the unskilled: One of the important reasons for not achieving MDGs in India is not creating stable incomes-generating or job opportunities for mass unskilled and low skilled population. One indicator, which tells the story of inequality and poverty in India, is that more than 55 per cent of the total labour force in agriculture is contributing to only 14 per cent of GDP, indicating that the rest of 45 per cent of the population enjoy 86 per cent of the country’s income.

One way to reduce incidence of poverty and inequality and to improve standard of living of the masses is to move people from agriculture to manufacturing and low-skilled service sector for productivity-led growth. Labour intensive manufacturing will provide stable job opportunities and thereby better standard of living. Two things that government needs to focus on include (a) mass manufacturing by investing in infrastructure and improving economic governance; and (b) providing vocational training and large-scale skill development programs for the masses. However, India has failed on both counts and thereby a large segment of the population continues to be in agriculture either unemployed or under employed with almost zero or negligible productivity.

What should India do to achieve post-2015 targets

Apart from focusing on strengthening the Indian manufacturing base, two key drivers which can help accelerate India’s development and achieve new targets Post 2015 are – (a) promote good governance and effective delivery of public services and (b) accelerate broad-based and employment creating economic opportunity both for men and women equally.

India plays a critical role by being the second largest populated country in the world, making it very a big player in the new post-2015 era. In fact, the new MDGs set out for sustainable development cannot be achieved without it. Subsequently, India’s experience in implementing the MDGs and formulating the SDGs can be of value to other emerging economies and developing countries through knowledge sharing and cross learning.

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

 
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