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Selco基础installed a solar-powered, decentralized millet processing unit in Sittilingi, Tamil Nadu (India). Photo: SELCO Foundation

Energy

June 17, 2021

在Selco Foundation的Rachita Misra五个问题

贡献者:Rob Goodier

Rachita Misra began working with theSelco基础在班加罗尔,卡纳塔克(印度)冠状病毒大流行前五年。她说,作为建筑师和城市规划师,Misra女士发现,与基础的工作要求,在解决问题的方法中,她说。例如,取房。对于建筑师来说,低成本住房似乎是由设计和材料解决的问题。但与移民和其他欠缺社区的合作揭示了住房作为一个多方面的挑战,要求在许多学科中的解决方案,包括政策,政治甚至心理学,女士说。

The discipline-spanning nature of the work is even more pronounced now as SELCO Foundation navigates the complications of the coronavirus, surging in a second wave in India.

The SELCO Foundation launched within the Solar Electric Light Company—SELCO—in 2010. It is a non-profit incubator of technological innovations that improve lives and livelihoods in underserved, often rural communities and small-plot farms. The foundation equips rural schools with projectors and digital resources, for example, and develops solar-powered machines for processing millet and other staples.

Misra女士担任知识和宣传的副主任。她也是一个成员Steering Committee for E4C’s Innovation Lab. We asked Rachita Misra five questions.

E4C: The coronavirus is rampant in India and other countries where you and the SELCO Foundation operate. How can we help?

RM:The pandemic has really impacted the health and livelihood of families across the globe. While people from across different socio-economic backgrounds have been affected, access to solutions has been skewed. Many families have lost their sole income earners, and many are left with tremendous financial burdens because of health bills or disruptions in livelihoods. It’s an absolute emergency and a disaster on many fronts. And yes, people and organizations need grants and monies to tide over the crisis.

我们需要更好的平台,允许人们更快地分享学习和解决方案,并以允许基层从业者吸收和采用它们的方式进行通信。

But what we also need right now is for people to give their time and expertise, to share with us solutions. What has worked in your countries, and what mistakes did you commit?

这不是第一次灾难,绝对不会是最后一个(不幸的是)。我认为来自这种大流行的最大外卖之一是随着气候灾害的迫在眉睫,我们需要更好的危机管理人员。我们需要更好的平台,允许人们更快地分享学习和解决方案,并以允许基层从业者吸收和采用它们的方式进行通信。

Selco基础supplied solar power generators to the COVID-19 Remote Quarantine Center at Ashiwini Hospital in Gudalur, Tamil Nadu India.

E4C: How has the pandemic affected the people you and the foundation work with?

RM:Many of the grassroot entrepreneurs in India (like many other developing countries), work on monthly cash flows. A small disruption in the cashflow can destroy the business entirely. In Tier II and Tier III towns, or rural geographies, small businesses are the lifelines for the local communities. They are the sole service providers. Their destruction is not just a loss to the economy but it is a loss to the overall society itself. The second wave in India has been very disruptive. Businesses were already impacted negatively last year during the first wave; this year it is going to be harder for them.

此外,在Selco Foundation,我们与在米饭帽子,节能织机,鸡蛋孵化器等技术上进行创新的企业工作,领导这些企业的企业家有愿景,以创新和提供服务的解决方案。

重要的是,我们采取快速和重建,也是在导致更环保和更可持续的复苏的方式重建。

The pandemic has, of course, created many disruptions in their businesses, i.e. internal supply chains and manufacturing processes. But most importantly, it has completely disrupted the ecosystems for their end users. In order to save these businesses, we need to take a holistic perspective and save the livelihoods of the poultry farmers and the paddy farmers who, in turn, are the customers of the social enterprises innovating for their needs. If we don’t take that approach, we will lose out on several years of developmental gains. It’s important that we act fast and rebuild, but also rebuild in a manner that results in a greener and more sustainable recovery.

E4C: SELCO Foundation lists transparency and the admission of failure among its merits. What’s one of the blunders by you or the foundation that led to a valuable lesson?

RM:Underestimating people’s aspirations and the value of financing. That has been my biggest learning, personally. I think many a times when looking at innovating on technology, we don’t spend enough time understanding the exact need. Where does the gap lie? What is the context within which a problem lies? And what are the motivations behind someone adopting a solution? Without understanding that truly, we went into implementing large number of projects and it really started to back fire.

When I started working at the field level, I had to unlearn quite a bit.

另外,当我开始在这个领域工作水平,我had to unlearn quite a bit. Sometimes our education system trains us to think in a siloed manner. I have been trained as an architect and a regional planner. Early on, when I started understanding problems at the ground level, it was hard for me to shed the bias of an architect and observe the problem as a pure need, and not as an architectural problem. I feel that understanding need, and the importance of training your mind to articulate a problem is almost always underestimated. While working on projects such as housing for migrant workers, I wasted time and resources solving issues from an architectural lens, when the issues were much deeper, lying in policy, economics, human aspirations etc.

E4C: Practitioners warn against one-size-fits-all solutions, but SELCO Foundation documents seem to suggest that some solutions, such as sustainable energy technologies, can have a predictable impact in many different countries and contexts. How would you describe the universality of some of the solutions you work with?

RM:绝对同意 - 生活在贫困的人及其需求是极其异构的,需要定制解决方案。但我们区分的是,虽然解决方案不可转让,但肯定的学习就是。

At SELCO, we believe in ‘replication’, and not ‘scale.’ Let me expand on the difference here. When we say scale, the perception is that the same solution is transferable across communities and countries. This is true for solutions driven by ‘wants’ and not ‘needs.’ When replicating, there is a recognition that a solution is a combination of technology, finance and ownership model, and all three can change according to the context of the end user. The more models we have, and the more we develop the capacity in ourselves to understand solutions as made up of different parts, we are able to capture it as its parts and use combination of different parts for developing a solution.

A solution is not universal, but learnings and approach can be. A big part of the innovation thought process is thinking in terms of processes and analogies. And that’s the learning that we drive at SELCO.

Selco基金会在班加罗尔(Karnataka India)中实现了移民定居点的能源和住房解决方案):照片:Marilyn Smith,Selco Foundation

E4C: Would you describe a technological challenge that SELCO Foundation is trying to surmount now? Is there a realistic breakthrough that you expect to see in the near future?

RM:在Selco,我们将技术视为推动可持续和包容性发展的手段。在提出有关所有权和可访问性的问题时,我们非常重要。和给我最满意的创新是那些真正分散经济体制和所有权的创新。例如,新利娱乐网压大小在农业中,许多技术创新都发生了应对现有市场的响应catering to centralized large scale production, harvest management and processingin already developed urban centers. But in contrast, the need is to respond to requirements of the small and marginal farmers, who expend significant amounts to access basic technology currently.

There are so many hidden transaction costs and opportunity costs that we need to look into, and that’s where breakthroughs can happen!

目前最大的机会正在为能够使农业和处理以分散规模可行的技术进行创新。更重要的是,这可以改变价值链,并帮助将食物的所有权分解回农民。

The energy economics of agriculture needs to be really understood as well. Our Agriculture Innovation team at SELCO has been looking at decentralized renewable energy and innovations in agricultural technologies for hulling, grading, pulverizing and milling. And we are really seeing how that is potentially shortening supply chains and making communities more resilient during the pandemic right now. There is a lot of scope for technology innovation to look at using energy as a lens to reduce input, output and value-add costs for small and marginal farmers. There are so many hidden transaction costs and opportunity costs that we need to look into, and that’s where breakthroughs can happen!

Selco基础developed solar energy genearation for units that produce puffed rice in Kolar, Karnataka. Photo: SELCO Foundation

tags :5 questions with...,COVID-19,Five Questions,India,Innovation Labs,learning from failure,non-profit organizations,SELCO Labs

Rob Goodier

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