ABSTRACT
This chapter envisages that the involvement of the community would ensure participatory decision making regarding the installation and maintenance of arsenic mitigation options. The ethnographic findings suggest that the project failed to produce any such motivational force that could overwrite the popular understandings of arsenicosis as ghaa so that villagers are motivated to use arsenic-safe water sources. The Project Management Unit (PMU) was responsible for the overall management of the project, while Department of Public Health Engineering (DPHE) provided technical support. Glaxo Smith Kline (GSK) contracted Unnoyon, a local NGO, to look after the plants and mobilize villagers. The chapter concludes that culture and local knowledge are crucial in ensuring the success of development projects, which are often ignored and neglected by development planners, leading essential development projects into failure.
