Introduction The Swachh Bharat Mission–Gramin (SBM-G) is India’s flagship rural sanitation programme, now in its Phase II or ODF Plus stage. After achieving near-universal toilet coverage, the focus has shifted to sustaining Open Defecation Free (ODF) status, strengthening Solid and Liquid Waste Management (SLWM), and embedding long-term behaviour change within rural communities. Effective implementation of these goals depends not only on the creation of infrastructure but also on the people and institutions that influence sanitation behaviours, financing, and daily operations. A structured stakeholder analysis and management plan is therefore essential to identify key actors, understand their interests and influence, and design engagement strategies that can sustain progress. Such an approach also advances the targets of Sustainable Development Goal 6 and the local SDG framework that emphasise inclusive and participatory governance. What is Stakeholder Analysis Stakeholder analysis is a method used in project management, public policy, and organisational planning to identify individuals, groups, or institutions that can affect or are affected by a decision, programme, or project. It typically involves listing stakeholders, assessing their interests, expectations, and potential influence, and examining relationships among them in order to understand how different actors may support, shape, or oppose an initiative. Stakeholder analysis is often used to inform communication and engagement approaches, manage risks arising from conflicting priorities, and clarify roles and responsibilities during implementation. Why Stakeholder Analysis Matters Stakeholder analysis ensures that sanitation interventions remain aligned with the global call for universal access to safe water and sanitation while supporting active community participation. Sustained toilet use, proper segregation of waste, and hygienic practices depend on the ownership and collective action of communities themselves. The mission also draws on multiple funding sources such as Finance Commission grants, employment guarantee schemes, and corporate social responsibility funds, making collaboration among many actors indispensable. Early identification of influential or potentially resistant stakeholders helps avoid conflicts and delays, enabling timely course corrections and safeguarding programme outcomes. Stakeholder analysis is an important part of ensuring an inclusive approach and may help in planning in an inclusive manner. Key Stakeholders and Their Roles Stakeholders in SBM-G can be grouped by their proximity to programme activities—primary, secondary, and tertiary—and further analysed through a power–interest lens. Primary stakeholders are those directly impacted by sanitation interventions, secondary stakeholders provide support or influence behaviour change, and tertiary stakeholders create the broader enabling environment. The table below summarises the interests, influence, indicative weightage and suggested engagement strategy for each major group. Managing Stakeholders Across the Programme Cycle Stakeholder engagement must evolve through each stage of the mission. During the planning and design phase, power–interest mapping helps prioritise engagement efforts, while Gram Sabha consultations ensure that community needs are embedded in village action plans. Fund flows, including IEC allocations and Finance Commission grants, need to be clearly explained to all tiers so that responsibilities are understood from the outset. Implementation requires a 360-degree communication strategy that blends interpersonal communication, community mobilisation, folk and mass media, and social media. Swachhagrahis, frontline workers and PRI members must receive regular training in SLWM technologies and behaviour change techniques, and contracts with private service providers should be managed with transparency and accountability. Monitoring and feedback are critical to sustain momentum. Village vigilance groups can be activated or strengthened, real-time tracking through the SBM management information system should be maintained, and community score-card meetings provide opportunities for social audit and mid-course correction. Social audits act as a strong monitoring tool, empowering communities to verify chlorination levels, report infrastructure leaks, and ensure transparency. The process is community-centric, enabling participation of marginalized groups As the programme matures, sustainability and convergence become the central focus. Operation and maintenance costs should be embedded in Gram Panchayat budgets and linked to revenue streams such as user fees or compost sales. Sanitation must be integrated with water supply, health, climate resilience and livelihood schemes, while successful Gram Panchayats and frontline workers are publicly recognised to maintain motivation. Challenges and Mitigation Stakeholder management in SBM-G faces several recurring challenges. Power imbalances or elite capture can distort priorities and must be countered through inclusive Gram Sabha processes with mandatory representation of women and marginalised groups. Behaviour change fatigue may set in once initial targets are met; this calls for continuous communication refreshers, celebration of small wins and promotion of peer champions. Frontline workers often face excessive workloads, so integrating sanitation messages into existing health or nutrition activities and providing modest incentives can ease the burden. Weak technical capacity in Panchayati Raj Institutions requires regular training and handholding by district resource teams. Funding delays can undermine trust and momentum, making ring-fenced IEC budgets and timely release protocols essential. Conclusion The journey from ODF to ODF Plus is not merely a matter of building toilets or waste systems; it is fundamentally about collaboration, trust and shared accountability. A systematic stakeholder analysis—identifying who holds power, who shows interest, and how best to engage each group—ensures that the Jan Andolan, or people’s movement, envisioned by the mission remains vibrant. By giving due weight to communities, empowering local governments, and aligning actions with the principles of SDG 6 and the local SDG framework, India can secure a future where every village sustains cleanliness, dignity and safe sanitation for generations to come. References Government of India. Swachh Bharat Mission (Gramin) Guidelines. Department of Drinking Water and Sanitation, Ministry of Jal Shakti — Official repository of SBM-G programme guidelines. Government of India. Swachh Bharat Mission (Gramin) Phase II (2020–2025) Operational Guidelines. Department of Drinking Water and Sanitation, Ministry of Jal Shakti — Phase II (ODF Plus) operational guidelines (PDF). United Nations. Sustainable Development Goal 6: Clean Water and Sanitation. United Nations Department of Economic and Social Affairs — Official SDG 6 page. Ministry of Jal Shakti, Government of India. SBM-G Dashboard and Management Information System (MIS). Official data portal for SBM-G performance and tracking. Finance Commission of India. Guidelines on Grants for Water and Sanitation for Local Bodies. Manual covering tied grants, including those used for sanitation financing in rural local bodies under the 15th Finance Commission. World Bank. Sustaining Sanitation Behaviour Change in Rural India: Learning from Swachh Bharat Mission. World Bank publication reviewing sanitation behaviour change under SBM. UNICEF India. Community Sanitary Complexes in Rural India (Sanitation & Hygiene Behaviour Change). UNICEF report on sanitation behaviour change communication under SBM-G Phase II (PDF). Government of India. Jal Jeevan Mission & SBM-G Convergence Guidelines. Official portal outlining rural water supply and sanitation programmes and their convergence. Further reading recommended: stakeholder management (books) R. Edward Freeman — Strategic Management: A Stakeholder Approach Freeman, Harrison, Wicks — Managing for Stakeholders: Survival, Reputation, and Success Freeman et al. — Stakeholder Theory: The State of the Art Lynda Bourne — Stakeholder Relationship Management