The Quiet Revolution: How Dalit Women Are Leading India’s Most Radical Grassroots Change
In 1942, B.R. Ambedkar addressed a gathering of Dalit women with a powerful conviction—that the upliftment of the Dalit community was intrinsically tied to the empowerment of its women. More than eighty years later, that vision is quietly taking shape—not in policy rooms or prime-time news—but in village meetings, self-organised federations, and local classrooms.
Dalit women are redefining what leadership looks like. They are running organisations, holding institutional power, confronting caste and gender injustice, and reshaping the very systems that were built to exclude them. These aren’t isolated achievements; they are the foundation of a deeper movement—one that has often gone unrecognised, but never without impact.
Let’s step into their world.
Manohari Doss: The Architect of Collective Power
In a Tamil Nadu village, a young girl defied convention just by staying in school. That girl—Manohari Doss—grew up to co-found the Institute for Self Management (ISM) in 1982. With her late husband, Edward Doss, she helped create an organisation that would go on to transform lives across the state.
Over the next forty years, ISM, the Women Development Resource Centre, and the Tamil Nadu Labour Union worked at the intersection of livelihoods, rights, and education. At the heart of this work lies the Federation for Dalit Women Empowerment—a state-wide collective of 65 Dalit women-led NGOs across 20 districts.
This federation, formally registered in 2024, focuses on building leadership, creating dignified employment, increasing access to education, and enabling women to step into positions of authority. The goal is ambitious: to impact 100 grassroots organisations across Tamil Nadu, with an approach that is deeply intersectional, feminist, and community-rooted.
Under Manohari’s leadership, the federation has become a platform for solidarity and systemic accountability. It trains women leaders, forges alliances with broader movements, and shapes a space where Dalit women set the agenda, rather than waiting for a seat at someone else’s table.
Her work has also extended beyond borders, influencing international policy and advocacy, and earning her recognition at the global level. But her proudest legacy is the growing ecosystem of women who are empowered to lead—and who are bringing others with them.
Prabha Yadav: Reclaiming Education in Migrant Lands
In Solapur’s sugarcane belt, where droughts are frequent and poverty entrenched, Dalit families often migrate seasonally for survival. This constant displacement tears children, especially girls, from school and into cycles of unpaid labour, domestic work, and early marriage.
In 1987, a group of young returnees from Mumbai, frustrated by the lack of opportunity in their hometown, founded the Dr. Ambedkar Agriculture Development & Research Institute (ASVSS). Among them emerged Prabha Yadav—a woman who would later lead the organisation into its next chapter.
Under Prabha’s stewardship, ASVSS has become a lifeline for hundreds of children and families. The organisation runs after-school centres, provides tuition support, and operates crèches for working mothers. It has introduced foster care for children of migrant labourers and provided counselling support for caregivers.
These efforts have helped children stay in their communities, continue their education, and experience stability in otherwise unstable lives. ASVSS has also tackled the root economic drivers of migration, introducing organic farming experiments and improving local agricultural practices.
In a bold step, the organisation restructured its leadership to reflect the people it serves. Prabha’s elevation to leadership, alongside a new women-led board, marked a paradigm shift. Decision-making now rests with those who have lived the struggle, ensuring more relevant, lasting solutions.
Kalavapalli Lavannya: Dismantling Discrimination, One System at a Time
In Andhra Pradesh, Kalavapalli Lavannya had every opportunity to take a different path. A successful career in the IT sector, a comfortable life—but she chose something else. She returned to the grassroots, taking over the leadership of Navajeevan, an organisation founded by her father and dedicated to sanitation workers.
Sanitation work in India remains one of the most dangerous and socially stigmatised jobs—often inherited by Dalit families and sustained through systemic neglect. Though manual scavenging is legally banned, it persists in many areas, denying workers safety, dignity, and rights.
Under Lavannya’s leadership, Navajeevan became the implementing partner of a national initiative promoting mechanised sanitation. Through this partnership, sanitation workers now receive guaranteed annual incomes and access to safer, more dignified employment.
Lavannya also turned her attention to the next generation. She identified and supported 200 children of sanitation workers, offering foundational education and enrolling them in government schools. The impact has been profound—helping break the cycle of caste-based labour through education and opportunity.
Her leadership matured during the COVID-19 crisis, when she spearheaded relief efforts for sanitation workers. She has since reoriented the organisation’s focus, blending technical solutions with an unapologetically rights-based approach. The result is a model that places the tools of change in the hands of those who need them most.
Reimagining Power from the Ground Up
The women leading these movements are not distant voices speaking on behalf of someone else’s suffering. They are living the realities they seek to transform. Their leadership is shaped by direct experience, sharpened by resilience, and grounded in the everyday needs of their communities.
And yet, in the institutions and movements that speak of inclusion and social justice, grassroots leaders—particularly Dalit women—remain the last to be recognised, the last to be funded, and the last to hold real decision-making power.
True inclusion goes beyond visibility. It’s about shifting where power resides, who is trusted to lead, and whose wisdom is considered legitimate.
That’s where initiatives like the Rebuild India Fund come in. With support extended to over 500 grassroots organisations—many led by women—it is creating a network that trusts proximity to the problem as a strength, not a liability. It’s investing in long-term capacity, not just momentary visibility.
A Growing Movement, A Shared Future
What Manohari, Prabha, and Lavannya are building is not just change—it’s infrastructure. It’s the scaffolding of a new India, one that doesn’t merely include Dalit women, but is shaped by their leadership.
Their stories are not exceptions. They are blueprints.
As we reflect on Dalit History Month, the question is no longer whether Dalit women are leading—it’s whether society is ready to recognise, support, and follow them.
The revolution is already underway. It’s unfolding quietly, steadily, and with immense purpose.
Gajendra Singh Rathore, Vice Principal,CM RISE School Vinoba, Ratlam (MP), India
CM RISE School Vinoba, Ratlam, a government school serving kindergarten through secondary grades in Madhya Pradesh, India, has emerged as a beacon of innovation in public education. Originally established to educate girls from a marginalised community in the urban slums of Ambedkar Nagar, the school faced severe challenges, including low enrollment, poor attendance, and crumbling infrastructure.
Rejuvenated in 2022 under new leadership, the school began a transformative journey built on resilience, innovation, and a vision to empower its 577 students. This transformation culminated in the school winning the World’s Best School Prize for Innovation 2024, awarded by the global education platform T4 Education.
About the School:
CM RISE School Vinoba is not just a school; it’s a movement. Positioned in a challenging urban environment, the school has redefined what is possible for government education in India. The leadership—under Vice Principal Gajendra Singh Rathore—has developed an innovative model called the “Cycle of Growth”, which focuses on continuous professional development for teachers and holistic engagement for students.
This model reversed the school’s declining trajectory—dramatically improving student attendance, academic performance, and participation in extracurricular activities. Through strategic collaboration with the community and the support of organizations like Peepul and the Madhya Pradesh Department of School Education, the school has become a lighthouse for innovation.
Leadership and Innovation:
Mr. Gajendra Singh Rathore, a National Teacher Awardee (2017) and educationist with 29 years of experience, took over as Vice Principal in 2022. Upon arrival, he and his team encountered a school disconnected from its community and facing deep-rooted challenges—from students skipping school to severe infrastructure neglect.
Rathore and his team knew that transformation required more than just planning; it needed a culture shift. They began by instilling trust, creating joyful learning spaces, and focusing on teachers as the core change-makers.
His self-designed Cycle of Growth became the foundation of this transformation—an ongoing system of appreciation, teacher training, classroom observations, feedback loops, and collaborative planning. Innovative mechanisms like “Teacher of the Month”, team huddles, and data-driven progress tracking fostered a culture of ownership and excellence.
The Ripple Effect: From Teachers to Students:
Empowered teachers led to empowered students. Classroom culture shifted, with practices like social-emotional learning spaces, entry-exit routines, student reward systems, and daily morning sports sessions.
Students began showing remarkable self-discipline, academic curiosity, and engagement. Tools like learning level-based assessments (L1, L2, L3), custom trackers, and a herbal garden project enhanced learning while embedding values like leadership and self-reflection.
Revolutionising Parental Engagement:
In a community where parental involvement was once below 5%, CM RISE Vinoba now boasts 85–90% participation in parent-teacher meetings—some classes even reaching 100%. This success is credited to the Vinoba Model of Parental Engagement, a blend of offline and online strategies including:
Capsule online PTMs,
Feedback diaries,
WhatsApp groups,
One-on-one home feedback,
Live community teaching based on NCERT content, and
Recognition programs for student and parent achievement.
Outcomes & Achievements:
Enrollment waitlist exceeds 700 students.
Attendance increased from 25–37% to 90%.
Students now compete at state and national levels in sports, science, literature, and the arts.
13 athletes at the state level; 2 at the national level.
Recognised as a “Daksh School” and declared a “Lighthouse School” by the State Education Department.
Awarded the prestigious World’s Best School Prize for Innovation 2024 by T4 Education (USD $10,000 prize).
Words from T4 Education:
Vikas Pota, Founder of T4 Education, said:
“It is my great honour to bestow upon CM RISE School Vinoba, Ratlam in India the World’s Best School Prize for Innovation 2024. The difference you have made will inspire educators and policymakers alike. Your work lights the way to a better future.”
A Word from the Vice Principal:
Gajendra Singh Rathore said:
“We never imagined that our school would be recognised globally. Our journey started by simply confronting challenges, innovating, and staying persistent. This honour validates that real transformation is possible in government schools, even in the most marginalized communities.”
Cycle of Growth Is A Model for the World
CM RISE School Vinoba is now a symbol of what’s possible when leadership, community, and educators come together with a shared vision. With its “Cycle of Growth” model, the school has not just transformed lives—it has rewritten the narrative for public education in India.
“We are proud to be a government school. We are Team Vinoba, said Rathore.
Gajendra Singh Rathore’ Credentials
Gajendra Singh Rathore is widely recognised in Madhya Pradesh’s educational community as a visionary innovator and a dedicated education influencer. Here comes a few credentials of Rathore which has impacted education standards in India as well as on global map:
He was honored with India’s highest teaching accolade—the National Teacher Award (President’s Award)—in 2017. His distinguished career includes numerous prestigious awards, notably the Innovative Science Teacher Award of Madhya Pradesh in both 2001 and 2016.
Currently, Rathore serves as the Vice Principal (High School Principal) of CM Rise School Vinoba, Ratlam, Madhya Pradesh, India. Under his leadership, the institution has gained global recognition, being awarded the World’s Best School Prize for Innovation by T4 Education, a renowned international organization. Furthermore, Rathore holds the copyright to his innovative “Cycle of Growth” model, officially recognized by the Government of India.
A state-level master trainer in school management, Rathore has made substantial contributions to curriculum development and has been involved in several departmental publications focused on school leadership and innovation.
Rathore is also an active educational content creator. His digital outreach includes platforms focusing on topics such as Science and Physics Teaching, Scientific Explanation of Miracles, and Low-Cost Teaching Resources, engaging lakhs of students and teachers across the country. His YouTube channel, named Gajendra Singh Rathore, has amassed over 1.35 lakh subscribers and millions of views.
In 2024, he was invited as an educational speaker at the World School Summit in Dubai, marking another significant milestone in his global recognition.
Early Life and Career Milestones
Gajendra Singh Rathore received his primary to secondary education in Piploda village, Ratlam, M.P., India, consistently ranking at the top of his class. He was nationally recognized for his talent in theatre and drama during his student years and actively participated in the Literacy and People’s Science Movement.
He secured a top university rank in MSc Physics and B.Ed., following which he was appointed as a Lecturer in the School Education Department of Madhya Pradesh. His dedication to teaching and innovation earned him the Best Innovative Science Teacher of Madhya Pradesh awards in 2001 and 2016, the Best School Principal Award in 2006, and the National Teacher Award in 2017.
Rathore received advanced leadership and management training from the National Institute of Educational Planning and Administration (NIEPA) and IIM Indore.
As the school leader and principal of CM Rise School Vinoba, Rathore played a pivotal role in guiding the institution to win the World’s Best School Prize for Innovation from T4 Education.
His commitment to accessible education continues post-COVID, with free online classes and Sunday sessions, reinforcing his role as a beloved educational influencer in Madhya Pradesh.
His leadership excellence was also acknowledged by the Directorate of Public Instruction (DPI), Madhya Pradesh, with the school earning an ISO 9001:2015 certification and receiving a special commendation for its innovative contributions to education.
By Gajendra Singh Rathore, Vice-Principal, CM RISE School Vinoba, Ratlam
This is the story of CM RISE School Vinoba, Ratlam, which has scripted success story following innovative series in public education while being one amongst the top three schools in the world.
Originally founded for girls from marginalised community in an urban chal (Basti) community hesitant to embrace formal education, the school’s leadership, rejuvenated in 2022, launched a transformative journey grounded in resilience and empowerment for its 577 students.
Initially the school had a low enrolment and attendance, alongside severe infrastructural decay however now the school has a long waiting list of students who are eager to get their admission here, courtesy the innovative Cycle of Growth model adopted by Gajendra Singh Rathore, Vice Principal, CM Rise School Vinoba, Ratlam.
Cycle of Growth
The school’s response to its challenges is encapsulated in its innovative “Cycle of Growth” model, which fosters continuous professional development for teachers and dynamic engagement for students. This model is pivotal in reversing the school’s fortunes, dramatically raising attendance and improving exam pass rates. The school participation in sports and other events at every level has grown tremendously. Through a revitalised commitment to community collaboration and local resource utilisation, CM RISE School Vinoba, Ratlam has made education both relevant and accessible. Its innovative work was delivered by the state of Madhya Pradesh in partnership with Peepul.
A different Approach
Leadership at CM RISE School Vinoba, Ratlam under guidance of vice principal and school leader Gajendra Singh Rathore, adopts a distributed model, empowering teachers and engaging parents to cultivate a culture of high expectations and collective responsibility. Innovative practices, such as integrating education with model of parental engagement, community as a learning resource, the innovative idea of tracking data, local festivals and hosting early morning sports sessions, have enriched student experiences and outcomes. Special mention must be made of vice principal Gajendra Singh Rathore who regularized the innovations in the strong school culture concept with Team Vinoba, garnering recognition from state educational authorities, further validating the school’s impact.
CM RISE School Vinoba, Ratlam will use the prize money to expand its Learning and Development Lab. This investment will empower students to further engage with and address community challenges through innovative projects, extending its influence beyond the classroom and into the wider community.
Vikas Pota, Founder of T4 Education and the World’s Best School Prizes, says:
“It is my great honour to bestow upon CM RISE School Vinoba, Ratlam in India the World’s Best School Prize for Innovation 2024. The difference you have made to lives in your classroom, in your community, and far beyond will inspire educators and policymakers alike.
“It is my hope that governments now look to your shining example to see what can be achieved when schools are committed to high performance and when education seeks to tackle some of the greatest challenges our societies face. Your work lights the way to a better future.”
Gajendra Singh Rathore, Vice Principal, School leader CM RISE School Vinoba, Ratlam, said:
“We never had thought that in our lives there will be a day that our school will top the world. When we came to school in earlier days, we only thought of dealing with our challenges. We used to come up with new ideas and we struggled every day to turn those ideas into reality. It’s an exciting and thrilling experience to be ranked top among thousands of schools worldwide. The selection made by the international organisation T4 Education has given honour to our government which is continuously empowering educational system by their various schemes in Madhya Pradesh and has proved that effective innovations made in small towns can also be recognised globally.”
Cycle Of Growth : Transforming Public Education Through Community Engagement by Gajendra Singh Rathore
Welcome to all of you; I am Gajendra Singh Rathore, Vice Principal School leader Government CM rise Vinoba Ratlam, MP, India. I have been in the field of education for the last 29 yearS and have received India’s highest honour for teacher, National Teacher Award in 2017. But i am not telling about myself today. I want to tell a brief story about my Government public school.
Our school’s name is CM Rise Vinoba situated in urban slum of Ambedkar Nagar in Ratlam. It is a Government Public School, we have kindergarten primary and secondary classes with 577 students and 33 teaching staffs in 2023. It is a co-education School.
Our journey of transformation started from 20th May 2022. We know that in our Madhya Pradesh India, there are thousands of schools and in last 29 years of service, I have realised that there are 3–4 common issues with which the entire system is dealing with. Students come from marginalised community and confronted with difficulties like low attendance rates and failing to keep grade level learning. Although a lot of efforts have been made in the last 25 years but challenges still remain.
Let’s come to 28 May 2022. Some colleagues and myself were transferred here to CM Rise Vinoba. We came here under CM Rise Program of department of school education Madhya Pradesh government and received training resources, supporting staff, infrastructure and remarkable hand holding from Departmental state authority, But all the same challenges of Indian public schools were there too. In initial days, I as a school leader worked with my core team to understand challenges, context and set our priorities . Engaging in immersive community visits, we realised children preferred playing or working on “chalni making” rather than coming to schools. Stones were thrown at the school. When we entered the school premises in the morning, empty alcohol bottles etc were found there. The communication between the school and the colony was negligible.
Now come to the point. We moved towards innovation by knowing our challenges in problems as a school. Lack of holistic thinking about school development, demotivation in the school culture, lakh of enthusiasm in the teacher community, lack of effective leadership skills, children not being connected to the school had become challenges.
We soon realised for this transformation journey to be successful we needed to do two things (1) Instill trust in our teachers ,students ,and community by building a joyful and creative school environment and (2) Create a culture of learning and development.
I decided to reach to the last child and ensuring a platform for all my students but it was impossible to do without a dedicated team of teachers. I decided to work with teachers first, with the believe that if I am able to reach every teacher, every teacher gonna reach to every student. I designed and innovated Teachers professional development mechanisms like “cycle of growth” and other models to connect everyone, All these ideas took birth from this firm believe, school leadership team and team vinoba gave full support.
We had identified the challenges and effective possible solutions for our school, But to make a team of world class teachers we had to bring them together on a common platform, create a shared vision, a common goal and shared understanding of what we want to teach and what we want a students to be.
My theory of changes anchored on trust and culture of Learning and Development, where teachers serve as key doers and change maker. This was unheard of in a Government public school. Along with our own experience of school management, School Education Department, MP got us trained by reputed institutes like IIM Indore and Peepul, which helped us to think about .
Appreciation : A path towards reinforcing faith in teammates and driving excellence
Now move to the cycle of growth, for establishing trust and Foster meaningful relationship with in team we started by addressing the needs of teachers to make them agents of change. In evening team building spaces, we started capsule training and team building activities, such as role-playing on positive behavior management, positive school culture, and many more. Now capsule training is followed by classroom observations, which are based on glows and grows. In addition, complete observations of students’ growth are included, including copy checking and a student diary with their progress. Followed by Debrief and constructive feedback, and again training and so on.
Now, in our theory, teachers are more important than anything else. we decided to implement “ Teacher of the month” mechanism with a tool. How you overcome your challenges and change your practices to get better and effective results is called innovation. In that manner, our tool, a Google form, became a new idea and the whole process of appreciation became a change maker. It required teachers to fill in a form mentioning details like the creation of TLM’s , New strategies used challenges and how did they overcome challenges. Then selection process followed by our walkthroughs, SLT meetings. After a transparent process, the names and photos of selected teachers were displayed at the school entrance. This culture of appreciation creates atmosphere of trust and enthusiasm among the team. We have Created several “ Point of appreciation “ according to our goal and team work.
Basic Model Of Cycle of Growth”
This cycle of growth is encapsulated with culture of appreciation, regular staff meetings, Academy dialogues once in a month and daily huddle spaces where teachers come together ,present their work, have data based discussions and problem solve together. This space is entirely planned and led by teachers. Team with purpose, Both SLT ( Sandhya Vora, Anil Mishra , Seema Chauhan and Some Senior Teachers With me ) and various sub committee with regular feedback are other spaces to get ownership. My “cycle of growth” mechanism creates first layer of trust and culture of learning amongst teachers with believe in theory of change and began replicate in classes along with community engagement.
Cascading the change : From Teachers to students
We know our model entails catalyzing a ripple effect where we empower the teachers who become a catalyst of empowerment within the classroom. Huddle spaces and cycle of growth mechanism enabled me to build first layer of trust and culture of learning amongst teachers. They started believing in our theory of change and began replicating in their own classrooms.
Teachers begin to create a shift in classroom culture, student appreciation and engagement became key levers. Teachers build specials like social emotional learning spaces, classroom libraries ,preparing to present at a big platform in a big group like 150 in numbers. Entry exit routines, student reward system, Regular morning sports session, healthy student teacher relationship. In public schools ,where healthy student-teacher relationships were non-existent, where student lacked aspirations or undisciplined ,Such acceptance and culture became a hit among them. Hence, resulting in increased engagement and learning. The feeling of “Team Vinoba” also arose among the students.
Engagement & learning
In earlier days, we started “Team huddle” because our teachers were demotivated but Now it is a point of appreciation for all.
Teachers began to find merit in this theory. They have idea to track data, monitor students growth & promote culture of learning . They created customized trackers based on their student’s need. Like trackers for homework, attendance, behavior ,parental engagement etc. This process partially owned by students. Through this students developed confidence, leadership and habit of self-reflection. Teachers have innovative assessment processes L-1, 2 , 3 where students can unlock the next level only when they cross previous level. They made a herbal garden with students and the community. They create 400 + TLM’s to make classrooms more joyful. Teachers-led initiatives flourish with continued support and appreciation from leadership.
Teachers began to find merit
Beyond School Boundaries : Winning the trust of community In government schools, Parental engagement is a challenge. As a school, we have implemented the “CM Rise Vinoba Model of parental engagement” for professional development of teachers. We had incorporated various dimensions of parental engagement in our “Vinoba Model” 2 years ago. Teachers adopted this model continuously for 2 years and achieved success. Innovations like Capsule Online Parenting along with Online Parenting were done. 2 years ago, 0–5% parents used to attend parents meeting, that figure is now 85–90% in parent-teacher dialogue. In some classes, it is even 100%. We discuss this model from time to time and take feedback. In our academic dialogue, we do training related to online parenting and also learn to work on various online platforms. This is done through peer learning as well as by inviting experts. Teachers are the carriers of every change of ours and parent engagement in the government system makes every path easier. The attendance of students which was 25–37% two years ago is 90% on average today.
Basic Parental Engagement Model
Basic Parental Engagement Model A direct parent meeting, regular feedback in the student diary, information letter on low attendance, followed by one on one feedback, discussion at home are its offline ways. Discussion on phone, whatsApp group, online PTM, special online PTM are its online ways. Apart from regular PTM ,we are taking online PTM to a different level, where in small capsules, Now we are doing online PTM as per the requirement of the students. The feedback is amazing. Why Special Capsule online PTM ? We know that offline Parents meeting of a students takes place once a month. There are many students whose proficiency level is the same, Who need constant motivation. Their parents need to be connected for every possible help as common minimum program. There will be continuous connection with such parents through capsule meetings. Having students of similar ability Makes it easier to plan for discussion and motivation. After PTM, parents are very happy that the school is taking care of their students. they show gratitude for one on one feedback and respect. They are aware of students attention of learning and also aware of there health and other supporting things for them. After online PTM attendance has increased ,students familiarity with class and learning has increased. we have developed Google form for those feedback purposes also.
Advance Approach towards Parental Engagement
Let’s discuss different dimensions of parental engagement. When a student performs well, in attendance, in results. We invite their parents along with them to school and felicitate them in the prayer meeting. Community as a learning resource- Taking chapters from NCERT books to the community and teaching them live, inviting parents to student showcase where students exhibited not just academic achievements but also art and craft, sports etc., giving them ownership in different ways, Celebrating Students achievement at their place, Give ownership to parents in different programs. Students are parts of this model. In place of alcohol bottles here we have herbal garden maintained by community . Instead of Throwing stones and abusing , Children now sing the song “We are From CM Rise” . Now We can say We are transforming public education through community engagement.
We have a public School in India in a marginalized community has an admission wait list of 700+over the past two years, can anyone believe this ? This has been possible because of our(Team Vinoba) persistent efforts and attitude of thriving till succeeding. Our teachers now share best practices from international schools. A large number of our students participate in events of national importance.
Our Parents attendance in PTM , Regular Attendance Of Students and Board Results has improved in a tremendous manner. Earlier there was the negligible presence out side the school in sports and various competition. Now hundreds of our students are winning medals at district level and divisional level. Thirteen players have played at state level and Two at national level. We always Says “We The Team Vinoba ”. We all volunteer with our sports teacher in the morning sports session as it is a hobby of our students.
In other activities the school is leading at District level and is representing at state and national level in various literary, cultural , science and other competitions. Teachers and school leaders from other schools are coming to imbibe our best practices. Our students taught as teachers on teachers day and honored the teachers. CM Rise Vinoba , recently hosted an academic dialogue focused on innovations in education, featuring the practices of five schools recognized as among the world’s top 10 Schools . This was beyond imagination before this journey. Parents are giving teachers a sense of honor with gratitude. There is a culture of appreciation all over. Respect for each other.
Now Our School Recognized as “Daksh School” and Declared “Light House “ By State Education Department of Madhya Pradesh. (Our School is the world’s top school in innovation category by global organisation by T4 Education, A renowned international organization in the field of education). We got 10 thousand US Dollar prize also. “We feel proud that we are a Indian Government School – we the Team Vinoba ” .
Certificate From T4 Education Team CM Rise Vinoba Ratlam, MP INDIA
Designed, Created & Written By: Gajendra Singh Rathore, Vice Principal, CM Rise Vinoba Ratlam , M.P. INDIA
In the very earth that feeds us, an invisible threat is growing.
A sweeping study released in April 2025 has unveiled a global crisis that has been quietly festering beneath our feet—toxic heavy metal contamination in agricultural soils. And the implications go far beyond crop failure or discolored leaves. We are staring down the barrel of a global food security crisis that could impact up to 1.4 billion people, spanning continents from southern Europe to the dense farmlands of India and the industrial heartlands of China.
The soil, once a silent provider, is now sending out a warning.
The Dirt on Soil Pollution
Soil pollution isn’t just about litter or plastic debris. This is a deeper, more insidious kind of contamination—one you can’t see but that seeps into every root, leaf, and grain. Heavy metals like cadmium, arsenic, nickel, and chromium are the prime offenders. These are not biodegradable, not temporary. Once they infiltrate the soil, they linger—sometimes for centuries.
The new study, analyzing over 1,000 regional datasets, found that 14% to 17% of agricultural land worldwide exceeds safety limits for at least one toxic metal. That equates to 242 million hectares—a sixth of all cropland on Earth—tainted.
The most widespread villain? Cadmium, polluting about 9% of tested soils. This heavy metal, often a byproduct of phosphate fertilizers and industrial processes, is highly toxic and easily absorbed by crops like rice and wheat—staples that billions rely on.
The Polluted Belt: A Continent-Wide Red Zone
The researchers identified a pollution belt stretching across low-latitude Eurasia, including:
Southern Europe
The Middle East
South Asia, including India and Pakistan
Southern China
These regions, many of which are agricultural powerhouses, are becoming hotspots of contamination. Ancient landscapes once home to thriving civilizations are now suffering from the accumulated weight of centuries of mining, poor waste management, and heavy industrial agriculture.
In places like northern India and southern China, pollution isn’t just a legacy—it’s an ongoing practice. The soil, overworked and underprotected, is cracking under pressure.
Anthropocene’s Signature: Toxins in the Soil
This isn’t just an environmental issue—it’s an epochal marker. Scientists argue that soil contamination is a stark indicator of the Anthropocene, the age where human activity has become the dominant force shaping the planet.
Ancient civilizations farmed, mined, and forged their way to prosperity—but today’s landscapes bear the scars. Natural conditions, like metal-rich bedrock and low rainfall, exacerbate the buildup of pollutants, pushing ecosystems past the tipping point.
Feeding Ourselves Poison
The most immediate consequence of this pollution is food safety. Toxic metals are being absorbed by crops, finding their way into local markets and global trade routes alike. The study warns that if this trend continues unchecked, contaminated food could become a widespread issue—regardless of where it’s grown.
This means that a polluted rice field in Punjab could end up affecting a dinner plate in Paris.
Crop yields are already being compromised, and so is the trust in what we eat. This isn’t just a farmer’s dilemma—it’s a global health concern.
Hotspots and Data Gaps
The study maps an unsettling geography of contamination:
Cadmium: South Asia, especially India and Pakistan
Nickel & Chromium: The Middle East, Subarctic Russia
Cobalt: Heavily polluted in Zambia and the Democratic Republic of Congo, key global suppliers of metals for batteries and electronics
One of the most pressing issues? Insufficient data. Many developing regions, ironically the most vulnerable, have little to no formal soil monitoring in place. That means pollution could be going undetected in the very places where intervention is most urgent.
The Way Forward: Reclaiming the Soil
Experts are calling for immediate action. Here’s what’s on the menu:
Enhanced soil monitoring, especially in developing nations
Phasing out high-risk fertilizers and industrial waste practices
Soil remediation technologies, such as phytoremediation (using plants to clean soil)
Global policies to regulate soil contaminants in agriculture and trade
This isn’t just about protecting crops—it’s about securing our future. The soil is quite literally the foundation of human civilization. Without healthy soil, there is no food, no stability, and no sustainable future.
Final Thoughts: The Soil Speaks—Are We Listening?
For too long, soil has been treated as passive dirt—something to till, build on, or forget. But this new research reminds us: soil is alive. It breathes, it nourishes, and, now, it’s warning us.
The question is not whether we can afford to act. The question is: Can we afford not to?
High in the shadowy alpine slopes of the Himalayas, a shy, solitary creature silently tiptoes through the undergrowth. With its fawn-like frame and long, saber-toothed canines, the musk deer seems almost mythic—like something dreamed up in folklore. But reality, as it often is, is much harsher than fiction. Despite being listed as endangered by the International Union for Conservation of Nature (IUCN), India’s conservation efforts for the musk deer are faltering—and fast.
A Legacy of Missed Opportunities
India first woke up to the plight of the musk deer in 1965. Conservationists, alarmed by plummeting numbers due to habitat loss and relentless poaching for its prized musk pod, set up breeding centers in Kufri and Almora. The vision was noble: build a robust captive population and, eventually, reintroduce them into the wild. The musk, sought after for traditional medicines and perfumes, would be harvested without harming the animals.
That dream never quite made it out of the mountains.
By the 1980s, the population stood at around 1,000—but without proper follow-through, the numbers continued to slide. Today, the Central Zoo Authority (CZA) paints a grim picture: not a single musk deer is held in captivity across Indian zoos. There are no active breeding programs. And worse, no updated population estimates exist for the wild alpine musk deer.
This isn’t just a crack in the system—it’s a canyon.
Species Lost in Translation
Adding salt to the ecological wound, the confusion between the alpine musk deer and its cousin, the Himalayan musk deer, has thrown a wrench into conservation efforts. Misidentification has led to flawed record-keeping, mismanaged habitats, and a fundamental issue in breeding: the lack of a genetically pure founder stock.
When you’re trying to save a species, precision is everything. And right now, we’re fumbling.
A Tale of Two Strategies
While India wrestles with these setbacks, other nations have leapt ahead. China, for instance, has pioneered musk deer breeding programs with scientific rigor, developing non-lethal musk extraction techniques that balance tradition with sustainability. Their success underscores a painful truth: India’s conservation playbook for the musk deer is outdated and underfunded.
The Bigger Picture: Conservation at a Crossroads
The musk deer is not alone in this uphill battle. The wild water buffalo in Chhattisgarh is facing its own crisis, with a newly established breeding center already under scrutiny due to fears of genetic mixing. In Assam, the pygmy hog—once on the edge of extinction—has found a glimmer of hope. Thanks to sustained efforts, more than a hundred have been reintroduced into the wild since 2008.
These mixed results speak volumes. When resources, research, and resolve come together, conservation works. When they don’t, nature pays the price.
What Needs to Change
Experts are sounding the alarm: we need more science, more funds, and a lot more focus. Without genomic studies and accurate demographic tracking, any conservation plan is built on sand. Bureaucratic roadblocks continue to delay crucial data collection, turning already slow progress into a crawl.
However, there’s a spark of hope. A dedicated laboratory for endangered species conservation has been established in Hyderabad. It’s a start—but it needs to be the beginning of a surge, not a one-off gesture.
The Road Ahead
Saving the musk deer—and species like it—isn’t just about ticking off boxes on a biodiversity checklist. It’s about preserving ecological balance, honoring our responsibility to wildlife, and proving that we can learn from past missteps.
India has the scientific minds, the legal framework, and the biodiversity to lead the way. What we need now is the willpower to act—decisively, innovatively, and urgently. Because once a species slips away into extinction, no amount of regret can bring it back.
And the musk deer, delicate and dignified, is already fading into silence.
Beneath the shimmering blue veil of the world’s oceans lies one of Earth’s most vibrant marvels — coral reefs, kaleidoscopic metropolises teeming with marine life. But that underwater brilliance is fading. Fast.
Since January 2023, a silent catastrophe has swept across the globe’s oceans. Over 80% of coral reefs — the lifeblood of marine ecosystems — have been affected by a mass bleaching event unlike any before. Stretching across 82 countries, from the iconic Great Barrier Reef to the lesser-known but equally vital reefs off Madagascar and South Africa, the crisis has spared no corner of the ocean.
This isn’t just the fourth global bleaching event. It’s the worst in recorded history.
What’s Killing the Reefs?
The culprit is no mystery — heat. Oceans have been absorbing the brunt of rising global temperatures, and now they’re giving us the bill. As sea temperatures soar to record highs, corals respond to the stress by expelling zooxanthellae — tiny algae that live inside them and give them both color and nutrition.
Without these algae, corals lose their brilliant hues, turning a ghostly white. But more than color is lost — without zooxanthellae, corals starve. And if temperatures don’t drop soon enough, they die.
This phenomenon, known as coral bleaching, is not just a visual tragedy. It’s an ecological warning siren.
A Troubling Timeline: From Bad to Unbearable
Global coral bleaching events aren’t new. But their frequency and intensity have become a terrifying trend.
1998: 21% of reefs bleached.
2010: That number rose to 37%.
2014–2017: A three-year event bleached 68% of reefs.
2023–2024: We’re now at a staggering 84%.
These aren’t just statistics. They’re signs of ecosystems collapsing in slow motion — and a warning that the clock is ticking faster than we ever feared.
More Than Reefs: Why This Crisis Hits Us All
Coral reefs are often called the rainforests of the sea, and for good reason. Though they cover less than 1% of the ocean floor, they support about a third of all marine species. From dazzling reef fish to apex predators, countless creatures depend on corals to survive.
But it’s not just marine life that’s at stake.
Billions of people rely on coral reefs for food, coastal protection, and income from tourism. In many island nations, reefs aren’t just ecosystems — they’re economies.
Lose the coral, and you don’t just lose beauty. You lose biodiversity. You lose livelihoods. You lose a vital defense against rising seas and storm surges.
Eyes on the Reefs, But Hands Are Tied
Marine scientists and conservationists are working around the clock. From drones scanning coral health to underwater heat sensors feeding real-time data into the Coral Reef Watch system, the effort is tireless — and urgent.
New alert levels have even been introduced to account for unprecedented stress on coral populations. But even with all the data, there’s a frustrating truth: we’re monitoring a disaster faster than we can stop it.
Looking Ahead: A Bleak Forecast Without Bold Action
According to climate projections, by 2040 to 2050, almost all coral reefs could face annual bleaching. Not once every few years. Every single year.
That kind of stress gives reefs no time to recover. It means a tipping point, beyond which many coral species may never return. Entire marine ecosystems could unravel in our lifetimes.
Unless — and here’s the hope — we act. Now.
The Fight to Save the Color of the Ocean
The good news? There’s still time — but not much. Scientists are calling for immediate, global-scale reductions in greenhouse gas emissions. Without climate action, conservation efforts alone won’t be enough.
It’s not just about protecting fish or coral. It’s about preserving a foundation of life on Earth. Coral reefs are more than pretty postcards from paradise — they’re barometers of planetary health. And right now, they’re flashing red.
If we want to keep the oceans alive, we need to treat this crisis not as a distant environmental issue, but as the defining emergency it is.
We can’t afford to let the white silence of bleached reefs be the final story we tell of the sea.
In the picturesque valley of Pahalgam, where the whispers of rivers blend with the rustle of tall chinars, a storm recently shattered the calm. A brutal terror attack claimed 26 innocent lives — a gut-wrenching blow to a land that was just beginning to heal. Kashmir, long caught between strife and hope, had started to bloom again. Tourists were returning, laughter echoed once more through the hills, and peace, however fragile, seemed within reach.
And then, in an instant, it was broken.
The attack wasn’t just an assault on people. It was a deliberate strike against hope — an attempt to choke the breath of a valley that had finally begun to exhale after years of tension. Fear swept through the streets like a bitter wind. Panic surged. Flights were booked. Bags were packed in haste. Tourists ran — not from Kashmir, but from the shadows cast upon it.
But even as the smoke cleared and sorrow settled over the mountains, something extraordinary happened.
In the face of terror, Kashmiriyat — the soul of Kashmir — stood tall.
It wasn’t the army or the politicians who first stepped up. It was the taxi drivers. Everyday men, with oil-stained palms and engines humming with life, became unlikely heroes in a moment that demanded extraordinary courage. They didn’t just offer help — they offered hope.
With roads uncertain and hearts trembling, these drivers became lifelines. They ferried stranded tourists for free, navigating not just winding routes but also fear itself. Some opened their homes, others their wallets — and all of them, their hearts.
They didn’t ask for headlines. They didn’t wait for instructions. They simply acted. Because in Kashmir, hospitality isn’t a transaction — it’s a tradition. And in crisis, that tradition turned into a force stronger than fear.
One story that lingers in the heart like the valley’s lingering fragrance is that of a Goan family caught in the chaos. Terrified, they sought refuge in a small, local restaurant. The owner, a Kashmiri with eyes full of empathy and hands steady with purpose, took them in. He offered them food, comfort, and a quiet corner where fear couldn’t touch them — even if only for a while.
It wasn’t just kindness. It was defiance — a refusal to let terror be the story Kashmir tells the world.
Again and again, as fear tried to seize the valley, humanity intervened.
The message echoed from the mountain passes to the plains: “Visit Kashmir. Not with fear, but with faith.”
Because what defines this land is not the violence that interrupts it, but the resilience that sustains it. Kashmir is not a news headline — it’s a people. And these people, in their quiet, unshakable dignity, are choosing love over hate, unity over division, and light over darkness.
This tragedy could have been the end of the story. But the people of Kashmir — led by taxi drivers, restaurant owners, and everyday citizens — rewrote it. They showed the world that humanity doesn’t retreat in the face of evil; it rises.
And now, it’s our turn.
As Indians, as humans, as people who believe in the power of peace — we cannot look away. We must show up. Stand with Kashmir. Travel not just to its mountains and lakes, but to its soul. Support the people who refuse to be broken. Let the world know: fear may try to silence us, but our unity will speak louder.
Terror may take lives, but it cannot take love.
So visit Kashmir. Not just to see its beauty — but to stand with it. Because when you stand with Kashmir, you stand for hope.
Arijit Singh, one of India’s most celebrated playback singers and a prominent figure in contemporary Hindi film music, is known for his soulful voice and versatility. Singh has garnered numerous accolades over the years, including two National Film Awards and seven Filmfare Awards. In 2025, he was honored with the Padma Shri, India’s fourth-highest civilian award, by the Government of India.
Early Life
Arijit Singh was born in Jiaganj, Murshidabad, West Bengal, to a Punjabi Sikh father, Kakkar Singh, and a Bengali Hindu mother, Aditi Singh. His paternal family had migrated from Lahore during the Partition. Singh was immersed in music from an early age—his maternal family had deep musical roots. His grandmother and mother were singers, his uncle played the tabla, and his aunt was trained in Indian classical music.
He received formal music training under the Hazari brothers: Rajendra Prasad Hazari taught him Indian classical music, Dhirendra Prasad Hazari trained him in tabla, and Birendra Prasad Hazari introduced him to Rabindra Sangeet and pop music. By the age of nine, Singh had earned a government scholarship for training in Indian classical vocals.
He completed his schooling at Raja Bijay Singh High School and later studied at Sripat Singh College, affiliated with the University of Kalyani. Despite being academically sound, music remained his primary focus.
Musical Influences
Singh grew up listening to a diverse range of music, from Bengali classical and Rabindra Sangeet to Western classical icons like Mozart and Beethoven. His musical idols include Bade Ghulam Ali Khan, Ustad Rashid Khan, Zakir Hussain, Anand Chatterjee, Kishore Kumar, Hemant Kumar, and Manna Dey.
Career Beginnings (2005–2009)
Arijit’s professional journey began in 2005 when his guru, Rajendra Prasad Hazari, encouraged him to audition for the reality show Fame Gurukul, where he finished sixth. Although he didn’t win, his talent caught the attention of filmmaker Sanjay Leela Bhansali, who recorded a song with him for Saawariya. However, the track was later dropped from the film’s final cut.
He subsequently won another reality show, 10 Ke 10 Le Gaye Dil, and used the prize money of ₹10 lakh to build his own recording studio in Mumbai. This decision marked the beginning of his journey as a music producer, working on jingles, ad scores, and background scores for various platforms.
During this period, Singh worked closely with renowned music composers such as Shankar–Ehsaan–Loy, Vishal–Shekhar, Mithoon, Monty Sharma, and Pritam. His collaboration with Pritam in particular played a key role in his evolution as a music producer and eventually as a solo artist.
Rise to Fame
Singh made his playback debut in Bollywood with the song “Phir Mohabbat” from Murder 2 (2011). However, it was the 2013 chartbuster “Tum Hi Ho” from Aashiqui 2 that catapulted him to stardom. The song earned him his first Filmfare Award for Best Male Playback Singer.
Since then, Singh has delivered countless hits and memorable melodies, becoming the go-to voice for romance, heartbreak, and soul-stirring numbers in Hindi cinema.
National Recognition & Global Impact
Arijit Singh has won the National Film Award for Best Male Playback Singer twice—for “Binte Dil” (Padmaavat, 2018) and “Kesariya” (Brahmāstra: Part One – Shiva, 2022).
From 2020 to 2024, Spotify named him the most-streamed Indian artist for five consecutive years. As of April 2025, he holds the distinction of being the most-followed artist globally on Spotify, with over 142 million followers—a testament to his widespread popularity and enduring influence.
The 2025 season of the Indian Premier League (IPL) has seen a surge of remarkable performances from Indian talent. However, amidst the local stars, a few overseas players have stood out—one of them being Tim David. Currently playing under Rajat Patidar’s leadership for Royal Challengers Bengaluru (RCB), Tim David has bounced back impressively after a slow start to the season, proving he’s worth every penny of his new contract.
About Tim David
Born on March 16, 1996, Tim David is a 29-year-old cricketer with dual heritage—Singaporean and Australian. He represented Singapore internationally from 2019 to 2020 before switching allegiance to Australia in 2022. Known for his powerful middle-order batting, David has carved out a niche for himself as a T20 specialist, particularly admired for his finishing prowess.
IPL Journey and Salary Evolution
Tim David made his IPL debut in 2021 with Royal Challengers Bengaluru, joining the squad for a modest ₹20 lakh. However, he played just one match that season and failed to make a mark.
In 2022, Mumbai Indians secured his services for a whopping ₹8.25 crore—a staggering 4025% salary hike. David justified the investment with a strike rate exceeding 200 and an average of 37, showcasing his brute force and reliability in finishing innings. He was retained by Mumbai Indians for the 2023 season at the same salary.
During IPL 2023, Tim David delivered a decent performance, averaging 26 with a strike rate of 158. He was again retained at the same price in 2024. However, despite consistent performances, Mumbai Indians decided to release him ahead of the 2025 mega auction.
In the 2025 IPL mega auction, David returned to his debut franchise, Royal Challengers Bengaluru, for ₹3 crore. While this represented a salary drop of approximately 63.63% from his peak value, he is now proving to be a valuable asset for the team with his recent form.
Earnings Over Five IPL Seasons
Over the course of five IPL seasons, Tim David has earned a total of ₹27.95 crore, highlighting a roller-coaster yet impressive financial trajectory shaped by his on-field performances.
As the season unfolds, fans and experts alike will be watching closely to see how David continues to contribute to RCB’s campaign—and possibly reignite his stock value in the IPL.
Under the guidance of Medical and Health Minister Gajendra Singh Khinvsar, Rajasthan is making consistent strides in the prevention and control of seasonal diseases like malaria, dengue, and chikungunya. Due to these proactive efforts, Rajasthan has emerged as a leading state in the country in the journey towards malaria elimination.
The state’s Medical Department is aiming to enhance prevention through innovation, public awareness, and high-quality health services. Moving forward, a range of innovative measures will be prioritized to accelerate malaria elimination.
Theme of World Malaria Day 2025: Reinvention, Reimagination, Reawakening
Highlighting the global theme of this year’s World Malaria Day – “Reinvention, Reimagination, Reawakening of Malaria” – Minister Khinvsar emphasized the importance of shared responsibility and inter-departmental coordination. He stated that new and innovative strategies aligned with this theme are being developed to further the cause of malaria elimination.
Rajasthan Recognised in Category-1 for Low API
Principal Secretary of the Medical and Health Department, Gayatri Rathore, announced that Rajasthan has been classified as a Category-1 state by the Union Health Ministry—reserved for states with an Annual Parasite Incidence (API) of less than 1. Notably, all districts in the state currently report an API below this threshold.
Dramatic Drop in Malaria Cases
Dr. Ravi Prakash Sharma, Director of Public Health, revealed a significant decline in malaria cases—from 2,213 in 2024 to just 59 reported cases up to April 25, 2025. He credited this to robust IEC (Information, Education, and Communication) initiatives aimed at raising community awareness.
“These include larva demonstration drives, audio-visual campaigns, and other outreach efforts. A state-wide Malaria Crash Program, launched on April 1, includes anti-larval activities, source reduction, focal spraying, and fogging operations,” he added.
Two-Phase IRS in High-Risk Districts
To further combat malaria, indoor residual spraying (IRS) will be conducted in two phases across nine high-risk districts: Alwar, Balotra, Barmer, Bikaner, Jaisalmer, Pratapgarh, Salumber, Sri Ganganagar, and Udaipur.
With strategic planning and community engagement, Rajasthan continues to set a benchmark in the national campaign against malaria.
