Many geoscientists apply their expertise to international community development through projects that involve direct interaction with host country agencies, community groups, and individuals. As someone with expertise or financial resources, one often has power to frame the definition of success around one’s own perceived reality regarding human development. Both local counterparts and international geoscientists themselves are often in a position to shape project goals toward their own needs and interests, rather than those of intended beneficiaries. We argue that one-sided engagement is often ineffective and even harmful for target beneficiaries. Awareness of such power dynamics minimizes the waste of resources and unintentional perpetuation of harmful social dynamics. Guidelines are presented in this editorial to help geoscientists partner equitably with groups or communities they intend to serve. The guidelines in this editorial may assist geoscientists to identify the felt needs of their target beneficiaries, define their own role in meeting those needs, define project goals of mutual interest, and make progress toward meeting felt needs. These guidelines include: (1) form relationships and build trust; (2) understand the local context; (3) be observant of internal power relations; (4) examine your motivations and expertise; (5) utilize local expertise in project implementation; and (6) recognize change takes time and investment in monitoring and evaluation. Although equitable engagement is rarely straightforward, especially in an unfamiliar cultural or socioeconomic context, it is crucial if geoscientists are to contribute effectively to global development.

Efforts to improve water quality and quantity, and sanitation in the world are impeded by a variety of technical and socioeconomic issues often unfamiliar to well-motivated individuals. Sustainable technological improvement can be thwarted by the lack of consideration of regional norms, customs, mores, and traditions, and by the absence of feasibility assessment and coordination with the community both before and during instatement of local improvements. Specifically, the absence of coordination means not fully allowing users to define their needs, resources, issues, and maintainable solutions, and not understanding local and regional power dynamics and the ability of the community to provide long-term project stewardship. Other mistakes can include: a lack of long-term planning; inadequate scientific and engineering design and construction; lack of anticipation of contingencies and complicating issues and lack of adaptive management to deal with these unforeseen events; use of inappropriate technology; absence of educational efforts (both for the community to understand and provide stewardship for the project, and for the education of those installing the facilities in the community); lack of follow-up; and lack of technical expertise and leadership. There is no single approach to water and sanitation development that fits all situations. However, avoiding common pitfalls can bring these important resources to villages worldwide, and in the process empower communities, reduce sickness and mortality, and improve the human condition.