Jul 6, 2012 - through its business operations and ... This is being done by designing ..... The ERP kit was contextualis
Annual Report
2011 2012
Mission
To empower the poor to participate in and benefit from the Indian growth process through integrated action in the fields of elementary education, sustainable livelihoods, primary health and financial inclusion. This will be achieved through active collaboration with the government and independent organisations.
V i s ion
A world free of poverty in which every individual has the freedom and power to create and sustain a just society in which to live.
3
C o n t ent
For over five decades, the ICICI Group has actively contributed to India’s economic growth and development. Promoting inclusive growth has been a priority for the Group from both a social and business perspective.
4
Message from Mr. K.V. Kamath
4
Message from Ms. Chanda Kochhar
5
Message from Mr. Subrata Mukherji
6
Our Initiatives across India
7
Elementary Education
8
Sustainable Livelihoods
22
Primary Health
32
Access to Finance
44
In the News
50
Financials
62
We strive to make a difference to our customers, to society and to the nation’s development directly through our products and services, as well as through our development initiatives and community outreach programmes. ICICI Foundation for Inclusive Growth (ICICI Foundation) was established by the ICICI Group in early 2008 to carry forward and build upon its legacy of promoting inclusive growth. ICICI Foundation works with government authorities and specialised grassroots organisations to support development work in its four identified focus areas. We are committed to investing in long-term efforts to support inclusive growth through effective interventions. This year our increased focus in each of our programmes in the areas of elementary education, sustainable livelihoods, primary health, and access to finance has enabled us to ensure that our impact on the ground is maximised for beneficiaries.
5
Message from the Council, Chairman Governing ICICI Foundation for Inclusive Growth
The transformation of the Indian economy and its continuing growth potential create immense opportunity for addressing the issues of poverty in an accelerated timeframe by building capacity among the poor and underserved to participate in this growth. This requires building an inclusive growth framework with innovative interventions in key areas like education, sustainable livelihoods and healthcare.
6
The transformation of the Indian economy and its continuing growth potential create immense opportunity for addressing the issues of poverty in an accelerated timeframe by building capacity among the poor and underserved to participate in this growth. This requires building an inclusive growth framework with innovative interventions in key areas like education, sustainable livelihoods and healthcare. These are the pillars that are required for sustaining long-term growth and prosperity. The ICICI Group, through ICICI Foundation for Inclusive Growth, is committed to helping to create an ecosystem that promotes inclusiveness and delivers holistic benefits for every segment of society. We have focused on intervening in areas that would empower people to benefit from the rapid growth in the economy. This year, ICICI Foundation further strengthened its efforts in the identified areas of elementary education, sustainable livelihoods, primary health, and access to finance. Our activities focused on building capabilities and developing innovative models in these areas that can be replicated and scaled up in future. Our initiatives are being implemented through partnerships with government institutions and independent grassroots organisations with the aim to complement their efforts and create maximum impact. This partnership was further deepened during the year through several new initiatives and support received from the local institutions.
Message from Member of the Governing Council ICICI Foundation for Inclusive Growth
Recognising the work done by several organisations in promoting inclusive growth across the country, we celebrated the achievements of some of the leaders for their path-breaking accomplishments during the year. The initiative aimed to increase awareness through media coverage as well as provide a platform to these thought leaders to share their enriching ideas and social initiatives. I am pleased to present the fourth annual report of ICICI Foundation for Inclusive Growth which provides insight into the progress made in each of our focus areas with specific programme details and case studies. K.V. Kamath Chairman, Governing Council, ICICI Foundation for Inclusive Growth and Chairman, Board of Directors, ICICI Bank
This is the fourth year of operations of the ICICI Foundation for Inclusive Growth. While the ICICI Group has been a partner in India’s progress for over five decades through its business operations and social initiatives, ICICI Foundation was established in 2008 to scale up and accelerate our philanthropic initiatives. These four years have been a rewarding learning experience in our journey of creating an institution with a dedicated focus on building the enablers for an inclusive growth paradigm for India. “ICICI Foundation was established in 2008 to scale up and accelerate our philanthropic initiatives. These four years have been a rewarding learning experience in our journey of creating an institution with a dedicated focus on building the enablers for an inclusive growth paradigm for India.”
ICICI Foundation’s effort has been to partner with state governments and local institutions to create an ecosystem for inclusive growth with a focus on specific growth enablers. In the area of elementary education, we have endeavoured to function within the policy framework provided by the Government of India and have partnered with the state governments of Rajasthan and Chhattisgarh to improve teaching and learning outcomes in the state-run schools. This is being done by designing syllabi, developing new textbooks and providing teacher training modules, as well as participating in the implementation of the state-wide programme. Similarly, in the area of primary health, ICICI Foundation commenced work to reduce malnutrition and improve nutritional resources in remote areas during the year. It also undertook a pilot programme for providing insured outpatient care in one district each in Odisha and Gujarat. This initiative aimed to improve health seeking behaviour of low income groups and reduce out-of-pocket expenses to make healthcare accessible.
This year we also strengthened our sustainable livelihoods programme through the Rural Self-Employment Training Institutes in Udaipur and Jodhpur in Rajasthan. Training modules were developed to impart locally relevant vocational skills to youth in the area. Also, a holistic approach was adopted by facilitating credit linkages, engaging with potential employers and imparting basic financial literacy to the trainees. The ICICI Group is committed to working on initiatives that make a lasting socioeconomic impact by helping more and more people to have access to the enablers – education, healthcare, skills and financial services – that are necessary for them to become part of the growth process. It is our endeavour to help lay the foundation for a strong, prosperous and inclusive India. Chanda Kochhar Member of the Governing Council, ICICI Foundation for Inclusive Growth and Managing Director & CEO, ICICI Bank
7
This year, ICICI Foundation has worked towards deepening its interventions in the focus areas of elementary education, sustainable livelihoods, primary health and access to finance. We have done this by closely evaluating our work, analysing the challenges faced and realigning our programmes for maximum impact.
“This year, ICICI Foundation has worked towards deepening its interventions in the focus areas of elementary education, sustainable livelihoods, primary health and access to finance. ”
8
Each of our programmes met critical goals this year. In elementary education, the School and Teacher Education Reform programme (a collaboration between ICICI Foundation and the Government of Rajasthan) successfully developed and implemented new English Language textbooks for classes VI, VII, and VIII for the current academic year, and approved publication of 13 newly developed textbooks for classes I to VIII in all staterun schools in Rajasthan for the next academic year (p10). We have trained over 3,200 beneficiaries till date in sustainable livelihoods at our Rural Self Employment Training Institutes (RSETIs) in Udaipur and Jodhpur (p 24). In primary health, our Outpatient Healthcare pilot programme (a collaborative effort with the Government of India’s RSBY programme and other partners) saw about 0.7 million enrolments in the past year (p 34). Based on the pilot, the Central government has now decided in-principle to implement outpatient healthcare in all RSBY empanelled hospitals across the country. In the area of access to finance, the Foundation’s financial literacy programme is expanding to cover RSETI youth trainees, women’s Self Help Groups and school children.
In 2012, we carried forward our mandate to create awareness about inclusive growth through the media to reach larger audiences. The Inside India – Ideas for Inclusive Growth initiative was our maiden attempt with CNBC TV18 to advocate the importance of inclusive growth in the larger public sphere along with documenting the efforts of different individuals and organisations in this direction. The three-part initiative included the Inside India TV series, the Inside India Summit in Delhi on June 21, 2012, and the Inclusive India Awards in Mumbai on August 18, 2012. (p 52). The challenges and successes encountered thus far motivate us to strengthen our work and further expand our reach across the country in the coming years. As you read through the fourth edition of our Annual Report, I invite you to share with us your views on how India’s growth can be made more inclusive. We look forward to your thoughts and ideas.
Our Interventions across India
Message from the Foundation for PRESIDENT ICICI Inclusive Growth
Elementary Education Sustainable Livelihoods Primary Health Access to Finance
Subrata Mukherji President ICICI Foundation for Inclusive Growth
Others
Note: Includes interventions of ICICI Foundation for Inclusive Growth and its predecessor the Social Initiatives Group (SIG) of ICICI Bank and all direct interventions of ICICI Group companies.
9
Creating quality in education
10
11
Creating quality in education ICICI Foundation believes that for India’s growth to be inclusive and sustainable, access to quality education is a prerequisite. Quality education is necessary to build a productive society capable of actively driving a social, economic and political agenda through wide participation of its people. India’s school system needs to produce future citizens who not only have the educational qualification to become economically productive, but also possess qualities such as critical thinking, sensitivity, tolerance, and creativity. We believe that by the time a child completes elementary school education she should be able to read, write and express herself confidently and creatively and be capable of critical enquiry. In 2011-12, ICICI Foundation made significant progress in implementing its programmes that it had conceptualised and developed in 2010-11 in the field of elementary education.
SCHOOL AND TEACHER EDUCATION REFORM PROGRAMME, Rajasthan The School and Teacher Education Reform Programme is ICICI Foundation’s flagship programme which is being implemented through a six-year partnership with the Government of Rajasthan. This programme aims to deliver child-centric learning environments in elementary schools where teachers act as facilitators for instilling critical thinking and meaningful learning among students. This initiative targets to ultimately impact over 7 million children, 300,000 in-service teachers and 20,000 new teachers in 81,000 government schools across Rajasthan. The School and Teacher Education Reform programme has four key components: I. Revision and renewal of curriculum, syllabus guidelines and development of new textbooks 12
II. Teacher education and training III. Governance and institutional accountability IV. Impact assessment This programme is guided by several government mandates that aim to improve the accessibility and quality of elementary education in India. The Government of India’s National Curriculum Framework (NCF) 2005, National Curriculum Framework for Teacher Education (NCFTE) 2009 and Right of Children to Free and Compulsory Education (RtE) Act 2009 provide the framework for the School and Teacher Education Reform Programme. The State Institute of Educational Research and Training (SIERT), Rajasthan does the implementation of the programme in partnership with ICICI Foundation with the help of a multi-level monitoring structure. At the first level, there is a Unit for Teacher Education (UTE) situated within the SIERT which directly oversees the programme implementation. Every outcome of the programme is vetted and approved by a State Steering Committee (SSC)
“The School and Teacher Education Reform programme of the Government of Rajasthan in partnership with ICICI Foundation for Inclusive Growth seeks to inculcate the essence of the National Curriculum Framework 2005, the National Curriculum Framework for Teacher Education 2009, and the Right of Children to Free and Compulsory Education Act 2009 with special emphasis on quality education in elementary schools. The programme aims to provide a holistic education to the students through a child-centric learning approach. In the process, the Foundation has successfully ensured the participation of a wide range of state and national level resources, representing schools, universities, subject matter experts and independent specialist organisations. This process has been intense and has brought about a novel approach to finding solutions for the challenges faced in reforming elementary education.” Ms Veenu Gupta Principal Secretary, Education Government of Rajasthan
Achievement in 2011-2012 In Rajasthan, we continue to facilitate and guide the process of textbook
development in line with the new aims and vision of education set forth in the NCF 2005 and RtE 2009. While English language textbooks for classes VI, VII and VIII have been introduced across state-run schools for the current 2012-13 academic year, 13 more textbooks in Social Science, Hindi, English, Environmental Science and Math for classes I to VIII have been approved for inclusion in the next academic year. These textbooks will benefit over 7 million students across Rajasthan.
13
Creating quality in education The SSC headed by Prof. M.A. Khader, approved the proposed syllabi for Social Sciences for classes VI, VII and VIII and the syllabi for English, Hindi, Environmental Studies (EVS) and Maths for classes I to V, at its meeting held on April 30, 2012.
This programme with ICICI Foundation has achieved several significant milestones. While curriculum guidelines and syllabi for school textbooks have been prepared, the newly completed English language text books have been introduced in classes VI, VII and VIII in government schools in this current academic year. The programme is now focusing on publishing 13 newly developed textbooks that have recently been approved and will be taught in the next academic year. Going forward, the focus will be on training of in-service teachers which in turn will ensure better classroom transactions for empowered learning.”
On November 8, 2012 the SSC reviewed the newly written textbooks for Social Science for classes VI, VII and VII, and for Hindi, Environmental Studies (EVS), and Math for classes I through V. The Committee has so far approved 13 textbooks which will soon be printed for teaching in the next academic year. Textbook development for the remaining subjects for classes II and IV will be taken up in the next academic year. II. Teacher education and training
Mr Bhasker Sawant Commissioner, Rajasthan Council of Elementary Education
which comprises of national and state level educationists and subject matter experts, Government education functionaries, specialist organisations and other stakeholders. All these monitoring structures work in tandem with the State Government for the desired outcomes. I. Revision and Renewal of Curriculum, Syllabus guidelines and NEW Textbooks
Since curriculum, syllabus guidelines and textbooks determine the basic content delivered in education, these have become the focal point of ICICI Foundation’s efforts in elementary education. This programme entails four stages. In the first stage, an approach paper is created that details the broad guidelines for curriculum development as per the NCF 2005. Second, a curriculum is developed based on the guiding principles set out in the approach paper. In the third stage, the syllabus guidelines are determined, detailing how the curriculum will be implemented and finally in the fourth stage, textbooks are 14
developed to incorporate all the principles as set out in the curriculum and syllabus. A Teacher Educator Group (TEG), comprising of about 250 experts and academicians from state-run educational agencies, other educational institutions and universities across the country, develops the textbooks. Textbook-writing is a rigorous process with sub-groups of TEG going through multiple stages of evaluation and revision of the content before it is presented to the State Steering Committee (SSC) for final approval. Upon approval, some of these materials are placed in the public domain inviting suggestions from the public at large. Thereafter the textbooks are published and introduced in the state-run schools. On February 15, 2012, the programme team officially handed over the newly-developed English language textbooks for classes VI, VII and VIII to Mr. Brij Kishore Sharma, the Education Minister of Rajasthan. The textbooks have already been introduced in government schools across Rajasthan in the current academic year 2012-13.
Historically, the process of “learning” in the Indian education system has involved a teacher providing knowledge and a student memorising what is being taught. Teachers have been perceived as storehouses of knowledge and students as blank slates. This idea has been challenged in the Government of India’s NCF 2005, in which education is understood not as a transfer of knowledge from teacher to student, but as an interaction between the two. This view – that teachers
must learn alongside children and adapt to their abilities and understanding – is the key principle behind ICICI Foundation’s teacher education and training programme. Our objective is to enable teaching and learning processes to move away from rote methods of instruction so that India’s classrooms can become student-friendly environments that nurture creativity, learning and knowledge construction. Under the reformed education programme, teachers are expected to be critical, reflective and sensitive. For many teachers, this is a radical shift from their existing classroom practices and methods of preparation. To support teachers in making this shift, ICICI Foundation, in partnership with state governments, is revisiting the areas of teacher education and pedagogic support. Our teacher education and training programme focuses on two critical aspects. The first aspect concentrates on strengthening the institutional systems for teacher education at state and district levels through pre-service and in-service teacher education, such that the programmes are renewed in terms of their curriculum, content and delivery. The second aspect focuses on aligning and strengthening linkages at district, block and cluster levels for better classroom support to teachers to enable them to perform effectively in their newly envisaged roles. For instance, in Rajasthan, Nodal Headmasters (covering a cluster of 7-8 schools) are positioned alongside block level resource facilitators in order to provide constant inputs to in-service teachers. • In-service Teacher Training and Pre-service Teacher Education In-service Teacher Training re-orients current teachers in line with the reformed education system, which includes newly developed curriculum, syllabus and textbooks. For 15
Creating quality in education bodies. The ICT platform will include materials such as self-paced e-learning multimedia films for specific teaching practices and creation of virtual learning communities. III. Governance and institutional accountability
The School and Teacher Education Reform Programme also supports the professional development of administrative functionaries, such as District Education Officers, Block Education Officers, and District Project Coordinators. Through this professional development programme, we aim to cover issues at large that impact learning environments.
implementation of the in-service teacher training programme, a pool of state-level key resource persons has been created to provide training to district and block level master trainers across all the districts of Rajasthan, who in turn provide training to in-service teachers. The resource persons and trainers include members of the Teacher Education Groups (TEG), as well as outside academicians and education practitioners. Our work in Pre-service Teacher Education has two components. The first component involves revising the two-year Basic School Training Certificate (BSTC) course by developing new curriculum, syllabus and reading materials for 18 subjects. The second component includes creating a comprehensive academic programme for the faculty of all the District Institutes of Education and Training (DIETs) in the new pre-service curriculum. Several members of the TEG are 16
involved in the pre-service teacher education programme’s implementation process. • Information and Communications Technology (ICT) for Teacher Education ICICI Foundation believes that the sheer magnitude of India’s teaching workforce poses unique challenges in providing them with high-quality professional training and development opportunities. We aim to use ICT platforms for in-service teacher education and we shortly propose to commence a pilot at the block level in one district of Rajasthan. The pilot will focus on using ICT to facilitate continuous teachers’ learning and academic enrichment by leveraging existing technology and infrastructure available through partnerships with private organisations and government
At the district level, Teacher Support Units (TSU) have been created within the DIET for the three districts in Rajasthan where 150 schools are being developed to become RtE (Right to Education) compliant. The Government of India’s RtE Act of 2009 specifies that every child between the ages of 6 and 14 has a right to good quality, free and compulsory education. The Act also provides details of what is considered quality education. In addition to requiring that neighbourhood schools do not discriminate against children of any background, RtE also mandates the recruitment and training of an adequate number of teachers to meet the required 1:30 ratio across all classes (one teacher for every thirty students) and the establishment of School Management Committees (SMCs), which are community-based groups of parents and stakeholders for effective oversight of each school. The TSUs provide support to on-ground resource personnel who deliver academic inputs and support to school teachers. IV. Impact assessment
The Teacher Support Unit (TSU) conducts school visits twice a month for all 150 demonstration or model schools located in three districts of Rajasthan. On average, each member of the TSU is responsible for 10-12 schools. The visit conducted by the TSU members is based on all aspects of the school’s functioning including morning assembly, classroom transactions, mid-day meals and cleanliness and upkeep of the buildings, playground, library and classrooms. Based on the outcome of such visits, TSU members engage with the school faculty members to give feedback and help resolve their issues and challenges.
One of the main objectives of the partnership between the Government of Rajasthan and ICICI Foundation for Inclusive Growth was to empower and enhance capacity of the State Institute for Education Research and Training (SIERT) as the state academic authority for improving quality of education in Rajasthan. We have covered significant ground since the last one year – be it in the programmes, filling up of critical vacancies with specialist subject matter experts or interacting closely with a large number of key resources in the area of elementary education.” Mr B. S. Sandu Director, SIERT, Udaipur
17
Creating quality in education
Pajentori School - A model RtE compliant school in Shahbad, Baran District, Rajasthan For instance, previously morning assembly at the school comprised of only prayer singing. These prayers were less interactive, thereby inviting lower participation from students. In line with RtE guidelines, the school has now ensured that the content and format of the morning assembly is more interactive. The morning assembly now typically comprises of a secular prayer, a skit depicting a story with a moral, a story telling session, a newspaper reading session and the national anthem.
One of the first model schools where the Government of Rajasthan and ICICI Foundation intervened was Pajentori School located in Shahbad in Baran district, Rajasthan. Within one year of intervention, total enrolments in the school increased from 115 to 144 students. Additionally, the girl-boy ratio showed significant improvement with current female student enrolment at 81 outnumbering male student enrolment at 63. The headmaster of the school, Mr. Sraban Kumar says, “one very obvious benefit of making the school RtE compliant is that the enrolment procedure has become more inclusive. Further, there is a visible improvement in the attendance record of students as many interesting and fun features have now been incorporated into the curriculum.” As per the RtE guidelines, many new features have been incorporated into the daily routine of the school.
This school has benefitted from other aspects of the RtE Act of 2009 as well. The school environment is now friendly and child centric. Classroom transactions have become more interactive with teachers using ‘learning by doing’ approaches and group activities. Course material is more interesting and set in the context of the students’ environment. Now, there is also a functioning School Management Committee (SMC). The SMC comprises of fifteen members including twelve parents of children currently attending the school, a student representative, the headmaster who acts as Secretary to the committee and a Chairperson who is elected from within the community. One parent and member of the SMC, Mr. Badri Prasad, has noticed several changes in the school since it became RtE compliant. He says, “It feels good to have a say in the management of the school that our children go to. This way we know that we have a responsibility in all aspects of our children’s education from the food they eat to the classrooms they use. For instance, ever since two members of the SMC have taken charge of the mid-day meals, the number of health, hygiene and taste related issues with regard to food have come down significantly.”
Approach to Developing RTE Compliant Schools 1
Support 150 selected schools in three districts to become RtE compliant demonstration/model schools
2 Develop systems to enable
comprehensive and continuous academic evaluation of students
The key components of the pilot include: • Creation of input-rich learning environments with the use of English Relay Programme (ERP) kits to encourage students’ interest in English proficiency. • Development of teacher competencies through our English Language Training (ELT) programme. • Delivery of continuous assistance to teachers through weekly check-in and support visits throughout the tenure of the project.
3 Ensure establishment of functional
English Relay Programme (ERP) Kits
4 Prepare and support 80 Nodal
ERP kits contain interactive Teaching-Learning Materials (TLM) like audio tapes, flash cards, games and posters. The kits were distributed across all 100 pilot schools and 239 English Teachers were then trained on use of these kits across the nine blocks.
School Management Committees (SMCs) in each school
headmasters for their new academic role as envisaged by RtE
5
Creation of in-service training modules and their testing on a pilot basis
ENGLISH RELAY PROGRAMME, Assam We recognise the value of English language proficiency for both personal and professional development of our youth. Towards this end, ICICI Foundation launched the English Relay Programme to improve English language skills of children in Assam in 2011. This programme is a partnership with Axom Sarba Shiksha Abhijan (SSA), Government of Assam and IL&FS Education and Technology Services (IL&FS-ETS) is our implementation partner. This pilot level English language training project aims to impact
18
the students of 100 government-run elementary schools over nine blocks in Kamrup district in Assam, ultimately covering about 14,000 students in classes I to V. The programme is specifically designed for students who learn English as their second or third language and has been customised according to the needs of teachers and students.
The ERP kit was contextualised and fine-tuned according to a needs assessment study conducted in the pilot schools for this project. A comprehensive analysis of the ERP kit materials was also done in light of the National Curriculum Framework (NCF) 2005 and relevant position papers released by NCERT for this purpose. Following the needs-assessment study and pre-testing of the content, the material developed was further contextualised and customised to suit the needs of students and teachers. The facilitator manuals for classes I to V were translated into the local Assamese language. Development and Evaluation During the mid-term of the project period, refresher training sessions were conducted in March 2012, to (a) provide useful feedback to teachers who were new to teaching English using the ERP kit; (b) gauge any change in competency in the use of ERP kit; and (c) understand and address difficulties the teachers faced with respect to classroom implementation of the ERP project. 19
Creating quality in education The impact study of the programme was based on comparison of analysis from the baseline and endline performance of students in English language skills in reading, speaking, writing and listening. Findings
• There was a marginal increase in the endline performance of students in the treatment group as compared to those in the control group. In particular, there was an increase in performance in the endline for reading and speaking competencies in treatment groups as compared to control groups. • The analysis showed that in general, younger students in the treatment group showed significantly more improvement than older students over the course of the study. Similar to the overall findings, the younger students in the treatment group showed statistically significant improvement at a marginal level in reading and speaking competencies compared to those in the control group. MUKTANGAN, Mumbai In alignment with ICICI Foundation’s focus on school and teacher education reform, ICICI Foundation supports Muktangan for its three-year professional teacher education programme which is aimed at improving pre-service teacher education. Muktangan is a Mumbai based NGO that addresses issues and challenges endemic to the mainstream school educational system. The strength of Muktangan lies in its unique, intensive system of teacher education where preservice training is largely school-based, thereby integrating theory with practice. The initiative ICICI Foundation supports consists of a oneyear foundation course and internship followed by two years of school based residency and elective courses for aspiring teachers. These courses are in compliance with the relevant norms and policies of Right to Education (RtE) Act, 2009 and National Curriculum Framework for Teacher Education (NCFTE) Act, 2009. The newly trained teachers are then formally placed in Government schools where Muktangan provides ongoing classroom support. The model uses a wholesome approach combining inclusive, 20
child-centred learning with its integrated school-based teacher training programme. The objective of the programme is to evolve sustainable, replicable models of quality child-centric teacher education and school programmes. These are created in partnership with marginalised communities in Mumbai to integrate them into mainstream schooling. The programme covers 90 teacher trainees, 250 faculty members and will impact 2,100 students. ICICI Foundation signs MoU with Government of Chhattisgarh In 2002, ICICI Bank and its partners in collaboration with the then newly formed state of Chhattisgarh developed new curriculum and textbooks for classes I to VIII which were contextualised to the state’s socio-cultural background. These books have been in use in the state since 2007 impacting approximately five million children in the state. Taking this relationship forward, ICICI Foundation signed an MoU with the Government of Chhattisgarh on July 10, 2012, to enable a further qualitative shift in teaching-learning processes. Building upon the outcomes of the earlier work of ICICI Bank with SCERT, Chhattisgarh, and the recent learnings of ICICI Foundation from the School and Teacher Education Reform Programme, Rajasthan, ICICI Foundation entered into a publicprivate partnership with the Government of Chhattisgarh to undertake the following key initiatives aimed at improving the quality of elementary education: I. School Curriculum and Textbook Development • Revise the State Curriculum Framework, 2007 in line with the Right to Education Act (RtE), 2009 • Institute a mechanism of periodic review and redevelopment of textbooks • Development of additional support material for teachers and Cluster Academic Coordinators (CACs) II. Pre-service Teacher Education • Strengthen the pre-service teacher education programme in the state for new teachers in partnership with the SCERT and the District Institutes of Education and Training (DIETs)
21
Creating quality in education III. In-Service Teacher Education • For In-service Trained Teachers Support continuous professional development of teachers by: w Developing 4 DIETs as subject-specific centres of excellence. Each DIET will serve as an innovation centre for one specific subject and will, over a period of time, develop 4 sub-centres. These centres eventually will offer demand-driven academic enrichment and support on their specialised subjects. w Periodic publication of a magazine for teachers in order to ensure wider dissemination of the knowledge base being created in the area of elementary education. w Instituting mechanism for need identification for teachers’ professional development and for guiding teacher education programme development. This will include: u Institutionalising mechanisms for needs assessment of teachers’ content knowledge. u Institutionalising mechanisms of gathering data on classroom practices and teacher pedagogy. u On a pilot basis, 300 teachers of science and mathematics in upper primary schools will be selected for intensive training in these subjects with the purpose of improving the quality of teaching these subjects across the state.
•For In-service Untrained Teachers u Developing and implementing an e-learning platform for the untrained government elementary school teachers in order to accelerate their training in a consistent manner.
22
IV. DIETs, Block Resource Centres (BRCs), Cluster Resource Centres (CRCs) and Schools • Strengthening of DIETs, BRCs and CRCs. V. Academic Enrichment at SCERT • Comprehensive professional development of academic functionaries including SCERT and DIET faculty, BRC’s, Cluster Academic Coordinators (CACs) and CRC Coordinators. VI. Strengthening Technical Capacity at the SCERT • Support in-house production of educational videos for student teacher learning. VII. Professional Development of Administrative Functionaries • Developing professional development programmes for administrative functionaries, namely, District Programme Coordinators (DPCs), District Education Officers (DEOs) and Block Education Officer (BEOs). This will include in situ training on communication and interpersonal skills, problem-solving ability, multi-tasking strengths, strong computer and mathematics skills, etc. VIII. Scholarships and Awards • In order to encourage and recognise pre-service teacher learning, scholarship for 180 student teachers (10 student teachers per DIET) will be provided. Also, select inservice teachers from the state will be honoured every year. An award for one teacher per district for a total of 20 educational districts will be instituted for innovative teaching practices. IX. RtE Compliant Schools • Anchor the training processes related to the development of 100 schools in one block in the state as RtE compliant schools.
23
Developing sustainable Livelihoods
24
25
In India, there is an urgent need to bridge the gap between demand and supply of skilled labour considering the growing employment opportunities emerging with high growth in the economy. In the next decade, economic growth is likely to create over 500 million jobs, 75% of which will be skillbased. As of today, 70% of the people entering the job market every year are unskilled and need to be aided through appropriate skill development. Rural Self Employment Training Institute (RSETI), Udaipur and Jodhpur were established on March 5, 2006 and March 10, 2007 respectively under the directive of MoRD as part of eBOR (Erstwhile Bank of Rajasthan). Both the RSETIs were taken over by ICICI Bank in the year 2011. ICICI Foundation manages these RSETIs on behalf of ICICI Bank. Both the RSETIs adhere to the guidelines issued by National Institute of Rural Development (NIRD) by conducting trainings for rural and marginalised youth. They offer intensive short-term residential and onlocation training programmes in various trades.
ICICI Foundation has identified local opportunities for employment and has designed relevant vocational training courses to map this demand. The Foundation has also created awareness of the two RSETIs within the local communities and provided linkages with local employers.
of relevant vocations. The RSETIs run both residential and on-location training courses in order to have a larger impact on the community. On-location training courses enable local youth to receive vocational training without having to commute long distances or sacrifice on their current sources of income.
In this sphere as well, ICICI Foundation works in partnership with government bodies that sponsor skills training. Such government bodies include Zilla Parishads, Rajasthan Mission on Skills & Livelihoods (RMOL), National Bank for Agriculture and Rural Development (NABARD), etc.
The vocational training courses currently being taught include mobile repairing, electrician (house wiring), masonry training, leather goods manufacturing, dairy management, vermin composting, food preservation (papad & badi making), tailoring, beauty parlour training, hand embroidery and bag making amongst others.
RSETIs in Udaipur and Jodhpur For the past year our RSETIs in Udaipur and Jodhpur have trained rural youth between the ages of 18-35 in a variety 26
In Jodhpur, the Government of Rajasthan has recently given ICICI 3,703 sq meters of land in Rajiv Gandhi Nagar Yojana to build a permanent ICICI - RSETI campus.
Ou r a pp r o a c h
Developing sustainable Livelihoods
1
Identify local opportunities for employment
2
Create curriculum and content for skill development for these locally identified vocations
3
Identity and train master trainers for the vocational training courses
4
Mobilise local community, especially underprivileged and marginalised youth, to participate in the vocational training courses
5
Adapt teaching methods to the needs and capability of the participants
6
Integrate Financial Literacy module in the courses to enable the youth to manage their financial resources effectively
7
Facilitate job placements through local business/ industry linkages.
Over 3,200 rural youth have been trained across all courses at ICICI Foundation’s RSETIs
50 artisans were trained by KONBAC, Sindhudurg under the Bamboo Product Enterprise at Jhadol, Rajasthan
27
Developing sustainable Livelihoods
“Our Family Income Will Increase 10 Fold”
Labourer to Master Trainer Nathulal Damor, 55, spent two months away from his family to train as an artisan at the KONBAC site in Kudal, Maharashtra, in the first batch of the RSETI run Bamboo craft workshop. Having now completed his training, he works at the workshop in Jhadol, earning ` 4,000 per month.
Every morning Reena, 20, and her two younger sisters Sangeetha, 18, and Pooja, 16, walked two kilometres to the Forest Department’s community hall in Jhadol district, Udaipur to train at the RSETI run Bamboo Craft Workshop. The trio are currently learning to make bamboo nails, which are used in assembling bamboo furniture sets. The three sisters have already learned how to identify and sort bamboo and will soon be training in the various processes involved in bamboo furniture making: bamboo treating, straightening, skin removal, knot removal, assembly, polishing and painting. The sisters come from a family of seven and while their father works as a cleaner at the village Gram Panchayat office, his meagre ` 1,200 per month salary is not enough to meet the household expenses. “Ever since we started training at the Bamboo Craft Workshop, the family income has increased to ` 5,700 per month, with each of us receiving a stipend of ` 1,500 per month as trainees. Once we complete our training we will each earn ` 4,000 per month, increasing the total family income ten folds to about ` 12,000 per month. We also have the option of working from home,” says Reena, who now hopes to complete her college education through distance learning while continuing to lend financial support to her family.
28
Nathulal says, “Before being recruited by KONBAC, I used to work as a labourer earning `100 per day for about 100 odd days a year. With about ` 10,000 annual income I had to educate my two sons and fund my household expenses, which was difficult at times. Now I feel happy that I have acquired a new skill and can adequately support my family’s needs.” As Nathulal continues to elaborate on his success, he pats the back of his 19 year-old son Shankarlal Damor. Shankarlal is completing his 12th standard through correspondence course and has decided to lend a helping hand to the family. He has enrolled in the third batch of bamboo craft training and is already earning ` 1,500 per month.
Bamboo Product Enterprise
Masonary
Piloted by the Foundation, the Bamboo Product Enterprise at Jhadol block in Udaipur district is an RSETI success story. Here we have integrated the philosophy of on-location training in locally-relevant skill sets, judicious use of local natural resources and creation of new employment opportunities.
Currently a lot of construction activity is underway in Rajasthan including roads, buildings and infrastructure. Keeping in view this large demand, ICICI Foundation’s RSETI Udaipur has started a masonry training course. This course touches upon all aspects of construction and will also help place newly trained youth with local construction contractors and builders. To date, the RSETI has placed 350 youth at construction sites in and around Rajasthan.
A joint initiative of ICICI - RSETI, Udaipur, and Department of Forests Rajasthan, the programme seeks to provide sustainable livelihood options in bamboo based enterprises to the Kathodi tribe that constitutes 70% of the Jhadol block population in Udaipur. The abundant naturally available bamboo in the area makes this a viable livelihood option. The Bamboo Product Enterprise project aids artisans with its three main goals – training in bamboo product manufacturing, establishing production units and creating market linkages. The training programme aims to coach 50 tribal candidates in manufacturing of various bamboo products such as handicrafts, furniture, housing structures such as gazebos and toys. Started in April 2012, the project kicked-off with an on-location two-month training of 8 potential Master Artisan candidates from within the community at the Konkan Bamboo and Cane Development Centre (KONBAC), in Kudal, Sindhudurg district, Maharashtra. The candidates were developed as artisans for bamboo-based products and provided with all the resources needed for bamboo processing and product development. The second phase of the project included the training of 18 candidates as artisans at the Forest Range premises at Jhadol block in Udaipur district. ICICI Foundation’s RSETI at Udaipur undertook the overall coordination and monitoring of the project and the State Forest Department took responsibility for supporting community mobilisation, procuring bamboo, and for providing a production unit for the trainings at the Forest Range premises. Master Artisans and subject matter experts from KONBAC provided technical support for the training and provided market linkages for selling the bamboo based products.
An unskilled labourer earns approximately ` 100 per day but a trained mason can earn up to ` 300 to ` 400 per day. 29
Developing sustainable Livelihoods Mobile Repairing
Today, virtually every home in every village in India prides itself with owning at least one mobile phone. ICICI Foundation saw this large market as an opportunity to create sustainable livelihood skills and co-opt rural youth into India’s telecom success story. Both RSETIs are currently running mobile repairing courses on their premises and on-location. Electrician Training
With new construction and infrastructure expanding rapidly, there is a growth in demand for skilled electricians in growing towns like Udaipur. In line with this trend, ICICI Foundation’s RSETI, Udaipur has introduced a basic electrician course as one of its vocational training programmes. In the past year, 14 one-month-long electrician courses have been conducted. Along with providing vocational training, RSETI Udaipur, has collaborated with a local recruitment agency, Adecco, to help place skilled electricians into permanent jobs. Additionally, in cases where a student wishes to start his own business, RSETI provides guidance and access to bank credit. Over the past year, we have helped place 23 trained electricians from ICICI - RSETI, Udaipur in various companies and projects across Rajasthan. These youngsters are well trained and can earn up to ` 4,000-4,500 per month. We are satisfied with the training provided and we hope to continue recruiting/placing many more such trained youth in jobs. ” Chetan Chouhan, Recruitment Consultant, ADecco
Nineteen-year-old Vishal Kumawat is one such example. Vishal completed his electrician training from RSETI Udaipur, in June 2012. In the first month of working as an electrician, Vishal has already earned ` 6,000. With this he has nearly doubled his family income. “My goal is to set up my own business and employ 2-3 electricians under me. If I work hard, I will be able to easily earn ` 15,000-20,000 per month,” says Vishal.
30
Stars of Koliari As you drive down the narrow lanes of Koliari village, 60 kms out of Udaipur city, you come across a small shop with a sizeable board that reads ‘Mir Saiyad Wali Mobile Repairing Shop’. Above the shop name, in smaller font is written ‘ICICI - RSETI Udaipur Trained’. Inside are two 18-year-old boys busy setting up their brand new shop – lining the shelves with tools and components for mobile phones. The boys are equipped to handle almost all mobile devices in their shop. Shahid Khan and Sameer Muhammed are friends who studied together till 12th standard in the Koliari village. Post high school, their families could not afford to educate them further. An neighbour told their parents about the RSETI-run mobile repairing course in Udaipur. Now Shahid Khan beams as he shows off his week-old shop and says, “After the one month training in mobile repairing and another two months of work experience at an existing mobile repairing shop down the road, I now feel confident to set up my own business along with my friend, Sameer Muhammed. We have rented this shop for ` 50,000 payable only at the end of four years. We are certain of making ` 10,000-15,000 per month from this business.”
31
Developing sustainable Livelihoods Dairy Farming
ICICI Foundation’s RSETI Jodhpur conducts onlocation training for families engaged in dairy farming in Bisalpur village, Jodhpur. This week-long training program enables the dairy farmers to make their business more efficient, sustainable and profitable. The course also incorporates basic financial literacy tools and marketing and sales techniques for dairy and dairy products.
The training has enabled us to double our daily income from our dairy work as we now work together, which increases our produce and sales. We have learnt to process milk and make sweets and mawa so that we can earn as much as ` 200 per day. The training sessions have also taught us cattle management, including the treatment of diseases, vaccination, and animal nutrition among other things.” Usha Devi Head of Bisalpur Self-Help Group (SHG)
32
33
Advancing primary health
34
35
Advancing primary health ICICI Foundation believes that good health is crucial for inclusive growth. Proper healthcare and nutrition from childhood ensures that individuals become productive members of society. The Foundation’s work in health focuses on strengthening public health delivery systems which will improve access to healthcare for some of the poorest communities across India. We focus here on two developments this year in our work in the field of primary health. First, we have deepened our intervention in the Outpatient Healthcare Programme with 676,535 beneficiary enrolments and second, we signed a new MoU with the Government of Rajasthan to work on Strengthening Convergent Action for Reducing Child Undernutrition, in Baran district, Rajasthan.
OUTPATIENT HEALTHCARE PROGRAMME, Gujarat & Odhisha
per month. This includes doctor’s consultations fees and the cost of diagnostics and medicines.1
Recent improvements in health indicators and the development of the health sector in India are a result of supply and demand side interventions initiated by the Government of India in the last decade. The focus of these interventions has been to improve access to healthcare for all households, especially in rural and remote areas. In 2008, the Government of India introduced Rashtriya Swasthya Bima Yojana (RSBY) to reduce the burden of healthcare spending for BPL population and members of the unorganised workforce. RSBY aims to financially empower people to be able to choose and utilise hospital facilities in their area.
Now, through the RSBY platform, International Labour Organisation (ILO) and ICICI Foundation are experimenting with new mechanisms to provide outpatient healthcare to the poor. In June 2011, a pilot Outpatient (OP) Healthcare Programme for the poor was implemented in two districts in India - Puri district in Odisha and Mehsana district in Gujarat - with the following objectives:
While inpatient healthcare is expensive and therefore a crucial area for government intervention, recent studies have indicated that outpatient healthcare too puts a significant financial burden on families. Outpatient healthcare spending in India is very high; it is estimated that an individual in need of medical assistance in India spends on an average, ` 257 in rural areas and ` 306 in urban areas on outpatient healthcare 36
Progress at a glance
At Puri, more than 40 public and private healthcare providers are participating in the pilot programme while at Mehsana more than 100 providers have been empanelled including all community health centres and primary health centres in the district. As of December 2012, Puri has seen more than 65,000 claims and Mehsana has logged more than 30,000 claims. Encouraged by the response, it has now been decided to extend the pilot programme by one more year in both the districts.
• To improve health seeking behaviour among the BPL population • To improve access to quality healthcare for the BPL population • To reduce out of pocket expenses for quality healthcare In line with the philosophy of ICICI Foundation, the pilot programme is being implemented in partnership with Central and State Governments and ICICI Lombard is the implementing partner. 37
Advancing primary health ICICI Foundation is funding the insurance premium for the programme and is also its Chief Learning Partner, responsible for research and documentation for the pilot OP Healthcare programme. Our focus includes assessing and constantly working to improve the pilot programme in order to enable future scale up of the OP Healthcare programme. On account of the encouraging response from the healthcare providers as well as from the beneficiaries in the first year, the stakeholders have decided to extend the Pilot projects in both the districts for one more year. During this second year we will
In view of the poor Internet connectivity in rural areas, the programme has now introduced a mobile phone application on pilot basis, which allows doctors to use the smart cards directly with their phones.
Given the learnings of the pilot Outpatient Healthcare programme so far, the Government has, in-principle, decided to incorporate outpatient care into the RSBY programmes running across all the empanelled hospitals in the country. Patient Benefits
Under the pilot OP Healthcare programme:
In furtherance of the inclusive agenda of Rashtriya Swasthya Bima Yojana (RSBY) of the Government of India, an Outpatient Healthcare Programme has been piloted in partnership with the International Labour Organization (ILO) and ICICI Foundation for Inclusive Growth in the districts of Puri, Odisha and Mehsana, Gujarat. Learnings from these experimental projects for the last one year have been significant. These will go a long way in shaping the policy and practice in the critical area of outpatient healthcare in the country.” Anil Swarup, IAS Director General - Labour Welfare Ministry of Labour and Employment (MoLE)
38
strive to further improve the experience of patients through continuous monitoring of the programme.
• Free consultation and necessary drugs for 10 outpatient visits per year per household in the empanelled outpatient clinics – pre-existing diseases are also covered under this scheme. • For each event of illness, the programme allows household members to access the outpatient services for a period of up to 7 consecutive days, should there be a need for follow up. • A health record is created for each patient and stored in a centralized server. Use of Technology in the implementation of Outpatient Healthcare Programme
Under the pilot programme, the outpatient healthcare benefits are offered to the same BPL households that are eligible and have registered for RSBY’s Inpatient scheme. At Puri over 0.4 million people have been enrolled while at Mehsana about 0.3 million people have enrolled for the Outpatient Healthcare programme. Upon enrolment in the programme, each family is given a smart card wherein the finger prints of the family members are recorded. When the beneficiary visits the hospital to avail the OP Healthcare services, the healthcare provider authenticates the beneficiary by matching the finger prints on the card through a reader given to each service provider. For recording health seeking behaviour and the medical history of beneficiaries, analytics software has been developed and provided to each healthcare provider. The software enables the provider to record the medical history, diagnosis, drugs prescribed, etc of the beneficiary. Upon completion of the medical visit, all the inputs from the transaction are saved for
At Puri over 0.4 million people have been enrolled while at Mehsana about 0.3 million people have enrolled for the Outpatient Healthcare programme. future reference. Periodic uploads of the saved transactions, data are transmitted from the providers’ computer to the insurer’s server. Once the transactions hit the insurer’s server, they are processed electronically within a pre-defined time period and payments made, making the experience of patients and health providers quick, seamless and hassle-free. 39
Advancing primary health
“With OP smart card seeking healthcare is quick and inexpensive” Seventy-year-old Jinathbibi, a housewife from Kadi, near Peergalli Mosque, Mehsana, lives with her husband, son, daughter-in-law and two grand children. Her son is the sole bread winner in the family and earns approximately ` 3,000-4,000 a month. He heard about the RSBY enrolment drive during a health awareness campaign organised under the programme. On the date of enrolment in September 2011, the entire family went to the Taluka office and were enrolled at the kiosk set up there. “The smart card was issued on the spot after the fingerprints and the photos where taken. We paid ` 30 for the card. We also received an information booklet about the details of the scheme,” says Jinathbibi, who has since used the smart card twice – once when her 9-year old grand-daughter was down with fever and another time for herself when she suffered from a bout of giddiness. On April 24, 2012, Jinathbibi visited Asharafi
Dispensary, her neighbourhood clinic, which is also an empanelled private clinic under the RSBY OP scheme. After waiting for about 15 minutes for her turn, Jinathbibi entered the doctor’s room with her RSBY smart card. Dr. Sheika inserted the card into the fingerprint scanner to verify the beneficiary details. After her identity was verified the doctor examined her and fed in her information about her symptoms, diagnosis and treatment into the OP software. She was also provided with a printed slip with her visit information. The doctor diagnosed Jinathbibi with vertigo and prescribed her with the necessary medication. Then Jinathbibi went to the clinic’s pharmacy and collected the prescribed medication. “In the past we used to delay seeking medical advice/care due to financial reasons. However, now we can get medical care without any expenditure on consultations and medicines,” says Jinathbibi.
Apna Clinic Apna Clinic is an ICICI Foundation Initiative that provides healthcare as well as counselling on health, hygiene and road safety to truckers who pass through Transport Nagar at Nigdi in Pune, Maharashtra. As the name suggests, Apna Clinic (‘Our’ Clinic) has become an integral part of the trucker community. Unlike a standard clinic which only provides health check-ups and prescription facilities, Apna Clinic also provides a friendly environment for truck drivers to visit, interact with fellow truckers and receive counselling from qualified doctors and various health and hygiene specialists. The clinic also offers yoga and health counseling sessions for the truckers. “I have come all the way from Jalandhar to Pune and this time my brother is also with me. He has a chronic backache and I brought him for treatment to the Apna Clinic as I trust the quality of treatment and services offered here,” says 35 year old Narayan Shukla.
Apna Clinic is a three-year joint initiative of ICICI Foundation, ICICI Lombard General Insurance Company and Sevadham Trust. COMMUNITY OUTREACH PROGRAMME
Meet Harbhajan Singh, a truck driver from Haryana who has been on the road for the last 25 years. He got to know about Apna Clinic one day while watching a street-play put up by Apna Clinic volunteers. He had noticed a large crowd of over 100 people on the street in Nigdi and coming closer, he saw the crowd was watching an interesting and engaging streetplay depicting the importance of health, hygiene and road safety. It was during this play that he learned about the Apna Clinic and its clinical and outreach services and has been a regular here since then. In addition to these informative daily street-plays, volunteers and outreach workers conduct other engaging activities to spread awareness about Apna Clinic. For example, every restaurant, tea stall and food stall in Nigdi has an Apna Clinic banner put up on the front of the store and every banner is customised to incorporate the name of the restaurant, tea stall or food stall so that no separate banners are required. Another important element of the Outreach programme is Apna Clinic’s ‘peer education’ project. This element builds upon the power of word-of-mouth to spread awareness about the clinic. A peer educator is usually someone who has benefited from the Apna Clinic services and therefore believes in its purpose and approach. Peer educators then go out into the community and gather crowds to spread awareness about Apna Clinic by elaborating on their own experiences. ENSURING COMMUNITY INVOLVMENT AND BUILDING A SUSTAINABLE PROGRAMME
Apna Clinic’s work is also guided by a committee of 15 transporters and brokers called the Trucker’s Welfare Committee (TWC) who look after the overall well-being of truckers. The TWC meets every month to review issues faced
40
41
Advancing primary health by truckers, plan programmes going forward and discuss special cases when they arise. Balkrishna Vohra, a transporter and member of the TWC, said, “When Kamalnath, a 32 year old trucker, recently expired, we at TWC voluntarily collected ` 90,000 for his wife and three children.” The creation of an active TWC also ensures long term sustainability of the Apna Clinic initiative. The idea is for the community to take ownership of the initiative so that the intervention is truly sustainable on its own and an exit strategy can be implemented. Sevadham Trust, the implementing partner for the Apna clinic programme, is working very closely with other stakeholders such as the Pimpri Chinchwad Municipal Corporation (PCMC) and the Transport Association to sensitise them on the issues faced by truckers. Strengthening Convergent Action for Reducing Child Undernutrition, Rajasthan For the past 35 years, India’s primary policy towards combating child malnutrition has been the Integrated Child Development Scheme (ICDS). However, despite these efforts, “the levels of under-nutrition continue to remain unacceptably high and the rates of reduction in under-nutrition over time disappointingly low”2. In particular, there is an urgent need to work on reducing child malnutrition in rural and tribal areas in India where the rates of malnutrition are highest. Improvement in child nutrition can only be achieved by working on a comprehensive model for prevention, management and treatment of malnutrition and childhood illnesses. Recognising this urgent need to improve the situation with regard to child health and nutrition, ICICI Foundation is working on a three year convergent health and nutrition project in Baran district of Rajasthan. The project named Strengthening Convergent Action for Reducing Child Under-Nutrition, is being implemented in 253 Anganwadi centres (AWCs) across Shahabad and Kishanganj blocks of Baran district in partnership with the Department of Women and Child Development3 of the Government of Rajasthan. The project will mostly work amongst the Sahariya tribe, a vulnerable primitive tribal group in Rajasthan with an estimated population of 7% of the total district population and 30% of the population of Shahabad and Kishanganj blocks4.
42
BASE LINE FINDINGS
A baseline survey conducted in the project area by the Institute of Health Management and Research (IHMR), Jaipur suggests that the nutritional status of the project areas of Shahabad and Kishanganj in Baran district is very poor. According to the survey, 30.2% of children of age 0-59 months are acutely malnourished and 11 % are in severe condition (Severe Acute Malnutrition - SAM) meaning they are highly vulnerable to infections and death Other demographic characteristics of the communities in this district also highlight their vulnerable state. The average age of marriage in the district is 16.5 years and 60.8% of women in the district are illiterate. On the economic front, daily wage labour is still the main source of income for more than 60% of the district’s households. Most women in the district go out for work and nearly 38% of the young children in the area are cared for by older siblings thereby causing them to drop out of the formal education system. The access and coverage of health services is also very low in the Shahabad and Kishanganj blocks. Only 50% of children in the age group of 6 months to 6 years are registered at the Anganwadi centres and the coverage of measles vaccination is as low as 40%. Only 47% of women in the district register pregnancies at the Anganwadi centres within three months of pregnancy and 20% of the pregnant women in the area do not register themselves at all, resulting in their inability to access health and nutrition services that would normally be available to them. CREATING A HEALTHY BALANCE
In geographical areas with extremely poor nutritional situation and poor health services, the best way to address these problems is to strengthen public systems by mobilising communities to sustainably address the problem of undernutrition in the area from within. Through the programme we seek to: • Improve the nutritional status of 0-6 year olds in 253 AWCs of Shahabad and Kishanganj blocks of Baran district through
The Baran Malnutrition Programme will cover 253 Aganwadi Centers across 2 blocks - Shahabad and Kishanganj, impacting over 1 million lives in the area prevention, management and treatment of children suffering from malnutrition. • Strengthen the ICDS programme with a Management Information System (MIS) to improving growth monitoring, supplementary nutrition, referral and treatment, training of ICDS and related NRHM staff and providing supportive supervision. • Improve community awareness and action on child undernutrition. • Assess the impact of the pilot project, assimilate its learning for subsequent scale up. • Demonstrate the importance of strengthening existing government programmes to address the problem of undernutrition in a sustainable manner. Scope of work will include: • Improving the process of monitoring growth in AWCs and encouraging pregnant woman and mothers to visit AWCs. • Establishing and building capacity of Self Help Groups for
the production and distribution of quality supplementary nutrition. • Improving the functioning of the Malnutrition Treatment Centres (MTC) at Shahabad & Kelwada Community Health Centres and at Baran District Hospital. • Building capacity of all ICDS and relevant NRHM staff (such as those related to MTC) for improved service delivery • Strengthening and supporting the supervision of Anganwadi Centres. • Enhancing community participation in ICDS. Implementation of the project is being done through two partner NGOs - Rachna for Shahabad Block and Aryan Sanstha for the Kishanganj Block. The partners have recruited 39 staff members who are placed across the sub-sector and block levels and are working in close coordination with the AWCs, Accredited Social Health Activists (Ashas), Village Health Sanitation, and Nutrition Committee (VHSNC), women Self Help Groups (SHGs) and the local community members.
43
Advancing primary health Programme inaugurated on July 6, 2012
The start of the project was marked by a workshop on July 6, 2012 attended by a large congregation of Anganwadi workers, Asha Sahayoginis, Auxiliary Nurses Midwives (ANM), members of the Village Health Sanitation and Nutrition committees, members of the Village Panchayats and other stakeholders such as Lady Supervisors of ICDS, Project Officers of ICDS, Block and District level Health, ICDS and Rural Development officials. About 650 participants attended the project start workshop. In the workshop, representatives from ICICI Foundation explained every component of the project in detail and participants from the district administration appealed to all the village level service providers, supervisors and managers to extend all possible help in making the project successful and helping in bringing down child under-nutrition levels in the area. With a promising beginning of the project, we aim to fulfil the set objectives of the project of reducing child under-nutrition in the area and enabling the future citizens of the country to grow into healthy and productive citizens.
44
1
National Sample Survey Organization 60th Round (2006), ‘Morbidity, Healthcare and the Condition of the Aged’. Report No. 507 (60/25.0/1), Ministry of Statistics and Programme Implementation, Government of India.
2
As recognized by the Prime Minister at the first meeting of national council on India’s nutrition challenges held on November 24,2010.
3
ICICI Foundation has signed a Memorandum of Understanding for implementation of the project in Baran District.
4
Shahriya population calculated on the basis of 1991 census by adding the 10years growth rate. The population figures are of census 2001.
45
Enabling financial inclusion
46
47
enabling financial inclusion In accordance with ICICI Group’s vision of combining a sustainable business model with a social and human development agenda, the Group has undertaken several initiatives to meet the financial requirements and service needs of the rural and the semi urban areas of the economy. These include offering credit linkages, creating dedicated structures empowered to deliver services and financial inclusion through business correspondents (BC). In March 2010, the Board of ICICI Bank approved a three-year financial inclusion plan that envisaged the opening of no-frill savings accounts and the expansion of the Bank’s rural outreach work. This includes the provision of credit to individuals of target population through various product lines comprising of kisan credit cards, farm equipment loans and loans against gold ornaments.
INCLUSIVE AND RURAL BANKING In fiscal 2012, ICICI Bank’s focus has been on building capacity and deploying adequate resources to ensure that prescribed targets under the financial inclusion plan are achieved and the progress during the current fiscal year has been satisfactory. ICICI Bank has also focused on opening accounts for routing benefit payments under various government schemes and has received the mandate for opening no-frills accounts for individuals under these schemes in certain states. As of March 31, 2012, we had identified 17 Business Correspondents having a network of 4,653 customer service points. In addition to servicing customers, these service points also provide additional services such as remittances and opening of fixed deposits/recurring deposits. 48
Lending capabilities have also been built in over 1,000 of our branches for products targeted towards individual customers in rural and semi urban areas across different segments of the agri-value chain. The Bank has designed a bouquet of products customised to meet the specific requirements of customers including their working capital and investment requirements. The Bank has also increased the product offerings by way of strategic tie-ups with tractor manufacturers, associating with certain corporates/cooperatives in the sugar and dairy sector and financing self-help groups. Going forward, ICICI Bank will focus on leveraging its branch network and the network of its Bank Correspondents as dedicated channels for customer service. It will also continue with its endeavour of ensuring increased financial inclusion 49
enabling financial inclusion by offering quality banking facilities to the unbanked by leveraging technology and addressing customer needs and deepening relationships with customers. The Bank seeks to play a significant role in the channelling of payments under government schemes to beneficiaries through their bank accounts.
need financial management skills to make their lives better and achieve their goals.
CREATING FINANCIAL INCLUSION THROUGH LITERACY
Customised module plan
While access to financial services is happening at a rapid pace, usage of these products and services are equally critical for the success of these initiatives. Financial literacy has become an important part of our financial inclusion efforts that focus on imparting awareness about basics of finance and usage of organised banking channels. This is being conducted through van campaigns, street plays, audio visuals in local languages, etc. Good money management is critical for meeting day-to-day needs, dealing with important life events and unexpected emergencies and taking advantage of available opportunities for the future. Not only senior citizens, but also adolescents
50
In this context, ICICI Foundation developed a financial literacy programme, which has been rolled out for RSETI trained youth and will soon be implemented in Udaipur and Jodhpur.
Going forward, training will be conducted for women (SHG members working as NREGS workers) and students of classes XI and XII in two blocks of Baran district in Rajasthan. The training for SHG women will also focus on group strengthening practices with financial literacy. A group of Master Trainers has been selected from within the local community who will train SHGs and school students on financial literacy. The need based financial literacy modules has been developed and contextualised as per local requirements. The Master Trainers will deliver training based on these module over the project duration. Support from the district administration and local functionaries will also be mobilised to sustain efforts of the Master Trainers in expanding this initiative.
51
in the News A lot has happened at ICICI Foundation this past year. We partnered with CNBC TV18 to bring out the Inside India series; welcomed a new batch of leaders for the ICICI Fellows programme and conducted several blood donation drives for ICICI Bank employees. This section gives you details on these events.
52
53
Inside I n d i a
in the News
ICICI Foundation brings to you the
Inside India Ideas for Inclusive Growth Series INSIDE INDIA- IDEAS FOR INCLUSIVE GROWTH TV SERIES The first phase was a four-episode TV series Inside India – Ideas for Inclusive Growth which went on air on May 26, 2012 on CNBC TV 18. The series showcased issues concerning the four pillars of inclusive growth: elementary education, sustainable livelihoods, primary health, and access to finance.
Inside India Summit This was followed by the Inside India Summit at Taj Palace Hotel, New Delhi on June 21, 2012. Honourable Union Minister of Corporate Affairs, Mr Veerappa Moily, presided over the Summit. Mr. Arun Maira, Member, Planning Commission of India also participated in the event. The Summit brought together experts and thought leaders from various fields, who focussed on issues facing the four pillars of inclusive growth, on one platform. The Summit panellists included Ms. Parvin 54
In our endeavour to encourage innovative inclusive growth, ICICI Foundation partnered with CNBC-TV18 to present Inside India – Ideas for Inclusive Growth, a unique three-part initiative. This series focused on recognising the efforts taken by various groups in building an inclusive India and sharing the knowledge of empowering people through innovative models.
Sinclair, Director, NCERT; Mr. Jitender Kalra, CEO, Dr Reddy’s Foundation; Mr. Dilip Chenoy, CEO, National Skills Development Corporation; Ms. Neelam Chibber, Cofounder, Industree; Mr. Vijay Chadda, CEO, Bharti Foundation; Mr. Vijay Thadani, CEO, NIIT; Ms. Kiran Bhatty, Former RtE Coordinator, National Commission for Protection of Child Rights; Ms. Indu Capoor, Founder & Director, Centre for Health Education, Training and Nutrition Awareness; Ms. Rohini Mukherjee Head of Policy & Advocacy, Naandi Foundation; Ms. Rani Desai of Biocon Foundation; Mr. Ashoke Chatterjee, The Jawaja Project; Mr. Vineet Rai CEO, Aavishkaar and Ms. Yamini Iyer, Accountability Initiative, Centre for Policy Research.
Union Cabinet Minister of Corporate Affairs Veerappa Moily with Mr Arun Maira, Member of Planning Commission at the Inside India Summit 55
Inside In d i a
in the News
Inclusive India Awards The series concluded with the Inclusive India Awards 2012 held on August 18, 2012 at J.W. Marriott, Mumbai. The Honourable Union Minister of Communications & Information Technology, Mr. Kapil Sibal, presided over the Awards ceremony. The Awards recognised and honoured individuals and organisations committed to creating and implementing meaningful, sustainable and scalable change in the development sector with a focus on four key areas - Elementary Education, Sustainable Livelihoods, Primary Health and Access to Finance. The Awards were presented across three categories: • Emerging NGO Award • Impact NGO Award • Corporate Foundation Award ICICI Foundation and CNBC TV 18 partnered with Dasra, our Knowledge Partner, to identify and short-list organisations within the sectors and categories. A total of 37 NGOs were short-listed for the Jury Round held in Mumbai on July 6, 2012. The Jury members included: Ms. Sudha Pillai, former member of Planning Commission; Ms. Anu Aga of Thermax; Dr. Devi Shetty, Founder of Narayana Hrudayalaya; Mr. Kishore Chaukar of Tata Sons; Ms. Ramola Bharti Gupta of PWC and Mr. Vineet Rai CEO, Aavishkaar. The Awards ceremony took place on August 18, 2012 at the JWT Marriot Hotel in Mumbai.
56
2012 Winners Elementary Education
Going to School- Emerging NGO Award Katha- Impact NGO Award Bharti Foundation- Corporate Foundation Award Sustainable Livelihoods
Lend-A-Hand India- Emerging NGO Award BAIF Development Research Foundation- Impact NGO Award Dr Reddy’s Foundation- Corporate Foundation Award Primary Health
Society for Nutrition, Education and Health Action (SNEHA)- Emerging NGO Award Comprehensive Rural Healthcare Project (CRHP)- Impact NGO Award Wockhardt Foundation- Corporate Foundation Award Access to Finance
Meljhol- Emerging NGO Award Indian Grameen ServicesImpact NGO Award Lifetime Achievement Award
The father of the White Revolution and Amul Man, Dr. Verghese Kurien was awarded the Inclusive India Lifetime Achievement Award for his work. The award was accepted by his daughter Ms. Nirmala Kurien as he was unwell at that time. Dr. Kurien sadly passed away on September 9, 2012.
Honouring Dr. Kurien One of the greatest proponents of the co-operative movement in the world, Dr. Verghese Kurien, also known as the ‘Father of the White Revolution’, started Amul, India’s first co-operative dairy farm in Anand, Gujarat in 1946. Under Dr. Kurien, Amul grew to become India’s premier producer of packaged dairy foods and beverages.
57
IC IC I Fell o w s
in the News
ICICI Fellows The ICICI Fellows leadership programme focuses on developing Fellows’ leadership potential through perspective building and experiential learning. ICICI Fellows work on grassroots development projects with NGOs, interspersed with residential learning modules on management training and leadership development. The entire experience is designed to expand the Fellows’ knowledge, insight and commitment to inclusive growth. Upon completion, the ICICI Fellows are equipped to take leadership positions across all sectors – private, government and civil society.
ceremony was held at ICICI Bank Towers, Bandra Kurla Complex on June 20, 2012 and was attended by the senior management of ICICI Group. Ms. Chanda Kochhar, Managing Director & CEO, ICICI Bank, gave out the convocation certificates to the Fellows. After completing their two-year-long journey with ICICI Foundation, these 15 bright faces have happy memories, life long friendships and immense knowledge and insight about the development sector.
The first two batches of ICICI Fellows graduated on June and November 2012 respectively upon successful completion of their programme. We have welcomed our third batch of ICICI Fellows who are currently beginning their transformational journey.
Presenting the ICICI Fellows batch of 2010-12 After starting in 2010, the first batch of ICICI Fellows completed their fellowship programme in June 2012. A convocation
58
Ms Chanda Kochhar, MD & CEO of ICICI Bank presenting the ICICI Fellow programme certificates
ICICI Foundation believes that in each and every sector, India needs talented young leaders. Based on this belief, ICICI Foundation launched ICICI Fellows, a pioneering leadership programme that nurtures young telent to create a cadre of socially responsible leaders for rural India. “From lazy Sunday mornings; to hours spent on burning fuel. From warm showers; to cold taps. From parties; to Panchayati Raj. From advice; to advocacy. From evening with friends; to walks in coriander fields. From Christmas cakes; to cow dung cakes. From theory; to practice. From constructive criticism; to social audits. From responses to citizens; to responsibility towards villagers. From crying out loud; to bearing silently and watching others do the same. From sympathising; to empathising. From following religiously; to leading hesitantly. From being agnostic; to surprising belief. From commands from bosses; to demands from beneficiaries. From feeling singled out in a crowd; to finding a family of Fellows. From a confused reality; to a crystalised vision. These two years, could not have been better. Thank you ICICI Fellows.” Nikita D’cruz On her experiences as an ICICI Fellows (2010-12) at the Convocation ceremony
The ICICI Fellows batch of 2010-12
59
IC IC I Fel l o w s
in the News
Profile of Progress:
From Fellowship to Entrepreneur Gurrudutt Shenoy, after completing the ICICI Fellows Programme (2010-12), helped found Maitreya Rural Growth Ventures an impact investment venture which specialises in supporting agribusiness, rural services, environment, green energy, and rural tourism social enterprises with funding, technical support, and business development.
of ICICI – RSETI , Udaipur, KONBAC and Department of Forests Rajasthan, the programme worked to provide sustainable livelihood options in bamboo-based enterprises to the Kathodi tribe that constitutes 70% of the Jhadol block population in Udaipur. Gurudutt conceptualised and implemented the programme.
Had Gurudutt Shenoy not joined the Fellowship programme he would have been working in a corporate job. However, that was not what he wanted to do. Gurudutt says the Fellowship programme allowed him to really explore interests and opportunities that he would not have been able to do otherwise. It also allowed him to really appreciate the value of partnerships in the development sector.
After the completion of the Fellowship training, Gurudutt joined Maitreya Group and helped them set up Maitreya Rural Growth Venture, which is now supporting the venture in Jhadol.
During Gurudutt’s internship at the RSETI Udaipur he worked on the Bamboo Product Enterprise at Jhadol block. A joint initiative
Although Gurudutt always knew he was interested in entrepreneurship, he never imagined that he could take up such a project from concept to fruition, he says, “in rural India there are lots of interesting opportunities to create value with social enterprise.”
I would have never had the chance to gain such in-depth experience in the development sector or to work in the energy sector and develop the Solar MiniGrid if not for the ICICI Fellows programme. Bijuria, the Solar MiniGrid that I have developed as a result of my experience as an ICICI Fellow, is now lighting up 175 households in Gonda village in UP. I now have a mandate from the government to implement the same system in several villages across Bihar as well.” Saurabh Mehta, ICICI Fellow 2010-12. Saurabh is currently working for Veddis Solar, a company that specialises in the energy sector. He hopes to continue working on development and implementation of energy efficient products to help the rural poor of India.
60
Second batch returns for classroom training The second batch of ICICI Fellows completed their second round of classroom training in April 2012 that focused on skills development and deeper understanding of the social sector. The second round of training began with a visit to Gandhi Ashram in Ahmedabad. This 3 day visit to Gandhi Ashram included visits to Environmental Sanitation Institute (ESI), Manav Sadhana and Gramshree. The fellows got an opportunity to interact with volunteers at Gandhi Ashram and understand the different initiatives undertaken at the ashram. Clockwise from left: ICICI Fellows 2011-12 batch at the Convocation ceremony; Fellows at the Gandhi Ashram visit during their mid point training and at a workshop in Gandhi Ashram
The Fellows then returned to ICICI Learning Centre in Khandala to share their views, ideas and experience about their work at their respective NGOs. The classroom sessions were designed towards providing
the Fellows with an in-depth understanding of rural society, challenges faced and also equipping them with skills to implement development programmes effectively. Session like Understanding Rural Society, Polity and Gender Development, Financial Inclusion, Policy Advocacy, IT for Development and Collective Action and Cooperation were planned towards helping the Fellows get a better understanding of issues and challenges involved. After completing their second placement, in November, 2012, the second batch of ICICI Fellows finished their 15-months long programme. The convocation ceremony was held at ICICI Bank’s ICICI Learning Centre in Khandala on November 5, 2012 and was attended by Mr. Subrata Mukherji, President, ICICI Foundation and Mr. Chinmay Sengupta, COO, ICICI Foundation. Mr. Subrata Mukherji distributed the convocation certificates to the ICICI Fellows.
61
IC IC I Fell o w s
ICICI Fellows 201213 batch at their induction training
ICICI Bank employees help save
More than 2,800 lives In 2012, ICICI Bank employees helped save about 2800 lives by displaying enthusiastic participation in the three blood donation drives held during the year.
v
ICICI Fellows 2012-13 begins after selecting from over 2,500 applications Approximately 15,000 applicants registered on the ICICI Fellows website for the third batch of the programme. The Foundation received a total of 2,920 completed applications from across India and of these, 13 were selected. 62
Blood Dona t i o n
in the News
ICICI Foundation, in partnership with Maharashtra State Blood Transfusion Council (SBTC), held the first camp at ICICI Bank’s MIDC Seepz office on July 25 and 26, 2012 with a total of 154 employees donating blood over two days. The second camp was held at ICICI Bank’s Thane branch on August 7 and 8, 2012 with 310 employees volunteering to donate blood. The third camp was held at ICICI Bank’s Bandra Kurla Complex office on October 3 and 4, 2012 where 418 employees participated. Seeing the positive feedback received from employees, ICICI Foundation plans to conduct similar blood donation camps in our offices of the bank.
In September, 2012 the induction programme was held at the ICICI Learning Centre in Khandala. Now the Fellows are working on their rural NGO placements. 63
Financials
MANAGING COMMITTEE
Registration and Tax Status
Subrata Mukherji President ICICI Foundation for Inclusive Growth
ICICI Foundation for Inclusive Growth (the “Foundation”) has been set up as a public charitable trust registered at Chennai vide registration of the Trust Deed with the Sub-Registrar’s Office at Chennai on January 04, 2008.
N. S. Kannan Executive Director and Chief Financial Officer ICICI Bank
The Application for registration of the Foundation u/s 12AA of the Income Tax Act, 1961 (“the Act”) was filed on February 7, 2008 and the application u/s 80G of the Act was filed on February 14, 2008. Subsequently, the Foundation was registered as a “PUBLIC CHARITABLE TRUST” under Section 12AA of the Act with effect from February 7, 2008. Further, the Foundation also received approval under Section 80G(5)(vi) of Income Tax Act and was renewed on October 14, 2009 is valid in respect of all donations received by the Foundation from April 1, 2009 onwards. Accordingly, ICICI Bank and group companies will be eligible to get a deduction u/s 80G on donations made during this period.
K. Ramkumar Executive Director, ICICI Bank
The Foundation has also obtained its Permanent Account Number (PAN) and Tax Deduction Account Number (TAN).
Rajiv Sabharwal Executive Director, ICICI Bank Anindya Banerjee General Manager, ICICI Bank
SENIOR MANAGEMENT Subrata Mukherji President
Governing council ICICI Foundation is governed by a council of senior executives from ICICI Group and ICICI Foundation’s President.
K.V. Kamath (Chairman of the Governing Council) Chairman ICICI Bank Chanda Kochhar Managing Director & CEO ICICI Bank Sandeep Bakhshi Managing Director & CEO ICICI Prudential Life Insurance
64
Rajiv Sabharwal Executive Director ICICI Bank Bhargav Dasgupta Managing Director & CEO ICICI Lombard General Insurance Subrata Mukherji President ICICI Foundation for Inclusive Growth
Chinmay Sengupta Chief Operating Officer O.P. Nautiyal Vice President Programme, Elementary Education Praveen Saxena Vice President Sustainable Livelihoods Vineet Rungta Deputy General Manager, ICICI Bank and Head - Outpatient Healthcare Programme
65
financials
Funds Flow
Balance Sheet at March 31, 2012 Amount in (`)
ICICI Foundation received ` 261.1 million from the following sources as corpus during April 1, 2011 to March 31 ,2012:
Schedule No.
(`. million)
Source (April 1, 2011 to March 31, 2012)
Amount
ICICI Bank Ltd. ICICI Home Finance Limited ICICI Venture Fund Management Co Ltd Others Total
239.7 11.9 7.4 2.1 261.1
Disbursements (April 1, 2011 to March 31, 2012)
Grant Beneficiary Icici Foundation Programme CSO Partners The Foundation for Research in Community Health Public Health Resource Society Centre for Women’s Development Studies Vikramshila Education Resource Society Child in Need Institute Dignity Foundation Refund Door Step School Kasturba Gandhi Trust Room to Read India Trust Chhattisgarh Educational Resource Centre Kalanjiam Foundation Concern India Foundation - Speak for Smile ICICI Group CSR Sevadham Trust Bhavishya Alliance Paragon Charitable Trust Healthy Lokshakti Project Total 66
SOURCES OF FUNDS: Trustees’ funds : Corpus fund
1
TOTAL APPLICATION OF FUNDS: Fixed assets Gross block Less: Accumulated depreciation Net block Capital Work-in- Progress
(`. million)
Amount 18.3 0.7 21.3 6.1 3.3 7.3 (2.2) 0.4 3.0 6.5 1.3 0.8 1.0
2.8 1.0 1.3 3.0 75.9
At March 31, 2012 At March 31, 2011
2
3,979,058 1,596,702
Investment
3
Current assets, loans and advances: a) Cash and bank balances b) Loans and advances
4 5
18,040,726 10,944,144 28,984,870
6
1,397,241
Less : Current liabilities and provisions Net current assets TOTAL
177,272,934
109,685,912
177,272,934
109,685,912
2,382,356 1,150,000 146,152,949
1,022,198 589,560 432,638 101,181,534 5,842,849 4,307,259 10,150,108
27,587,629
2,078,368 8,071,740
177,272,934
109,685,912
Significant accounting policies and notes to accounts
* The Foundation also incurred total expenses of `128.2 million during this period and has a fund balance of `164.2 million (inlcluding `146.15 million in FDRs) as of March 31, 2012.
As per our report of even date
For and on behalf of the Governing Council
For KHANDELWAL JAIN & CO. Chartered Accountants
Mr. K. V. Kamath Chairman
Shivratan Agarwal Partner Membership No. 104180 Place : Mumbai Date : 13.04.2012
Mr. S. Mukherji President
67
financials Schedule-8 Income and Expenditure Account for the year ended March 31, 2012 Amount in (`)
For the year ended Schedule No. March 31, 2012
For the year ended March 31, 2011
11,707,926 9,105 11,717,031
6,065,698 6,065,698
75,987,664 128,195,061 1,007,142
112,925,716 49,098,365 358,800
205,189,867
162,382,881
(193,472,836) (193,472,836) (193,472,836)
(156,317,183) (156,317,183) (156,317,183)
INCOME Interest Income (TDS(`) 1,060,181 P. Y(`) 203,530) Miscellaneous Income Total EXPENDITURE Application of funds towards object of the trust Administrative expenses Depreciation
7 2
Total Surplus / (Deficit) before tax Provision for taxation Surplus / (Deficit) after tax Balance brought forward from previous year Deficit transferred to Corpus Funds
Significant Accounting Policies and Notes to Accounts Overview The ICICI Foundation for Inclusive Growth has been setup as a public charitable trust, with ICICI Bank Limited as the Settlor, with the object of inter alia, catalysing and accelerating social and economic inclusion through empowerment of poor for participating in and to benefit from the Indian growth process through integrated action in the fields of primary health, elementary education, financial inclusion and sustainable livelihood. SIGNIFICANT ACCOUNTING POLICIES a. Basis of preparation of financial statements: The accompanying financial statements have been prepared under the historical cost convention in accordance with generally accepted accounting principles and the applicable Accounting Standards issued by the Institute of Chartered Accountants of India (“ICAI”). b. Use of estimates: The preparation of financial statements in conformity with generally accepted accounting principles requires estimates and assumptions to be made that affect the reported amounts of assets and liabilities on the date of the financial statements and the reported amounts of grants/donations and expenses during the reporting period. Difference between the actual results and estimates are recognized in the period in which the results are known / materialised. c. Revenue recognition: Grants / donations are accounted on cash basis. Interest income is accounted on accrual basis. d. Fixed assets and Capital Work-in-Progress: Fixed assets are stated at cost less accumulated depreciation. All costs relating to the acquisition and installation of fixed assets are capitalised. Cost relating to intangible asset includes Website design and development/implementation cost. The advances given for acquiring fixed assets are shown under Capital Work-in-Progress. e. Depreciation: The Trust provides depreciation on fixed assets at the rates and in the manner specified in the Income Tax Act, 1961.
Significant accounting policies and notes to accounts 8 As per our report of even date For KHANDELWAL JAIN & CO. Chartered Accountants Shivratan Agarwal Partner Membership No. 104180 Place : Mumbai Date : 13.04.2012
68
For and on behalf of the Governing Council Mr. K. V. Kamath Chairman
f. Prior period items: Prior Period items, if any, are included in the respective income and expenses and material items are disclosed by way of note. NOTES TO ACCOUNTS A. Related party disclosure 1) Names of the related parties and nature of relationship, as identified by the Trust, are as follows:
Sr. No. Mr. S. Mukherji President
1 2 3 4 5 6 7 8
Name
Nature of relationship
ICICI Bank Ltd. ICICI Trusteeship Services Ltd. ICICI Prudential Life Insurance Company Ltd. ICICI Lombard General Insurance Co. Ltd. ICICI Venture Funds Management Company Ltd. ICICI Securities Ltd. ICICI Securities Primary Dealership Ltd. ICICI Home Finance Company Ltd.
Settlor Trustee Group Company of the Settlor Group Company of the Settlor Group Company of the Settlor Group Company of the Settlor Group Company of the Settlor Group Company of the Settlor
69
financials
2) Further contribution to corpus:
Current Year (`)
Particulars ICICI & Group Companies ICICI Bank Ltd. ICICI Prudential Life Insurance Co. Ltd ICICI Lombard General Insurance Co. Ltd. ICICI Ventures Fund Management Company Limited ICICI Securities Limited ICICI Securities Primary Dealership Ltd. ICICI Home Finance Company Ltd. Others IKP Knowledge Park Total
Previous Year (`)
239,667,000 Nil Nil 7,390,000 Nil Nil 11,903,846
61,000,000 Nil 10,794,593 9,310,000 12,268,420 Nil 3,598,521
2,099,012 261,059,858
Nil 96,971,534
3) Grants received:
Particulars ICICI Bank Ltd. Total
Current Year (`)
Previous Year (`)
Nil Nil
700,000 700,000
4) Interest received: • On balance in savings bank account ` 1,106,115 (Previous Year: ` 4,030,408)
• On fixed deposits ` 10,601,810 (Previous Year: ` 2,035,290)
B. Interest Income includes Nil (Previous year: ` 3,280,281) related to prior period. C. Capital Commitments. Estimated amount of contract for development of intranet base application and implementation remaining to be executed on capital account not provided for (net of advances) ` 1,150,000 [P.Y. ` Nil]. D. Previous year’s figures have been regrouped wherever necessary.
Published by For KHANDELWAL JAIN & CO. Chartered Accountants Shivratan Agarwal Partner Membership No. 104180 Place: Mumbai Dated: 13.04.2012 70
For and on behalf of the Governing Council
The Communication Team ICICI Foundation for Inclusive Growth
Design
www.designosis.in Mr. K. V. Kamath Chairman
Mr. S. Mukherji President
Photography
Sreeya Sen Girish Menon- p 56 to p 57; p 59 (top left) ICICI Foundation- p 32 to p 38; p 42; p 47; p 52 to p 53; p 55; p 59
Head Office: ICICI Foundation for Inclusive Growth, ICICI Bank Towers, Bandra Kurla Complex, Mumbai 400 051, India Registered Office: ICICI Foundation for Inclusive Growth, 1 Cenotaph Road, Teynampet, Chennai 600 018, India Email:
[email protected] Website: www.icicifoundation.org Follow us on: www.twitter.com/icicifoundation
http://www.facebook.com/icicifoundation.inclusivegrowth
ICICI Foundation for Inclusive Growth is an environmentally conscious organisation. The paper for this Annual Report has been printed on Forest Stewardship Council (FSC) accredited material.
