Type of Review: Annual Review
Project Title: Support towards Indian Partnership Framework (IPF)
Date started: April 2010
Date review undertaken: March 2013
Instructions to help complete this template:
Before commencing the annual review you should have to hand:
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the Business Case or earlier project documentation.
the Logframe
the detailed guidance (How to Note)- Reviewing and Scoring Projects
the most recent annual review (where appropriate) and other related monitoring reports
key data from ARIES, including the risk rating
the separate project scoring calculation sheet (pending access to ARIES)
You should assess and rate the individual outputs using the following rating scale and
description. ARIES and the separate project scoring calculation sheet will calculate the overall
output score taking account of the weightings and individual outputs scores:
Description
Outputs substantially exceeded expectation
Outputs moderately exceeded expectation
Outputs met expectation
Outputs moderately did not meet expectation
Outputs substantially did not meet expectation
Scale
A++
A+
A
B
C
Introduction and Context
What support is the UK providing?
The India Partnership Framework (IPF) is a 5 year programme that will partner with key civil
society organisations to enable them to scale-up delivery of their core development services to
achieve greater poverty reduction effects in India. DFID will provide £20 million funding
between 2010 and 2015 to 5-7 organisations.
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What are the expected results?
The following high-level objectives will provide an aggregate measure of poverty impact and
effectiveness of selected organisations. Each partnership will deliver results in:
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development objectives (anticipated results, scale and coverage of a partner’s activities);
organisational effectiveness objectives (improvements in organisational business
planning and efficiency); and
partnership objectives (strengthened collaboration and dialogue with DFID for a
combined impact on poverty in India).
To maximise the impact on the development, organisational and partnership objectives, the last
Annual Review (2012) recommended that IPF further focus on three pillars through which CSOs
can deliver change and impact: (1) Information to the currently excluded and the poorest; (2)
Empowerment through their greater participation and action for change; and (3) Innovative
approaches, potentially using technology applications, that enable better information and
empowerment.
The global debate on poverty and post MDG framework is increasingly led by emerging powers
and low income countries (LICs) where India’s global position is one of increasing influence and
assertiveness. Its impact on poverty in low income countries, particularly in Africa is growing
and there is strong interest from developing countries to share experiences and lessons with
India. IPF invests in building such global partnerships between India and LICs to promote
adapt/adopt/test technology and proven approaches for poverty reduction.
The partnerships with TERI and Digital Green reflect this focus and aims to reach poor
communities using cost effective technology platforms. Partnerships with SEWA Bharat and
Population Foundation India (PFI) and others currently under discussion, also have these areas
built into their proposals.
What is the context in which UK support is provided?
DFID India recognises the need to engage with a diverse set of non-state partners to deliver
greater scale and coverage, and build effective and lasting institutions that can make
significant contributions to poverty reduction efforts in India. The India Partnerships
Framework (IPF) aims to work with Civil Society Organisations (CSOs) to improve their
effectiveness to consolidate delivery of development results at scale;
Financial instability and poor mid-management leadership often creates disincentives for
organisations to plan for the long-term and therefore comprise their potential to poverty
reduction policies and outcomes. The IPF addresses these constraints by providing resources
that:
 catalyse each organisation’s ability to deliver high-quality results at scale, consistent
with their core comparative advantage; and,
 facilitate strategic investment in business planning and institutional capability to achieve
greater impact from available resources.
Government and business in India recognise the role of non-state actors in leveraging
solutions that can have transformative effects on the lives of India’s poorest. IPF specifically
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responds to the need to directly partner with key CSOs in supporting and scaling their existing
work as recommended by UK Parliament’s International Development Committee (IDC) report.
The report recommended greater work with civil society in India which was endorsed by the
UK Government. The IDC report was based on a cross-party visit of UK parliamentarians to
India in 2011.
In November 2012, the Secretary of State announced that post 2015, UK aid to India will focus
on three strands: Technical Cooperation; private sector development; and global partnerships.
Civil society partners currently play a role in each of these three evolving strands. IPF gives
DFID-India the opportunity to leverage multiple and varied platforms to sharpen its approach in
all the three strands.
Section A: Detailed Output Scoring
Output 1: TERI scales up research and programme interventions to address environmental
sustainability and access to energy in India’s poorest states.
Output score: A Output met expectation
Progress against expected results:
The partnership with The Energy Research Institute (TERI) is in its second Year (started
August 2011), and focuses on scale up use of clean energy technologies in India and Africa
through: a) creation of sustainable business models for improved cooking technologies and
solar micro-grids and solar charging stations for lighting; b) strengthen its policy outreach; and
c) build internal capacity. (TERI logframe EDRM No. 3033217).
TERI has made good overall progress on developing sustainable models for cook stoves and
lighting, and is on track to meet its overall targets. In response to the feedback from the field
and in discussion with DFID, TERI modified its implementation approach and moved to an
integrated approach of energy enterprises for lighting and cook stoves.
TERI now promotes: a) robust market mechanisms by building capacity of existing technology
manufacturers, and b) encourage entry of more commercial players in the sector to foster
technology innovation and competition. It has done this through networking with stakeholders
namely manufacturers and civil society partners, and in-house research and development.
TERI is also building value chains that offer quality products and after-sales service.
DFID and TERI have agreed a policy matrix which looks at both external push factors (e.g.
external demand, global significance, etc.) and TERI’s internal pull factors (e.g. TERI’s vision
and mission) to prioritise the list of activities to be undertaken. After initial delays, ten
subprojects to inform policy formulation and program implementation have been developed.
These include green growth and energy security.
DFID and TERI have put in place robust management and governance mechanisms to make
strategic decisions, review progress and agree work plans. Two Steering Committee meetings
(strategic decision making body), and five Management Committee meetings were held in the
year to review progress.
Indicator-1: Additional number of poor Indian households adopting improved cooking
energy products
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Baseline-0, Milestone for 2013 - 500; Achieved (by March 2013) – 409; Target (2015):
100,000.
By March 31, 2013, Phoenix Udyog Pvt. Ltd. Himachal Pradesh (commercial manufacturer of
TERI design stove) has already supplied 870 cook stoves to entrepreneurs out of which 409
stoves have been adopted by end users. Per unit cost of the cook stove is around INR 4000
and the end user pays INR 2700. The remaining cost is subsidised by TERI to cover
manufacturer and distributor’s margin, taxes and transportation cost. The subsidy is provided
for initial market seeding and technology penetration. DFID team is in discussion with TERI to
take steps to graduate it in to a market based model in an agreed time frame.
Through its communication and outreach activities, TERI has generated demand of more than
1000 “forced draft” cook stoves across four states1 in India. However, supply chain constraints
have slowed down the distribution process. A detailed assessment by TERI of Phoenix Udyog
Pvt, and its stove production facility identified specific measures to increase production
efficiency through better human resource planning, improved assembly line and stringent
quality control protocols. With these changes, the production is expected to significantly
increase in the year ahead.
Dhara Energy in Karnataka developed a prototype of TERI SPT_0610 stove model. The
prototype successfully met all performance benchmarks prescribed by Ministry of New and
Renewable Energy (MNRE). Dhara is in process of setting up a production facility with a
capacity of 1,000 stoves per month.
Three new business dissemination models/partnerships were developed and operationalized
by TERI to scale up adoption of cooking related products and service. It entered into
partnerships with:
1. NGOs for promotion of clean energy (both cooking and lighting) technologies and financial
institutions2 for provision of affordable consumer finance.
2. Producer Companies promoted by farmers under District Poverty Initiative Program (DPIP)
in Madhya Pradesh. DPIP supports the value chain through: a) capital support for
infrastructure; b) human resource to Producer Companies; c) IEC for cook stoves; and d) loan
to Village Development Committees (Farmer SHG Federations) for further micro-lending.
VDCs provide financing to the end-users (farmer shareholders), who register orders with the
Producer Company.
3. Nav Durga Metal Industries (NDMI), Uttar Pradesh to promote MNRE approved forced-draft
stove “Agni Star” in other states.
Indicator- 2 and 3 (additional number of poor African households adopting improved cooking
energy products and clean lighting products, respectively) relate to activities funded through
Global Development Partnership Programme and are reported there. The annual review of
TERI monitors progress on these indicators as well and also explores opportunities to promote
the models developed under IPF, within Africa.
Indicator-4: Additional number of Indian households with solar lighting having access
to or using functional Technology Resource Centres:
Basline-0, Milestone - 135,000; Achievement – 45,000 but on track to meet the end line.
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Himachal Pradesh, Madhya Pradesh, Odisha, and Uttar Pradesh
a regional rural bank (Aryavart Grameen Bank in Uttar Pradesh; Utkal Grameen Bank in Odisha and Maha Shakti
Foundation in Odisha]
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Target (2015) – 405,000
The target could not be met as the implementation approach was significantly revised.
However, TERI is committed to reach the overall target of 405,000 additional households by
the end of project.
In the initial model of Technology Resource Centres (TRC), a single agent was responsible for
maintenance of a cluster of 20 Solar Charging Stations (SCS). However, TRC faced major
constraints of after sales service, commercial sustainability, and capacity. TERI then shifted to
an Energy Enterprise (EE) model that provides last mile delivery for both cook stoves and
home based lighting in rural areas. EEs focus on strong after sales support for renewable
energy based products, service the demand of quality solar lighting products and maintain
Solar Charging Stations and Solar Micro-grids (SMGs). TERI saw this as an imperative step
towards sustainability of solar lighting initiatives across India since the EE represents an
institution with several individuals working together as against a single person in the TRC.
As of now, 950 SCS have been linked to the energy enterprises which translate into around
45,000 households that are being served with quality and affordable lighting solutions. In
addition to this, EEs have also started selling quality and affordable solar lighting products in
their command areas thereby diversifying the technology options for rural consumers.
TERI has facilitated the establishment of 55 energy enterprises which are now operational in
11 states3 across India. Most of these enterprises are fresh start-ups while some of them are
already established and extend assistance to their nearest EEs.
The energy entrepreneurs, the “last mile agents”, will facilitate sales and service of clean
energy technologies for improved cook stoves and quality solar lighting products. Innovative
incentive mechanisms have been put in place to support the EEs in the initial phase.
A series of orientation workshops and comprehensive training workshops were conducted
across five states4. Concerted efforts have been put by the state level Project Management
Units (PMUs,) created under the project to connect these EEs to the existing solar charging
station/ micro-grids in their identified territory while providing necessary support to establish
new SCS/ SMGs.
Indicator-5: No. of citations of TERI research in national and international journals
Basline- 400, Milestone - 450; achieved -700; Target (2015) - 550
In 2012, 700 citations of TERI’s research was made in national and international newspapers.
The “policy matrix” developed last year will help to prioritise the most relevant interventions
and strengthen TERI’s capability to promote knowledge sharing and policy outreach.
Indicator-6: Number of patents filed as a result of TERI research
Basline-20, Milestone -24; Achieved: 23; Target (2015) - 30
TERI has filed three patent applications which relate to extending clean energy access to rural
areas through clean cooking and solar lighting. This is lower than the target mainly as TERI’s
focus during the year was on establishing systems, procedures and tools for effective roll out
of the revised implementation approach.
The three patents filed are: i) the improved cook stove design TERI (SPT _0610); ii) a Solar
3
Andhra Pradesh, Assam, Bihar, Himachal Pradesh, Jharkhand, Karnataka, Madhya Pradesh, Maharashtra,
Meghalaya, Odisha and Uttar Pradesh
4 Madhya Pradesh, Uttar Pradesh, Bihar, Odisha and Assam
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Home Lighting System with dual charging system with a special low capacity (10 Ah) tubular
battery and; iii) the Solar DC Micro Grid (SMG).
The Solar powered micro-grids (SMG) are modular in nature and the generation capacity can
be tailored to suit local demand. It involves a centralized power generation (solar panels) and
storage (battery) system that can service a cluster of 10-100 households/shops. Power
generated during the day charges battery banks and is distributed for 4-5 hours during the
night to households/ commercial entities (small shops) that have LED (light-emitting diode)
lights that consume less power, installed.
Recommendations: Policy advocacy remain a priority for the partnership and an area where
TERI needs to have a clear approach and demonstrate results.
TERI should focus on

implementation of the policy matrix and optimise transformative potential of each policy
intervention.

Specifically it must upscale the cook stoves models and share the field-based
knowledge and lessons with policy makers.
The Joint TERI-DFID management committee is responsible for following up on the
recommendations around policy advocacy.
Impact Weighting (%): 40%
Revised since last Annual Review? Y/N N
Risk: Low/Medium/High: Low
Revised since last Annual Review? Y/N N
Output 2: National membership of SEWA expanded to strengthen the national movement for
women working in informal economy.
Output score: C Outputs substantially did not meet expectation
Progress against expected results:
The Task Team is in the final stages of negotiations for partnership with SEWA Bharat that will
focus on economic and social empowerment of women workers in the informal sector. The
proposed partnership will be for £1.3 million and will reach over 100,000 women.
The proposal with SEWA / Sewa Bharat5 went through several rounds of iterations from its
original intent. It is now more responsive to the development priorities of the poor states, better
aligned with IPF and DFID-India’s transition plan and within the management capacity of
SEWA Bharat. The proposal is now close to final and the partnership is likely to start by mid2013.
The project will enhance the financial inclusion of poor women and girls in two poor states –
Bihar and Rajasthan – through a credit cooperative and financial literacy; build their ability to
tap market opportunities and leverage SEWA Bharat’s partnerships with domestic and
SEWA – Self-employed Women’s’ Association, Ahmedabad was set up as a union in 1972 and converted into a
Society in 1984; Sewa Bharat: a federation of the independent SEWA in different states.
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international networks such as HomeNet and Fair Trade for consistent advocacy for improved
domestic and global policies for women in the informal sector and to mentor organisations in
at least two LICs. It will complement DFID-India’s other programs, in particular, PSIG and
PACS.
Due diligence assessment conducted by DFID-India for SEWA/Bharat reported no critical or
high priority financial or operating weaknesses. Recommendations to mitigate medium and
low priority financial and/or operating weaknesses include a strong program monitoring
system, revisions in the procurement policy and anti-corruption and fraud strategy measures in
place.
Impact Weighting (%): 30%
Revised since last Annual Review? Y/N N
Risk: Low/Medium/High: Low
Revised since last Annual Review? Y/N N
Output 3: To demonstrate a replicable model for improving food security and health outcomes
of 36,000 rural poor households (187,200 individuals) through ICT in India and LICs (DG)
Output score: A Output met expectation
Progress against expected results:
DFID signed the Accountable Grant Agreement with Digital Green (DG) on 1st September
2012 for £2.6 million under IPF. The project will improve the food security and health
outcomes for rural communities in India’s poorest states and two other low-income countries
(LICs). Digital Green aims to train 60,000 households with improved agriculture or health
practice and ensure its adoption by 36,000 households. One third of these results will come
from LICs.
Digital Green Foundation has successfully used technology to promote agricultural practices in
rural India. Community members are trained to use video cameras and produce educational
videos to address the needs and interests of the community. Field workers use low-cost
battery-operated “pico projectors” to screen the videos for an interactive discussion with the
communities. With IPF support, DG will adapt its approach to focus on food security and
nutrition and replicate it in Ghana and Ethiopia. It will also build a virtual training platform
specially targeted at the communities and partners in Africa and South Asia.
The core objectives of the partnership are:
(i)
(ii)
(iii)
Extend and expand the DG approach in India and at least two LICs in areas of
agriculture and health to demonstrate wider innovation and accountability.
Strengthen training and quality assurance support to replicate Digital Green
approach with public sector and civil society partners in India and LICs
Innovate the Digital Green approach through research and evidence for further
replication in India and LICs and share lessons globally.
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In last six months DG has established partnerships with six key organisations in India (Madhya
Pradesh, Odiasha, Uttar Prdesh) and Africa (Ghana, Ethiopia)6 and is in discussion with
several others including Cereal Systems Initiative in South Asia (CSISA) and ENGINE (a
USAID-funded nutrition integration project).
Digital Green has begun work on two important activities – a) a virtual training platform, built
around its library of videos that will integrate community feedback and usage data (both online
and offline); and b) a unified monitoring and evaluation strategy for its work across
geographies and sectors.
A variety of formative research is planned to assess the qualitative aspects of institutionalizing
its approach. International Food Policy Research Institute (IFPRI), for instance, will study the
pilots in India to understand their feasibility and to compare the uniqueness of each context.
Collaborations with London Business School, London School of Economics, and Cambridge
University, all under discussion, will leverage DG’s farmer-level database for a variety of
market and social network theory-based research,
DG presented its approach to the health Technical Assistance teams to explore opportunities
for collaboration especially for community outreach and capacity building support for frontline
workers in DFID’s focus States.
Indicator 1: Cost per adoption of new practices delivered by agriculture and health
extension agencies.
Baseline: £6-24 per adoption of new agriculture practices by farmers working with NGOs in
India and Ghana (8); No Milestone for year one
The partnerships are at different stages of evolution. For some such as the one in Uttar
Pradesh, and Ghana, videos have been produced and disseminated by local intermediaries.
For other partnerships, such as those in Odisha, Madhya Pradesh, and Ethiopia, video
production and dissemination have just begun. Cost per adoption data will be captured only
after these initial pilot projects have reached a more completed stage, as video production and
dissemination data becomes available.
Indicator 2: Number of rural households (individuals) trained on improved agriculture
practices and health behaviours in India and LICs
Baseline: 88,000 rural households (422,000 individuals) involved with agriculture NGOs in
India (9);
Milestone (by Sep 2013): 4,000 rural households trained in health in India; 6,000 households
trained with public non-NRLM agriculture partners in Orissa and Bihar; 3,000 households
trained in agriculture in LICs; 2,000 households trained in health in LICs
It is too early to get the number of rural households (individuals) trained on improved
agriculture practices and health behaviours in India and LICs under this project. The progress
made so far in setting up partnerships and training on video production, suggests that the
target for the year will be met.
Recommendations:
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Agriculture: 1. District Poverty Initiatives Project (DPIP), Madhya Pradesh, India; 2. World Cocoa Foundation
(WCF), Ghana; 3. International Development Enterprises (IDE), Ethiopia; 4. Oxfam America (OA) / Sasakawa
Africa Association (SAA) / Ministry of Agriculture (MoA), Ethiopia;
Health:1. SPRING/VARRAT, Odisha, India; 2. PATH, Uttar Pradesh, India
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Digital Green has a strong background on agriculture but needs to build its institutional
capacity on health and nutrition. As it develops this stream it must :
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

prioritise key behaviours and practices; review on-going successful initiatives and
institutional platforms (NRHM, ICDS,) that can be leveraged;
align its work more closely with DFID’s health and nutrition programs in India and in
other LICs; and
based on the above agree an updated work plan with the DFID Task team by June
2013.
Impact Weighting (%): 30%
Revised since last Annual Review? Y/N Y
Risk: Low/Medium/High: Low
Revised since last Annual Review? Y/N Yes
Section B: Results and Value for Money.
1. Progress and results
1.1 Has the logframe been updated since last review? Yes
Following changes have been made:

TERI sub-log frame was revised following the change in approach.

Output on partnership with Digital Green added.
1.2 Overall Output Score and Description: B Outputs moderately did not meet
expectation
IPF has made satisfactory progress. TERI has progressed well, DG Accountable Grant
signed, partnerships with Sewa Bharat and Population Foundation India (PFI) and dialogue
initiated with Federation of Indian Chambers of Commerce India (FICCI) and Fairtrade India.
However, IPF can report only in the live partnerships out of the 5-7 envisaged in the
Programme Memorandum.
TERI has made good progress especially in promotion of cook stoves where targets have
been exceeded and once the network of Energy Enterprises is active, solar lighting will also
pick up. Once the initial incubation period is over and the nuts and bolts of the model worked
out, the Energy Enterprises can emerge as viable business units. Progress against the policy
outreach work was slow but with the Policy Matrix in place will now be more strategic and
transformative.
DFID signed an Accountable Grant with Digital Green on 1st September 2012; the substantive
results will be available at the end of one year. The project has made good progress by
establishing partnerships in India and low-income countries in Africa. It has trained 180
participants on video production, dissemination and data management.
The proposal from both Sewa Bharat and PFI are close to final, due diligence completed and
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the Accountable Grant is likely to be signed by end of May 2013.
Partnership with PFI:
DFID is considering a proposal for £2.6m from the Population
Foundation of India (PFI) to improve demand, access and quality of family planning services in
India with particular attention to Bihar, Madhya Pradesh and Odisha. Investment will be
targeted towards: a) building women’s decision making; b) influencing young people to adopt
correct family planning methods; and c) advocacy for family planning, as a tool to improve
maternal and child health, amongst the politicians and bureaucracy. The initiative will
complement on-going financial and technical assistance in the three states to improve access
and quality of maternal and child health and nutrition services.
1.3 Direct feedback from beneficiaries:
Field visits included discussions with project beneficiaries. Women SHG members reported
that their quality of life had changed. Children could study longer, shops could remain open for
longer time and they could finish some of their pending domestic works such as embroidery in
the night. Community member also reported some problem with the switch of the lanterns but
appreciated that it was rectified quickly.
TERI has also undertaken some feedback from users, manufacturers and suppliers of the
cook stoves during their field testing and pilot testing phase in 2012. Furthermore, the
evaluation will involve detailed stakeholder consultation, including with direct beneficiaries of
cooking and lighting, to assess impact.
1.4 Summary of overall progress
Overall progress has been satisfactory.
Progress against last year’s recommendations:
Recommendations
Progress
TERI to develop a comprehensive strategy
A one year strategy and costed work plan
for translating research and outreach into
(upto June 2013) was developed by TERI,
policy formulation and implementation. This
and approved by the Steering and
will identify prioritised areas of where we
Management Committees. Discussions for
want to achieve policy change, define what
the project period June 2013 – 2015 are
success would look like, and how this might
currently underway.
be integrated into policy plans. This will be
discussed at the next Management
DFID-TERI developed a policy matrix that
Committee meeting (June 2012)
prioritises all activities to be funded under
the project.
TERI to develop a comprehensive approach Some of this has been incorporated in the
for improving its own institutional capacity to Matrix for Output 3, to help TERI prioritise its
plan and deliver its strategic objectives, and
policy outreach activities.
define how this adds value to the
organisations objectives and strategies.
First full review to be undertaken in July
Full review was conducted in July 2012 and
2012; preceded by Management and
7 Management and Steering Committee
Steering Committee meetings to endorse the meetings were held. Key issues discussed
overall approach, assess progress against
included: progress against annual targets,
annual targets, identify key challenges and
revision in the model based on emerging
opportunities.
lessons, framework for policy formulation.
Activities to strengthen TERI’s networking
TERI has begun procurement of its IT
systems, data storage and connectivity have systems. It is yet to develop a
begun. The Steering Committee has asked
comprehensive approach paper on
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TERI to produce a more ambitious approach
paper that goes beyond IT based activities,
and add strategic value to strengthening
organisation capacity (including human
resource and financial capability).
DFID internal team meet to consider the
potential of the present proposal, including
the potential for SEWA to deliver results in:
 Community accountability Initiative
(especially Health)

Women and work (jobs and skills)
strengthening organisational capacity.
DFID conducted a financial check of TERI’s
systems (March 2013) and recommended
quarterly review of expenditure against
planned allocations; and maintaining an
inventory list.
The proposal is in the final stages of
approval. A due diligence assessment of
SEWA’s capacity to implement the project
was conducted by DFID India internally.
The Task Team hopes to have the
partnership in place by June.

Self-help groups (strengthen, define,
analytical work).
The outcome of the internal discussions
should be followed up with SEWA.
To maximise the impact on the development,
organisational and partnership objectives
this review suggests IPF be used as a
platform to further focus on three pillars
through which CSOs can deliver change and
impact: (1) Information to the currently
excluded and the poorest; (2) Empowerment
through their greater participation and action
for change; and (3) Innovative approaches,
potentially using technology applications,
that enable better information and
empowerment.
The DG proposal reflects a sharper focus on
the three pillars.
New partnerships will also include emphases
on these areas.
1.5 Key challenges
The internal task team challenge of time management and competing priorities, identified in
the last annual review continues. The process of these potential partnerships, involving
detailed appraisal work, finalising key results and ensuring their fit with new forward priorities
has been time intensive, especially at a time of numerous competing demands.
Each partnership has its own log frame and a review cycle. The present Annual Review format
with one output for each partnership does not sufficiently capture the full depth of progress
under IPF. This includes the evolution since IPF was originally designed with the additional
focus on the poor and their participation, technology and global partnerships.
Challenges for TERI include – a) ensure operational support and oversight to fully ground and
embed the new approach; b) implement the policy matrix; and c) monitoring financial forecast
and spends – the spend was low this year mainly because of the time taken to roll out eh
revised approach and is expected to pick up.
For DG the main challenge will be to build its capacity on health and nutrition and have a
responsive approach in place.
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1.6 Annual Outcome Assessment = B moderately did not meet expectation
IPF has made satisfactory progress and is on track to have all the partnerships in place by
March 2014. However for the annual review two partnerships are live.
The partnership with TERI is progressing well and TERI has made good overall progress on
developing sustainable models for cook stoves and lighting, and is on track to meeting its
overall targets. TERI project has made steady progress against outputs and is expected to
improve the lives of about 400,000 women.
The partnership with Digital Green started 6 months ago and has made some progress by
establishing partnerships with key organisations in low-income states in India and low-income
countries in Africa.
Major progress has been made in developing partnerships with PFI and SEWA. The proposals
are almost finalised and team is preparing submissions for approval.
2. Costs and timescale
2.1 Is the project on-track against financial forecasts: Y/N
The overall spending under IPF is low as compared to forecast due to the delay in start of
partnerships. However with both TERI and DG in implementation mode and three more
partnerships potentially in place, the spend is expected to be higher next year.
Under TERI project we spent £1.29m during last year against the forecast of £2m. Digital
Green has spent £456,207 in last 6 months.
2.2 Key cost drivers
DFID plans to have at least 5 partnerships and provide funding up to £20m till March 2015.
We have allocated around £17m out of £20m under IPF with 5 partners (2 partnerships signed
and 3 are in progress).
Funds under the TERI grant are allocated for, capacity building and networking, hardware
(cook stoves and Technology Resource Centre), equipment, communication and professional
costs.
For Digital Green funds are earmarked for equipment, trainings, sub-grants to partners,
research, evidence and dissemination, professional fee and travel.
2.3 Is the project on-track against original timescale:
IPF has faced significant delays in signing partnerships with organisations. TERI partnership
was delayed by almost one year and started in August 2011. Digital Green project started in
September 2012 and the partnerships with PFI and SEWA, are likely to start mid-2013.
The task team is in the process of seeking a one year extension for the project to March 2016.
The objectives of the IPF align well with SoS’s announcement for India and the post 2015
priorities. The Task Team recommends March 2014 as the cut-off date for finalising all the
partnerships, with a minimum period of 24 months for implementation. The Task Team
anticipates that a number of the new partnerships (SEWA, PFI and FICCI for example) will be
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operational well before March 2014.
3. Evidence and Evaluation
3.1 Assess any changes in evidence and implications for the project
Too early to assess the changes.
3.2 Where an evaluation is planned what progress has been made?
DFID has agreed a comprehensive program evaluation plan with TERI. Under this two
evaluations will be conducted - first will begin by July 2013 and the second will be at the end of
the project.
4. Risk
4.1 Output Risk Rating: Low/Medium/High:
The programme is considered to be of Low risk.
4.2 Assessment of the risk level
TERI - The risk level remains Medium. The Steering and Management Committee meetings,
with senior representation from DFID and TERI, provide strategic oversight and closely
monitor progress. This ensures that emerging risks are flagged up at an early stage and
mitigation measures are put in place.
The main risks are around the potential for TERI’s work to influence policy makers and
practitioners. The policy matrix and outreach plans will help to mitigate this risk. Another
remaining risk is around TERI’s capacity to effectively utilise resources. DFID and TERI will
undertake detailed discussions on budget requirements for the remainder of the programme
whilst agreeing work plans for Year 3 in August 2013.
Digital Green - The capacity of Digital Green and financial due diligence checks were
conducted by Dalberg Global Development Advisers on behalf of the Bill and Melinda Gates
Foundation (BMGF). The key risks to achievement of development outcomes through this
DFID support will be staff expansion and the need for additional skilled capacities in public
health. DFIDI will monitor and manage risks through a combination of six-monthly in-depth
review meetings, field visits and independent assessments. DFID Ethiopia staff may also be
involved in monitoring activities in Africa.
A due diligence assessment of SEWA and PFI’s capacity to implement the project was
conducted by DFID India internally. No Critical or High Priority financial or operating
weaknesses were observed during the Assessment. However, Medium or Low priority
financial and/or operating weaknesses were observed and appropriate mitigation measures
will be included in the partnership agreement.
4.3 Risk of funds not being used as intended
Risk of funds not being used as intended is Low. An initial “Due Diligence” assesses the
partner’s capacity to use funds. Resources are earmarked for further capacity building.
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Rigorous financial management assessments, including payment in arrears, continue through
the life of funding.
TERI - As part of this review process, DFID conducted a check of TERI’s financial systems
(March 2013), and found risk of funds not being used as intended is low. TERI has a
structured financial management team, with clear roles and responsibilities assigned. It has
robust financial mechanisms and record keeping system; Enterprise Resource Planning (ERP)
is used as a financial management tool. Their books of accounts are largely in line with the
audit requirements and the TERI Director is the approving authority for all programme spend.
We have recommended to TERI that they maintain and share with DFID a quarterly
Expenditure v/s Targets achieved Matrix which will help us monitor project progress in terms
of the outputs achieved against spend for each quarter. They also need to work closely on
maintaining the inventory list for this project. DFID recommends continuing the practice of an
annual financial assessment as part of the review process.
4.4 Climate and Environment Risk
TERI: The programme is expected to deliver substantial benefits in terms of reduced
greenhouse gas (GHG) emissions and provide major benefits in the areas of health (reduced
indoor air pollution), education (lighting), quality of life (drudgery reduction) and reduced
deforestation.
Negative environmental impacts can however result from improper disposal of lead-acid
batteries used in solar lighting systems that can cause soil and water contamination. Ensuring
better battery life and recycling can minimise this impact. TERI needs to monitor
environmental performance (including GHG accounting) of project activities and undertake risk
assessment/ mitigation of any negative environmental impacts.
Digital Green: Digital Green’s agricultural interventions will focus on rural geographies in which
partners focus on small-scale (i.e., less than 2 hectares) very poor farmers, dependant on
rain-fed agriculture. DG’s videos on relevant agricultural practices like natural resource
management or improved crop production will increase yields, decrease costs, and enhance
resilience to climate change.
5. Value for Money
5.1 Performance on VfM measures
Initial assessments by DFID suggest that TERI is applying value for money principles. The
concurrent program evaluation planned from June 2013 will look more closely at the economic
rates of return. For cook stoves, TERI has underspent on its budget but over-exceeded its
targets suggesting savings for DFID. The Energy Enterprise model also suggests a value for
money approach, as the investment costs are borne by the entrepreneur and TERI invests in
capacity, outreach, quality of services, and networking.
Too early to assess for Digital Green partnership as the project started in September 2012.
5.2 Commercial Improvement and Value for Money
TERI has standard procurement processes that have been agreed with DFID at the start of the
grant. TERI is also maintaining an inventory of all items of equipment purchased, and supplies
this to DFID annually.
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Digital Green proposal was reviewed by the DFID team and Due Diligence was done. The
budget was thoroughly checked, negotiated and reduced to £2,684,766 from £3,538,618.
5.3 Role of project partners
The project is about strengthening the strategic capacity of partners in implementing poverty
reduction initiatives. All the projects under this framework will be implemented by civil society
partners.
5.4 Does the project still represent Value for Money : Y
Yes.
5.5 If not, what action will you take?
NA
6. Conditionality
6.1 Update on specific conditions:
None
7. Conclusions and actions
IPF has done better this year. Partnership with TERI is beginning to show results, DG has
begun roll out of its activities and partnerships with SEWA and PFI are close to final. The DG
initiative along with the SEWA and PFI projects under design, include a sharper focus on
information, empowerment and innovative use of technology, as recommended in the last
annual review.
Priority for IPF next year will be:
a) Seek an extension of the project to March 2016 and finalise all projects by March 2014;
b) Monitor work plans and progress to ensure that the respective partnerships: i) reach the
poorest; ii) promote innovation/technology and iii) build complementarity with DFIDIndia/LICs programs;
c) Review the log frame and reporting structures to ensure that the progress of IPF overall
and individual partnerships is rigorously assessed and reported.
8. Review Process
The review was based on quarterly Progress Reports, field visits by DFID staff, monthly
Management Committee meetings, quarterly Steering Committee Meetings and review of
annual work plans.
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