Icici

ICICI Foundation for Inclusive Growth
Annual Report 2010-2011
44
44
Our missiOn is to empower the poor to participate in and benefit from the indian growth process through integrated action in the fields of primary health, elementary education, financial inclusion and sustainable livelihood. This will be achieved through active collaboration with the government and independent organisations.
Our visiOn is 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.
Making Indias growth more inclusive.

44
44
ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded 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 four identified focus areas. We are committed to investing in long-term efforts to support inclusive growth through effective interventions.
For over five decades, the ICICI Group has partnered with India in its economic growth and development.
Promoting inclusive growth has been a priority area for the Group from both a social and business perspective. We strive to make a difference to our customers, to society and to the nations development directly through our products and services, as well as through our development initiatives and community outreach.
44
44
This year we have refocused on deepening our interventions to cover the intertwined elements of personal and national development. In addition to our work in primary health, elementary education and access to finance, we have expanded our work into a critical new area of focus: sustainable livelihoods.
Message from the Chairman

Governing Council, ICICI Foundation for Inclusive Growth
As the Indian economy continues to grow, we need to ensure that this growth is sustainable and inclusive. This is important for the long-term development and prosperity of the nation. The ICICI Group through ICICI Foundation continues to remain committed to creating conditions for inclusive growth. We strive to ensure that our approach to development delivers holistic benefits to every segment of society. To provide details about how our approach works on the ground, I am pleased to present the third annual report of ICICI Foundation for Inclusive Growth. This year we have refocused on deepening our interventions to cover the intertwined elements of personal and national development. In addition to our work in primary health, elementary education and access to finance, we have expanded our work into a critical new area of focus: sustainable livelihoods. Through our efforts, we aim to broaden the opportunities available to the poor by strengthening their ability to provide for themselves and their families. The interventions in our four focus areas are designed to complement one another, ensuring that our work considers inclusive growth from every perspective: personal, societal, cultural, and economic. With this vision we work to ensure that babies born in India grow into healthy children, attend school and become productive adults with full access to financial services. Recognising that each component of development is interconnected, this past year has been a time for strengthening not only each of our programmes, but also the links between them. At the ICICI Group, we strive to ensure that Indias growth is inclusive not just in the communities it touches, but in the diversity of opportunities it offers. Having been a key partner in Indias development for decades, ICICI Group is pleased to see ICICI Foundation now playing an active role in including marginalised communities in this growth.
K.V. Kamath
Chairman, Governing Council, ICICI Foundation for Inclusive Growth Chairman, Board of Directors, ICICI Bank
44
This year, we have asked ourselves how our interventions can improve the lives of the poor from a holistic perspective. ICICI Foundation works closely with the government to bring awareness and support to existing programmes as well as help create new methods of inclusion.
Message from the Managing Director & CEO

ICICI Bank
The ICICI Group views promoting inclusive growth as a priority from both a social and business perspective. For over five decades, the ICICI Group has been playing a proactive role in Indias growth, through its business operations as well as its social initiatives. Three years ago, the ICICI Group established ICICI Foundation for Inclusive Growth to integrate and scale up its social initiatives. ICICI Foundation has focused on specific areas that are essential enablers for inclusive growth. These include primary health, elementary education and access to finance. In the areas of healthcare and education, the Foundations work focuses on partnering and supporting government systems in order to bring about sustainable improvement in the quality of healthcare and education delivered to large sections of the population. The Foundation is scaling up its healthcare and education work in several states across the country. In the last year, the Foundation has expanded its areas of work to include the promotion of sustainable livelihoods, by undertaking vocational training initiatives. Without efficient implementation, even the most comprehensive strategy for development is unlikely to be successful in bringing change. The Foundation works with various specialised agencies for the delivery of the identified projects in our areas of work. To ensure efficient utilisation of resources for maximum impact and to provide insights for continuous improvement, the Foundation has deepened its involvement in the various projects, going beyond being a provider of financial resources to end-to-end planning, monitoring of execution and measurement of results. The ICICI Group has a strong belief in Indias potential. We believe that our country is on the path to sustained growth and prosperity. Through ICICI Foundation, we seek to create opportunities for every Indian to participate in the growth process and benefit from it.
Chanda Kochhar
Managing Director & CEO, ICICI Bank Member of the Governing Council, ICICI Foundation for Inclusive Growth
44
In seeking to understand and assess every aspect of our impact, we have realised the importance of standardising our processes for designing and monitoring our programmes.
Message from the President

ICICI Foundation for Inclusive Growth
This year, ICICI Foundation has worked to consolidate and strengthen our work in the areas of health, education, and access to finance, and we have introduced a new focus on sustainable livelihoods. We have initiated several new farreaching and systemic initiatives and closely examined our existing programmes to ensure that we make the best possible use of our resources to drive inclusive growth. We have made an important shift in our approach to programming, taking an active role in implementation. The outcomes of development interventions can be difficult to ascertain, and we must be accountable for our programmes from start to finish. In seeking to understand and assess every aspect of our impact, we have realised the importance of standardising our processes for designing and monitoring our programmes. Our experiences on the ground have demonstrated the complexities of scale and the complications of maintaining long-term interventions. Our district-level work in elementary education in Rajasthan, discussed in last years annual report, provided us with the necessary experience and understanding to scale up our programme to the state level. Over the next six years, we will be working closely with the Government of Rajasthan to support their efforts to comply with the national education mandates with respect to teacher training curriculum, school reform and a childs right to education (page 27). An initiative like this may not have the immediate gratification of a smaller programme with direct access to beneficiaries, but through sustained commitment we will be able to improve the schooling of over 7.4 million children in the state. Through our support to Jharkhands community health worker programme, we realised the importance of context-specific interventions. In this programme we have worked closely with all levels of government health functionaries to examine and improve the ability of local community health workers to deliver health services in their villages (page 15). Training materials for health workers that were printed in Delhi will not necessarily provide the necessary information for the villages of rural Jharkhand. After restructuring their training programme to provide comprehensive skill building and monitoring along with new modules
Establishing market linkages, examining supply chains, understanding finance and career development will create young people who are ready to participate in and benefit from our nations growing economy.
on nutrition, disease, and leadership that were created especially for Jharkhand, over 40,000 health workers are now equipped to improve the health of their communities. This year weve welcomed a new area into the Foundations focus, sustainable livelihoods. In areas where we are already working in health, education and access to finance, we are now providing vocational training to rural youth (page 44). In addition to teaching vocational skills, we have been working to cultivate the soft skills and understanding that these individuals require to become successful entrepreneurs. Establishing market linkages, examining supply chains, understanding finance and career development will create young people who are ready to participate in and benefit from our nations growing economy. We also welcomed the first batch of ICICI Fellows, an experiential learning programme interspersed with management training that exposes future leaders to Indias diverse communities and complex realities (page 57). These young professionals work in rural NGOs across India with a focus on development projects at the grassroots level. Becoming embedded with the communities has expanded the knowledge, insight, leadership skills and commitment of the Fellows to providing solutions for the poor along with greater perspective on the responsibility we all have towards our country. This past year has been a time of immense learning and we aim to continue to strengthen our understanding and reach in the coming year. As you read through our annual report, I invite you to reflect on how you feel Indias growth can become more inclusive. Do you feel we are using our resources in the most efficient manner to create a just society? What else should we be doing to lift people out of the vicious cycle of poverty? We look forward to your thoughts and ideas.
Subrata Mukherji
President ICICI Foundation for Inclusive Growth
10 44
44
Primary health
Elementary education
Access to finance
Sustainable livelihoods
ICICI Group CSR
12
Where we work and what we do
RAjASthAn bIhAR
ASSAm
tRIPuRA jhARkhAnd wESt bEnGAl
ChAttISGARh odIShA mAhARAShtRA
13
1
ICICI Foundation believes that good health is necessary for inclusive growth. Proper health and nutrition ensure that everyone has the chance to become a productive member of society.
Advancing primary health

15
we strive to develop solutions to enable government health systems to become more effective. Some of our key interventions in the field of primary health are: district health Action Plans For the third consecutive year, ICICI Foundation has worked with Public Health Resource Network and National Health Systems Resource Centre to support the preparation of District Health Action Plans in every district of Bihar. These plans enable proper assessment of the available resources and requirements of the public health system so that central government funding can be allocated on an informed basis and health programmes can be implemented in a planned and effective manner. nutrition Security Programme This initiative aims to improve nutrition among children from six months to three years old by enlisting and training Mitanins (community health workers) to change dietary and childcare practices in communities. The programme has been undertaken in partnership with the Chhattisgarh State Health Resource Centre in 23 blocks across 11 districts in Chhattisgarh. Approximately 9,000 Mitanins have been trained in nutritionrelated issues. The intervention has resulted in improved enrolments in anganwadis for accessing healthcare and increased distribution of food
Our work in health focuses on strengthening public health delivery systems to improve the health of people in the poorest communities across India, particularly mothers and children. High levels of child deaths persist in many parts of the country, due primarily to preventable diseases. Chronic and widespread malnutrition, expressed in indicators such as low birth weight, is a crucial underlying determinant of child mortality. Poor health in these early years seriously compromises childrens development, affecting a vast number of Indians throughout their lives and resulting in a cycle of poverty passed through generations. At an estimated 30 percent, India has the second highest incidence of low birth weight in the world and over 50 percent of Indian children are malnourished by the age of three1. ICICI Foundation supports and works collaboratively on a range of initiatives with potential to translate into large-scale and sustainable improvements in health care and development in India. In addition to undertaking field-based action-research projects across the country, ICICI Foundation facilitates state-civil society resource partnerships to strengthen public health systems and programmes, and develops a variety of knowledge, policy and capacity building initiatives to address key gaps in the health system.
16
supplements. Household feeding practices have also improved as a result of adding locally available nutritious food to the diet. mumbai maternal nutrition Project ICICI Foundation supports the Mumbai Maternal Nutrition Project, a randomised controlled trial on maternal and child
health. The project is designed to empower women to independently improve nutrition for themselves and their children. The study tests the impact of enhancing micronutrient quality in womens diets from before conception to delivery by examining womens health, foetal growth and their childrens development. In 2010-2011, the project
succeeded in achieving its target of enrolling more than 1,000 pregnant women and documenting nearly 700 births.
Source: United Nations Childrens Fund and World Health Organization, Low Birthweight: Country, regional and global estimates. UNICEF, New York, 2004 and National Family Health Survey 3, 2005-06
17
Developing new products for outpatient healthcare

over the past decade, the Government of India has made significant investments in the public health system to bring healthcare closer to households even in rural and remote areas. however, factors such as shortage of medical personnel and quality drugs in rural areas continue to limit use of the public health system. this has forced a significant portion of the population to seek healthcare from the private sector, a costly endeavour for most Indians. As part of its efforts to reduce the burden of healthcare costs, ICICI Foundation has partnered with ICICI lombard General Insurance Company to design and support the delivery of the first outpatient insurance product for Indias poor.
The project aims to lower the out-ofpocket healthcare expenses for Indias rural poor by creating affordable and reliable options for outpatient healthcare. The project will offer outpatient insurance in conjunction with the Government of Indias national health insurance scheme for inpatient care, the Rashtriya Swasthya Bima Yojana (RSBY). This outpatient insurance will be piloted first in Puri district in Odisha and subsequently in Mehsana district in Gujarat, providing recipients with reliable and affordable outpatient healthcare 24x7 at empanelled government and private outpatient clinics and hospitals. Supporting government initiatives in this way allows ICICI Foundation to drive widespread change in the way the 18
poor receive healthcare. This product is expected to transform the health and financial security of low-income households in the pilot districts by improving access to timely and quality healthcare, strengthening the delivery of essential health services in rural and remote regions of the country and building critical health capabilities among low-income households to support their participation in the economy. The project will also have a positive impact on the supply side of outpatient healthcare. It is expected that there will be an increase in the network of hospitals, clinics and pharmacies in both locations to meet the increased demand for outpatient care.
The two-year pilot project will impact more than one million lives, and the lessons that emerge from this project will inform and shape future delivery and financing of healthcare in India. In addition to funding the project, ICICI Foundation is serving as the chief learning partner for the project. Since this is Indias first outpatient healthcare-based insurance project, ICICI Foundation will be closely examining the outcome. ICICI Foundation will evaluate the impact of the project on overall health indicators in both districts and assess how the inpatient and outpatient products work together and what impact they have on drug prescription patterns, out-of-pocket expenses and access to healthcare.
19
Building Systems for Healthy Communities

ICICI Foundations work in Jharkhand
In jharkhand, two out of every five mothers receive no health care during pregnancy. Acute shortages of doctors and nurses in the state means that few people have access to medical care at the local level, resulting in poor health indicators in rural jharkhand1. Since ICICI Foundation believes that good health is fundamental for achieving inclusive growth, improving access to primary healthcare in jharkhand continues to be an integral part of our work.
Since 2008, ICICI Foundation has worked in partnership with the Government of Jharkhand through the Jharkhand Rural Health Mission Society (JRHMS), National Health Systems Resource Centre (NHSRC), and an NGO called Child In Need Institute (CINI). The goal of this partnership has been to support the public health system by strengthening community processes of the National Rural Health Mission (NRHM), a national healthcare programme for rural populations that focuses on 18 states with poor health indicators including Jharkhand. A key element of the NRHM involves engaging communities as participants in the public health system by establishing Village Health Committees (VHCs) and training community health workers called Accredited Social Health Activists (ASHAs). In Jharkhand ASHAs are referred to as Sahiyyas, meaning friends in the local dialect. The primary strategy of the statecivil society partnership formed by ICICI Foundation and its partners in Jharkhand has been to support VHCs and Sahiyyas by establishing a Village Health Committee-Sahiyya Resource Centre (VSRC) that is responsible for designing,
ICICI Foundation works with the Government of Jharkhand on community-based health care, such as this Village Health Committee meeting in Chanda Ghasi village. At this months meeting, community health workers decided to use their government funds for fixing their well and cleaning their water pumps. They have also begun preparing for monsoon-related diseases and treatment.
1
20
Source: International Institute for Population Sciences (IIPS) and Macro International. 2008. National Family Health Survey (NFHS-3), India, 2005-06: Jharkhand. Mumbai: IIPS
VHC & SaHiyya Programme Team
S T AT E L E V E L
Programme Co-ordinaTor
planning and implementing the Village Health Committee and Sahiyya programmes across Jharkhand.
Training SaHiyyaS Team 40,962 48 (1 /village) (2 / district)
regional Co-ordinaTorS 8
Establishing a model for health: Setting up the Village health Committee-Sahiyya Resource Centre (VSRC)
Sahiyya: A friend of health In Jharkhand, Sahiyyas function as bridges between their communities and the government health system. They act as community mobilisers by helping the government spread awareness about health programmes and good health practices. When properly trained and supported, Sahiyyas can be extremely effective in improving public health in rural areas. From September 2008 to March 2011, ICICI Foundation and its partners focused on establishing the Village Health Committee-Sahiyya Resource Centre (VSRC) to train and support Sahiyyas. Having identified weaknesses in trainings and the absence of a support structure for Sahiyyas to function effectively as health activists as the primary gaps in the implementation of the VHC-Sahiyya programme, ICICI Foundation worked closely with the government to establish a VSRC team to standarise the training and develop supportive supervision
DIST
RICT LEVEL
Programme Co-ordinaTor 22 (1 / district)
BLOCK LEVEL
Training Team 848 (4 / block)
STER LEV C L USaHiyya E L

SaTHiS 2184 (1 /20 Sahiyyas)
VIL
L AGE LEV
SaHiyyaS 40,964 (1 /1000)
In Jharkhand, we dont call it a Sahiyya programme, we call it a Sahiyya movement. After the leadership training, the Sahiyyas have a unified identity. Now they tell me, No one can misuse us and our power.
Akay Minz, Village Health Committee-Sahiyya Resource Centre State Programme Co-ordinator
VHCs (1 /village)
EL
21
Some of the restructured training materials for community health workers in Jharkhand.
the importance of their own role and can raise the health concerns of their community at appropriate forums.
A group of block-level health trainers at the training on nutrition and disease. In this exercise they are making a presentation on the symptoms and causes of blindness due to Vitamin A deficiency and how each Sahiyya (community health worker) can provide treatment. This module and training programme were redesigned with the help of ICICI Foundation.
structures within the VHC-Sahiyya programme. The VSRC has now taken charge of the training for Sahiyyas in all districts and has developed innovative and contextualised training materials and modules so that the trainings are relevant, comprehensive, and informative. Unlike the national modules issued from Delhi, the new modules focused on Jharkhand-specific language and themes. The team took special care to 22
design modules that were both easy to understand and connected to the local communities. To date, 40,964 Sahiyyas have been trained with this new training material. Empowering the Sahiyyas to work towards attaining the health entitlements of their communities is essential for the effectiveness of the programme. To address this need, the VSRC created a module on leadership that seeks to ensure that Sahiyyas understand
The VSRC has developed a variety of innovative formats to help the Sahiyyas in carrying out their work. For instance, the Sahiyya Passbook, a book given to each Sahiyya that helps them keep track of their performance-based incentives was developed by the VSRC team. The VSRC has also started the circulation of a monthly theme-based Sahiyya bulletin, to be given to every Sahiyya. Another tool to mobilise the Sahiyyas and encourage community participation in the health system are the districtlevel Sahiyya Sammellans. These yearly Sammellans provide a forum for all Sahiyyas in a district to come together and share their experiences. Rewards for good-performing Sahiyyas are also given
Before the training, I didnt know how to talk to people. I just stayed where I was. Now, I know how to move around and I can help more people.
Binita Devi, a Sahiyya Sathi in Khunti block
out during these sammellans. Government officials attend the Sahiyya Sammellans, which gives Sahiyyas an opportunity to have direct access to district officers and health functionaries. The VSRC is also responsible for working with the state government to create a year-long plan for community health initiatives. Strengthening Community Resilience: the Village health Committee Village Health Committees are groups of around ten villagers, including Sahiyyas, anganwadi workers and other stakeholders, who meet monthly to discuss the health-related issues of their village. According to the NRHMs guidelines, there should be one Sahiyya for every 1000 people and one Village Health Committee at the village level. The VHCs collectively plan and supervise 23
Health workers have the right to assess, plan, and monitor the communitys healthcare needs. The National Rural Health Mission provided us an opportunity for this.
Gurjeet Singh, Programme Advisor, Village Health Committee Sahiyya Resource Centre
In September 2010, through the VSRC, ICICI Foundation helped facilitate the official registration of the Jharkhand State Health Systems Resource Centre (SHSRC), the culmination of two years work. The SHSRC will help the governments Department of Health & Family Welfare to deliver health services across the state and provide support for the VHC-Sahiyya programme. Now that the proper support systems are in place, the Sahiyyas have renewed determination to improve the health of their communities. As one Sahiyya said, Jharkhand ke swasthya ke liye mehanat karna hai Sahiyya ko (Sahiyyas have to work hard for Jharkhands health). Despite the vast gains in knowledge and training, there are several concerns that the VSRC would work to address in the coming years, including the loss of information through multiple layers of trainers and training cadres, and also coordinating state-wide trainings in a geographically diverse state. Ensuring the sustainability and implementation of our work: transitioning programme ownership to the government In 2011-2012, ICICI Foundation will work towards strengthening the new systems that have been put in place and
health and sanitation programmes in their village. This involves looking after both preventive and curative aspects of community health and providing a forum to mediate health-related problems and demands of the villages. The VHCs also monitor the implementation of public health, nutrition and sanitation works in their villages. The government has allocated untied funds of Rs.10,000 to each Village Health Committee for undertaking health and sanitation-related work in their villages. The VSRC has monitored the transfer of the government funds for 26,636 VHCs. In the course of their monthly meetings, VHCs collectively decide how their untied funds will be utilised. Common uses of the funds include transportation for serious patients to hospitals and minor repair work on sanitation facilities. In addition to training the Sahiyyas, the
VSRC is responsible for training the VHC members. A training module for VHC members was designed, planned and carried out by the VSRC team to better acquaint them with their roles and responsibilities. In keeping with the spirit of bringing about government accountability in public health service provision, the VSRC supported the launch of a statewide community monitoring initiative. In the pilot phase, one block in each district organised a public dialogue for communities to interact directly with the functionaries of the health and Integrated Child Development Services (ICDS) departments. Prior to the blocklevel dialogues, the VSRC trained two members in every VHC in assessing the available health and development services to prepare report cards that are presented at the public dialogues.
24
transitioning ownership of the programme to the government. VSRC will establish planning and monitoring committees from the village level to the state level and will also seek the support of the Panchayati Raj Institutions, the local elected governing bodies of clusters of villages. There are approximately 56,000 Panchayati Raj members in the state, and their cooperation could significantly augment the programme and improve community participation. The increased confidence and skill levels of the Sahiyyas is clear. Thanks to their restructured training and government support, the VHC-Sahiyya programme is set to bring about significant changes to the states health.
I do this because I want development for my village. I want us to progress. I like bringing awareness to people about what they are entitled to from the government. Before me there were no immunisations in my village. Now they all get immunised and about half of the women have institutional births. Because of my new training I know so much more about the health of mothers and children, and my responsibilities to them.
Baby Devi (left), a Sahiyya in Dugdugia village in Khunti block for the past three years. In 2011, she was elected to her village-level Panchayat Raj.
25
2
ICICI Foundation believes that in order for Indias growth to be inclusive and sustainable, all children must be able to receive good quality education. With proper education, children become empowered to take ownership of their lives and the lives of their families. Education is necessary to build a society that is capable of actively driving the social, economic and political processes of the country.
Promising quality in elementary education
27
Indias school system needs to produce future citizens who not only have the skills and abilities required to become economically productive, but also possess qualities such as critical thinking, sensitivity, tolerance, and creativity. By the end of elementary school, every child should be able to read, write and express herself confidently and creatively, possess basic math skills, and be capable of critical enquiry. India has made great strides in providing universal elementary education to its 440 million children. Today, 98 percent of Indian children have a primary school within one kilometre of their home and an upper primary school within three kilometres. However, the quality of schooling remains unacceptably poor, with low retention rates and low learning outcomes. Only 47 percent of children enrolled in grade 1 remain in school beyond the elementary stage and students learning levels are consistently far below their grade. Through 2010-2011, the Foundation has worked to consolidate its efforts with a comprehensive strategy to contribute in improving quality in elementary education in India.
28
our vision We believe that quality education entails that every child l Complete at least eight years of formal schooling l Acquire competence in comprehension, reading, writing, subject knowledge, critical reasoning and creativity l Interact with teachers who Are well trained Are reflective Demonstrate an appreciation for the social context of learning Are committed to values of justice, secularism and equality in the classroom our commitment ICICI Foundation is committed to promoting universal quality education for children between 6 and 14 years old in government schools. With a focus on School and Teacher Education Reform, we have consistently maintained that achieving educational quality is a systemic imperative which should ultimately result in better teachinglearning processes and outcomes within schools and classrooms. To help drive this systemic change, we work with government school systems and provide institutional support to a network of resource organisations that work within the government school system. Over the past decade, our efforts within the government school system
have concentrated on curricular and pedagogic reform. Our partnerships with state governments have resulted in projects such as the Quality Education Project, Baran, Rajasthan and support to the Government of Chhattisgarh in developing their Diploma of Education Programme, and creating text books for grades I to VIII. We have supported organisations like Eklavya, Digantar, Vidya Bhawan Education Resource Centre and Vikramshila, enabling these organisations to strengthen their ability to lend support to state governments in various roles and capacities. Shift in ICICI Foundations approach: State-wide and system-wide school and teacher education reform Over the past year, ICICI Foundation has made a strategic shift in the approach to our work in education. The primary focus of our work is now on partnering with state governments and directly, embedding our initiatives within the government educational institutional space. The mode of our partnership and operation proposes to drive change from within government institutions. Our objective is to enable teaching learning processes to move away from rote methods of instruction so that Indias classrooms become child-friendly environments that nurture creativity, learning and knowledge construction. This change requires renewing the entire
institution for teaching and learning. Realising this renewal is the core focus of our education partnerships in the coming years. We are guided by several recent government mandates that aim to improve the accessibility and quality of elementary education in India. The Government of Indias vision for the Right of Children to Free and Compulsory Education Act, 2009 (RtE); the National
Curriculum Framework (NCF), 2005 and the National Curriculum Framework for Teacher Education (NCFTE), 2009, provide the structure for our education reform programmes. According to the RtE, NCF and NCFTE, state Governments must ensure that their education systems deliver a childcentered learning approach, that their teachers are facilitators of knowledge and that their school environments
44
The right of Children to Free and Compulsory education The government of india enacted the right of Children to Free and Compulsory education act, 2009 (rte). rte specifies the requirements for offering free and compulsory quality education for children between the ages of 6 to14 years. it also requires that the neighbourhood schools do not discriminate against children of any particular background; appropriate pupil - teacher ratio is maintained in schools and School management Committees are established, comprising of parents and other stakeholders connected to each school. There is also the provision of Continuous Comprehensive evaluation (CCe) of children that moves away from conventional forms of assessment to focus on the childs progress holistically and continually through the year. iCiCi Foundation works with the government of rajasthan to ensure that its schools come closer to complying with rte norms and enable every child to reach their fullest potential.
Our work engagement is structural, organic to institutional environment of the entire space of school and teacher education set up of the Government. Bringing this reform agenda centre-stage requires working within the complex multi-layered institutional space of the government elementary education set up and credible commitment on behalf of both parties. By collaborating with the public education system, we work to improve the performance of the government
encourage children to construct and explore knowledge. The process through which this reform is to be undertaken is both ambitious and challenging to deliver for the state governments, as there are no readymade guides and method to bring the required shift in the teacher preparation, teaching-learning and classroom practices, given the varying and complex institutional capacities of the teacher education set up in states. Governments are expected to undertake reform encompassing the school and teacher education, which will include the school and teacher education curriculum; aligning in-service teacher training; implementing new teacher recruitment norms and re-orienting the teacher educators to meet the changing needs. The relevance and significance of the work of ICICI Foundation comes in here. 30
our new approach over the past year, iCiCi Foundation has made a strategic shift in the approach to our work in education. The primary focus of our work is now on partnerships with the government that, allow us to directly drive change from within public education institutions. guided by several recent government mandates, our objective is to enable teaching in schools to move away from rote instruction toward child-friendly learning environments that nurture creativity and knowledge.
elementary school system and support them to institutionalise sustainable change on scale. In this sense, the work of ICICI Foundation is significant in the realm of public private partnerships in India. Realising our ideas with collaborative action We focus on supporting state governments build cooperative and supportive relationships among the school administration, teachers, and communities at the school level. In addition, we work to ensure that teachers have the requisite knowledge and abilities to teach well and that they are motivated to do so. To sustain good teaching practices, teachers require not only encouragement but also, and more importantly, ongoing academic and administrative support. Collaborating with the government and other independent organisations ensures that all these factors are fully supported in our education work. We strive to create spaces within the government education institutions that drive quality education practices at the state, district, block, and school levels through innovative action in school and teacher education. At the state-level, our initiatives are centered in a Unit of Teacher Education (UTE) that we establish within the State Institute (or Council) for Educational Research and Training, the academic
authority responsible for school and teacher education in each state. ICICI Foundation provides each UTE with four or five senior officers who work collaboratively with the senior government faculty to anchor the reform agenda. Similarly, at the District level, through its state-level partnership, the Foundations officers work within the Teacher Support Unit (TSU) formed at the District Institutes of Education and Training (DIET) which enables close collaboration with senior education faculty in the government. The TSU is the mechanism created through our state partnerships to deliver the reform agenda at the District level, strengthening the Block academic resource structures and providing support to the Nodal headmasters or Cluster Resource Centres that provide constant academic enrichment to the teachers in the classrooms. ICICI Foundation is also establishing a demonstration programme in two to four districts of each state to develop continuously the practice area of this reform agenda and use it for further training and innovations.
Tripura, Bihar. Our education initiatives focus on four areas of reform: 1 School curriculum and textbook development 2 Pedagogic renewal and teacher education 3 Governance and institutional accountability 4 Information and Communications Technology (ICT) for teacher education 1 School curriculum and textbook development Since school curricula and textbooks determine what is to be taught and how educational instruction is planned and evaluated, this is a focal point of ICICI Foundations work in elementary education. The National Curriculum Framework brings a new vision and perspective to conceptualisation of the school 31
the universe of our work
We are currently working in the most challenging environments, directly in states like Rajasthan and Chhattisgarh directly and indirectly in West Bengal,
Childrens interest is very important and it is up to the teacher how to engage them. Only after we learnt through the training programme and gained experience, we are able to teach well.
Prabhulalji, a teacher at the government Upper Primary School in Dhaturiya, a small village in Shahbad block of Baran district in Rajasthan. As a result of their involvement in ICICI Foundations curriculum reform, the teachers of Dhaturiya have seen increased engagement from the students and can now offer English language lessons.
the child. Along with curriculum and textbooks, ICICI Foundation believes that training current and future teachers is an essential pre-requisite for bringing about qualitative change in education. Because of RtE, NCF and NCFTE, the roles of teachers and how they are perceived have undergone a fundamental shift. Teachers are no longer positioned as deliverers of textbook material. Instead, they are perceived as facilitators, engaged in a mutual teaching-learning process with their students, in which they create learning opportunities for children. They are expected to be critical, reflective and sensitive practitioners. For many teachers, this is a radical shift from their existing classroom preparation and practices. To support teachers in making this shift, ICICI Foundation helps state governments to revisit the areas of teacher education and pedagogic support. Our programme development has focused on two critical aspects. First, we have concentrated on strengthening the institutional spaces for teacher education at the state and district levels, focused on both pre-service and in-service teacher education, such that the programmes are re-envisioned in terms of their curriculum, content and delivery. In the states of Rajasthan and Chhattisgarh our support is aimed at recasting the Diploma in Education programme. This
learner, the understanding of the nature of knowledge and learning, and consequently, how children ought to be taught. This Framework is, among other things, a strong critique on the reliance of our school system on rote memorization, and perceives learning in our schools as a continual process, rooted in the childs own context and experiences. The Right to Education Act too endorses this vision and makes it mandatory for states to implement their curriculum along these lines. We see our role as that of working with state governments to embed the NCF vision and discourse in a way that it becomes integrated in the thought and practice of school education of the state. Through facilitating consultative processes involving members of the academic and school communities, we work in partnership with the State Institutes (or Councils) for Educational 32
Research and Training to revise their textbooks along the lines of the NCF. The tasks involved in this are to develop curricular guidelines, syllabus, school textbooks and other curricular material. In Rajasthan, we are working to facilitate and guide the process of developing textbooks with the new aims and vision of education set forth in RtE and NCF. As discussed in last years annual report, the textbooks we developed in Chhattisgarh reach approximately 4.5 million students in grades I to VIII in government schools. We are now working to build a mechanism for continuous review, revision and improvement of these textbooks into the Chhattisgarh school system. 2 Pedagogic renewal and teacher education The teachers role is critical in ensuring a meaningful learning experience for
developing an inclusive school environment
involves the review and preparation of the curricular guidelines, syllabus, reading material, and also the development of its assessment system. Our work is part of an evolving continuum, being enriched by the experience of the development of the Diploma in Education Programme in Chhattisgarh. The support for the Diploma in Education Programme in Rajasthan and Chhattisgarh is not directed as a onetime effort in the state, instead it aims to establish a mechanism for continuous review and necessary revision of the programme. It also includes training teacher educators to transact the
curriculum across DIETs in the state. Second, we have dedicated attention to aligning and strengthening the linkages at the district, block and cluster levels for better classroom support to teachers in order to enable them to perform effectively in their newly envisaged roles. In Rajasthan the focus on positioning Head Masters as the Nodal academic support (each Panchayat is a node covering the catchment of 7-8 schools) alongside the Block level resource facilitators is aimed at a new avatar of providing constant input to the teacher
getting children of all backgrounds to attend and remain in school is still a major concern, particularly in rural areas. Teachers and educational functionaries need to ensure that children of all backgrounds are encouraged and supported in attending school regularly. iCiCi Foundations work addresses these concerns through two methods: community participation and inclusive teaching methods. interactive learning techniques help students feel connected to their classroom and education. engaging the communities and parents in school activities helps dispel any negative images of classroom learning and conveys the benefits of education.
33
in the classroom. This will strengthen pedagogic knowledge and pedagogic renewal in a consistent manner. Providing academic support to the teachers in this manner goes a long way in supporting classroom processes and classroom management and strengthening the entire supply chain from DIETs to Blocks and reaching the teacher in the classroom. In Chhattisgarh this support is anchored largely through the cluster academic coordinators or resource persons. Members of the teaching community, faculty from the State Council of Education Research and Training (SCERT) and DIETs, academics from in-state and out-of-state universities, and faculty from institutions like the National Council of Educational Research and Training (NCERT) all contribute to designing the pedagogic renewal programme. Evidence based teacher professional development We believe while working for holistic development of the public school system, the system should also be accountable toward ensuring an environment where the professional performance is facilitated and the educational goals are met. In this, our endeavour will be to ensure that the teacher professional development is constantly developed on the basis of evidence of teacher learning, conceptual 34
and pedagogical knowledge. This has not been tried in India in the measure that it should draw the attention of the entire governmental infrastructure dedicated to the teacher professional development. However, moving forward in the programme development, our effort is to engage the teachers in this process in a manner that they become stake holders. We aim to develop our programme keeping in view the learning aspirations of the teachers and allowing for the teacher professional development programmes to be demand driven. Engaging teachers in this manner from the formative stages is, key to involving them as stakeholders. 3 Governance and institutional accountability ICICI Foundation will support the professional development of administrative functionaries (such as the District Education Officers (DEOs), Block Education Officers (BEOs), and District Project Coordinators) through programmes that address results-driven educational planning, management, and good governance. Our first step is to examine the structural and behavioural barriers to effective governance. This will be followed up with a consultative process across the state with the DEOs, Department of Public Instruction and others in the public education hierarchy to discuss the studys findings and to delineate an actionable agenda. We
will design professional development programmes for education functionaries on topics that will mitigate these barriers. Subsequent to this, support to the various processes will be facilitated through varied professional development initiatives, at the same time facilitating support to build systemic processes to address key challenges in teacher management, improving educational planning and district learning outcomes. The professional development inputs in addition will range from improving communication and interpersonal skills, problem-solving ability, multi-tasking abilities, and knowledge of learning institution standards and practices. All of this effort should lead to improvements in bringing lower teacher absenteeism, effective and timebound disposal of teacher grievances, improved block and district level student performance, teacher professional development based on needs assessment of student and teachers learning, and improvements in school, block and district level planning. 4 Information and Communications technology for teacher education ICICI Foundation believes that the magnitude of Indias teacher workforce poses unique challenges to providing teachers with high-quality professional development opportunities. ICICI
Foundation aims to provide a model for using Information and Communications Technology (ICT) effectively for in-service teacher education with a pilot at the block level in one district of Rajasthan and four districts in the state of Chhattisgarh. These pilots will focus on using ICT to further continuous teacher learning
and academic enrichment, leveraging the existing technology infrastructure available through partnerships with private and government bodies. This ICT will include materials such as self-paced e-learning multimedia, films for specific teaching practices, and virtual learning communities.
35
Creating a model for change

Improving school and teacher education in Rajasthan
Imagine you are a teacher in a classroom in rural Rajasthan. In front of you, students aged nine to thirteen squirm and chatter. Some of the students attend school every day, some of them are absent for months at a time. Some of the children can read sentences while some can barely recognise letters. this classroom would be difficult for any teacher to manage, even more so for a teacher with little to no training in effective classroom management. this is the exact situation ICICI Foundation helps to mitigate.
After working in systemic curriculum and education reform through ICICI Bank for over a decade, ICICI Foundation has taken its dedication to achieving quality elementary education to the state level in Rajasthan. Our partnership with the government is designed to support and enable education functionaries to deliver quality education in alignment with the current government mandates and to strengthen the states teacher education apparatus. In collaboration with the Directorate of Elementary Education, State Institute of Education Research and Training (SIERT) and Sarva Shiksha Abhiyan (the Government of Indias flagship programme for achievement of universalisation of elementary education), the goals of the statewide Rajasthan programme are to: Revise the curriculum for training new teachers l Develop textbooks for classes I to V for all subjects and textbooks for classes VI, VII, and VIII for English and Social Sciences l Develop the in-service teacher education curriculum to facilitate the
l
36
The national Curriculum Framework The national Curriculum Framework brings a new vision and perspective to conceptualisation of the school learner, the understanding of the nature of knowledge and learning, and consequently, how children ought to be taught. This Framework is, among other things, a strong critique on the reliance of our school system on rote memorisation, and perceives learning in our schools as a continual process, rooted in the childs own context and experiences. Besides, it proposes an education system that delivers a child-centered learning approach, where teachers are facilitators in childrens learning process and school environments encourage children to construct and explore knowledge. iCiCi Foundations work seeks to demonstrate and establish a model for how nCF can be translated into practice.
Rajasthan Government has been promoting public private partnership in school education sector to bring about qualitative improvement in the delivery of educational services. ICICI Foundation for Inclusive growth has worked with Rajasthan Government for three years in Baran district. We look forward to a meaningful partnership with them in our efforts to develop new text-books, strengthening of training institutions and setting up of RTE compliant schools in two blocks.
Veenu Gupta Secretary, School Education, Commissioner, SSA
use of new textbooks by teachers in the classrooms l Build the ability of the District Institutes for Education and Training (DIETs) and block-level functionaries to support the in-service teacher education curriculum and teachers inside schools l Institute comprehensive methods for evaluating children in classrooms l Support 100 schools in two blocks in two districts to become RtE compliant, including supporting the establishment and functioning of School Management Committees
ICICI Foundation has been instrumental in giving pace to the critical work areas of pre-service teacher education, textbook development and strengthening the academic support system. Collaborating with ICICI Foundation, SIERT, Rajasthan will be able to realise the objectives of Right to Education Act and will set an example for others in achieving universalisation of elementary education.
Anil Rai, Director, State Council on Educational Research and Training (SCERT), Government of Chhattisgarh
ICICI Foundation has helped form a statelevel teacher educator group comprising SIERT faculty, select DIET faculty, select block-level functionaries, schoolteachers and external resource persons from NGOs and universities. This group is divided into four sections to work on pre-service reform, in-service reform, curriculum and
textbook development, and district and block-level support To provide a sustainable programme of teacher and student education reform, ICICI Foundation drew on its experience with district-level work in Baran, Rajasthan. ICICI Foundations 37
Earlier we wrote the numberslike 12 plus 20, and explained addition to the children. Now we use solid objects we take 5 pebbles and 4 pebbles and keep them in front of them. Children count the pebbles and come up with the answer and we tell them that this is what addition is all about.
A shiksha samarthak (teachers aide) at Arnia Purnia school in Rajasthan has seen a marked improvement in his students learning thanks to ICICI Foundations teacher training on learning methods
of Rajasthan and ICICI Foundation to carry forward their work at the state level for another six years. Our statewide work in Rajasthan will include: Pre-service teacher Education l Revision of the Basic School Training Certificate (BSTC) course, including new syllabus and reading material for 17 subjects of 1st and 2nd year l Comprehensive academic programme for faculty of 33 DIETs in the new preservice curriculum l Creating a state-level Teacher Educators Group (50-75 members) textbook development l Develop textbooks for classes I to V for all subjects and textbooks for classes VI, VII, snd VIII for English and Social Sciences In-service teacher Education Modules for five subjects from classes I to V based on the new textbooks l Create a pool of state-level key resource persons who will train the district and block-level trainers across the states 33 districts l Train trainers at the district level and block level in the two intervention districts and blocks
l
collaboration with the Government of Rajasthan began in 2007, when ICICI Foundation began working on the Quality Education Programme (QEP) in Baran district, in partnership with two in-state NGOs, Digantar and Vidya Bhawan Educational Resource Centre. ICICI
Foundation was involved in facilitating support to the programme toward improving classroom practices and providing a comprehensive model of teacher support across the district. The lessons and achievements from this programme encouraged the Government
developing Right to Education compliant schools
38
learning as a conceptual understanding one of the most important questions that iCiCi Foundations work explores is how to most effectively prepare teachers for the realities of the classroom. Until recently, the process of learning in the indian education system has involved a teacher providing knowledge and a student memorising what the teacher provides. This translates to teachers being perceived as storehouses of knowledge and students as simply blank slates. as understood through the 2005 government of india national Curriculum Framework, education is not a transfer of knowledge from teacher to student, but learning takes place through the classroom and outside environment. Teachers must learn alongside children and adapt their instructions to childrens abilities and understanding. This is one of the key principles behind iCiCi Foundations education reform.
service and in-service teacher education training programmes. ICICI Foundation will also undertake a thorough impact assessment of the reforms at the school level, including teaching-learning practices and improvements in learning levels. Based on our experiences in elementary education in Rajasthan, we look forward to expanding our work to other states.
Support 100 selected schools in two blocks to become RtE compliant l Focus on comprehensive and continuous evaluation and on School Management Committees l Prepare and support 80 nodal headmasters in two blocks for their new academic role as mandated by RtE
l
Monitoring and review will be crucial to the success of the programme and the sustainability of the reforms. ICICI Foundation is working with the Government of Rajasthan to deliver monthly and quarterly progress and financial reports and to institutionalise a quality benchmarking system for pre-
Building a community-school connection Building a strong relationship between the school and the community is another major focus of iCiCi Foundations work in education. The rte, 2009 stipulates that School management Committees (SmC) be formed by parents, members of the community and other stakeholders. iCiCi Foundation works to ensure that these SmCs are not only formed, but that they encourage engagement and participation from students and their families. Through the work of the Foundation in select districts the SmCs are being strengthened to become vibrant entities
The long-term partnership of the GoR with ICICI Foundation aimed at the institutional strengthening of the SIERT and the academic support structure has come at a critical juncture. This collaboration hopes to bring a qualitative transformation in the classroom processes across the state and to reset the teacher education in compliance of the RtE Act 2009.
Pradeep Paneri, Head of Curriculum and Textbooks, State Institute of Educational Research and Training (SIERT), Government of Rajasthan
39
3
We believe that lack of access to financial services is a serious barrier preventing the rural poor from attaining their full income potential and planning for their future. Lack of financial access for lowincome households sharply reduces their ability to invest in skill building and education, to make optimal occupational choices and to benefit from and contribute to the nations growth.
Enabling access to financial services
41
Enabling access to financial services
Community health workers at ICICI Foundations stall at the Reserve Bank of Indias (RBI) outreach programme on December 14 and 15, 2010 at Doba village in Jharkhands Lohardagga district.
Despite progress toward universal access to finance over the last five decades (such as the nationalisation of the commercial banking system, the introduction of Local Area Banks, Regional Rural Banks and Cooperative Banks) and increased awareness that financial access can lead to a sharp reduction in poverty, many Indians still lack access to financial services
Our strategy for furthering the goal of universal access to financial services involves: Partnering with ICICI Group companies to facilitate greater access to finance. l Supporting other organisations to develop deeper insights into the needs and behaviours of low-income individuals in particular geographies, migrant populations, and other households and enterprises that have traditionally been underserved by the formal financial markets.
l
42
Including Indias rural poor through specialised financial products

Initiatives of ICICI Group companies to facilitate greater access to financial services
campaigns covering 10,000 additional workers. ICICI lombard General Insurance Company ICICI Lombard General Insurance Company has partnered with several Central and State Government agencies to offer insurance coverage under various government programmes. Under the Rashtriya Swasthya Bima Yojana (RSBY), below poverty line workers in the unorganised sector in Uttar Pradesh, Bihar, Odisha, Gujarat, Maharashtra, Haryana and Punjab have been covered for health insurance. Biometric smart cards issued to each family capture biometric details of the family and the beneficiaries can check the balance sum insured, family details, policy details and coverage at any time during the policy period. ICICI Lombard has also provided a unique health insurance product that covers over 1.6 million weavers and their families. A special policy is in place to provide health insurance to women and their families involved in silkworm cultivation. ICICI Lombard is also working with a number of financial intermediaries to deliver weather insurance solutions for farmers through Weather Based Crop Insurance Scheme (WBCIS). Till date, ICICI Lombard has insured close to 2.8 million hectares of land and 28 crop varieties through the WBCIS product. 43
ICICI bank ICICI Bank and ICICI Foundation participated in the Reserve Bank of Indias (RBI) outreach programme on December 14 and 15, 2010 at Doba village in Jharkhands Lohardagga district. The outreach programme sought to raise awareness about financial inclusion and banking opportunities available to people in rural areas by travelling to their community. ICICI Bank has partnered with Unique Identification Authority of India (UIDAI) for a pilot in Hazaribagh, Jharkhand. The Bank conducted financethemed street plays in Jharkhand and will expand the programme in other parts of the country. ICICI Bank has also been chosen by the Bill and Melinda Gates Foundation as one of the five international banks for their Gateway Financial Innovation for Savings project to promote useful savings behaviour for the poor.
ICICI Prudential life Insurance Company ICICI Prudential Life Insurance Company provides micro insurance to Indias lowincome population as a part of socially responsible business model. Its micro insurance product for people in rural areas, Sarv Jana Suraksha, provides insurance for a modest premium of Rs.50 per annum. ICICI Prudential has successfully piloted a unique povertyalleviation project in collaboration with the Micro Insurance Innovation Facility of the International Labour Organization for the tea workers in Assam. ICICI Prudential has also set up and nurtured a Community Video Unit called JAWA in Dimakusi in Assam with Video Volunteer, an NGO. The unit produced videos, conducted several screenings, campaigns and street plays, which educated 2,000 households on preventive measures against malaria, educated 45,000 workers on fiscal savings and provided financial literacy training to 45 tea workers, who then conducted ten mass awareness
4
In India, there is an urgent need to create adequate employment opportunities for rural youth, particularly those below the poverty line. Given this challenge, ICICI Foundation has broadened the scope of its work to include a new focus on sustainable livelihoods part of our comprehensive strategy for enabling low-income Indians to participate in and benefit from the nations growth.
Cultivating sustainable livelihoods
44
The Foundations first steps in its sustainable livelihoods initiative are to strengthen two Rural Self-Employment Training Institutes (RSETIs) in Udaipur and Jodhpur, run by ICICI Bank. RSETIs are training centres for rural youth that provide them with the skills and understanding they need to build lucrative and secure futures. RSETIs also provide residential facilities during training when required. Part of a national programme initiated by the Ministry of Rural Development, RSETIs are run by leading public or private sector banks with the active support of State Governments. Since adopting the Udaipur and Jodhpur centres after its merger with Bank of Rajasthan, ICICI Bank has entrusted the responsibility of managing and growing the centres to ICICI Foundation. On March 28, 2011, ICICI Bank formally inaugurated the new premises at its Rural Self-Employment Training Institute in Udaipur, Rajasthan.
46
Today is a world of computers and mobiles. I get to be a part of that.

After a one-month course at the Udaipur Rural Self-Employment Training Institute, Vivek Samota, 23, was able to open his own mobile repair shop. He has since opened a second shop and hired an employee.
ICICI Foundation will work to upgrade the infrastructure at the RSETIs, facilitate the recruitment of required staff, spread awareness about the work of these institutes amongst the community and introduce new training courses. Through this work, ICICI Foundation aims to promote not only general employment, but self-employment and micro-ventures as well. Towards this objective, ICICI Foundation is focusing on the following strategic elements for creating successful employment programmes: Skill and competency development ICICI Foundation offers training programmes that are culturally relevant and locally in demand, have low input cost and high returns, and are selfsustainable. Such courses include beautician training, mobile phone repairing, tailoring, cattle breeding and vermi composting, as well as support to youth in building their own ventures. Sustainability ICICI Foundation is working to put in a place a mechanism for facilitating job placement through industry linkages, support structures for candidates starting their own ventures and regular follow-up with those who have completed their training. Students are guided in technical skills and in understanding how to finance their own start-ups.
Apart from trainings at its residential centres, ICICI Foundation undertakes courses in the villages surrounding Udaipur and Jodhpur where there is demand. In the next year, ICICI Foundation aims to train several thousand people through these initiatives. After establishing an effective model with the RSETIs in Jodhpur and Udaipur, ICICI Foundation anticipates expanding its sustainable livelihood initiatives to other areas where there is demand and capacity for such interventions.
47
Nurturing self-reliance and empowerment through livelihoods

For course participants, the impact of the beautician course at ICICI Foundations Rural Self-Employment Training Institute is not just skin deep. For two months, these rural women not only get expert training on the skills required of a beautician, but also an opportunity to take control of their own lives. Whether motivated by the possibility of financial security or the desire to look like the actresses on television serials, these women all gain invaluable training in the fundamentals of independence. Lalitha Chowdhury, 22, knows she cannot depend on her husband for a steady income, especially since he is an alcoholic. She enrolled in the course to supplement her familys income and make a better life for herself and her twoand-a-half year old son. At the Udaipur RSETI, Lalita has learned threading, hairstyling, make-up application and other skills to prepare her to open her own beauty parlour. Lalita has been on exposure visits to ayurvedic hospitals, learned yoga, and even helped prepare local brides for their special day. Her teacher has guided Lalita on applying for a loan for the certification fees to open her own parlour, and she already has several clients.
I can stand on my own feet now.

Lalita Chowdury (middle) enrolled in the beautician course at ICICI Banks Rural SelfEmployment Training Institute to provide a better future for herself and her family.
48
I feel good because I can do this on my own.

Bimla Berba, a recent graduate of the Rural SelfEmployment Training Institutes 90-day tailoring course is gainfully self-employed in her village and wants to begin teaching others about entrepreneurship.
Chanda Kochhar, the Managing Director and Chief Executive Officer of ICICI Bank, inaugurated the Udaipur RSETI on March 24, 2011.We are working to introduce newer courses including courses on development of soft skills that will help people make a better living. This is a very important initiative and is close to our hearts, she said in her keynote speech. I am sure that together with like-minded people and organisations, we can make a considerable impact on the development in our country and shape our future
49
5
In addition to our work in our four focus areas, ICICI Foundation works with ICICI Group of Companies to support their various Corporate Social Responsibility (CSR) initiatives. CSR initiatives are designed to be consistent with the respective area of expertise of each company within the ICICI Group. ICICI Groups CSR efforts have been and remain integral to its core mission of delivering value to its stakeholders and contributing to the sustainable growth and development of Indias economy.
ICICI Group Corporate Social Responsibility

51
ICICI Group CSR initiatives

ICICI bank REAd to lEAd Read to Lead Phase 1 was an initiative of ICICI Bank to facilitate access to elementary education for underprivileged children in the age group of 3-14 years, including girls and tribal children from remote rural areas. It has reached out to 100,000 children across 14 states: Andhra Pradesh, Bihar, Delhi, Gujarat, Haryana, Jharkhand, Karnataka, Maharashtra, Orissa, Rajasthan, Tamil Nadu, Tripura, Uttar Pradesh and West Bengal. It supported partner NGOs to design and implement programs that mobilise parent and community involvement in education, strengthen schools and enable children to enter and complete formal elementary education. Read to Lead Phase I focused on bridge courses to support dropout children to re-enroll in formal education, providing educational kits that include uniforms, books, stationery, woollen clothes, inclusive and special education, health and nutritional support for children, and community initiatives for sensitisation on the importance of education. This year, ICICI Bank has entered into the second phase of their Read to Lead initiative. In this phase, ICICI Bank has supported the establishment 52
of 63 libraries that will reach out to approximately 7,200 children in the rural areas of Jagdalpur block of Bastar district in Chhattisgarh. The programme includes building libraries, sourcing books and conducting various interactive activities to make the library a dynamic centre for learning. ICICI Securities muktAnGAn EduCAtIon InItIAtIVE ICICI Securities, through ICICI Foundation, is continuing its support of the preprimary section of Muktangan, a Mumbaibased NGO. Muktangan works within the government school system and manages the educational procedures of the Globe Mills Passage Municipal School. Muktangans goal is to use holistic techniques to design a model of quality education that is sustainable and affordable. ICICI Securities support, which began in 2007, helps Muktangan to develop and introduce innovative and supportive practices for early childhood education to their group of pre-primary students. Some of their practices include maintaining both an ideal student-teacher ratio and continuity between grades. dooRStEP SChool Through ICICI Foundation, ICICI Securities has also been supporting the School Partnership Project at the Colaba Municipal School, a project to enhance
childrens learning through extracurricular activities. Doorstep, a Mumbai-based NGO, has assessed the needs of the schools students and developed a corresponding set of activities to enhance their learning. Depending on the age and ability of the children, these activities include daily study classes, weekly reading classes, recreational activities, mental health sessions, childrens committees, workshops and exposure visits. These activities are integrated alongside the mainstream curriculum to help sustain the childrens interest in school. Because of ICICI Securities support, which began in 2003, Door Step School has been successful in bringing about considerable improvement. ICICI Group In order to reduce the blood shortage in India, ICICI Foundation organised a series of blood donation camps at ICICI Group offices in Mumbai, together with State Blood Transfusion Council (SBTC), the autonomous regulatory authority for blood banks in Maharashtra set up under the Ministry of Health. ICICI Foundation has organised three camps so far, at ICICI Bank Towers, Mafatlal Chambers and ICICI Banks Chandivali office. The camps have received an overwhelming response, with over 1,400 employees donating. The blood donated went to SBTCs premiere blood bank, Mahanagar
Rakthpedhi (MR). MR provides safe blood and its components at the least expensive price in Mumbai. This makes blood more accessible to people from all socio-economic backgrounds. MR also regularly provides blood for free to 150 children with thalessaemia and sickle cell disease. SBTC issues every donor a card that makes him or her eligible for one free unit of blood within the next two years. The blood donation drive will now be extended across other offices of the ICICI Group in India.
53
Caring for mothers and children in rural areas

ICICI Lombards Healthy Lokshakti
functionaries (doctors and paramedics). The impact of the programme activities in these two blocks will be shared with key government health functionaries at the district and state levels to advocate for its scaling up to other blocks in the district. ICICI Foundation and its resource partners have completed a baseline study for Healthy Lokshakti, conducted by Aurangabad College of Social Work through a randomised controlled field trial. It researched the two project blocks, Trimbak and Peinth, and two controlled blocks, Surgana and Igatpuri, covering 12,906 households and 898 infants. The goals of the study were to assess the existing health indicators including the rate of institutional deliveries, newborn care, and infant mortality, and to identify resource gaps in the existing public health services. Our implementing partners have identified the major barriers to seeking institutional birth for rural women as: 1 decision-making. While many women are aware of the benefits of institutional birth, they may not be in a position within their family to make the decision about their care. 2 money. The government provides incentives for institutional delivery, but many women are unaware of these programmes and the incentives
An operator at the 24/7 Healthy Lokshakti helpline that connects rural women with information on pregnancy and transportation to medical facilities.
Healthy Lokshakti is an initiative funded by ICICI Lombard to reduce newborn and infant deaths by working to strengthen public healthcare systems and ensure that women receive good healthcare during and after pregnancy and medical assistance during delivery. The three-year project is being implemented in two tribal blocks of Nasik district in Maharashtra Trimbak and Peinth. 54
The programme aims to create and maintain a well-coordinated network linking the communities, grassroots health workers, transportation facilities and healthcare institutions in tribal blocks. It also seeks to create and manage a financial system at the community level to meet the emergency needs of mothers and children, and to provide multi-skill training to medical and health
often fall short of covering the cost of transportation. 3 transportation. In isolated and rural areas, clinics and hospitals are rarely within walking distance and typically require several hours of travel. Most families in villages do not have their own means of transportation and any available vehicles are often prohibitively expensive. 4 Properly functioning facilities. Low quality of care, doctor absenteeism, and overcrowding of health clinics and hospitals means that very often families feel the safest option is to give birth at home, or that going to an institution is not worth the expense. To help reduce these barriers, Healthy Lokshakti has initiated a 24-hour helpline on which callers receive assistance in identifying which nearby medical facility can best handle their situation and in accessing reasonably priced transportation to get there. They can also receive guidance and information about other maternal and child health issues. Providing guidance about which medical facility the patient should visit will help prevent complicated situations from becoming life-threatening emergencies. Since the women in these intervention areas are often already suffering from health complications like malnourishment, or are underage, pregnancy complications are a frequent and urgent scenario. By allowing the medical facilities to prepare
for a patients arrival, the helpline will provide a useful service for both patients and doctors. The doctors at the rural hospital will be able to call in advance for a specialist like an anaesthesiologist, saving precious time. If the patient requires medical attention that cannot be provided at the Rural Hospital, she will be instructed to go immediately to the civic hospital. When an emergency case arrives, either hospital will already have received the patient history from the helpline staff and will be prepared to give appropriate treatment.
The helpline is operated by Vachan, the projects implementing NGO partner, and staffed by four local professionals, all of whom have significant experience in the field of maternal and child health. The helpline staff also makes outreach calls to keep track of pregnancies, deliveries and the immunisation status of children up to one year old, and generate awareness about care during pregnancy.
The ambulance for ICICI Lombards Healthy Lokshakti programme that works to reduce infant mortality in two tribal blocks of Maharashtra.
55
ICICI Fellow designate Dhivya Shivaramkrishnan demonstrating a microsavings product to a womens empowerment group in rural Rajasthan.
6
ICICI Foundation believes that in each and every sector, India needs talented young leaders who have had deep exposure to Indias broader realities, who understand the challenges and opportunities presented in diverse environments, and who have the skills and determination to discover and implement innovative ideas
ICICI Fellows Programme
57
ICICI Fellows programmes
ICICI Fellow designate Ramkishan Singh has revived Seva Mandirs dal mill, a village cooperative in Kotra block of Rajasthan. Through improved monitoring of stock and eliminating dal wastage, the mill, which was previously operating at 77% efficiency, is now at 91%. By eliminating the need for a middleman between the dal farmers and the market, Ram has significantly enhanced farmers livelihoods. The dal mill is now profitable and Ram is working to streamline production, expand operations to include more products, and increase sales.
Based on this belief, ICICI Foundation launched ICICI Fellows, a pioneering leadership programme that nurtures young talent to create a cadre of socially responsible leaders for India. This transformative programme focuses on developing Fellows leadership potential through perspective building and experiential learning. 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.
ICICI Foundation ensures that the Fellows designate are supported and inspired along their journey. Fellows designate are placed with NGOs that have documented track records for implementing change. They work on long-term projects that their NGOs specifically design for them to implement and explore. After the successful completion of their programme, ICICI Fellows designate gain the title of ICICI Fellow. Each Fellow designate is paired with a mentor at his or her NGO who provides insight and perspective about the Fellows project and the social sector 58 in general. Each Fellow designate is assigned a personal coach to facilitate personal growth and development through goal setting, monitoring, and counselling, and a technical mentor who provides specific skill training to expand the capacity of the Fellows to contribute to their NGOs. Upon completion, the ICICI Fellows are equipped to take leadership positions across all sectors private, government and civil society to help India take the bigger step. Out of 2,000 applications and 20,000
registrations received in the first year, a select group of bright young professionals were chosen to enrol in the first batch of the ICICI Fellows programme.
I had always planned to go to an engineering school. Now, after I complete the Fellowship, I want to learn how different sectors can work together to help Indias poor.
ICICI Fellow designate Akshay Nikam at his tofu microenterprise for villagers.
59
ICICI Fellows programme
I am not just working with my village members to get a better sanitation system; I am helping them to participate, contribute and commit to their own community.
ICICI Fellow designate Nitesh Anand
Meet the ICICI Fellows
Working with the community in rural Rajasthan has required Nitesh to use both his experience as an engineer and as a member of a professional theatre troupe. In Delwara village of Rajasthan, ICICI Fellow designate Nitesh has been working on waste management and sanitation with Seva Mandir, a local NGO. The goal of his project is to promote local self-governance and responsible citizenship in the village of approximately 5,000 people. Leveraging his NGOs model of self-governance and empowerment for the villagers, Nitesh is working to install 90 individual toilets for villagers primarily tribal groups who previously had no access to toilets. To construct the toilets, each family must
contribute a small sum to ensure their ownership and build their investment in the project. Each family also gives a monthly sum to provide for the maintenance of their septic system. Niteshs project also works to raise the societal status of the sweepers, known as Arogya Mitras within the community, and to provide support for daily cleaning of streets and drains. Monitoring these sweepers involves a comprehensive evaluation system administered by committees with village representatives and cleaning supervisors in addition to workshops and monthly meetings, which Nitesh helps to facilitate. These monthly meetings provide a platform for the sweepers to air their societal and family
problems to the waste management team of Seva Mandir and executive governing council of the village. Building connections within the community is what Nitesh, who comes from Munger in Bihar, has found most rewarding about the fellowship so far. To help him win the confidence of the village youth, Nitesh broadcasted the Cricket World Cup for over 500 people. When they lifted me on their shoulders after India won the World Cup, I felt like I was the winner! He has been helping the young people in the village make documentaries, broadcasting them on screens in the village centre, and also organised a performing arts training workshop.
60
Rupal is spending her ICICI Fellowship demonstrating to tribal groups how banking works, developing new tools for imparting financial literacy, and training the staff from Rajasthan Shram Sarathi Association (RSSA) on cultivating financial responsibility among migrant workers in Gogunda block of Rajasthan. A graduate of the London School of Economics, Mumbai-native Rupal joined ICICI Fellows to give herself a chance to make a meaningful contribution to an NGO through long-term engagement with a given community. Her project initially involved development of a financial literacy model for migrant workers but after assessing the needs of the community and her organisation she now also develops new tools for
understanding finance at both the individual and family level, has piloted a wealth management programme for migrant households, runs womens savings and solidarity groups using metal piggy boxes known as gullaks, and trains the RSSA staff on financial concepts, the new financial literacy tools and counselling methods. One of the key components of Rupals fellowship has been integrating herself into the community, particularly migrant workers and their families. While migrant labourers are away from their villages, their wives and families are left to handle the family finances. Part of Rupals work with RSSA helps provide these women with an understanding of their rights and the ability to control their financial future.
Cultivating a level of comfort with the villagers was essential to being able to discuss important issues and earn their trust. Now, a Mewari speaker and a part of village life, Rupal has gained immense understanding of the real challenges facing the rural poor.One of our clients was only able to save 53 rupees but those 53 rupees are so valuable to me now because I know what it took for her to save that much. Since the beginning of her fellowship, she has led 42 financial literacy meetings with over 800 participants. She has signed up over 60 women from migrant households for gullak bachhat savings and solidarity groups 26 of which have been linked with bank accounts, and conducted 13 staff trainings across 3 blocks.
One of our clients was only able to save 53 rupees but those 53 rupees are so valuable to me now because I know what it took for her to save that much.
ICICI Fellow designate Rupal Kulkarni
61
Financials
63
Financials
REGISTRATION AND TAx STATUS

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-Registrars Office at Chennai on January 04, 2008. 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. The Foundation has also obtained its Permanent Account Number (PAN) and Tax Deduction Account Number (TAN).
GOVERNING COUNCIL
ICICI Foundation is governed by a council of senior executives from ICICI Group and ICICI Foundations 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
Rajiv Sabharwal Executive Director ICICI Bank bhargav dasgupta Managing Director & CEO ICICI Lombard General Insurance Subrata mukherji President ICICI Foundation
64
MANAGING COMMITTEE
Subrata mukherji Chairman n. S. kannan Executive Director and Chief Financial Officer, ICICI Bank k. Ramkumar Executive Director, ICICI Bank Rajiv Sabharwal Executive Director, ICICI Bank Pramod Rao Senior General Manager, ICICI Bank Anindya banerjee General Manager, ICICI Bank
SENIOR MANAGEMENT
Subrata mukherji President Chinmay Sengupta Chief Operating Officer Sudhanshu joshi Senior Vice President and Head, ICICI Foundation for Inclusive Growth - Centre for Elementary Education Prerana langa Vice President CSR and Communications Shilpa deshpande Head, ICICI Foundation for Inclusive Growth - Centre for Child Health and Nutrition Pompy Sridhar Vice President Outpatient Health Care hitesh Somani Vice President Finance
65
Financials
FUNDS FLOW
ICICI Foundation received `96.97 million from the following sources as corpus during April 1, 2010 to March 31, 2011:
(` million)
Source (April 1, 2010 to March 31, 2011)

ICICI Bank ICICI Lombard General Insurance Company Limited ICICI Venture Fund Management Company Limited ICICI Securities Limited ICICI Home Finance Company Limited total
Amount
61.00 10.79 9.31 12.17 3.60 96.97
66
Disbursements made (April 1, 2010 to March 31, 2011):

(` million)
Grant Beneficiaries
(April 1, 2010 to March 31, 2011)
Amount
10.00 12.28 9.56 3.00 6.52 2.08 2.00 1.81 1.94 1.63 0.90 1.01
ICICI Foundation Programmes CSO Partners Digantar Shiksha Evam Khelkud Samiti Tata Institute of Social Sciences The America India Foundation Trust Eklavya Foundation Jana Sanskriti Centre for Theatre of the Oppressed Vikramshila Education Resource Society Centre for Learning Resources Janagraaha Centre for Citizenship and Democracy Education Support Organisation Save the Children Other Grants / Project Expenses ICICI Group CSR Give India - ICICI Bank Read to Lead Project Dignity Foundation Bhavishya Alliance Give India Speak for Smiles total
26.59 25.00 1.61 7.00 112.93
The Foundation also incurred total expenses of `49.48 million during this period and had a fund balance of `107.02 million (including `101.18 in FDRs) as of March 31, 2011.
67
Financials balance Sheet at march 31, 2011

(` in thousands)
Schedule No.
SouRCES oF FundS: trustees funds : Corpus fund totAl APPlICAtIon oF FundS: Fixed assets Gross block Less: Accumulated depreciation Net block Investment Current assets, loans and advances: a) Cash and bank balances b) Loans and advances less: Current liabilities and provisions net current assets totAl Significant accounting policies and notes to accounts As per our report of even date For khandelwal jain & Co. Chartered Accountants Shivratan Agarwal Partner membership no. 104180 Place : mumbai date : April 6, 2011 68 8
At March 31, 2011 At March 31, 2010
109,686 109,686
169,032 169,032
1,022 590 433
626 231 395 -
101,182
4 5 6
5,843 4,307 10,150 2,078 8,072 109,686
164,175 5,748 169,924 1,287 168,637 169,032
For and on behalf of the Governing Council k. V. kamath Chairman S. mukherji President, ICICI Foundation for Inclusive Growth
Income and Expenditure Account for the year ended march 31, 2011
(` in thousands)
Schedule No.
For the For the year ended year ended March 31, 2011 March 31, 2010
6,066 6,066 700 4,611 5,311
INCOME Grants / donations received Interest income Total EXPENDITURE Application of funds towards object of the trust Administrative expenses Depreciation 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 As per our report of even date For khandelwal jain & Co. Chartered Accountants Shivratan Agarwal Partner membership no. 104180 Place : mumbai date : April 6, 2011 8
7 2
112,926 49,098 359 162,383 (156,317) (156,317) (156,317)
107,886 20,484 231 128,600 (123,289) (123,289) 56,116 (67,173)
For and on behalf of the Governing Council k. V. kamath Chairman S. mukherji President, ICICI Foundation for Inclusive Growth
69
Financials
SCHEDULE-8
SIGNIFICANT ACCOUNTING POLICIES AND NOTES TO ACCOUNTS
oVERVIEw Schedule 1 : Corpus fund Schedules forming part of Financial Statements at March 31, 2011
(` in thousands)
The ICICI Opening Balance Foundation for Inclusive Growth has been setup as a public charitable trust, with ICICI Bank Limited as the 169,032 10 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 Add: Further contributions during the year 96,972 236,195 health, elementary education, financial inclusion and sustainable livelihood. Less: Amount transferred from Income & (156,317) (67,173) SIGnIFICAnt ACCountInG PolICIES Expenditure Account total 109,686 169,032 a. basis of preparation of financial statements: The accompanying financial statements have been prepared under the historical cost convention in accordance with Schedule 2 -generally accepted accounting principles and the applicable Accounting Standards issued by the Institute of Chartered Fixed assets Accountants of India (ICAI).
Particulars
of Computers statements and the reported amounts - grants/donations and expenses during the reporting period. Difference between 521 290 811 223 332 555 255 298 the actual results and estimates are recognized in the period in which the results- are known /materialized. Furniture & fixtures 8 55 64 0 6 7 57 8 Office equipments 96 52 148 7 20 28 121 89 c. Revenue recognition: Total 626 396 1,022 231 359 590 433 395 Grants / donations are accounted on cash basis. Interest income is accounted on- accrual231 basis. Previous year 626 626 - 231 395 d. Fixed assets: Fixed assets are stated at cost less accumulated depreciation. All costs2011 At March 31, 2010 Schedule 3: Investments At March 31, relating to the acquisition and installation of fixed assets are capitalised. Fixed deposit with ICICI Bank Limited 101,182 e. depreciation: total 101,182 specified in the- Income Tax Act, 1961. The Trust provides depreciation on fixed assets at the rates and in the manner f. Prior period items:
Gross block Depreciation Net block As on Addition Deletions As on As on For the Adjustment As on As on As on b. use of estimates: 01.04.2010 financial statements in conformity01.04.2010 year on deletion 31.03.2011 31.03.2011 31.03.2010 during the during the 31.03.2011 with generally accepted accounting principles requires estimates The preparation of and assumptions to be year thatyear the reported amounts of assets and liabilities on the date of the financial made affect
Schedule 4 : Cash and bank balances
Prior Period items, if any, are included in the respective income and expenses and material items are disclosed by way 5,827 164,175 of note. Balance with scheduled bank in savings account Cash in hand 16 total 5,843 164,175
70
notES to ACCountS a. Related party disclosure 1)
Schedule 5: Loans and advances
Names of the related parties and nature of relationship, as identified by the Trust, are as follows: Advances recoverable in cash or kind 969 454 Sr. No. Name Nature of relationship Prepaid expenses 500 313 Interest accrued 1,837 4,611 1 ICICI Bank Settlor Security deposits Ltd. 1,001 370 2 ICICI Trusteeship Services Ltd. Trustee total 4,307 5,748 3 ICICI Prudential Life Insurance Company Ltd. Group Company of the Settlor 4 ICICI Lombard General Insurance Co. Ltd. Group Company of the Settlor 5 ICICI Venture Funds Management CompanyAt March 31, 2011 At March 31, 2010 Settlor Ltd. Group Company of the Schedule 6: Current liabilities and provisions 6 ICICI Securities Ltd. Group Company of the Settlor 7 ICICI Securities Group Company of the Settlor Current liabilities Primary Dealership Ltd. 8 ICICI Home Finance Company Ltd. Group Company of the Settlor Sundry creditors 1,322 1,165 Other liabilities Further contribution to corpus: total Particulars 756 2,078 Current Year 122 1,287
(` in thousands)
2)
Schedule 7: Administrative expenses

61,000 29,727 Nil 3,756 10,795 5,324 9,310 1,976 12,268 1,825 Nil 2,219 3,599 522 96,972 877 932 546 637 Current Year 719 39 Nil 49,098 nil
Previous Year 153,000 12,085 65,210 3,375 2,363 1,638 Nil 243 Nil 1,255 10,000 - 5,622 963 237 236,195 (` in thousands) 181 Previous Year 479 28 700 20,484 700
ICICI Bank Ltd. Salary expenses ICICI Prudential Life Insurance Co. Ltd Professional & consultancy fees ICICI Lombard General Insurance Co. Ltd. Travel & conveyance expenses ICICI Ventures Fund Management Company Limited Lodging & boarding expenses ICICI Securities Limited Designing, printing & stationary expenses ICICI Securities Primary Dealership Ltd. Legal expenses ICICI Home Finance Company Ltd. Rent total Insurance expenses Books received: 3) Grants & periodicals Technology related expenses Telephone, telex & internet expenses Particulars Other expenses Audit fees ICICI Bank Ltd. total total
71
Financials 4) Interest received: On balance in savings bank account `4,030,408 (Previous Year: `4,610,997) On fixed deposits `2,035,290 (Previous Year: Nil)
b. Interest Income includes Nil (Previous year: `3,280,281) related to prior period. c. Previous years figures have been regrouped wherever necessary. For khandelwal jain & Co. Chartered Accountants For and on behalf of the Governing Council
Shivratan Agarwal Partner membership no. 104180
k.V. kamath Chairman
S. mukherji President
Place: mumbai dated: April 6, 2011
72
Published by The Communications Team ICICI Foundation for Inclusive Growth design www.seshdesign.com Photography Girish Menon ICICI Foundation (pg 40-42, 49 & 62)
44
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: info@icicifoundation.org www.icicifoundation.org Follow us on http://www.facebook.com/icicifoundation.inclusivegrowth http://twitter.com/icicifoundation
44

Icici

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Icici

Загружено:

Авторское право:

Доступные форматы

ICICI Foundation for Inclusive Growth

Annual Report 2010-2011

Making Indias growth more inclusive.

Message from the Chairman

Message from the Managing Director & CEO

Message from the President

ICICI Group CSR

Where we work and what we do

tRIPuRA jhARkhAnd wESt bEnGAl

ChAttISGARh odIShA mAhARAShtRA

Advancing primary health

Advancing primary health

Advancing primary health

Developing new products for outpatient healthcare

Advancing primary health

Building Systems for Healthy Communities

VHC & SaHiyya Programme Team

Training SaHiyyaS Team 40,962 48 (1 /village) (2 / district)

Programme Co-ordinaTor 22 (1 / district)

STER LEV C L USaHiyya E L

SaHiyyaS 40,964 (1 /1000)

Advancing primary health

Advancing primary health

Promising quality in elementary education

Promising quality in elementary education

the universe of our work

Promising quality in elementary education

developing an inclusive school environment

Promising quality in elementary education

Creating a model for change

Promising quality in elementary education

developing Right to Education compliant schools

Enabling access to financial services

Including Indias rural poor through specialised financial products

Cultivating sustainable livelihoods

Today is a world of computers and mobiles. I get to be a part of that.

Cultivating sustainable livelihoods

Nurturing self-reliance and empowerment through livelihoods

I can stand on my own feet now.

I feel good because I can do this on my own.

ICICI Group Corporate Social Responsibility

ICICI Group Corporate Social Responsibility

ICICI Group CSR initiatives

ICICI Group Corporate Social Responsibility

Caring for mothers and children in rural areas

ICICI Fellows programmes

ICICI Fellows programme

Meet the ICICI Fellows

REGISTRATION AND TAx STATUS

Source (April 1, 2010 to March 31, 2011)

Disbursements made (April 1, 2010 to March 31, 2011):

(April 1, 2010 to March 31, 2011)

26.59 25.00 1.61 7.00 112.93

Financials balance Sheet at march 31, 2011

At March 31, 2011 At March 31, 2010

1,022 590 433

626 231 395 -

5,843 4,307 10,150 2,078 8,072 109,686

164,175 5,748 169,924 1,287 168,637 169,032

112,926 49,098 359 162,383 (156,317) (156,317) (156,317)

107,886 20,484 231 128,600 (123,289) (123,289) 56,116 (67,173)

At March 31, 2011 At March 31, 2010