1. POOREST AREAS CIVIL SOCIETY (PACS) PROGRAMME - Four Years of “Small” Grants Funding from DFID Management by Development Alternatives and PriceWaterhouse Coopers August, 2005

2. Note : - Map not to Scale MAHARASHTRA (11/35) MADHYA PRADESH (20/45) UTTAR PRADESH (20/70) CHHATTISGARH (4/16) JHARKHAND (19/22) BIHAR (35/38) State Boundary District Boundary Legend (108/225) PACS Districts / Total Districts Operations in 6 States

3. Note : - Map not to Scale MAHARASHTRA MADHYA PRADESH UTTAR PRADESH CHHATTISGARH JHARKHAND BIHAR PACS Projects Status - as on January 2005 OTHERS 126 Cumulative 24 21 15 24 31 9 Note: 33 projects approved (awaiting DEA’s approval) 2

4. % Distribution of Funds across States Cumulative till July 2005 Total Commitment Rs. 118 Crores

5. Achievement Against Targets – Project Grant Cumulative till July 2005 Amount in Rs. Lakhs *17 proposals valuing Rs. 1421 lakhs are subject to approval of 14 PSC Category of Projects TargetAchievement * No.Project CostNo.Project Cost A (Above 150 lakhs)19570020 4996 B (50 - 150 lakhs)56560053 4486 C (20 - 50 lakhs)64224055 1905 D (Upto 20 lakhs)3232035 442 Sub Total17113860163118,29 Total funds for Project Grant:14350(Equivalent of 20.5 MGBP) Funds Committed Till Date11829 % Commitment82%

6. SOS - PACS Scale of Operation

7. Programme Reach – Running Projects Highest number of network projects in Jharkhand (81%) Highest number of CSOs involved in PACS in Maharashtra (100) Highest number of projects in UP (31)

8. Programme Reach - Geographical Number of Villages

9. Programme Reach: CBOs Jharkhand has almost 44% of all PACS CBOs (16,817) Women SHGs are main vehicle of project delivery CBOs have total of 237,774 members

10. PACS – Some Breakthroughs Effective model for attack on poverty Balanced approach to development support Outsourced model of support to CSOs (state based resource organizations) Intensive, supported interventions in clusters –Thematic –Geographic Communication and advocacy initiatives Learning system (MEAL) for a large program

11. PACS: Cost-effectiveness Disbursed: Rs 103 cr Overhead Costs: 8% Entitlements realized: Rs 1,000+ cr (Est.) SHG Funds Saved: Rs 30+ cr Other Funds Mobilised: Rs 100+ cr Project locations: Poorest and Remotest villages; in MP avg. road is 5+ Km

12. “A Giant Step Forward for the Marginalised and the Very Poor” “A rigorous and principled governance structure founded upon peer respect and recognition” “PACS financial systems are strong and are based upon uncompromising integrity” “Monitoring of finances is systematic and regular and subject to numerous checks and balances” “MEAL also effectively completes the transfer of power to meso levels in the project” Quotes from UK Government’s Annual Reviews of PACS

13. PACS Mandate Goal To empower the poor to exercise their entitlements Strategy By strengthening civil society’s capacity Outputs Successful interventions Governance, Livelihoods, Women’s Empowerment Self-help to meet basic needs, etc Effective partnerships of civil society Lessons learnt and disseminated

14. PACS – Basic Givens Budget £ 25 Million (Rs 200 Crores) over 7 years Region 100 Poorest Districts – in UP, Bihar, MP, Maharashtra, Jharkhand and Chhatisgarh Activities Fundable Capacity Building: Training, Institutional Dev’t Participatory, Knowledge Sharing, Advocacy But NO Service Delivery

15. PACS – Decision Structure DFID: Nil (Reps in NAB and PSC) NAB:Overalll Policy PSC:Project Selection DA:Day-to-day Operations PwC:Financial Accountability

16. PACS – Programme Structure and Functions Policy advice & guidance Programme Oversight Project Selection & Progress Review External Monitoring & Assessment PACS Management & administration Outreach and Information dissemination, Capacity building Impact Assessment Consultants National Advisory Board DFID India / UK Category (A) DA Support Systems Project Selection Committee DA-PWC PACS Programme Management Team DA PwC (Technical) (Financial) Programme implementation Category (B) Category (C) Category (D) MEAL Core Group CAP Communication Advise & Guidance Overseen the MEAL Implementation

17. PACS – Management Structure Development Alternatives: 8 Professionals PriceWaterhouse & Coopers: 6 Professionals Partners in Each of 6 States: 6 Resource Org’s (Each State has about 16 development consultants to provide CSOs with Project Development, Supportive Supervision, MEAL and Communication)

18. Development Alternatives  Provides for Grant-making Process Basic Design of Entire System Data Systems for Managing Projects GIS Support for Tracking and Reporting  Provides to PACS Management: Infrastructure and Intellectual Supports Substantive Project Appraisal Services Concept and Design of MEAL System

19. Development Alternatives  Provides to Projects in the Field Technical Support Livelihood Options Network Connections for –Governance Projects –Inclusion-oriented Projects Training and Capacity Building

20. PACS – State Level Structure and Functions State Anchor (MC) Programme Support Team (PST) CSO State Core Group MEAL Implementation l Analysis and synthesis Feedback and communication Co-ordination at State level Strategic direction Capacity building Regional/ state level initiatives Plan, monitor Research, innovation State level liaison Advocacy and networking Management Consultants

21. Achievements shown by… Programme reach and coverage Effectiveness of programme strategies Innovations in programme systems Programme innovations and best practices Achievement of stated objectives Programme impact and cost effectiveness New ideas for development praxis

22. Model for Outsourcing Management 21 vibrant State based resource organizations strengthened to: –Provide effective support system for CSOs –Be constructively flexible in its own work –Identify core developmental issues in the State and align PACS objectives with them –Conduct rigorous monitoring & evaluation –Spearhead advocacy efforts at State Level

23. Uniqueness and Strength of PACS Strategies

24. Programme Elements  Programme and Management Systems  Rigorous process, procedures, doc’n  Aggressive Outreach for New Projects  Project Development Support  Project Implementation Backstopping  Monitoring, Evaluation and Learning  Continuous, Dynamic Improvement  Reporting, Communication, Networking

25. PACS Supports Unorthodox Projects Integrated – Cross-cutting, multi-faceted, result-oriented Flexible – Responsive to community needs – No constraint by pre-conceived budget lines – Encourages innovation and risk-taking Process-oriented – Wide range of methodologies – Self-monitoring

26. PACS - A Value based Programme Integrity and Accountability – Substantive and Financial – Accountability built integrally into systems Transparency –Encourage sharing of successes and failures –Actively permits mid-course redesign of projects based on experiences and learning Respect – Putting the last first – Incorporate local knowledge and perceptions – Participative programme and project design

27. MEAL – The Cutting-Edge Monitoring, Evaluation and Learning System An integrated methodolgy: –An integral part of every intervention –At all levels: Process, Program, Project and Activity A systemic method to improve: –Reflection and learning within and externally –Generation and management of decision information Adapted for PACS from DA Group’s systems

28. Key Success Factors Programme Design Donor flexibility and acceptance of innovative grantmaking process –1 st year allowed for planning and system design –Long-term commitment (no FY lapsing of funds) Large Provision for Capacity Building of Partners Rigorous but User Friendly Procedures Clear and Detailed Documentation Competent Project Selection Committees

29. Concept Papers – Mobilisation and Appraisal 05

30. Key Success Factors Programme Delivery Highly Responsive Grant-making Processes Focused Project Mobilisation Strategy Decentralised Project Management Systems Highly Transparent Processes Programme Management Highly Accessible Rigorous Monitoring and Accountability Low Overhead Costs, High Level Support