DELHI WATER DATA STRATEGY

Concept Note for

Government of NCT

September 2015

10
July,
Table of Contents

The Delhi Government Has Wide-Ranging Responsibilities Around Water .................................................................................................................................................. 3

These Responsibilities Are Interconnected ................................................................................................................................................................................................... 4
The Water Value Chain Is Complex And Increasingly Fragile Due To Supply And Demand Shocks And Stresses ........................................................................................ 5
The Supply And Demand Shocks And Stresses Have Caused Acute Water Shortages And Mismanagement In Water Supply ................................................................... 7
High Quality Data Can Improve Decision-Making And Water Service Delivery ............................................................................................................................................ 8
The Water Data Ecosystem Is Complex And Needs To Be Effectively Managed ........................................................................................................................................ 10
There Are Five Sources Of Suboptimal Data Management ......................................................................................................................................................................... 11
Dalberg Can Support The Nct Government Craft A Robust Water Data Strategy ...................................................................................................................................... 12
Next Steps.................................................................................................................................................................................................................................................... 15
About Dalberg.............................................................................................................................................................................................................................................. 16
Relevant Project Experience ........................................................................................................................................................................................................................ 20
Water ...................................................................................................................................................................................................................................................... 20
Sanitation................................................................................................................................................................................................................................................ 21
Experience In India ................................................................................................................................................................................................................................. 23
Working With The Government ............................................................................................................................................................................................................. 24
ICT/Data/Mobile .................................................................................................................................................................................................................................... 26
"Accurate information on the condition and trends of a country's water resource--surface and groundwater; quantity and quality--is required as a basis for economic and social development,
and for maintenance of environmental quality through a proper perception of the physical processes controlling the hydrological cycle in time and space.... almost every sector of a nation's
economy has some requirement for water information, for planning, development, or operational purposes."
--WMO/UNESCO Report on Water Resources Assessment, p. 16.

The NCT Government Has Wide-Ranging Responsibilities Around Water

The Government of Delhi is responsible for meeting the complete water needs for the city state. This includes water for agriculture, industrial use and
domestic purposes. This represents a very challenging set of responsibilities: According to a 2013 CAG report, 24.8% of the 33.41 lakh households of
Delhi do not have access to piped water supply.

However, the present government has stepped up to take responsibility and make potable water not only a reality but a fundamental right for all
citizens of Delhi through a set of promises listed below:
 Free Lifeline Water: The Delhi Government has promised to provide up to 20 kiloliters of free water per month to each metered household.
 Universal Access to Water: The Delhi Government has committed to connecting each Delhi resident to the Delhi Jal Board Water Pipe network
in the next 5 years. It will also provide water kiosks and public hydrants for free access to water at water scarce areas.
 Fair and Transparent Pricing: The Government has promised to ensure affordable and sustainable pricing of potable water by maintaining
adequate supply of water, regulating private tankers, abolishing mandatory 10% hike in water tariffs and removing commercial rates for small
shops and businesses.
 Commitment to Quality: The Government has guaranteed access to safe water supply with quality standards as per BIS: 10500 certification by
setting up decentralized water purification systems, conducting random and frequent sampling tests and monitoring water quality on a 24x7
basis.
 Augmenting Water Resources: The Government has committed to introducing compulsory Rainwater Harvesting (RWH) to conserve and
augment ground water resources by building public RWH systems, streamlining policies for RWH and providing incentives.
 Controlling Water Theft and Corruption: The Government has committed to putting a stop to leakages and thefts by increasing bulk meters at
important points, strengthening the leak detention cell, repairing broken pipelines on an urgent basis and most importantly, clamping down on
Delhi water mafia.
 Reviving the Yamuna: The Government has committed to regulating the water discharged in the Yamuna, hence reviving the river, by
constructing more sewage treatment plants, monitoring on a 24x7 basis all effluents going into the water and stopping discharge of any
untreated water into the river.
These Responsibilities Are Interconnected
To make Right To Water a reality, the responsibilities listed above need to be undertaken in tandem with each other. Fulfilling them in silos would not
lead to the desired outcome as each of them is intricately interconnected to each other. Improving underground water resources by rain water
harvesting would not be of much value if it were not supported with proper infrastructure to reach end users.

In summary, this promise of equitable and adequate supply of clean water to all can only be realized if:
 Proper infrastructure including pipelines and water kiosks with fair pricing are provided for equitable distribution
 Adequate water supply by augmenting ground water resources, reaching agreements with other governments for external resources, reducing
thefts, leakages and corruption is ensured for adequate distribution
 Sufficient water purification plants, proper sewage treatment network, and regular quality checks are ensured for the water to be clean.
Figure 1: Components Of Water Service Delivery & Illustrative Interconnections1

1 Please note that these interconnections / relationships are partial and illustrative at this stage
The Water Value Chain Is Complex And Increasingly Fragile Due To Supply & Demand Shocks & Stresses

“The NCT of Delhi which is the largest metropolis in north India has undergone explosive demographic expansion increasing pressure on water sources
in various river basins in north India as well as on its internal groundwater resources. The small city state is high on consumption [with an insatiable
demand], low on internal resource and high on external dependence [mainly dependent on river Yamuna, Ganga, Bhakra Beas system - all snow fed
northern rivers]. Delhi has limited options to influence developments outside its boundary. With restricted sources of supply, no addition to its supply is
expected for at least next 15-20 years.“ (Water Policy of Delhi)

Water Service Delivery within NCT faces complexities and challenges at each of the four steps within the water value chain.

1. Water Supply: Inadequate water supply in the system creates shortages, giving rise to consumer grievances, water thefts, water mafias and
exorbitant prices. Insufficient supply is a result of:
 Depleting internal sources
o The Yamuna is dying due to discharge of untreated sewage wastes and industrial wastes into the river and reducing rainfalls
o Underground water levels have dropped remarkably, up to 50-60m below ground level in some areas, due to over exploitation and
deteriorating weather conditions
 Insufficient external resources
o Pending decisions on external sources like the Munak canal in Haryana affect the expected supply of water
o Loss of water in transportation from far off sources further reduce expected supply
2. Water treatment: Lack of purification plants and sewage networks within NCT make a large portion of this water unfit for any use.
3. Water distribution: Even if sufficient water is sourced to meet expected demands, the current lack of infrastructure leads to further loss of
water. Excessive leakages through broken pipes, leaking tankers over long distances, water theft reduce the water supply substantially. There
is also a shortage of alternative sources of water distribution like water kiosks for households with no access to pipe networks
4. Universal Access: Lack of access to water can happen due to various reasons.
 Inaccurate estimation of demand due to increasing populations and settlements without pipe network, inaccurate consumption data
 Unaffordable prices due to water supply shortage, water mafias, price hikes
 People with no pipe network dependent on local pumps and wells, water from which is many times unfit for drinking
Figure 2: Shocks & Stresses Across The Water Value Chain
These Shocks & Stresses Have Led To Acute Water Shortages And Mismanagement In Water Supply

These challenges have resulted in wide gaps and mismatch in supply and demand of water in Delhi. For instance, Delhi receives about 2718 million
liters per day (MLD) of raw water from external sources and another 378.5 MLD from ground water sources. The total demand of water for the capital
is 3880 MLD which means there is already a shortfall of 20%1. The fast depleting ground water sources predict further increase in this gap. 8 out of 11
districts of Delhi have critically low underground water levels, some up to 40-50m below ground level.1

Distribution of this water supply is weak. 24.8% of households do not have access to piped water network2. Tankers supply only a fraction of the
prescribed quantities due to excessive loss through leakages and thefts. All-in-all, 40% of the water is lost in distribution. 1 Introduction of private
players to meet the excess water tanker demands has led to creation of water mafia who extract and supply water from illegal tube-wells to
consumers at exorbitant rates of up to Rs700/- per household per month3

These figures highlight the urgency with which water situation with NCT needs to be addressed and how all possible means of innovation and
improvement, including a robust Data & Analytics Strategy, need to be implemented in order to deliver sustainable water to 18 million residents.

2 CAG Report
3 www.indiawaterportal.org
High Quality Data Can Improve Decision-Making And Water Service Delivery In NCT

Globally, organizations in the public and private sector are adopting data and analytics as a source of key competitive advantage and improvement
and placing robust data-driven decision making at the center of their strategy. Even in highly optimized industries, research from MIT’s Sloan School of
Business indicates that organizations that engage in “data-driven decision-making” enjoy a 5 to 6% increase in output and productivity over those that
don’t. In industries that are operating some distance from the frontier of efficiency, the potential gains stand to be at least a few times more as
organizations move to increasing levels of maturity in their use of data.

Organizations tend to lie on a spectrum of data & analytics maturity and, consequently, reap varying levels of benefits from this approach.
Figure 3: Stages of Data & Analytics Maturity 4

1. Reactive Reporting
•Adhoc operational
reporting in response to
short-term demands
•Data either missing or in
silos and difficult to
analyze
4. Predictive Analytics
•Robust prediction models
•Scenario planning
3. Strategic Analytics •Risk assessment and
•Relevant statistical mitigation
analyses
2. Proactive Reporting •Cause & effect models
•Standardized operational
reports for internal and
external benchmarking
•Multi-dimensional
analysis and dashboards

4 Adapted from Bersin by Deloitte

Dalberg believes that given the scale of the water challenge in NCT, becoming a strategic user of data & analytics is a critical enabler for the
Government of NCT to improve several categories of decision-making leading to an improvement in its ability to fulfill diverse water related
responsibilities that have been outlined earlier.

Table 1 below illustrates some how data and analytics could help water related decision making that leads to effectiveness and efficiencies in
strategic, operational, and policy matters.

Table 1: How Data & Analytics Can Improve Water Delivery In Delhi (Partial & Illustrative)

Improved Effectiveness Improved Efficiency

Proactive Improved Increased Streamlined Elimination Of

Faster Decisions Better Decisions
Decisions Capabilities Automation Processes Redundancy
Real time Better demand Augmentation Better estimates of Consolidation of
monitoring of estimates using agreements based water availability water storage
Ensuring shortage and population data on high quality using surface& reservoirs where
Adequate Supply complaints leading demand and supply groundwater possible
to augmentation data modeling
Process data that Improved decision Proactive alerts
Ensuring enables comparison making on around the risk of
Adequate of performance of placement of contamination due
Treatment treatment plants treatment plants to road-repair work
and distribution NW
Real-time More efficient Proactive Proactive Automated water Consolidation of
monitoring of planning of tanker augmented supply maintenance of supply timing water pipelines and
Effective Water pipeline & tanker routes and supply in dense or drought water supply pipes processes based on tanker networks
Transport status that allows lines prone areas and mains supply-demand gaps where possible
backups
Real-time processing Equitable The ability to launch Ensuring equitable
of complaints of distribution of water hyper-local water distribution of water
Effective Water quantity and quality normalized to saving programs access points based
Access population density with incentives to on geo-population
residents data
The Water Data Ecosystem Is Complex And Needs To Be Effectively Managed

However, data from different parts of the water value chain is very heterogeneous and difficult to harness for effective and efficient decision-making.

Table 2: Water Stock & Flow Data And The Decisions It Could Enable (Partial & Illustrative)

Water Value Chain Stock Data Flow Data Decisions Enabled

Segment
Adequate Water Supply
Quality Purification &
Treatment
Efficient Distribution
Universal Access
List of current RWH systems in residential,
commercial, & industrial areas
Pollution levels in the Yamuna at different
locations
List of all residential colonies with location and
population numbers
Hyper-local groundwater data & rainfall data
Capacity of water purification plants along with
location
The blueprint for the DJB piped and unpiped
network, location-specific availability of
alternate sources
Map of major pipeline network, age of different
sections of pipeline
GPS coordinates of tanker filling points, their
capacity and number of tankers allocated to
each point, historical tanker demand/ request
data for each location
Geo-locations of tube-wells, digital maps of
boundaries of neighbourhoods, residential
areas, regions of DJB
Water collection from public and private rain
harvesting systems
Sources and condition of discharged waste in
Yamuna
Hyper-local piped supply and tanker supply
data
Extraction rates of groundwater through
private and public sources
Details of contamination complaints, %
utilization of these plants
% utilization of piped network
Details of contamination complaints
Geolocation data of each tanker
Water flow through each of these access
points (quantity and quality)
Incentives for individuals and
development of public systems
Strategies for reviving Yamuna
Matching water demand and supply
Overall water security assessments for
Delhi
Decisions on new purification plants and
sewage networks
Prioritization of investment between
distribution strategies - building pipe
network, adding alternate sources like
water kiosks or tankers
Quick identification and control of
leakages and contamination
Water supply management through
tankers
Ensuring adequate water for all citizens
There Are Five Sources Of Suboptimal Data Management

A concerted strategy is needed to identify data types and models that can provide significant value across key water responsibilities. In the absence of
such a strategy, there are normally, as Figure 4 below illustrates, five sources of suboptimal data usage.
Figure 4: Sources of Suboptimal Data Management

Collection

•Data that is not collected at all or isn't collected repeatedly

Automation

•Data that is collected in an adhoc fashion or in a format that is not reusable

Modeling

•Data that is collected but is not fully analyzed or used in models

•Data that is not made visible through appropriate visualizations or dashboards

Connection

•Data that is connected to other data to create powerful descriptive and

predictive models

Usage

•Data that is not ploughed back into day-to-day and strategic decision making
Dalberg Can Support The NCT Government Craft A Robust Water Data Strategy

Dalberg can support the NCT Government craft and implement a compelling water data strategy that enables the delivering of high quality water
services to individuals and organizations while managing sustainable water supplies for future growth.

We anticipate an 18-week engagement with five distinct phases in delivering this assignment.

Opportunity Data Landscape Strategy

Visioning Launch Support
Identification Assessment Development

Table 3 below gives details of the goals, activities, deliverables, & timelines for each of the five phases outlined above.

Table 3: Stages, Goals, Activities, Deliverables, & Timelines

Stage Goal Activities Deliverables Timelines

Visioning To develop a common - Desk Research: To understand how best-in-class water utilities - Best practice report 3 weeks
vision for the use of data across the world use data and analytics programs - Visioning Workshop
& analytics to manage - Expert Interviews: With individuals within DJB, other water
different aspects of water utilities, data experts
services in NCT - Data Theory Of Change & Visioning Workshop: Facilitating a
visioning workshop with key stakeholders within the
Government, DJB, & external experts to determine an
ambitious yet practical vision for the use of data and analytics
for managing different aspects of the water value chain within
NCT.

Opportunity To develop a prioritized - Desk Research: Focused on DJB operations to understand - Data For Water: Open 5 weeks
Identification list of opportunities current performance. Global benchmarking of performance, Innovation Challenge
across the water value
 chain where data & and to understand the potential of data analytics in improving - Prioritized List Of Data
analytics can add performance. Opportunities
significant value - Expert Interviews: Discussions with water experts, utility
managers, and technologists across the world to understand
opportunities.
- Analysis & Brainstorming: Internal synthesis and analysis to
develop a framework for rating different opportunities and
developing prioritized hypotheses for possible improvements.
- Open Innovation Challenge: To invite the global and local
community of Data or Water experts and amateur enthusiasts
to give suggestions on the use of data for improved
performance.

Data Landscape To identify existing data - Desk Research: Process & MIS diagnostics for key DJB - Water Data Inventory 3 weeks
Assessment & analytics availability operations to understand the existing data landscape and data - Water Data Workshop
and gaps that need to be gaps that would need to be plugged
treated as constraining - Interviews: With DJB leadership and managers to understand
factors in strategy data availability. Discussions with leadership of allied
development organizations who could be sources of data.
- Data Workshop: Brainstorming workshop with the
Government, DJB Leadership, Design & Data Experts to identify
priorities based on Opportunity Areas identified in the previous
stage and Data Landscape identified in this stage.

Strategy To develop a robust - Analysis & Brainstorming: Internal synthesis and brainstorm - Water Data Strategy 4 weeks
Development short-medium-long term sessions to develop a full-featured water data strategy for the
strategy for the use of Government of NCT based on the Data Inventory &
data & analytics to Opportunities Identified earlier. This strategy would cover
improve water services in tangible Use Cases, Organizational Processes Needed, Staffing
NCT & Organizational Structure Needed, Budgets, Skills Needed to
implement the Data Strategy.
 - Expert Interviews: Validation and iteration of the data strategy
with experts.
- Strategy Refinement Workshop: Codesign workshops with the
Government and DJB leadership to share the strategy
developed and absorb suggestions.

Launch Support To help the Government - Expert Interviews: With external experts to help develop - Terms Of Reference 3 weeks
of NCT in launching the implementation details for different components of the water - Knowledge Transfer
Water Data & Analytics data strategy Sessions
Initiative through - Drafting Suitable ToRs: Developing 4-5 Terms Of Reference
relevant procurement documents for technology and data service providers who will
and knowledge help implement different components of the water strategy
management processes - Knowledge Transfer Sessions: Knowledge transfer sessions and
workshops with the DJB and Government teams
Next Steps

As a next step we propose refining the scope of this project, Dalberg’s role within it, and identifying possible donors who can fund this technical
assistance.
About Dalberg

Commitment to global development and innovation: Established in New York in 2001, Dalberg Global Development Advisors is a strategy and policy
advisory firm focused on global development. Our mission is to mobilize effective responses to the most pressing issues in developing countries. We
work with governments, NGOs, development agencies and private companies to generate lasting impact. Our advisory activities include seven key
services: performance and impact evaluation, organizational design, partnership facilitation, investment analysis, market analysis, strategy
development, and fund/facility creation. We focus on six key sectors: Water and Sanitation, Agriculture, Energy, Global Health, Education, and Access
to Finance.

Geographic footprint: Dalberg has a network of 14 offices, which are located San Francisco, Washington, D.C., New York, Dakar, Lagos, Nairobi,
Johannesburg, Copenhagen, Geneva, London, Abu Dhabi, Mumbai, Delhi and Singapore. Our presence across geographies enables us to analyze and
understand sector trends, while our strong local roots and sector expertise puts us in a position to effectively assess interventions locally; as a result,
Dalberg is frequently retained by development agencies for developing or evaluating strategies.
Exhibit 2: Dalberg’s Global Presence
Deep experience in Asia: A large part of our global team of 240 consultants is located in Asia. Our geographic footprint positions us well to easily and
cost-effectively conduct field-visits and carry out this project.

Exhibit 3: Select Dalberg project examples from Asia

Talented and diverse staff. The key driver of Dalberg’s success is the quality of our consulting staff. Our team members are educated from leading
academic institutions around the world and have diverse experiences across development and strategy. The typical background of a Consultant at
Dalberg is:

 Work experience at leading management consultancy firms (such as McKinsey, BCG, Bain) or top investment banks (such as Morgan Stanley), and
multilateral institutions (such as the World Bank and the United Nations);
 Academic qualifications in policy, management, economics, law and engineering from leading institutions such as Harvard, Princeton, MIT, Oxford,
Cambridge, Yale, IITs, IIMs and ISB;
 First-hand experience of working with government at senior-most levels, and implementing programs in developing countries.

Extensive track record of success and an extremely high repeat client rate: We work at the forefront of development innovation, advising developing
country governments, companies, development finance institutions and multilaterals, foundations, and NGOs. We collaborate extensively with
leading social innovators, such as the Bill & Melinda Gates Foundation, as well as a broad range of international non-profit organizations and private
sector clients. Across clients, Dalberg has exceptional levels of client satisfaction, and continues to serve more than 75% of the clients we served three
years ago. Examples of our corporate, public sector and civil society clients include:

Exhibit 4: A representative sample of Dalberg clients (non-exhaustive)

Development Governments &

Private
UN Agencies Finance Foundations & NGOs Government
Sector
Institutions Agencies

 Food and Agriculture  African  Alliance for a Green  African Center for  AMSCO
Organization Development Bank Revolution in Africa Economic  Equity Bank
 IAPSO  Asian  Amnesty International Transformation  Global
 International Labour Development Bank  Aspen Institute  Bosnia & Seawater
Organization  Consultative Group  Bernard Van Leer Herzegovina Incorporated
 International to Assist the Poor Foundation Federal and Entity  Google
Telecommunications (CGAP)  Bill & Melinda Gates Governments  Husk Power
Union  Development Bank Foundation  Chilean Ministries Systems
 International Trade of Southern Africa  Center for Global of Mining & Energy  Intel
Centre  European Bank for Development  Chilean National  Novo
 Stockholm Convention Reconstruction  Clinton Global Initiative Energy Commission Nordisk
 UNAIDS and Development  Counterpart  Chilean Production  Pepsi
 UNICEF  Grassroots International Development  Vodafone
Business Fund  FINCA
 UN Industrial  Inter-American  Ford Foundation Corporation  +30 more
Development Development Bank  GAVI Alliance (CORFO) confidential
Organization  International  Global AIDS Alliance  Danish Ministry of clients
 UN Office for Finance  Global Business Coalition Foreign Affairs
International Strategy Corporation on HIV/AIDS  Ethiopian
for Disaster Reduction  International  Global Fund to Fight Agriculture
 UN Commission for Monetary Fund AIDS, Tuberculosis and Transformation
the Private Sector and  Norfund Malaria Agency
Development  Organization for  Hewlett Foundation  Ethiopian Ministry
 UN Department of Economic Co-  Human Rights Watch of Trade and
General Assembly and operation and  IFPMA Industry
Conference Development  Initiative for Global  GTZ
Management (OECD) Development  Liberian President
 UN Department of  World Bank  International Diabetes & Cabinet
Management Federation  Millennium
 UN Development  International Federation Challenge
Operations of the Red Cross Corporation
Coordination Office  Malaria No More  New Partnership for
 UN Development  Medicins Sans Africa’s
Programme Frontieres/Doctors Development
 UN Economic Without Borders (NEPAD)
Commission for Africa  Mercy Corps  South African
 UN Environment  Rockefeller Foundation Reconciliation and
Programme  Sierra Club Development Bond
 UN Global Compact  Skoll Foundation Initiative
 UN Habitat  Soros Foundation  Tanzania AIDS
 UN Office for the  UN Foundation Commission
Coordination of  UnLtd India  UK Department for
Humanitarian Affairs  Villgro Innovation International
 UN Office for Project Foundation Development
Services  Vodafone Group  UK Prime Minister’s
 UN Population Fund Foundation Strategy Unit
 UN Secretariat  World Cocoa Foundation  US Agency for
 UN Women  World Economic Forum International
 World Food  World Wildlife Fund Development
Programme  Worldwide Fund for  US Overseas Private
 World Health Nature Investment
Organization Corporation
Relevant Project Experience

We believe that our value proposition for this assignment is particularly distinctive in five areas:
1. Water
2. Sanitation
3. Experience in India
4. Working with the Government
5. ICT / Data / Mobile

Water

 Guinea Bissau fundraising for water and electricity- Government of Guinea Bissau & IFC- Dalberg supported the government of Guinea
Bissau in hosting a meeting with the donor community at which their objectives for the energy and water sectors were presented, and
funding was sought to transform these sectors and the lives of millions of Bissau-Guineans. More specifically, our team (i) prepared a
brochure describing the strategy for restructuring and relaunching of the electricity and water sectors agreed upon by the Government
which identified and justified the needs in terms of investments in both sectors, (ii) prepared a presentation in association with the
Project Implementation Unit (PIU) summarizing the contents of the brochure, which presented and organized the hierarchy of needs in
terms of investments and which served as support during the meeting, (iii) organized the logistics including lists of participants, sending
out invitations and following-up, lieu of the workshop working in close collaboration with the PIU, and (iv) drafted a final report which
outlined the conclusions and recommendations of the meeting.

 IFC- Introducing Private Sector Participation to improve the reliability and quality of electricity and water supply in the capital city-
The study consist in helping to design and implement a communications plan, which will mainly target EAGB employees and other
affected Stakeholders. The Plan should also provide: (i) strategic guidance for approaching affected Stakeholders and the media, (ii) tools
to raise awareness of the PSP scheme through explaining the objectives and process for PSP and emphasizing the benefits of sector
reform and PSP in general. To support the public relationship process, Dalberg (1) organized a stakeholder’s forum for all key stakeholders
held at the beginning of Phase 1. The objective was to sensitize participants on PSP and sound out Stakeholders for their views on the
power and water sectors which affected the outcome the Transaction; (2) prepared a Project Teaser designed to present the project to
 potential private sector operators and donors to generate interest; (3) prepared article (analytical) on the Transaction that can be share
to the different stakeholders.

 PepsiCo-Program Evaluation of Water and Waste Initiatives-Dalberg was engagement by a large multinational corporation to conduct
an evaluation of its water and waste management initiatives in the state of Andhra Pradesh in India. The client wanted to understand the
impact that the programs had created on the local communities over the last 5 years, and also draw upon the learnings for similar
programs in the future. The Dalberg team (i) conducted in depth desk research on water and waste management initiatives by the client,
and other similar organizations in India; (ii) conducted interviews with client teams, and sector experts to benchmark quality of the client's
initiatives; (iii) designed a field survey to capture feedback from the local communities on the impact of the program, and (iv) made
recommendations to strengthen the programs' M&E systems, improve internal and external communication about the program, and
scale up/ replicate the programs in other geographies

 C&A Foundation- Water Strategy-Dalberg worked with C&A Foundation to help understand the key community water needs in
Bangladesh and China, identify key interventions and partners, and articulate a water strategy for the Foundation to catalyze sector-wide
action to scale up promising solutions. Dalberg's work included (i) developing a quantitative and qualitative understanding of the
problems with sustainable water for communities living close to textile manufacturing facilities, (ii) identifying a 'menu' of
interventions that could mitigate water-related challenges at the community level, (iii) prioritizing 2-3 interventions that could be piloted
in key geographies and key partners for scale-up, and (iv) crafting a partnerships and communication strategy to amplify the
foundation's water initiatives.

Sanitation

 Private Infrastructure Development Group (PIDG)- Scoping and Development of a Water and Sanitation Fund- Dalberg assessed the
commercial and impact investment potential of the water and sanitation market in low and low/middle income countries and
recommended options for how the Private Infrastructure Development Group (PIDG) could increase its presence in the water and
sanitation sector. In phase 1, the team: (i) conducted a feasibility study by identifying the current supply and demand for finance and the
constraints to private sector investment; and (ii) recommended options, which included setting up a fund, in alignment with PIDG’s
strategic objectives and organizational structure. In phase 2, the team: (i) identified a concrete pipeline of opportunities worth USD 105
MN in 14 developing countries through interviews with more than 200 stakeholders and experts from over 60 organizations; and (ii)
 refined the options suggested earlier to assist PIDG in making a decision for increased involvement in the water and sanitation sector.

 IFC- Strategic Evaluation of “Sanitation and Safe Water for All (SSAWA)"-Dalberg was engaged by IFC to conduct a strategic evaluation
of its "Sanitation and Safe Water for All (SSAWA)" initiative, a pilot market transformation program in the water and sanitation sector
that supports innovative private sector approaches. As the pilot was nearing its end, IFC has commissioned Dalberg to conduct a strategic
evaluation of the program to independently assess the impact of the pilot phase and to inform a decision on potential geographic
expansion of the program. The Dalberg team – (i) evaluated the relevance, efficiency, effectiveness, sustainability, and impact of SSAWA's
activities across all its five components (business support, financing support, enabling environment, market intelligence, and knowledge
management), and (ii) analyzed the findings and interviewed 20+ key stakeholders and senior management to provide recommendations
on geographic expansion of the program in Africa and potentially beyond.

 World Business Council for Sustainable Development- Access to Water and Sanitation-Dalberg was engaged by a global business
association to identify how it could better serve its members in their efforts to improve access to water and sanitation in developing
countries. The Dalberg team interviewed 10 members of the association, all multinational companies, to map the key challenges facing
private sector engagement in access to water. Based on these findings and desktop research we designed a new member-support strategy
which was presented to the board of the association for approval. As a result, members of the association will have more support for
initiatives that improve access to water and sanitation.

 CEPT University- Urban Sanitation Service in Maharashtra- Dalberg helped attract innovative financing in sanitation models under the
PAS Project run by CEPT university, with the objective of improving urban sanitation services in Maharashtra by: 1) Identifying sanitation
models and potential funders currently operational in Maharashtra: A through review of existing sanitation models was undertaken
followed by rapid prioritization of the opportunities in order to identify a few potential projects that could be pitched to funders and
investors, and to identify funders that could be approached 2) Preparing pitch documents for relevant funders: The pitch document
included an overview of the sanitation service market in Maharashtra and an overview of investment opportunities. For each opportunity,
it also included a detailed presentation of the business model, revenue and cost drivers, potential market in Maharashtra, key risks; the
financing need; and potential impact 3) Meeting with potential funders and synthesis of pitch documents based on meetings: conducted
discussions with potential funders and supporters of the project. Dalberg conducted meetings with a group of 20-30 potential seed
funders, investors and entrepreneurs, accompanied by PAS promoters
Experience In India

 Federation of Indian Chambers of Commerce and Industry (FICCI) – CSR Conference. Dalberg collaborated with the Federation of Indian
Chambers of Commerce and Industry (FICCI) to conduct a workshop for corporate representatives to design high-impact CSR initiatives
that satisfy India's new CSR mandate. To prepare for the workshop, Dalberg (i) assessed the provisions of the Companies Act, which
mandates large companies spend 2% of annual net profit on CSR, (ii) identified types of CSR initiatives that qualify under the Act,
including supporting and launching social businesses and (iii) developed frameworks for designing CSR initiatives that align a company's
capabilities with a social need. As part of the one-day workshop, Dalberg explored innovative CSR engagements that fall under the scope
of the bill, highlighted ways corporates can operate a CSR portfolio that delivers both social impact and business value and identified
ways to leverage partnerships to address critical gaps across the value chain. As a result of the workshop, participants developed a
toolkit for designing and executing high-impact CSR initiatives, including specifics for launching or supporting a social business as CSR.

 Bill and Melinda Gates Foundation – Five-year strategy for Digital Green in collaboration with National Rural Livelihoods Mission
(NRLM). Dalberg conducted a strategy study and developed a 5-year actionable business plan for an India based NGO involved in
agricultural extension to ensure the success of planned scale up vis-à-vis engagement with National Rural Livelihoods Mission (NRLM).
Through extensive interviews with various stakeholders, Dalberg helped the NGO prioritize key strategic initiatives during scale-up,
while ensuring donor/stakeholder confidence in the NGO's ability to execute the plan. Substantiated by an operational model, Dalberg
presented a comprehensive plan for organizational and operational capacity development of the firm - charting a step-by-step growth
of the firm over 5 years. Dalberg analyzed various organizational and financial implications of scale-up, helping the NGO ensure
operational sustainability over the course of growth and expansion, while exploring new partnership models.

 UK Department for International Development – Greening phone towers strategy. Dalberg Global Development Advisors, supported
by NextGen Project Management Systems, undertook a project to support the accelerated and expanded adoption of green power
generation technologies such as solar, wind and biomass to power mobile towers in India. Dalberg developed a landmark report that
made a clear business case on the economics and social benefits of using renewables over diesel fuel to power mobile towers.
Furthermore, the team worked with stakeholders across the telecom sector to drive greater adoption of green technologies. Dalberg
combined (i) a rigorous view of the economic and social implications of transitioning from fossil fuels to green technologies with (ii)
close engagement of industry and government to facilitate development of policy that can drive change.
  GIZ - Financial Barriers in Small Scale Renewable Energy Enterprises in India. As part of GIZ’s efforts to develop private sector
participation in the renewable energy sector in India, it commissioned Dalberg to conduct an in-depth study to identify the specific
barriers that companies face in accessing finance and recommend potential solutions for GIZ and the Ministry of New and Renewable
Energy (MNRE). Dalberg (i) conducted a detailed segmentation analysis of MSMEs involved in (a) decentralized RE mini-utilities and (b)
RE consumer products; (ii) identified specific financing products which could be scaled up to address financing needs for each of these
areas; (iii) identified specific steps that GIZ and MNRE could take to implement these solutions, (iv) interviewed nearly all of the key
stakeholders in the RE MSME space as well as sector experts. The final report was disseminated by GIZ, syndicated at a workshop with
key market players and is being used as a public resource published on the GIZ website, directed towards RE MSMEs, lenders, policy-
makers and multilateral agencies to inform the design and implementation of their activities in India

 Sasakawa Peace Foundation – BOP Technologies Project. Sasakawa Peace Foundation together with the UNDP asked Dalberg Global
Development Advisors to identify sustainable technologies as well as inclusive business models that are relevant for Base of Pyramid
households in three areas - drinking water, lighting and cooking. The team developed a framework to (i) categorize the landscape of
available and emerging technologies and identify key technological trends; (ii) evaluate the landscape of technologies along a variety of
social, economic and environmental criteria to identify sustainable technologies with high potential for Base of Pyramid households and
to develop a shortlist of technologies to be tested through pilot projects; (iii) synthesize and document the lessons learned and best
practices in order to understand factors that drive successful introduction and scale up of inclusive markets models around these
technologies; and (iv) outline potential pilot projects for involvement of Japanese private sector players in this space.

Working With The Government

 US Government-Haiti electricity sector strategy- Dalberg supported the US Government in developing its Haiti electricity sector
strategy. Haiti’s electricity sector is in a poor state with less than 30% of the population connected to a power grid, of which around
half are illegal, electricity available only 6-8 hours a day in many places, and a commercially unviable utility which makes new
investments in electricity infrastructure an increasing burden on the state’s finances. Dalberg identified and prioritized investments in
electricity and off-grid infrastructure to increase access to reliable electricity by assessing the current and future electricity demand in
the three priority regions in Haiti along with the associated social and economic benefits of supplying electricity to these areas.

 African Center for Economic Transformation (ACET), MINECOFIN - Drafting Rwanda’s PPP Policy- The Government of a Central African
 country engaged Dalberg and ACET to strengthen the Ministry of Economic Planning and Finance's (MINECOFIN) specialized Public
Private Partnership (PPP) unit. The Dalberg team (i) developed a PPP framework and prepared guidelines for how to streamline the
private sector's role as it supported the country's Public Investment Program, and (ii) supported implementation by assisting in
recruitment for and capacity development of the PPP unit. First, the team reviewed the proposed institutional arrangements for PPPs
and then developed ToRs and organizational structures for these units in order to enhance coordination and efficiency. Further, the
team created a PPP framework and developed operational procedures to guide the implementation of PPP projects. Finally, the team
designed a project prioritization matrix to screen and prioritize the current project pipeline. As a final output, the team authored the
Central African country's PPP Policy Manual, which laid out the step-by-step process for the procurement of PPPs and included
recommendations for changes that would need to be made into law.

 Government of Ethiopia - Ethiopia Private Sector Development- To increase the level of foreign investments and domestic growth in
the private sector, Dalberg supported the Government and Chambers of Commerce in developing a strategy for more effective policy
dialogue between the public and private sectors. Time and duration: 2003, 5 months. Accomplishments: The strategy was adopted by
the government along with a UN programme to support private sector development activities. Actual subsequent progress on this
agenda, however, has been rather slow.

 Ethiopian Government Agency- Stimulating growth in Ethiopia’s agriculture sector- Dalberg supported the Agricultural
Transformation Agency (ATA), a government agency focused on stimulating catalytic growth in Ethiopia’s agriculture sector, to develop
a concept paper for public-private investment initiatives in Ethiopia’s agriculture sector. The expected impact of the engagement was
the creation of a consortium of private and public sector players focused on supporting and facilitating foreign investment in agriculture.
The team delivered 1) a consortium concept paper that detailed models of partnerships and legal and governance structure of
partnership, 2) High level identification of specific investment initiatives, 3) Investment framework highlighting opportunities for public
private partnerships around specific opportunities thereby incentivizing other consortiums to emerge.

 Danish Ministry of Foreign Affairs - Private Sector Development Investment in Serbia- Dalberg conducted an assessment of the
realistic prospects of Danida's programme, "Supporting Economic Growth and Employment through Development of the Fruits and
Berries Sector in Southern Serbia", in relation to its objectives, envisaged output, time frame, machinery for administrative, financial
and monitoring and evaluation management and the political, economic and social context in Serbia.
ICT/Data/Mobile

 Bill and Melinda Gates Foundation- Supporting Digitally-Enabled Delivery of Financial Services to Smallholder Farmers- Dalberg
supported the Financial Services for the Poor and Agriculture Development teams at the Bill and Melinda Gates Foundation conduct
foundational research to inform their strategy to support digitally-enabled delivery of financial services to smallholder farmers. The
three streams of research included: i) historical evolution of smallholder finance, ii) funder landscape, iii) landscape of current activities.
This research informed a final phase where the Dalberg team made recommendations for the Foundations strategy going forward.
 Project Isizwe-Framing the impact of free Wi-Fi-Dalberg supported Project Isizwe, a free Wi-Fi initiative currently operating in Tshwane,
South Africa, by helping them develop a theory of change and an evidence base around the impact of free/affordable internet, an M&E
framework to use in their second phase of deployment, and presented early findings from the first phase of deployment. Dalberg (i)
conducted in-depth desk research develop an evidence base around the impact of free/affordable internet, and (ii) conducted primary
research through surveys and stakeholder interviews to develop the theory of change and present early findings from the first phase of
deployment. The report guided their second phase of deployment and allowed them to communicate their value proposition to funders
and other stakeholders. This engagement allowed Dalberg to further understand the implications of internet access, and early thinking
around measuring Internet's impact.
 Google- Innovation policy study (Ghana/Nigeria)- In this project Dalberg (i) mapped existing global frameworks to measure the
innovation ecosystem, and assessed their applicability on developing countries; (ii) developed a set of indicators that can capture
innovation occurring in developing economies; (ii) conducted desk based research to identify barriers to the innovation ecosystem in
both countries (iii) tested the emerging hypothesis through interviews with stakeholders (experts, policy makers, entrepreneurs and
investors in Ghana and Nigeria); (iv) analyzed 'lessons learned' from other countries to address similar challenges; (v) presented the
findings along with high-level observations and recommendations in a brief report.
 HR&A Advisors (WB, MoIC, Kenya ICT Board)- Konza Technology City, Industry Strategy- Dalberg worked in a consortium led by HR&A
for IFC and Kenya's Ministry of Information and Communication to identify key industry sectors and reach out to investors to determine
their needs for a new ICT city (Konza) in Kenya. The Dalberg team: (i) analyzed macroeconomics, growth trends and ICT intensity of
various industry sectors in East Africa to identify those that are fit for operating in Konza; (ii) conducted extensive investor outreach and
held interviews with major organizations within those sectors to determine their requirements from Konza; and (iii) developed KPIs and
a governance structure for Konza to measure progress on its vision and mission.
  USAID- eHealth Strategic Assessment-Dalberg assisted USAID in conducting a strategic assessment for digital health, to feed into a long-
term strategy that would provide greater understanding, planning, and prioritization around digital health. The team conducted
interviews over 40 interviews with external stakeholders as well as USAID staff to discuss USAID's challenges and role in the eHealth
space. The team analyzed USAID's current approach to digital health and identify areas that can be strengthened and provided a series
of strategic and operational recommendations to shape USAID's priorities in digital health going forward.

Exhibit 2: Summary of projects presented

Client and Project Water Sanitation Experience in Working with the ICT/Data/Mobile
India Government

Guinea Bissau fundraising for water and

electricity- Government of Guinea Bissau   
& IFC
IFC- Introducing Private Sector
Participation to improve the reliability 

and quality of electricity and water
supply in the capital city
PepsiCo-Program Evaluation of Water
  
and Waste Initiatives
C&A Foundation- Water Strategy  
Private Infrastructure Development
Group (PIDG)- Scoping and Development  
of a Water and Sanitation Fund
IFC- Strategic Evaluation of “Sanitation
 
and Safe Water for All (SSAWA)"
World Business Council for Sustainable
Development- Access to Water and  
Sanitation
 CEPT University- Urban Sanitation
  
Service in Maharashtra
Federation of Indian Chambers of
Commerce and Industry (FICCI) – CSR 
Conference
Bill and Melinda Gates Foundation – Five
year strategy for Digital Green in
 
collaboration with National Rural 
Livelihoods Mission (NRLM).
UK Department for International
Development – Greening phone towers   
strategy
GIZ - Financial Barriers in Small Scale

Renewable Energy Enterprises in India. 
Sasakawa Peace Foundation – BOP

Technologies Project 
US Government-Haiti electricity sector

strategy
African Center for Economic

Transformation (ACET)
Government of Ethiopia - Ethiopia

Private Sector Development
Ethiopian Government Agency-
Stimulating growth in Ethiopia’s 
agriculture sector-
Danish Ministry of Foreign Affairs -
Private Sector Development Investment 
in Serbia
Bill and Melinda Gates Foundation-
Supporting Digitally-Enabled Delivery of 
Financial Services to Smallholder
Farmers
Project Isizwe-Framing the impact of free
Wi-Fi 
Google- Innovation policy study 
HR & A Advisors (WB, MoIC, Kenya ICT
Board)- Konza Technology City, Industry  
Strategy
USAID- eHealth Strategic Assessment
